HomeMy WebLinkAboutPreliminary Budget 2021-2022Date: October 19, 2020
To: Auburn City Council
Re: 2021– 2022 Budget Overview
The purpose of this Budget Memorandum is to summarize the key processes, decisions and changes to
the operating and capital programs included in the 2021-2022 Preliminary Budget.
2021-2022 Budget Policy and Process - Development of the City’s budget is guided by a set of
budget policies, citywide goals and strategies based upon the City’s long-term vision. The City’s
budget policies are directed at conserving fiscal resources while suppor ting programmatic strategies.
The City maintains a stable financial condition by managing expenditure budgets to available revenue
streams. All funds contain adequate reserve balances and the City’s debt is manageable. Budget
recommendations reflect a long-range analysis of fiscal trends. These policies and practices have not
only averted serious funding problems in the past, but have enabled our General Fund to remain
financially stable during down times.
Due to continued uncertainty in the economic recovery and decisions by the State Legislature that affect
distributions and costs to local governments, departments were tasked with the following guidelines in
developing their specific budgets:
•Departments should assume no significant change in the current level of service;
•Departments should assume no new FTEs or programs unless they are required by state law or
city policy, or where additional responsibility cannot be absorbed by existing staff resources, or
department responsibilities to meet current levels of service cannot be carried out by existing
staff. Priority funding of new FTEs would be given to requests that are supported with offsetting
revenues and/or cost savings or that will result in economic development or increased revenue
generation.
The City’s budget development process went as follows:
Date Workshop
27-Jul Fund and budget process overview (WS #1)
10-Sep General Fund departments (WS #2)
15-Sep
General Fund departments (continued) and
Proprietary, Capital and Special Revenue Funds
(WS #3)
16-Sep Proprietary, Capital and Special Revenue funds
(continued) (WS#4)
26-Oct Public hearing and General Fund revenue trends
[upcoming]
The Preliminary 2021-2022 Budget attached to this budget memorandum represents the results and
decisions from these meetings and workshops. The total citywide preliminary budget is $351,031,051 for
2021 and is 18.0% more than the adopted 2020 budget because of the increased enterprise fund capital
projects. The budget for 2022 is $326,609,691 and is 7.0% less than the 2021 budget. Sections 1 and 5
include a detailed presentation of the City’s budget.
1
2021-2022 Preliminary Budget - The remainder of this memorandum summarizes the key
changes included in the 2021-2022 Preliminary Budget.
Salaries and Benefits - The City budgets all positions at 100% for each year and all fund salaries and
benefits include step increases. All affiliated groups’ salary concessions lapse at the end of 2021 with the
exception of Teamsters which goes through 2022. Unaffiliated salary increases in 2021 and 2022 are
assumed to be commensurate with labor contracts.
Benefits include a 5% allowance for increases in medical care and a 1% increase in dental costs with no
increase for vision care. 2022 benefits include a 10% allowance for increases in medical care and a 5%
increase in dental costs with no increase for vision care. No increases are projected for Labor and
Industries industrial insurance rates. PERS 2 and 3 employer pension rates include a rate decrease from
12.86% in 2021 to 10.42% effective July 1, 2021.
All staffing changes are noted on page 43 with total authorized FTEs of 454.35 in 2021 and 455.35 in
2022. This includes the addition of two new FTEs as part of approved Program Improvements:
•Economic Development Coordinator (Administration Department)
•B&O Tax Specialist (Finance Department)
The net effect of all staffing changes and salary increases will increase citywide annual salaries and
wages from $45.8 million in 2020 to $46.3 million in 2021 and $48.6 million in 2022. Citywide benefits will
decrease from $23.6 million in 2020 to $22.6 million in 2021 and increase to $23.6 million in 2022.
General Fund Budget Highlights -The total General Fund budget, including fund balance, is $92.8
million for 2021 and $92.5 million for 2022. The 2021 budget is 5.9% higher than the adopted 2020
budget, and the 2022 budget is a 0.3% decrease from 2021 [page 114].
•Revenues:
o Property taxes –The City plans a 1% levy increase, plus new construction in both 2021 and
2022 [page 80];
o Sales taxes – Like many of the City’s revenue streams, sales taxes were affected by the
COVID-19 pandemic in early 2020 with ongoing impacts still being observed. 2020 sales tax
revenues are expected to come in about 10% below budget but are projected to increase by
8.8% in 2021 and an additional 5% in 2022 [page 81];
o Streamlined Sales Tax (SST) mitigation payments – These payments sunset in 2020 and are,
in theory, being replaced by Marketplace Fairness Act (internet sales) taxes. However, MFA
revenues have been below SST mitigation payments since their inception [page 82].
•Expenditures:
o Expenditures – Budgeted General Fund expenditures are projected to increase by $1.6
million from 2020 to 2021, largely due to increases in salary costs. Budgeted expenditures
are projected to grow by another $3.3 million in 2022 due to increases in salary costs, as well
as for charges for the SCORE facility and for 911 service ($0.2 million).
o Fund balance – The projected General Fund balance decreases in 2021 and again in 2022
with the following estimated ending fund balances [pages 62 and 105]:
Estimated Minimum Over Target Over
Ending Fund Ending Fund (Under) Ending Fund (Under)
Balance Balance (8%) Minimum Balance (12%) Target
2020 amended 14,783,802$ 6,726,808 8,056,994 10,090,213 4,693,589
2021 proposed 10,524,785 6,583,526 3,941,259 9,875,289 649,496
2022 proposed 6,858,019 6,848,401 9,618 10,272,602 (3,414,583)
2
•Future Challenges – In addition to lasting effects of the COVID-19 pandemic, several challenges
continue to impact the City and affect available revenues and expenditures in the 2021-2022 budget.
These include:
o Demand for services – including public safety, transportation, and human services –
continues to increase faster and are greater than budgeted revenue growth;
o There is a growing need in human services (homelessness and mental health);
o PERS 1 continues to be underfunded and there is a continued LEOFF 1 liability.
The General Fund’s Non-Departmental expenses include budgets for retirement contingencies, LEOFF 1
medical obligations, payments for general contracts and services and budgeting of general fund ending
balance.
Special Revenue Fund Highlights:
•The Arterial Street Fund supports major street capital projects. Major projects for 2021 and 2022
include: Auburn Way South improvements, 49th Street NE, and 29th Street SE/R Street SE
intersection projects. Funding for arterial street projects comes from fund balance, motor vehicle fuel
taxes, traffic impact fees, real estate excise taxes, federal/state grants, and developer contributions.
This fund’s budget totals $5.5 million in 2021 and $5.9 million in 2022 [page 230];
•The Local Street Fund supports the City’s Save Our Streets local street transportation program.
Funding for the SOS program in 2021 and 2022 is from real estate excise taxes (REET). In addition,
the City’s water, sewer and storm drainage utilities each provide $50,000 per year to support utility
projects related to local street improvements. [page 231]
•The Arterial Street Preservation Fund supports arterial street repairs. Major projects include the
annual Arterial Street preservation program, Lakeland Hill Way preservation project, and the 2nd
Street preservation project. This fund is supported by a 1% utility tax on water, sewer, storm,
garbage, telephone, cable, gas and electric utility services as well as grants. The fund’s budget totals
$2.9 million in 2021 and $2.1 million in 2022 [page 232];
•The Community Development Block Grant (CDBG) Fund is funded with an annual grant from
CDBG of $600,000 per year over the two-year period as well as other grant funds as available [page
114]. The 2019-2020 budget added a Housing Repair Technician FTE to perform services that were
previously delivered by outside contractors, resulting in more households being served and reduced
wait times for community members in need of these services [page 200];
•The Cumulative Reserve Fund serves as the City’s general savings or rainy-day fund. This fund is
budgeted to end 2022 with $4.6 million. Budgeted items in this fund for 2021-2022 include a one-time
transfer to the General Fund in 2022 [page 160].
Capital Project Fund Highlights
•The Capital Improvements Fund budget totals $7.9 million in 2021 and $3.7 million in 2022,
excluding ending fund balance. A significant portion of these expenditures are transfers of REET
monies to other funds for street and other construction projects. Major projects in this fund include the
104th Avenue Park development and the Lea Hill Safe Routes to Schools projects [page 171];
•The Municipal Parks Construction Fund budget totals $2.9 million in 2021 and $3.7 million in 2022.
Major projects include the Jacobson Tree Farm development, West Hill Park acquisition, and Game
Farm Park improvements [page 269];
Enterprise Fund Highlights
•Water, Sewer and Storm Drainage utilities are funded from user fees and charges, system
development charges, interest earnings, and miscellaneous revenues. Funding in the water utility in
2020 included $15.7 million in funds for refinancing of existing debt and new debt for planned capital
projects in 2021 and 2022. Major utility projects in the water utility include: the Academy Pump
3
Station pump replacement project, lead service line replacements and the deduct meter replacement
project; in the sewer utility: the Rainier Ridge Pump Station rehabilitation/replacement project and
annual repair/replacement projects; and in the storm drainage utility: the D Street SE storm
improvement project, vegetation sorting facility project, north airport area improvements, and annual
repair/replacement projects . At the end of 2022, the water utility is budgeted to end with $10.0 million
in working capital; the sewer utility with $15.7 million; and the Storm Drainage utility with $14.6 million
[pages 236, 241, 246];
•The Airport Fund expects to receive about $0.4 million in Federal Aviation Administration grants
during 2021-2022. The fund is also expected to issue about $3.8 million in bonds to finance
improvements to airport hangars. This fund is budgeted to end 2022 with $433,000 in working capital
[page 251];
•Revenues at the Cemetery Fund are expected to remain essentially flat in 2021 and 2022. This fund
is budgeted to end 2022 with $270,000 in working capital [page 271].
Internal Service Funds
•Equipment Rental and Replacement Fund (ERR) has an anticipated ending working capital
balance of $5.2 million in 2022. Major projects in 2021-2022 include improvements to the vehicle
storage bay, fuel tank replacement, and the construction of an additional vehicle maintenance bay.
Major equipment costs for 2021-2022 include the replacement of City vehicles and the purchase of
six SWAT take-home vehicles for the Police Department [page 255];
•The Facility Fund is budgeted to end 2022 with $600,000 in working capital. Significant facility
maintenance efforts include replacement of HVAC equipment at several City-owned buildings,
modification of the City Hall elevator, generator maintenance, and miscellaneous building repair
projects [page 135];
•The Innovation and Technology Fund is projected to end 2022 with $1.7 million in working capital.
Significant IT projects in 2021-2022 include new infrastructure installations, new fiber and wireless
expansion and the expansion and upgrade of surveillance systems and cameras [page 278].
Program Improvements
•A summary and detail of the funded program improvements are included in this budget [page 304].
4
Mission:To provide a service-oriented government that meets the needs of our residents, citizens, and business community.
Vision:Your Premier Community with Vibrant Opportunities
Core Values:Safety, Economy, Environment, Character, Diversity, and Service
City Goals:
BUDGET HIGHLIGHTS:
2021-2022 CITY-WIDE REVENUES BY TYPE: 2021-2022 CITY-WIDE EXPENDITURES BY FUND TYPE:
CELEBRATION
Celebrating our diverse cultures, heritage, and
community.
WHERE
YOUR
2020
PROPERTY
TAX
DOLLAR
GOES:
in 2021-2022 will be commensurate with labor contracts.
WHERE
YOUR
2020
SALES
TAX
DOLLAR
GOES:
SUSTAINABILITY
Creating a sustainable future for our community.
2021 ꟷ 2022
Budget in Brief
h Police labor contracts are up for renegotiation at the end of 2021, and the Teamsters' contract at the end of 2022. Unaffiliated salary
CHARACTER
Developing and preserving attractive and
interesting places where people want to be.
WELLNESS
Promoting community-wide health and safety
wellness.
Key issues affecting the 2021-2022 budget process include maintaining the City's ability to provide current levels of service, ensuring that all
new programs were aligned with the Mayor's and Council's priorities, and providing adequate fund balances and reserves. Major budget
highlights include:
h Many of the City's revenues were affected by the COVID-19 pandemic in early 2020, with ongoing impacts still being observed. Most of
revenue accounts are generally projected to improve somewhat during 2021, with most expected to be back on track by 2022.
h Demand for services ꟷ including public safety, human services, and transportation ꟷ continues to increase faster than expected revenue
h There is a growing need in human services (homelessness and mental health).
h Salaries and benefits represent 59% of the General Fund budget. Overall, about 87% of General Fund expenditures are non-discretionary.
SERVICE
Providing transparent government service.
ENVIRONMENT
Stewarding our environment.
ECONOMY
Encouraging a diverse and thriving marketplace for
consumers and businesses.
$167.9 M
$35.1 M
$7.9 M $18.5 M
$212.3 M
$37.2 M
$0
$50
$100
$150
$200
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Project
Funds
Enterprise
Funds
Internal
Service
FundsMillions
32¢
Auburn School District
22¢
State
16¢
City of
Auburn
10¢
King
County
2¢
ST
18¢
All Other
65¢- State 26¢- King County 9¢- City
of
$ 478.9 MOther
19.4%
Intergovern-
mental
4.6%
Taxes
30.2%
Charges
for
Service
45.9% $ 430.8 M
5
GENERAL FUND REVENUES BY CATEGORY: GENERAL FUND EXPENDITURES BY TYPE:
GENERAL FUND EXPENDITURES BY FUNCTION: GENERAL FUND EXPENDITURES BY DEPARTMENT:
CAPITAL BUDGET SUMMARY (2021–2022):
CAPITAL PROJECTS
SOURCES AND USES (2021-2022):
Major Projects Planned for 2021-2022:
Local Street Improvement Program $ 3.9 M Lead Service Line Replacements (Water Fund)$ 4.5 M
Auburn Way S Improvements Project 2.3 M Academy Pump Station Pump Replacement (Water Fund) 3.6 M
49th Street NE Project 2.0 M Jacobsen Tree Farm Development Project (Municipal Parks) 3.4 M
Arterial Street Preservation Program 2.0 M Local Street Reconstruction Program (Water Fund) 3.4 M
Lakeland Hills Way Preservation Project 1.4 M Rainier Ridge Pump Station Rehab/Repl. Project (Sewer Fund) 3.4 M
29th St SE & R St SE Intersection Improvements 1.3 M Hangar Facility Construction Project (Airport Fund) 2.8 M
Riverwalk Drive SE Non-Motorized Improvements 1.2 M Coal Creek Springs Transmission Main Replacement (Water) 2.4 M
2nd Street SE Preservation Project 0.9 M
SIGNIFICANT NEW PROGRAMS AND INITIATIVES:
Department Duration
Mayor Nancy Backus
Facilities HVAC Equipment Replacement ongoing 1,064,800$ -$ Deputy Mayor Claude DaCorsi
Police 6 SWAT Take Home Vehicles one-time 464,400 - Council Member Bob Baggett
Water Fund SCADA Radio System Upgrade ongoing 300,000 - Council Member Larry Brown
Parks Community Ctr Parking Lot Repair one-time 250,000 - Council Member James Jeyaraj
Finance B&O Tax Specialist one-time 150,500 (4,499,500) Council Member Robyn Mulenga
Comm Develop Human Services Grant Funding ongoing 110,000 110,000 Council Member Chris Stearns
Public Works Survey Equipment Replacement ongoing 88,000 - Council Member Yolanda Trout-Manuel
For more details, the City's 2021-2022 budget is posted on the City's website at: http://www.auburnwa.gov/BiennialBudget
2021
Net Cost
2022
Net Cost
Street Projects Other Projects
Program Title ELECTED OFFICIALS:
Personnel
58.6% Operating
Expenses
29.1%
Other Expenses
12.2%
$ 167.9 M
0.9%
2.8%
2.9%
5.6%
9.9%
77.9%
Fines & Forfeitures
Licenses & Permits
Miscellaneous
Intergovernmental
Charges for Service
Taxes
$ 154.8 M
$3.3 M
$7.2 M
$6.8 M
$6.8 M
$20.5 M
$22.1 M
$28.9 M $72.2 M
Health and Human Services
Physical Environment
Transportation
Economic Environment
Interfunds and Transfers
Culture and Recreation
General Government
Public Safety
$ 167.9 M
$ 167.9 M
Transportation
(Arterial
Street) …
Transportation
(Local Street)
4.9%
Transportation
(Arterial Street
Preservation)
5.8%
Water
25.3%
Sanitary
Sewer
9.1%
Storm
Drainage
11.6%
Parks, Arts
& Recreation
9.0%
General
Municipal
6.6%
Innovation &
Technology
1.2%Airport
6.3%
Equipment
Rental
6.3%
Cemetery
0.1%
Other
0.6%
$ 73.7 M
Mayor &
Council
1.5%
Non-Departmental
4.0%
Legal
3.5%
Finance
4.7%
Admin
3.3%
Streets
4.9%
Public
Works
4.0%
Human
Resources
6.0%
Community
Development
7.4%
SCORE
6.3%
Parks, Arts
& Recreation
16.6%
Police
37.6%
$ 73.7 M
Fund
Balance
38.4%
Bonds &
Loans
22.9%
Grants
8.1%
Local Sources 1.1%
REET
11.2%
Other
Sources
18.3%
Sources
of
Funds
Design
13.1%
Acquisition 1.1%
ROW/Construction
79.2%
Debt Service/Other 6.6%
Uses
of
Funds
6
Table of Contents
PAGE PAGE
1 Preface 281 Section V: Budget Details
23 Section I: Budget Summary
303 Section VI: Proposed Program Improvements
47 Section II: Process / Policies
* Airport
* Administration
* Engineering
* Equipment Rental
* Facilities
* Finance
* Community Development
* Police
* Parks, Arts and Recreation
* Water
323 Section VII: Capital Planning, Programming,
73 Section III: Financial Plan and Budget
111 Section IV: Operating Budget
recommended by the Mayor and City Council during
budget deliberations:
the following four years. Projects are listed in the following
following sections:
* Transportation projects
* Water Utility projects
* Sanitary Sewer projects
* Storm Drainage projects
* Legal
- Fiduciary Funds
- Permanent Fund
* The General Fund six-year financial forecast
* Long-term debt obligations and debt capacity
* General Fund fiscal capacity
* Working capital for proprietary funds
* Parks, Arts and Recreation projects
* General Municipal projects and Community
Improvements
* Other Proprietary Fund projects
* A revenue analysis for each fund type:
- General Fund
- Special Revenue Funds
- Capital Project Funds
* Community Development
* Police Department and SCORE
* Public Works
* Parks, Arts & Recreation
* Innovation & Technology
Includes an introduction, including a list of sections for
which information is presented in this section; summary
tables and graphs for the baseline budget and the
General Fund budget; and sections for each
administrative department:
* Mayor and City Council
* Administration
* Human Resources and Risk Management
* Finance
- Enterprise Funds
- Internal Service Funds
* the 2021-2022 budget strategy
Summarizes the City's Capital Facilities Plan (CFP)Provides:
* Analyses of budgeted revenues and expenditures showing capital projects budgeted for 2019 and 2020
along with the capital facilities plan for these projects in the
* components of the budget;
* budget policies;
* 2019-2020 City-wide goals and accomplishments
and 2021-2022 City-wide goals; and
* budget process;
* calendar;
* purpose and structure;
Describes:
* the City's organization;
* basis of budgeting;
* comparative budget summaries
* the City's financial structure;
* a discussion of the general fiscal environment and
* Departmental Expenditures by Cost Center –
* the table of contents;* 2021 Revenue by Type – All Funds
* the agenda bills and budget ordinances;* 2021 Expenditures by Object – All Funds
* Auburn's vision and mission statement; and * 2022 Revenue by Type – All Funds
* 2022 Budget Summary – Capital Funds
Presents the program improvements that have been
key issues affecting the budget;
* summary-level budget reports; and
provides comparisons to previous years' revenues and
General Fund
expenditures. Includes:
* Citywide Interfund Operating Transfers
* a reader's guide;
* Administrative Structure
* Costs by Administrative Structure
Provides introductory information, including:Includes tables, charts, and other information that
* the budget memorandum to Council;
provide supporting detail and explanation to the
* a budget-in-brief;
summary budget:
* 2021 Budget Summary – Operating Funds
* 2021 Budget Summary – Capital Funds
* 2022 Budget Summary – Operating Funds
* the Mayor's transmittal letter * 2022 Expenditures by Object – All Funds
Summarizes the 2021-2022 biennial budget and
7
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6794
Date:
October 20, 2020
Department:
Finance
Attachments:
2021-2022 Preliminary Operating
Budget; Ordinance No. 6794 and
Schedule A
Budget Impact:
$260,345,689 – 2021
$254,596,919 – 2022
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6794, establishing the City’s operating budget for
2021-2022.
Background Summary:
Budget Process: In May, the City began the process of developing the budget for the 2021-2022
biennium. This included budget workshops as follows:
-July 27:Fund and budget process overview (workshop #1)
-September 10:General Fund Departments (workshop #2)
-September 15:General Fund Departments (continued) and Proprietary, Capital and Special
Revenue Funds (workshop #3)
-September 16:Proprietary, Capital and Special Revenue Funds (continued) (workshop #4)
During these presentations and workshops, Council provided input and policy guidance to staff.
2021-2022 Preliminary Budget: A copy of the 2021-2022 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 26, 2020.
Capital Budget: Council will adopt the City’s 2021-2022 biennial capital budget separately, with the
approval of Ordinance No. 6796.
Ordinance No. 6794: Council’s approval of Ordinance No. 6794 will establish the City’s 2021-2022
biennial operating budget. As the operating budget has been reviewed by Council during the budget
workshops, adoption of Ordinance 6794 is scheduled as follows:
- October 26: First public hearing.
- November 2: Second public hearing
- November 16: Council adoption.
Staff recommends Council approval of Ordinance No. 6794.
Staff: Thomas
Meeting Date: October 26, 2020 Item Number:
8
-------------------------
Ordinance No. 6794
October 26, 2020
Page 1 of 5
ORDINANCE NO. 6794
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2021-2022
BIENNIAL OPERATING BUDGET FOR THE CITY OF
AUBURN, WASHINGTON
THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, DO
ORDAIN AS FOLLOWS:
Section 1. As required by Chapter 35A.34 RCW, the Mayor of the City of
Auburn has completed and placed on file with the City Clerk of the City of Auburn a
preliminary biennial operating budget for 2021-2022. Notice was published, as
required by law, stating that: a) the Mayor had completed and placed the preliminary
budget on file; b) a copy would be provided at the office of the City Clerk to any
taxpayer who requested a copy; c) the City Council of the City of Auburn would meet
on November 16, 2020 at 7:00 p.m. in the Council Chambers of Auburn City Hall, 25
West Main Street, Auburn, Washington for the purpose of fixing the budget and any
taxpayer might appear at such time and be heard for or against any part of the
budget; d) the Mayor provided a suitable number of copies of the detailed preliminary
operating budget to meet the reasonable demands of taxpayers; e) The Mayor and
the City Council met at the time and place designated in the notice and all taxpayers
of the City were given full opportunity to be heard for or against the budget; f) the City
Council has conducted public hearings on October 26, 2020, November 2, 2020, and
November 16, 2020 to consider this preliminary operating budget; g) at the meeting
held by the City Council on the November 16, 2020 the City Council considered
modifications of the proposed operating budget and approved the 2021-2022 biennial
budget for the City of Auburn as adopted by this Ordinance as shown on Schedule
A.
9
-------------------------
Ordinance No. 6794
October 26, 2020
Page 2 of 5
Section 2. Implementation. The Mayor is authorized to implement those
administrative procedures as may be necessary to carry out the directives of this
legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
10
-------------------------
Ordinance No. 6794
October 26, 2020
Page 3 of 5
APPROVED AS TO FORM:
____________________________
Kendra Comeau, City Attorney
PUBLISHED:__________________
11
-------------------------
Ordinance No. 6794
October 26, 2020
Page 4 of 5
Schedule A
Beginning
Fund Balance
2021
Resources
2021
Expenditures
Ending
Fund Balance
$19,948,152 $72,870,710 $82,294,077 $10,524,785
Hotel/Motel Tax 225,286 139,100 177,110 187,276
Drug Forfeiture 957,967 147,600 492,994 612,573
Housing & Community Development 42,904 600,000 600,000 42,904
Business Improvement Area 96,325 55,700 90,000 62,025
Cumulative Reserve 6,383,315 101,000 - 6,484,315
City Hall Annex 2010 A&B Bond 4,489 1,645,300 1,645,300 4,489
Local Revitalization 2010 C&D Bond 33,593 574,070 573,800 33,863
LID #249 1,669 10 - 1,679
LID #350 403 960 - 1,363
Golf / Cemetery 2016 Refunding - 371,000 371,000 -
SCORE 2009 A&B Bond - 1,366,100 1,366,100 -
Water 17,088,517 19,149,300 25,067,833 11,169,984
Sewer 7,837,981 9,670,730 8,507,355 9,001,356
Sewer Metro 2,066,136 20,335,950 20,331,250 2,070,836
Storm Drainage 8,943,194 10,686,150 9,366,223 10,263,121
Solid Waste 5,753,618 16,775,500 16,950,830 5,578,288
Airport 810,777 5,285,700 4,487,696 1,608,781
Cemetery 505,802 1,203,600 1,344,820 364,582
Insurance 1,741,353 12,800 182,900 1,571,253
Workers' Compensation 2,382,027 1,139,400 876,800 2,644,627
Facilities 986,936 3,713,100 4,076,191 623,845
Innovation and Technology (includes
Multimedia)2,597,407 6,724,750 7,372,520 1,949,637
Equipment Rental 2,384,056 2,306,800 3,138,077 1,552,779
Fire Pension 2,033,441 103,500 210,204 1,926,737
SKHHP (South King Housing &
Homelessness Partners)241,645 253,100 307,860 186,885 PERMANENT FUNDSCemetery Endowment Care 1,983,146 63,620 - 2,046,766
$85,050,139 $175,295,550 $189,830,940 $70,514,749SPECIAL REVENUE FUNDSTOTAL OPERATING BUDGET $260,345,689 $260,345,689FIDUCIARY FUNDSENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL OPERATING BUDGETDEBT SERVICE2021 OPERATING FUNDS BUDGET SUMMARY
Fund
GENERAL FUND
12
-------------------------
Ordinance No. 6794
October 26, 2020
Page 5 of 5
Schedule A
Beginning
Fund Balance
2022
Resources
2022
Expenditures
Ending
Fund Balance
$10,524,785 $81,938,250 $85,605,016 $6,858,019
Hotel/Motel Tax 187,276 168,900 177,110 179,066
Drug Forfeiture 612,573 148,000 356,531 404,042
Housing & Community Development 42,904 600,000 600,000 42,904
Business Improvement Area 62,025 55,400 90,000 27,425
Cumulative Reserve 6,484,315 80,000 1,950,000 4,614,315
City Hall Annex 2010 A&B Bond 4,489 1,637,300 1,637,300 4,489
Local Revitalization 2010 C&D Bond 33,863 567,370 567,100 34,133
LID #249 1,679 10 - 1,689
LID #350 1,363 10 - 1,373
Golf / Cemetery 2016 Refunding - 371,300 371,300 -
SCORE 2009 A&B Bond - 1,366,700 1,366,700 -
Water 11,169,984 19,298,050 23,266,154 7,201,880
Sewer 9,001,356 9,992,880 8,321,966 10,672,270
Sewer Metro 2,070,836 21,012,700 21,008,800 2,074,736
Storm Drainage 10,263,121 10,951,870 9,283,281 11,931,710
Solid Waste 5,578,288 18,629,600 18,719,680 5,488,208
Airport 1,608,781 1,507,100 2,878,847 237,034
Cemetery 364,582 1,280,400 1,386,048 258,934
Insurance 1,571,253 12,000 183,200 1,400,053
Workers' Compensation 2,644,627 1,144,900 884,000 2,905,527
Facilities 623,845 3,694,500 3,724,226 594,119
Innovation and Technology (includes
Multimedia)1,949,637 6,903,800 7,014,444 1,838,993
Equipment Rental 1,552,779 2,301,100 3,079,708 774,171
Fire Pension 1,926,737 103,600 211,204 1,819,133
SKHHP (South King Housing &
Homelessness Partners)186,885 252,300 315,450 123,735 PERMANENT FUNDSCemetery Endowment Care 2,046,766 64,130 - 2,110,896
$70,514,749 $184,082,170 $192,998,065 $61,598,854
TOTAL OPERATING BUDGET $254,596,919 $254,596,919ENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL OPERATING BUDGETFIDUCIARY FUNDSSPECIAL REVENUE FUNDSDEBT SERVICE2022 OPERATING FUNDS BUDGET SUMMARY
Fund
GENERAL FUND
13
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6796
Date:
October 20, 2020
Department:
Finance
Attachments:
2021-2022 Preliminary Capital
Budget; Ordinance No. 6796 and
Schedule A
Budget Impact:
$90,685,362 – 2021
$72,012,772 – 2022
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6796, establishing the City’s capital budget for
2021-2022.
Background Summary:
Budget Process: In May, the City began the process of developing the budget for the 2021-2022
biennium. This included budget workshops as follows:
-July 27:Fund and budget process overview (workshop #1)
-September 10: General Fund Departments (workshop #2)
-September 15:General Fund Departments (continued) and Proprietary, Capital and Special
Revenue Funds (workshop #3)
-September 16: Proprietary, Capital and Special Revenue Funds (continued) (workshop #4)
During these presentations and workshops, Council provided input and policy guidance to staff.
2021-2022 Preliminary Budget: A copy of the 2021-2022 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 26, 2020.
Operating Budget: Council will adopt the City’s 2021-2022 biennial operating budget separately, with the
approval of Ordinance No. 6794.
Ordinance No. 6796: Council’s approval of Ordinance No. 6796 will establish the City’s 2021-2022
biennial capital budget. As the capital budget has been reviewed by Council during the budget
workshops, adoption of Ordinance 6796 is scheduled as follows:
- October 26: First public hearing.
- November 2: Second public hearing
- November 16: Council adoption.
Staff recommends Council approval of Ordinance No. 6796.
Staff: Thomas
Meeting Date: October 26, 2020 Item Number:
14
-------------------------
Ordinance No. 6796
October 26, 2020
Page 1 of 5
ORDINANCE NO. 6796
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2017-2018
BIENNIAL CAPITAL BUDGET FOR THE CITY OF AUBURN,
WASHINGTON
WHEREAS, in Ordinance No. 6682, the City Council created Chapter 3.06 of
the Auburn City Code to repurpose special capital funds and establish a multi-year
capital budgeting process.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. As required by Chapter 35A.34 RCW, the Mayor of the City of
Auburn has completed and placed on file with the City Clerk of the City of Auburn a
preliminary biennial capital budget for 2021-2022. Notice was published, as required
by law, stating that: a) the Mayor had completed and placed the preliminary budget
on file; b) a copy would be provided at the office of the City Clerk to any taxpayer
who requested a copy; c) the City Council of the City of Auburn would meet on
November 16, 2020 at 7:00 p.m. in the Council Chambers of Auburn City Hall, 25
West Main Street, Auburn, Washington for the purpose of fixing the budget and any
taxpayer might appear at such time and be heard for or against any part of the
budget; d) the Mayor provided a suitable number of copies of the detailed preliminary
capital budget to meet the reasonable demands of taxpayers; e) The Mayor and the
City Council met at the time and place designated in the notice and all taxpayers of
the City were given full opportunity to be heard for or against the budget; f) the City
Council has conducted public hearings on October 26, 2020, November 2, 2020, and
November 16, 2020 to consider this preliminary capital budget; g) at the meeting held
15
-------------------------
Ordinance No. 6796
October 26, 2020
Page 2 of 5
by the City Council on the November 16, 2020 the City Council considered
modifications of the proposed operating budget and approved the 2021-2022 biennial
budget for the City of Auburn as adopted by this Ordinance as shown on Schedule
A.
Section 2. Implementation. The Mayor is authorized to implement those
administrative procedures as may be necessary to carry out the directives of this
legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
16
-------------------------
Ordinance No. 6796
October 26, 2020
Page 3 of 5
INTRODUCED: _______________
PASSED: ____________________
APPROVED: _________________
____________________________
NANCY BACKUS, MAYOR
ATTEST:
____________________________
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
____________________________
Kendra Comeau, City Attorney
PUBLISHED:__________________
17
-------------------------
Ordinance No. 6796
October 26, 2020
Page 4 of 5
Schedule A
Beginning
Fund Balance
2021
Resources
2021
Expenditures
Ending
Fund Balance
Arterial Street $1,015,159 $4,948,080 $5,535,930 $427,309
Local Street 1,321,778 2,360,600 2,363,950 1,318,428
Arterial Street Preservation 1,606,304 2,794,050 2,886,250 1,514,104
Recreational Trails 79,425 7,700 - 87,125
Mitigation Fees 12,420,562 1,217,560 4,265,480 9,372,642
Municipal Park Construction 819,996 3,095,800 2,883,800 1,031,996
Capital Improvements 7,705,844 4,264,180 7,932,720 4,037,304
Local Revitalization 244,000 1,000 245,000 -
Water 888,139 11,614,710 10,670,410 1,832,439
Sewer 10,762,357 762,400 3,399,600 8,125,157
Storm Drainage 10,569,965 838,870 4,695,700 6,713,135
Airport 20,557 3,000,200 2,891,600 129,157
Cemetery 48,983 800 40,100 9,683
Innovation and Technology (includes
Multimedia)545,314 579,700 489,200 635,814
Equipment Rental 4,104,409 3,046,920 3,248,600 3,902,729
$52,152,792 $38,532,570 $51,548,340 $39,137,022INTERNAL SERVICE FUNDSTOTAL CAPITAL BUDGET $90,685,362 $90,685,362ENTERPRISE FUNDSTOTAL CAPITAL BUDGETCAPITAL PROJECTS2021 CAPITAL FUNDS BUDGET SUMMARY
Fund
SPECIAL REVENUE FUNDS18
-------------------------
Ordinance No. 6796
October 26, 2020
Page 5 of 5
Schedule A
Beginning
Fund Balance
2022
Resources
2022
Expenditures
Ending
Fund Balance
Arterial Street $427,309 $5,778,300 $5,892,400 $313,209
Local Street 1,318,428 1,660,500 1,664,500 1,314,428
Arterial Street Preservation 1,514,104 2,058,800 2,135,000 1,437,904
Recreational Trails 87,125 7,700 - 94,825
Mitigation Fees 9,372,642 1,161,900 5,851,450 4,683,092
Municipal Park Construction 1,031,996 3,483,950 3,730,050 785,896
Capital Improvements 4,037,304 3,109,910 3,689,210 3,458,004
Local Revitalization - - - -
Water 1,832,439 10,450,710 9,466,310 2,816,839
Sewer 8,125,157 755,600 3,815,900 5,064,857
Storm Drainage 6,713,135 562,800 4,651,800 2,624,135
Airport 129,157 1,847,420 1,780,440 196,137
Cemetery 9,683 1,000 100 10,583
Innovation and Technology (includes
Multimedia)635,814 3,400 414,200 225,014
Equipment Rental 3,902,729 1,993,760 1,435,600 4,460,889
$39,137,022 $32,875,750 $44,526,960 $27,485,812
TOTAL CAPITAL BUDGET $72,012,772 $72,012,772ENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL CAPITAL BUDGETCAPITAL PROJECTS2022 CAPITAL FUNDS BUDGET SUMMARY
Fund
SPECIAL REVENUE FUNDS19
AUBURN’S VISION FOR THE FUTURE:
Your Premier Community with Vibrant Opportunities
CITY OF AUBURN MISSION STATEMENT
To provide a service-oriented government that
meets the needs of our residents, citizens and business community.
20
21
22
2021-2022 Preliminary Budget Section I: Budget Summary
SECTION I: BUDGET SUMMARY
This section summarizes the 2021-2022 Preliminary Budget and provides comparisons to previous years’
revenues and expenditures. The section begins with a Reader’s Guide which provides the reader with the
general layout of the budget document and continues with a summary of the City’s financial structure and
an overview of the City’s general fiscal environment, including legislative measures affecting City revenue.
The section then provides summarized budget data showing a breakdown of the General Fund and then all
funds combined. The reader is encouraged to refer to the Operating Budget (Section IV) for a more detailed
account of the departmental budgets. Also, an expanded explanation of revenue sources and trends can
be found in the Financial Plan (Section III).
Reader’s Guide
Understanding a governmental budget and its specialized terminology and organization can be a
challenging exercise. This Reader’s Guide has been provided to highlight the kinds of information contained
in this document and to inform the reader where to find particular information. It also provides a description
of the City’s expenditure groupings and budget account structure.
Budget Document Organization
This budget document contains legally required budget information, descriptive background information and
various illustrative graphs and tables that will be helpful to the reader’s understanding. It is divided into eight
major sections, the contents of which are explained below.
Transmittal Letter – The budget begins with a message from the Mayor of the City of Auburn presenting
the biennial budget. The letter addresses the priorities that guided the budget, the budget process and
considerations, and major changes and upcoming issues that affected policy when preparing the upcoming
budget.
Section I: Budget Summary – This section contains a broad overview of the budget and the City’s financial
structure.
Section II: Budget Process/Policies – Presents the City’s budget process and the policies that guided
the preparation of this budget document.
Section III: Financial Plan – Historical and future revenue trends are presented for each fund group as
well as a six-year revenue forecast of the General Fund.
Section IV: Operating Budget – The operating budget is organized by department with each tab
representing the funds, departments and/or divisions assigned to one of the City’s nine directors. See the
table “Summary of Financial Structure” on page 4 for a listing of the director responsible for each fund.
Section V: Details – Detailed information on city operations based on administrative, functional and
financial structures and operating transfers.
Section VI: Program Improvements – Presents, in detail, each program improvement (increase in
personnel or program expansion) contained in the current budget.
Section VII: Capital Budget – Briefly discusses each capital project authorized by the current budget and
impacts on future operating budgets.
23
2021-2022 Preliminary Budget Section I: Budget Summary
Financial Structure of the City Budget
The City of Auburn’s accounting and budget structure is based upon Governmental Fund Accounting to
ensure legal compliance and financial management for various restricted revenues and program
expenditures. Fund accounting segregates certain functions and activities into separate self-balancing
‘funds’ created and maintained for specific purposes (as described below). Resources from one fund used
to offset expenditures in a different fund are budgeted as either a ‘transfer in’ or ‘transfer out’.
The City of Auburn budget is organized in a hierarchy of levels, each of which is defined below:
Fund A fund is an accounting entity used to record the revenues and expenditures of a
governmental unit which is designated for the purpose of carrying on specific activities or
attaining certain objectives. For example Fund 102, the Arterial Street Fund, is designated
for the purpose of maintaining the arterial streets within the City.
Governmental Fund Types
General Fund – The General Fund is the City’s primary fund that accounts for current
government operations. This fund is used to account for all resources not required to be
accounted for in another fund. The General Fund supports police protection, parks and
recreation, planning and economic development, general administration of the City, and
any other activity for which another type of fund is not required.
Special Revenue Funds – Special revenue funds are used to account for revenues which
are legally or administratively restricted for special purposes. These funds receive
revenues from a variety of sources, including Federal and State grants, taxes, and service
fees. These revenues are dedicated to carrying out the purposes of the individual special
revenue fund. The City currently has ten special revenue funds. Examples of restricted
revenues that must be spent on specific purposes are gas tax revenues, Federal and State
grants for transportation, community development block grants, forfeited drug funds,
business improvement assessments, hotel/motel tax, and mitigation fees.
Debt Service Funds – Debt service funds account for resources used to repay the
principal and interest on general purpose long-term debt not serviced by the enterprise
funds. These funds do not include contractual obligations accounted for in the individual
funds.
Capital Project Funds – Capital project funds pay for major improvements and
construction. Revenues for capital funds are derived from contributions from operating
funds and bond proceeds. These revenues are usually dedicated to capital purposes and
are not available to support operating costs. The City has three capital project funds:
Municipal Parks Construction, Capital Improvements Fund, and the Local Revitalization
Fund.
Proprietary Fund Types
Enterprise Funds – Enterprise funds are used to account for operations that are financed
and operated in a manner similar to business enterprises. They are established as fully
self-supporting operations with revenues provided primarily from fees, charges for
services, or contracts for services. The City maintains seven enterprise funds to account
for the operations of Water, Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport,
and the Cemetery.
24
2021-2022 Preliminary Budget Section I: Budget Summary
Internal Service Funds – Internal service funds are used to account for operations similar
to those accounted for in enterprise funds, but these funds provide goods or services to
other departments on a cost reimbursement basis. The City maintains five internal service
funds to account for insurance activities, worker’s compensation, facilities, innovation and
technology, and fleet management.
Other Fund Types
Permanent Funds – These funds report resources that are legally restricted to the extent
that only earnings, and not principal, may be used for purposes that support the programs.
The City has one permanent fund, the Cemetery Endowment Care Fund.
Fiduciary Funds – Fiduciary, or trust Funds, are used to account for assets held by the
City in a trustee capacity and cannot be used to support the City’s own programs. These
include pension trust, investment trust, private-purpose trust, and agency funds. The City’s
pension trust fund is the Fire Relief and Pension Fund and is budgeted on the accrual basis
of accounting where revenues are recognized when earned and expenses are recorded
when incurred. The City has two agency funds: South King Housing & Homelessness
Partners (SKHHP) and the V-Net Agency fund, although the V-Net agency fund is custodial
in nature and is not budgeted. The City does not have any investment trust funds or private
purpose trust funds.
Department Department designates a major unit of government services; e.g., Parks, Arts and
Recreation.
Division A division is a specific line of work performed by a department or fund, and is most often
distinguished as a separate cost center within the fund or department. For example,
Emergency Management is a division within the Administration Department and includes
the costs of centralized City activities related to preparing for, responding to, and
recovering from all types of disasters.
Object The expenditure object is the appropriation unit used in the budget, representing the level
of detail used to sort and summarize items of expenditure according to the type of goods
or services being purchased; e.g., salaries, supplies.
25
2021-2022 Preliminary Budget Section I: Budget Summary
Summary of Financial Structure
All funds are appropriated, see Ordinance No. 6794 and Ordinance No. 6796.
Fund Number & Title Responsibility Budget Description
001 General Fund Revenues Finance Director General government activities
001 General Fund Operations
Mayor & Council Mayor Mayor & Council costs
Administration Administration Director General government administration, Emergency Management, Economic
Development and Homelessness Response
Human Resources HR Director General government employment, safety and court costs
Finance Finance Director General government finance costs
City Attorney City Attorney General government legal costs
Community Development Comm. Development Director Community development, building permits, environmental services, and
Community & Human Services
Jail Police Chief SCORE jail costs
Police Police Chief Direct police department costs
Public Works Public Works Director General government engineering costs
Parks, Arts & Recreation Parks Director Park maintenance, golf course, recreational programs, arts and senior
programs
Streets Public Works Director Street maintenance costs
Non-Departmental Finance Director Citywide expenditures, fund transfers, fund balance & one-time expenditures
Special Revenue Funds
102 Arterial Street Public Works Director MVFT and grants for arterial street projects
103 Local Street Public Works Director Funding for local street repairs
104 Hotel/Motel Tax Administration Director Lodging tax for promotion of tourism
105 Arterial Street Preservation Public Works Director Utility tax for arterial street preservation
117 Drug Forfeiture Police Chief Forfeited drug money used for drug enforcement
119 Housing/Commt'y Development Administration Director Community Development Block Grants (CDBG)
120 Recreational Trails Parks Director Dedicated funds for recreational trails
121 Business Improvement Area Administration Director Financial activity of the downtown area
122 Cumulative Reserve Finance Director Governmental reserves
124 Mitigation Fees Finance Director Collection of mitigation & impact fees
Debt Service Funds
229 1998 Library Bond Finance Director Principal & Interest, 1998 bonds
230 City Hall Annex 2010 A&B Bond Finance Director Principal & Interest, 2010 bonds
231 Local Revitalization 2010 C&D Bond Finance Director Principal & Interest, 2010 bonds
238 SCORE 2009 A&B Bond Finance Director Principal & Interest, 2009 bonds
249 LID Guarantee Finance Director Reserves for security of Local Improvement Districts (LID's)
275 LID #350 Finance Director Principal & Interest, Local Improvement District
276 Golf / Cemetery 2016 Refunding Finance Director Principal & Interest, LTGO Bond Refunding
Capital Projects Funds
321 Municipal Parks Construction Parks Director Capital projects at municipal parks
328 Capital Improvements Finance Director Capital improvements - Citywide projects
330 Local Revitalization Finance Director Capital improvements - downtown urban center
Enterprise Funds
430 / 460 Water Public Works Director Operating and capital fund for water utility
431 / 461 Sewer Public Works Director Operating and capital fund for sewer utility
432 / 462 Storm Drainage Public Works Director Operating and capital fund for storm drainage utility
433 Sewer Metro Public Works Director Operating fund for King County metro sewer charge
434 Solid Waste Finance Director Operating fund for solid waste utility
435 / 465 Airport Public Works Director Operating and capital fund for municipal airport
436 / 466 Cemetery Parks Director Operating and capital fund for municipal cemetery
Internal Service Funds
501 Insurance Finance Director Insurance reserves
503 Workers' Compensation HR Director Self insured workers' compensation
505 Facilities Administration Director Operating fund for facilities and property management
518 / 568 Innovation and Technology IT & Administration Director Operating and capital fund for information services & multimedia
550 / 560 Equipment Rental Public Works Director Operating and capital fund for equipment rental
Fiduciary/Trust Funds
611 Fire Pension Finance Director Pension fund for firemen's retirement system
654 SKHHP Comm. Development Director Agency fund for South King Housing & Homelessness Partners
Permanent Funds
701 Cemetery Endowment Care Finance Director Long-term reserves for cemetery care and improvements
26
2021-2022 Preliminary Budget Section I: Budget Summary
General Fiscal Environment
Effective budget and financial policies are developed gradually over a period of time in response to long-
term fiscal and social-economic conditions. Accordingly, although this document responds to the City’s
financial policy, a strategic framework has been developed in response to multi-year fiscal pressures.
General Fund
The General Fund is the City’s largest fund
and is used to account for the majority of City
resources and services except those required
by statute or to be accounted for in another
fund. Approximately 75% of General Fund
revenues are derived from taxes, including
property taxes, sales taxes, utility taxes, and
other taxes such as admissions and gaming
taxes. The remainder of revenues is derived
from sources such as business licenses,
development related fees, intergovernmental
payments such as liquor excise taxes and
profit distributions from the State of
Washington and fines from traffic violations.
General Fund revenues are generally cyclical
following the economic cycles of the
surrounding region.
In 2019, real property values, which had finally
recovered to pre-recession levels by 2016,
grew an additional 8.6%, and property tax
receipts grew by 2.3%. Retail sales taxes
receipted to the General Fund grew by 18.7%,
and the rate of unemployment in the County
and City remained low. At the same time,
building permit revenues increased by 34%
reflecting greatly improved construction activity
relative to 2018.
In 2020, the impact of the COVID-19 pandemic
has affected both revenues and expenditures,
although the effects still cannot be measured
or predicted with any certainty at this time. And,
while the economic outlook for the City is
generally positive, significant challenges to the
City’s overall financial condition remain,
particularly the ongoing gap between revenue
and expenditure growth. In addition, several
areas at the Federal and State levels of
government continue to cast a shadow, including the ongoing disagreements within the United States
Congress on finding a long-term solution to fund governmental services as well as – at the State level –
long-term fiscal challenges for addressing holes left by one-time budget fixes in the current budget and the
need to fund basic education mandates. The City also continues to grapple with the financial impacts of
the elimination of streamlined sales tax revenue distributions and the uncertainty of sales tax receipts on
out-of-state sales under the new Marketplace Fairness Act.
Therefore, although the City has seen significant private investments in the community, including
development within several blocks in downtown that will serve as a catalyst for future redevelopment, the
City remains cautious and continues to vigilantly monitor and control its expenditures in order to live within
the City’s means.
Property Taxes
30%
Sales Taxes
23%
Business &
Utility Taxes
22%
Other Taxes
3%
Licenses &
Permits
3%
Intergovernmental
5%
Fees & Charges
10%
Fines & Forfeits
1%
Misc & Other
Sources
3%
2021 -2022 General Fund Revenues
$8.7 B
$7.7 B $7.5 B $7.2 B $6.9 B $7.3 B
$8.2 B
$8.8 B
$9.6 B
$10.6 B
$11.5 B
$12.5 B
+5%
+13%
+8%
+8%
+11%
+9%
+8%
–12% –2% –4% –4%
$-
$2
$4
$6
$8
$10
$12
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
EstimatedBillionsProperty Assessed Valuation
King County Pierce County
27
2021-2022 Preliminary Budget Section I: Budget Summary
Past Legislative Actions
There have been several legislative actions at the state level that have permanently reduced sales and
other tax revenues for the City of Auburn. These actions are summarized below, along with potential
impacts on Auburn’s revenue.
Sales Tax Exemption on Purchase and Lease of Manufacturing Equipment, Retooling of
Manufacturing Equipment, and General Research and Development (1995)
Legislation was passed to exempt the purchase and lease of manufacturing equipment from State and
local sales taxes. The next year further legislation was enacted exempting sales taxes on research and
development and on the retooling of manufacturing equipment. Estimated impact: reduction of $1.0
million per year in 2021-2022.
Initiative 695 (1999)
In November 1999, the voters of Washington State approved Initiative 695, which repeals the State’s long
standing motor vehicle excise tax (MVET) and requires future voter approval of tax and fee increases
proposed by State, county and local governments. The ruling was upheld on appeal at the Washington
State Supreme Court. The loss of the MVET eliminated an average of $750 million annually as a funding
source for local governments, transit systems and State transportation projects. The loss of MVET
revenues was approximately 2% of total General Fund revenues. During 2000, State funding was
provided to assist in offsetting the revenue losses. The City of Auburn received approximately $200,000
in 2001 and 2002. Early in 2003, the State discontinued this funding assistance. Estimated impact:
reduction of $1.1 million per year in 2021-2022.
Initiative 747 (2001)
I-747 limits property tax increases to the lesser of 1% or inflation unless the jurisdiction has “banked
capacity”, which provides that the levy limit is based on the highest amount that could have been levied
since 1985-1986. I-747 was passed by Washington State voters in November of 2001. This measure was
declared unconstitutional by the King County Superior Court on June 13, 2006. In November 2007, the
State Supreme Court decision was to overturn I-747. Following this decision, the Washington Legislature
approved House Bill 2416 reinstating the provisions of I-747 retroactively to 2002, restoring the one percent
limit on property tax increases (again, unless the jurisdiction has banked capacity). Estimated impact:
reduction of about $1.0 million per year in 2021-2022.
Initiative 776 (2002)
The voters approved this initiative in the fall of 2002 to repeal the $15 local option vehicle excise tax levied
in King, Snohomish and Douglas counties. The voters of these counties initially approved this tax and
there was argument whether a statewide vote could repeal a local voted tax. After several court cases
and subsequent appeals, the State Supreme Court upheld the initiative. Estimated impact: reduction of
about $650,000 per year in 2021-2022.
Streamlined Sales and Use Tax (SST) (2003)
In 2003, the Legislature enacted Senate Bill 5783 to adopt several provisions of the Streamlined Sales
and Use Tax Agreement. The agreement attempted to create a sales tax collection system that is uniform
across all states. Washington State changed from a point of sale collection process to a point of delivery
collection process in July 2008. Starting in January 2018 and continuing through September 2019,
streamlined sales tax mitigation payments were phased out; all distributions were terminated by the State
in 2020. Estimated impact: projected reductions for the biennium of $1.9 million per year in 2021 and
2022. State legislators expect that new Marketplace Fairness Act (internet sales) tax revenues will replace
– and eventually surpass – these payments (see below).
Marketplace Fairness Act (MFA) (2017)
In 2017, the State enacted EHB 2163, which has been labeled the Marketplace Fairness Act. This
legislation is intended to capture the retail sales tax lost from internet sales. The new law took effect on
January 1, 2018. The bill also phased out and eventually eliminated the streamlined sales tax mitigation
payments to local governments, as mentioned above. Estimated impact: projected new revenues
averaging about $1.2 million per year in 2021 and 2022.
28
2021-2022 Preliminary Budget Section I: Budget Summary
Key Issues Affecting the 2021-2022 Budget Process
Key issues for 2021-2022 include maintaining the City’s ability to provide current level of services in light of
residual impacts of the COVID-19 pandemic and continuing increases in the cost of doing business and
funding public safety, human services, and maintenance and replacement of our street transportation
system that exceed growth in revenues.
As discussed earlier, growth in General Fund revenues is expected to remain modest. Property tax receipts
are limited to a 1% annual increase plus new construction. This is, by itself, insufficient to cover increases
in the costs of supporting existing staff’s COLAs and benefits, most of which are contracted obligations that
are increasing at a rate greater than current revenue growth.
Sales and use tax growth was significantly impacted by COVID-19 but is projected to be about 8.8% in
2021 as we recover from the pandemic and a more modest 5.0% in 2022. We also anticipate sales tax on
construction to maintain through biennium due to large projects permitted and in the review stage.
While the City has managed to operate within its existing resources through past budget reductions and
continued vigilance in monitoring daily spending, the cost of doing business continues to rise. Healthcare
costs are expected to rise by 5% in 2021 and 10% in 2022, while dental costs are expected to increase by
1% in 2021 and 5% in 2022. State of Washington pension contribution rates are expected to remain
constant in 2021 but decrease somewhat in 2022.
Auburn serves as a major hub for local and regional warehousing and distribution facilities. Transportation
traffic from these industries has placed a strain on the City’s network of arterial streets. The ongoing
preservation and maintenance of our transportation system has become more difficult due to the decreased
City revenues and the sizable investment needed on an ongoing basis to rehabilitate the existing roadway
network. Gridlock exists along the major arterials of the City due primarily to a failing State highway system
that has inadequate capacity for commuter traffic and forces traffic on to the City arterials. While transit
stations have been constructed in valley downtown areas to help alleviate transportation gridlock on our
highways, this does not address the City’s need for a long-term solution.
The City has made significant progress with its Save Our Streets (SOS) program for local streets.
Nonetheless, the roadwork improvements that remain represent the most difficult and expensive areas of
the City’s transportation system to rehabilitate as these roadways will likely require rebuilding. Since 2013,
the SOS program had been funded from sales taxes collected on new construction. During the 2019-2020
biennium, however, this was replaced with real estate excise tax (REET) revenues. That funding source
will continue at least through the 2021-2022 biennium. The City’s Arterial Streets Preservation program
will continue to be funded from 1.0% of utility taxes on public and private utilities, and the Arterial Street
Fund will continue to be funded by a combination of transportation grants, motor vehicle fuel taxes, and
traffic impact fees.
Going forward, the City’s Finance Department will closely monitor its financial condition. While the City has
been able to avoid budget reductions or a reduction in workforce in the 2021-2022 budget, should the
general economy fail to show sustained improvement in this time period, the City will likely be required to
re-evaluate its financial position and to manage its remaining resources appropriately.
The Auburn Community
The City of Auburn is located in southern King County and northern Pierce County, the two most populous
counties in the State. It is strategically located in relation to the labor and consumer markets of these two
metropolitan counties. The City serves approximately 81,940 people within its incorporated limits, and
another 35,000 to 40,000 people who reside in the adjacent unincorporated area considered to be within
the Auburn community. The City of Auburn was incorporated in 1891 and operates as a non-charter code
city under the laws of the State. The City’s total assessed valuation in 2020 was approximately $12.5
billion.
29
2021-2022 Preliminary Budget Section I: Budget Summary
For the 2021-2022 budget, the City’s authorized FTEs total 454.35 in 2021 and 455.35 in 2022 (on a full-
time equivalency basis) providing a full-range of municipal services. These services include: police
protection, parks, arts and recreation services, land use management and development regulation, street
maintenance and construction, water services, sanitary sewage collection, storm drainage management,
solid waste collection, a general aviation airport, a municipal cemetery, and a golf course. The City’s water
and sewage utilities also serve large areas of the adjacent unincorporated area.
Other local governmental services are provided by separate governmental entities serving the Auburn area,
and these services are not included in Auburn’s budget. The Auburn School District provides public
educational services to the City. Green River College is located inside the City limits. King County provides
solid waste disposal, public transportation, regional sewage treatment, property assessment and tax
collection, some judicial services, public health services, and other county services to the City and its
residents. The King County Housing Authority, for the most part, provides housing services. Sound Transit
provides commuter rail service in the Puget Sound region, with a commuter rail/bus station located in the
City of Auburn. The King County District Court provides municipal court and probation services. Fire
prevention and control services were transferred from the City to the Valley Regional Fire Authority (VRFA)
in 2007. The VRFA is a separate municipal corporation serving the cities of Auburn, Algona, and Pacific.
The VRFA imposes its own property tax levy and fire benefit charge and is not included in the City’s budget
process except to fund residual pension and health care/disability liabilities.
Retailing has also become a significant factor in Auburn’s economy. Sales taxes represent the second
largest single source of revenue to the General Fund (with property taxes being the largest single source).
Retail, automotive and services such as restaurants, engineering, and administrative services make up
nearly three-quarters of the City’s sales tax base.1 The Outlet Collection of Seattle serves as a local and
regional destination shopping center.
Other Funds
The most significant issue for the proprietary funds (which account for the activities of the City utilities,
cemetery, and airport) over the past several years has been ensuring that these entities are self-sufficient
and needed capital projects are accomplished.
Key issues and projects facing the City’s proprietary funds in the 2021-2022 budget include:
• Continued infrastructure replacement for all three utilities in coordination with street and arterial
improvements.
• Construction of the Coal Creek Springs transmission line replacement project, including the
replacement of the river crossing via a utility bridge.
• Replacement of lead water service lines throughout the City.
• Rehabilitation or replacement of the Rainier Ridge sewer pump station and PVC force main.
• Continuing to improve overall stormwater system performance through citywide ditch maintenance and
pond cleaning and rehabilitation programs to remove accumulated sediment and vegetation.
• Construction of airport hangars, including adding a new row of T hangars and converting two rows of
existing open T hangars to closed hangars based on demand from airport tenants.
1 Based upon 2019 sales tax collections
30
2021-2022 Preliminary Budget Section I: Budget Summary
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2021 and 2022.
The information presented here is intended for summary purposes only; for more detailed budget
information, please refer to Sections IV through VII of this budget document as well as the Capital Facilities
Plan.
Tables and Graphs in Order of Presentation
• 2021 Budget Summary – All Funds (Table)
• 2021 Summary of Notable Changes in Fund Balance (Table)
• 2021 Budgeted Revenues by Fund, % of Total (Graph)
• 2021 Budgeted Expenditures by Fund, % of Total (Graph)
• 2022 Budgeted Revenues by Fund, % of Total (Graph)
• 2022 Budgeted Expenditures by Fund, % of Total (Graph)
• 2022 Budget Summary – All Funds (Table)
• 2022 Summary of Notable Changes in Fund Balance (Table)
• Comparative Budget Summary, 2019-2022 – All Funds (Table)
• 2021 & 2022 Budgeted Revenue – All Funds (Graph)
• 2021 & 2022 Budgeted Expenditures – All Funds (Graph)
• Comparative Budget Summary, 2019-2022 – General Fund (Table)
• 2021 & 2022 Budgeted Revenue – General Fund (Graph)
• 2021 & 2022 Budgeted Expenditures – General Fund (Graph)
• Population vs. Staff Levels, 2012-2022 (Graph)
• Position Allocation by Department, 2018-2022 (Table)
31
2021-2022 Preliminary Budget Section I: Budget Summary
2021 Budget Summary – All Funds
Change
Beginning
Fund Balance
2021
Resources
2021
Expenditures
Ending
Fund Balance
in Fund
Balance Note
19,948,152$ 72,870,710$ 82,294,077$ 10,524,785$ (9,423,367)$ a
Arterial Street 1,015,159 4,948,080 5,535,930 427,309 (587,850) b
Local Street 1,321,778 2,360,600 2,363,950 1,318,428 (3,350)
Hotel/Motel Tax 225,286 139,100 177,110 187,276 (38,010)
Arterial Street Preservation 1,606,304 2,794,050 2,886,250 1,514,104 (92,200)
Drug Forfeiture 957,967 147,600 492,994 612,573 (345,394)
Housing & Community Development 42,904 600,000 600,000 42,904 -
Recreational Trails 79,425 7,700 - 87,125 7,700
Business Improvement Area 96,325 55,700 90,000 62,025 (34,300)
Cumulative Reserve 6,383,315 101,000 - 6,484,315 101,000
Mitigation Fees 12,420,562 1,217,560 4,265,480 9,372,642 (3,047,920) c
City Hall Annex 2010 A&B Bond 4,489 1,645,300 1,645,300 4,489 -
Local Revitalization 2010 C&D Bond 33,593 574,070 573,800 33,863 270
LID #249 1,669 10 - 1,679 10
LID #350 403 960 - 1,363 960
Golf / Cemetery 2016 Refunding - 371,000 371,000 - -
SCORE 2009 A&B Bond - 1,366,100 1,366,100 - -
Municipal Park Construction 819,996 3,095,800 2,883,800 1,031,996 212,000
Capital Improvements 7,705,844 4,264,180 7,932,720 4,037,304 (3,668,540) d
Local Revitalization 244,000 1,000 245,000 - (244,000)
Water 17,976,656 30,764,010 35,738,243 13,002,423 (4,974,233) e
Sewer 18,600,338 10,433,130 11,906,955 17,126,513 (1,473,825) f
Sewer Metro 2,066,136 20,335,950 20,331,250 2,070,836 4,700
Storm Drainage 19,513,159 11,525,020 14,061,923 16,976,256 (2,536,903) g
Solid Waste 5,753,618 16,775,500 16,950,830 5,578,288 (175,330)
Airport 831,334 8,285,900 7,379,296 1,737,938 906,604 h
Cemetery 554,785 1,204,400 1,384,920 374,265 (180,520)
Insurance 1,741,353 12,800 182,900 1,571,253 (170,100)
Workers' Compensation 2,382,027 1,139,400 876,800 2,644,627 262,600
Facilities 986,936 3,713,100 4,076,191 623,845 (363,091)
Innovation and Technology (includes
Multimedia)3,142,721 7,304,450 7,861,720 2,585,451 (557,270) i
Equipment Rental 6,488,465 5,353,720 6,386,677 5,455,508 (1,032,957) j
Fire Pension 2,033,441 103,500 210,204 1,926,737 (106,704)
SKHHP (South King Housing &
Homelessness Partners)241,645 253,100 307,860 186,885 (54,760) PERMANENT FUNDSCemetery Endowment Care 1,983,146 63,620 - 2,046,766 63,620
137,202,931$ 213,828,120$ 241,379,280$ 109,651,771$ (27,551,160)$ INTERNAL SERVICE FUNDSTOTAL
TOTAL BUDGET $351,031,051 $351,031,051FIDUCIARY FUNDSDEBT SERVICEFund
GENERAL FUND
SPECIAL REVENUE FUNDSCAPITAL PROJECTSENTERPRISE FUNDS32
2021-2022 Preliminary Budget Section I: Budget Summary
2021 Notable Changes in Fund Balance
Note Fund
Change in
Fund Balance Explanation
a General Fund ($9,423,367)Revenues are negatively impacted due to the loss of Streamlined Sales Tax
payments as well as the continued impact of the COVID-19 pandemic on
revenues s uch as sales taxes, culture and recreation, admission tax, and
rents and lease revenues. At the same time, expenditures continue to
increase at a greater rate than revenues due to rising costs of public safety,
transportation, human services, and other programs. The proposed budget
assumes the City will increase the utility tax rate effective in 2021 to help
mitigate the shortfall created by these factors.
b Arterial Street (587,850) Revenues include $1.5 million in grants, $2.2 million in transfers from other
funds, and $1.0 million in taxes and fees (totaling $4.7 million), while capital
projec t s are budgeted to be over $5.2 million.
c Mitigation Fees (3,047,920) Increasing transfers of Transportation Impact Fees for arterial street projects
including Auburn Way South Improvements and the 29th Street SE & R Street
SE Intersection projects. Also transfers of Parks Impact Fees for the 104th
Avenue Park Development project, the Auburn Arts & Culture Center
renovation, and the acquisition of West Hill Park.
d Capital Improvements (3,668,540) Use of real estate excise tax (REET) funding for capital projects primarily for
Game Farm Park Improvements, HVAC equipment replacement projects, and
a $2.2 million transfer to the Local Street Fund for the 2021 Local Streets
Improvement Program.
e Water (4,974,233) Fund balance will decrease throughout the biennium due to the spend-down of
bond proceeds received in 2020, which will be used to fund various capital
projec t s.
f Sewer (1,473,825) Increase in capital projects funded by the Sewer Fund, primarily the 2021
Sewer Repair and Replacement project ($2.1 million).
g Storm Drainage (2,536,903) Increase in capital projects funded by the Storm Fund, primarily the 2021
Storm Renewal and Replacement, Vegetation Sorting Facility, and the D
Street SE Storm Improvement projects.
h Airport 906,604 Budgeted issuance of $3.8 million in revenue bonds to fund capital projects,
not all of which will be completed in 2021.
i Innovation and
Technology (includes
Mult imedia)
(557,270) Planned reduction in fund balance to better reflect reserve requirements.
j Equipment Rental (1,032,957) Expenditures and associated revenues in this fund vary from year to year,
largely based on the replacement schedule of fleet vehicles and any
const rruction projects required. Fund balance is depleted as these expenses
occur, and recovers in subsequent years as revenues are bankerd for future
replacements.
33
2021-2022 Preliminary Budget Section I: Budget Summary
General Fund
34.1%
Special
Revenue Funds
5.8%
Debt Service
1.8%Capital Projects
3.4%
Enterprise
Funds
46.5%
Internal Service
Funds
8.2%
Other Misc.
Funds
0.2%
Budgeted Revenues by Fund Type -2021
General Fund
34.1%
Special
Revenue Funds
6.8%
Debt Service
1.6%Capital Projects
4.6%
Enterprise
Funds
44.7%
Internal Service
Funds
8.0%
Other Misc.
Funds
0.2%
Budgeted Expenditures by Fund Type -2021
34
2021-2022 Preliminary Budget Section I: Budget Summary
General Fund
37.8%
Special
Revenue Funds
5.4%Debt Service
1.8%
Capital Projects
3.0%
Enterprise
Funds
44.4%
Internal Service
Funds
7.4%
Other Misc.
Funds
0.2%
Budgeted Revenues by Fund Type -2022
General Fund
36.0%
Special
Revenue Funds
7.9%Debt Service
1.7%
Capital Projects
3.1%
Enterprise
Funds
44.0%
Internal Service
Funds
7.1%
Other Misc.
Funds
0.2%
Budgeted Expenditures by Fund Type -2022
35
2021-2022 Preliminary Budget Section I: Budget Summary
2022 Budget Summary – All Funds
Change
Beginning
Fund Balance
2022
Resources
2022
Expenditures
Ending
Fund Balance
in Fund
Balance Note
10,524,785$ 81,938,250$ 85,605,016$ 6,858,019$ (3,666,766)$ a
Arterial Street 427,309 5,778,300 5,892,400 313,209 (114,100)
Local Street 1,318,428 1,660,500 1,664,500 1,314,428 (4,000)
Hotel/Motel Tax 187,276 168,900 177,110 179,066 (8,210)
Arterial Street Preservation 1,514,104 2,058,800 2,135,000 1,437,904 (76,200)
Drug Forfeiture 612,573 148,000 356,531 404,042 (208,531)
Housing & Community Development 42,904 600,000 600,000 42,904 -
Recreational Trails 87,125 7,700 - 94,825 7,700
Business Improvement Area 62,025 55,400 90,000 27,425 (34,600)
Cumulative Reserve 6,484,315 80,000 1,950,000 4,614,315 (1,870,000) b
Mitigation Fees 9,372,642 1,161,900 5,851,450 4,683,092 (4,689,550) c
City Hall Annex 2010 A&B Bond 4,489 1,637,300 1,637,300 4,489 -
Local Revitalization 2010 C&D Bond 33,863 567,370 567,100 34,133 270
LID #249 1,679 10 - 1,689 10
LID #350 1,363 10 - 1,373 10
Golf / Cemetery 2016 Refunding - 371,300 371,300 - -
SCORE 2009 A&B Bond - 1,366,700 1,366,700 - -
Municipal Park Construction 1,031,996 3,483,950 3,730,050 785,896 (246,100)
Capital Improvements 4,037,304 3,109,910 3,689,210 3,458,004 (579,300) d
Local Revitalization - - - - -
Water 13,002,423 29,748,760 32,732,464 10,018,719 (2,983,704) e
Sewer 17,126,513 10,748,480 12,137,866 15,737,127 (1,389,386) f
Sewer Metro 2,070,836 21,012,700 21,008,800 2,074,736 3,900
Storm Drainage 16,976,256 11,514,670 13,935,081 14,555,845 (2,420,411) g
Solid Waste 5,578,288 18,629,600 18,719,680 5,488,208 (90,080)
Airport 1,737,938 3,354,520 4,659,287 433,171 (1,304,767) h
Cemetery 374,265 1,281,400 1,386,148 269,517 (104,748)
Insurance 1,571,253 12,000 183,200 1,400,053 (171,200)
Workers' Compensation 2,644,627 1,144,900 884,000 2,905,527 260,900
Facilities 623,845 3,694,500 3,724,226 594,119 (29,726)
Innovation and Technology (includes
Multimedia)2,585,451 6,907,200 7,428,644 2,064,007 (521,444) i
Equipment Rental 5,455,508 4,294,860 4,515,308 5,235,060 (220,448)
Fire Pension 1,926,737 103,600 211,204 1,819,133 (107,604)
SKHHP (South King Housing &
Homelessness Partners)186,885 252,300 315,450 123,735 (63,150) PERMANENT FUNDSCemetery Endowment Care 2,046,766 64,130 - 2,110,896 64,130
109,651,771$ 216,957,920$ 237,525,025$ 89,084,666$ (20,567,105)$
$326,609,691INTERNAL SERVICE FUNDSTOTAL
TOTAL BUDGETFIDUCIARY FUNDSDEBT SERVICEFund
GENERAL FUND
SPECIAL REVENUE FUNDSCAPITAL PROJECTS$326,609,691ENTERPRISE FUNDS36
2021-2022 Preliminary Budget Section I: Budget Summary
2022 Notable Changes in Fund Balance
Note
Reference
Fund Change in
Fund Balance
Amount
Comment
a General Fund ($3,666,766)Expenditure growth continues to exceed revenue growth resulting in a
reduction in fund balance. The 2022 budget assumes the City will implement
a Business & Occupancy Tax, which will benefit the General Fund.
b Cumulative Reserve (1,870,000) This is due to a one-time budgeted transfer of $2.0 million from the Cumulative
Reserve Fund to the General Fund for cash flow purposes.
c Mitigation Fees (4,689,550) Increasing transfers of Transportation Impact Fees for arterial street projects
including the Auburn Way South Improvements, the 29th Street SE & R Street
SE Intersection, and the Garden Avenue Realignment projects. Transfers also
include over $2.5 million of Park Impact fees for the Jacobsen Tree Farm
development.
d Capital Improvements (579,300) Use of real estate excise tax (REET) funding for capital projects primarily for
the Lea Hill Safe Routes to Schools project and a $1.5 million transfer to the
Local Street Fund for the 2022 Local Streets Improvement Program.
e Water (2,983,704) Fund balance will decrease throughout the biennium due to the spend-down of
bond proceeds received in 2020, which will be used to fund multiple capital
projects.
f Sewer (1,389,386) Increase in capital projects funded by the Sewer Fund, primarily the Rainier
Ridge Pump Station Rehabilitation and Replacement project ($2.9 million).
g Storm Drainage (2,420,411) Increase in capital projects funded by the Storm Fund, primarily the North
Airport Area Improvements, the D Street SE Storm Improvements and the 23rd
Street SE Storm Improvement projects.
h Airport (1,304,767) Increase in capital projects, primarily constructing new T-hangars and
converting open T-hangars to closed hangars.
i Innovation and
Technology (includes
Multimedia)
(521,444) Planned reduction in fund balance to better reflect reserve requirements.
37
2021-2022 Preliminary Budget Section I: Budget Summary
Comparative Budget Summary
2020
2019 2020 Estimated 2021 2022
Actual Adj. Budget Actual Budget Budget
REVENUES
Taxes 64,032,701$ 56,495,200$ 56,896,910$ 61,696,400$ 68,446,500$
Licenses and Permits 2,825,404 1,599,300 1,679,600 2,029,400 2,264,300
Intergovernmental 12,201,485 28,122,482 18,888,510 10,465,340 9,154,800
Charges for Services 89,420,445 87,647,972 84,728,040 96,110,080 101,419,770
Fines and Penalties 1,984,513 799,500 658,900 847,200 856,400
Miscellaneous 11,047,128 8,324,440 7,613,371 8,409,720 8,593,680
Other Sources 3,145,904 229,250 124,000 40,000 40,000
Total Revenues 184,657,580$ 183,218,144$ 170,589,331$ 179,598,140$ 190,775,450$
EXPENDITURES
Salaries & Wages 42,023,662$ 45,803,593$ 43,036,179$ 46,330,401$ 48,595,034$
Benefits 17,697,956 23,647,070 21,028,777 22,585,829 23,637,611
Supplies 4,228,098 4,538,956 4,405,286 4,803,450 4,625,870
Services & Charges 66,869,890 75,037,361 71,392,466 75,988,510 79,787,570
Intergovernmental - - 94,640 - -
Capital Outlay 17,493,927 63,058,467 42,823,436 40,384,260 33,361,510
Debt Service 6,956,576 9,458,600 5,499,274 8,259,700 7,969,900
Interfund Payments for Services 15,361,809 16,239,534 16,121,196 17,464,150 17,778,260
Total Expenditures 170,631,917$ 237,783,581$ 204,401,254$ 215,816,300$ 215,755,755$
OTHER FINANCING SOURCES (USES)
Loan Proceeds 39,258$ 3,095,821$ -$ 2,695,000$ 2,200,000$
Bond Proceeds - 15,719,900 13,677,200 3,810,900 -
Proceeds from Sale of Fixed Assets 30,738 - 41,000 - -
Transfers In 7,192,688 35,769,364 25,390,266 25,562,980 21,769,270
Transfers Out (7,192,688) (35,769,364) (25,390,266) (25,562,980) (21,769,270)
Net Change in Restricted Assets (7,066,436) - - - -
Contributed Capital 6,686,289 2,132,500 2,037,900 2,161,100 2,213,200
Total Financing Sources (Uses)(310,151)$ 20,948,221$ 15,756,100$ 8,667,000$ 4,413,200$
Net Change in Fund Balance 13,715,512$ (33,617,216)$ (18,055,823)$ (27,551,160)$ (20,567,105)$
Fund Balances - Beginning 141,543,240 155,258,753 155,258,753 137,202,931 109,651,771
Fund Balances - Ending
Designated 19,103,244 14,100,382 16,471,399 13,358,675 8,601,821
Undesignated 136,155,509 107,541,155 120,731,532 96,293,096 80,482,845
Total Fund Balances - Ending 155,258,753$ 121,641,537$ 137,202,931$ 109,651,771$ 89,084,666$
ALL FUNDS
38
2021-2022 Preliminary Budget Section I: Budget Summary
2021 / 2022 Budgeted Revenue – All Funds
2021 / 2022 Budgeted Expenditures – All Funds
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100 $110
Transfers In
Contributed Capital
PWTF Loan
Other Sources
Miscellaneous
Fines & Penalties
Charges for Services
Intergovernmental
Licenses & Permits
Taxes
Millions
2021
2022
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90
Transfers Out
Interfund Payments
Debt Service
Capital Outlay
Services & Charges
Supplies
Benefits
Salaries & Wages
Millions
2021
2022
39
2021-2022 Preliminary Budget Section I: Budget Summary
Comparative Budget Summary
2020
2019 2020 Estimated 2021 2022
Actual Adj. Budget Actual Budget Budget
REVENUES
Taxes:
Property 21,907,038$ 22,000,000$ 22,489,300$ 22,842,300$ 23,198,400$
Sales & Use 18,943,334 15,837,000 15,774,100 17,170,400 18,026,000
Business & Utility 12,093,888 13,241,400 13,252,910 14,406,300 19,446,300
Other 3,589,138 2,174,100 2,335,100 2,681,000 2,818,400
Licenses and Permits 2,825,404 1,599,300 1,679,600 2,029,400 2,264,300
Intergovernmental 6,008,389 3,949,843 1,371,300 4,158,220 2,388,320
Charges for Services 7,457,382 5,977,100 5,801,450 7,419,290 7,871,830
Fines and Penalties 914,240 668,500 583,900 722,200 731,400
Other Sources 248,351 4,260,777 4,195,530 187,000 2,049,000
Miscellaneous 1,805,334 1,258,950 1,298,430 1,067,600 1,095,300
Total Revenues 75,792,497$ 70,966,970$ 68,781,620$ 72,683,710$ 79,889,250$
EXPENDITURES
Salaries & Wages 30,344,721$ 33,477,812$ 30,893,003$ 32,590,350$ 34,396,778$
Personnel Benefits 13,043,107 16,522,143 14,179,803 15,324,177 16,121,248
Supplies 1,434,721 1,552,608 1,472,758 1,642,510 1,587,570
Services & Charges 19,800,000 22,635,309 20,405,199 22,362,340 23,230,060
Capital Outlay 22,964 40,000 40,000 98,000 10,000
Debt Service 81,792 79,400 7,500 - -
Interfund Payments for Services 8,829,211 9,326,700 9,208,362 9,835,400 9,888,060
Total Expenditures 73,556,515$ 83,633,972$ 76,206,625$ 81,852,777$ 85,233,716$
OTHER FINANCING SOURCES (USES)
Insurance Recoveries 127,895$ 179,250$ 100,000$ 25,000$ 25,000$
Transfers In
T/I from F104 for Tourism Grant 9,600 - - - -
T/I from F432 for Median Maintenance 74,000 74,000 74,000 74,000 74,000
T/I from F518 for Buy Local Program 29,950 - - - -
T/I from Multiple Funds for Records Clerk 6,906 7,527 7,530 - -
T/I from F122 for Fund Bal. Replenishment - 4,000,000 4,000,000 - 1,950,000
T/I from Multiple Funds for Survey Equip.- - - 88,000 -
Transfers Out
Golf / Cemetery Debt Service (373,945) (376,000) (376,000) (371,000) (371,300)
T/O to F518 for SKHHP IT Equipment (1,960) - - - -
T/O to F518 for IT Support Position (3,427) (7,433) (7,433) - -
T/O to F518 for CRM System (11,051) - - - -
T/O to F518 for Cyber Security Management - (35,500) (35,500) - -
T/O to F518 for Multiple IT Projects - (30,600) (30,600) - -
T/O to F560 for Rotary Mower (70,400) - - - -
T/O to F560 for Utility Tractor & Loader - - - (70,300) -
T/O to F560 for Equip. for Police Vehicle - (25,000) - - -
T/O to F568 for IT Equip. for Police Vehicle (11,205) - - - -
T/O to F568 for Vehicle Locator System (21,463) - - - -
T/O to F568 for IT Equip. for Police Vehicle - (1,600) - - -
Total Financing Sources (Uses)(245,099)$ 3,784,644$ 3,731,997$ (254,300)$ 1,677,700$
Net Change in Fund Balance 1,990,883$ (8,882,358)$ (3,693,008)$ (9,423,367)$ (3,666,766)$
Fund Balances - Beginning 21,650,276$ 23,641,160$ 23,641,160$ 19,948,152$ 10,524,785$
Fund Balances - Ending 23,641,160$ 14,758,802$ 19,948,152$ 10,524,785$ 6,858,019$
GENERAL FUND
40
2021-2022 Preliminary Budget Section I: Budget Summary
2021 / 2022 Budgeted Revenue – General Fund
2021 / 2022 Budgeted Expenditures – General Fund
$0 $10 $20 $30 $40 $50 $60 $70 $80
Transfers In
Other Sources
Fines & Penalties
Miscellaneous
Licenses & Permits
Intergovernmental
Charges for Services
Taxes
Millions
2021
2022
$0 $5 $10 $15 $20 $25 $30 $35 $40
Debt Service
Capital Outlay
Transfers Out
Supplies
Interfund Payments
Services & Charges
Benefits
Salaries & Wages
Millions
2021
2022
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2021-2022 Preliminary Budget Section I: Budget Summary
Staffing Trends
Citywide staffing between 2013 and 2019 increased at a moderate pace, with new staff positions added
in each year. The increased staffing was a result of many factors relating to Citywide population growth
and economic development. For example, increases in economic development activities necessitate
having additional staff for permitting approval, additional police officers to ensure public safety for a
growing population, and increased staffing to manage citywide utilities, including engineering,
maintenance and extension of the infrastructure, and infrastructure inspections. According to the Office
of Financial Management, the City of Auburn’s population growth was approximately 1.4% in 2019 and
0.3% in 2020. Staffing growth during the 2019-2020 fiscal years closely mirrored the population growth
in the City over the same period of time.
Although citywide staffing increased by seven FTEs (Full Time Equivalents) in 2019, there were no
increases in staffing in 2020. During the 2021-2022 biennial budget cycle, staffing is expected to increase
by two FTEs (one in 2021 and another FTE in 2022) , as discussed below. The number of employees per
1,000 citizens has remained flat at 5.5 FTEs per 1,000 citizens since 2012 and is projected to remain at
that level through the end of the 2021-2022 biennial budget cycle.
Two new FTEs are authorized in the 2021-2022 biennial budget to support various City departments. In
2021, a new B&O (Business and Occupancy) Tax Specialist will be added in the Finance Department to
administer the B&O Tax Program, which is anticipated be in effect starting in 2022. A second FTE will be
added in 2022 in the Administration Department; this position will reinstate the Economic Development
Coordinator position that was reclassed and moved to the Human Resources Department in 2020.
The following page presents current and past staffing levels based on the home department of each FTE.
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2021-2022 Preliminary Budget Section I: Budget Summary
FTE: Full Time Equivalent
Does not include seven elected Council positions.
2012 2013 2014 2015 2016 2017 2018 2019 2020 2021 2022
FTE 391 402 411 416 427 438 446 453 452 453 454
Staff/Pop 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5
0.0
3.0
6.0
9.0
12.0
0
100
200
300
400
500
Positions Per 1,000 PopulationFTE PositionsPopulation vs Staff Levels 2012-2022
POSITION ALLOCATION BY DEPARTMENT 20-21 21-22
Department 2018 2019 2020 2021 2022 Changes Changes
Mayor 3.0 3.0 4.0 4.0 4.0 0.0 0.0
Administration 12.0 8.0 7.0 7.0 8.0 0.0 1.0
Human Resources 8.0 8.0 9.0 9.0 9.0 0.0 0.0
Finance 24.0 24.0 24.0 25.0 25.0 1.0 0.0
Legal 15.0 16.0 16.0 16.0 16.0 0.0 0.0
Community Development 25.0 32.0 30.8 30.8 30.8 0.0 0.0
Police 140.0 140.0 140.0 140.0 140.0 0.0 0.0
Public Works - Engineering 55.0 55.0 55.0 55.0 55.0 0.0 0.0
Parks, Arts & Recreation 47.0 47.0 47.0 47.0 47.0 0.0 0.0
Public Works - Streets 20.0 21.0 21.0 21.0 21.0 0.0 0.0
Non Departmental 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Sub-Total General Fund 349.0 354.0 353.8 354.8 355.8 1.0 1.0
Water 23.0 23.0 23.0 23.0 23.0 0.0 0.0
Sewer 10.0 10.0 10.0 10.0 10.0 0.0 0.0
Storm Drainage 12.0 12.0 12.0 12.0 12.0 0.0 0.0
Airport 3.0 3.0 3.0 3.0 3.0 0.0 0.0
Cemetery 6.0 6.0 6.0 6.0 6.0 0.0 0.0
Facilities 10.0 11.0 11.0 11.0 11.0 0.0 0.0
Multimedia 3.6 3.6 3.6 3.6 3.6 0.0 0.0
Innovation & Technology 17.0 18.0 18.0 18.0 18.0 0.0 0.0
Equipment Rental 12.0 12.0 12.0 12.0 12.0 0.0 0.0
Sub-Total Other Funds 96.6 98.6 98.6 98.6 98.6 0.0 0.0
TOTAL FTEs 445.60 452.60 452.35 453.35 454.35 1.0 1.0
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2021-2022 Preliminary Budget Section I: Budget Summary
Changes in the 2019-2022 Budget:
Mayor:
Effective in March 2020, the Sustainability Coordinator position was reclassed to the Outreach Program
Administrator position which reports to the Mayor.
Administration:
The 2019-2020 budget included a Housing Repair Technician position that was added to the Administration
Department (although funded by F119 – Community Development Block Grant). Effective January 2019,
a reorganization occurred within this department where the 5.0 FTEs in Community Services and Human
Services now report to the Community Development Department. Effective in Budget Amendment #7,
Ordinance No. 6783, the Economic Development Coordinator position was reclassed to the Diversity,
Equity and Inclusion Program Manager position that reports to Human Resources. Per the 2021-2022
budget, 1.0 FTE was added in 2022 to the Administration Department to reinstate the Economic
Development Coordinator position.
Human Resources:
Effective in Budget Amendment #7, 2020, Ordinance No. 6783, the Economic Development Coordinator
position was reclassed to the Diversity, Equity and Inclusion Program Manager position, which reports to
Human Resources.
Finance:
Per the 2021-2022 budget,1.0 FTE was added in 2021 to the Finance Department for a B&O Tax
Specialist who will administer the B&O Tax Program.
Legal:
The 2019-2020 budget included an additional Records Clerk position that was effective in 2019.
Community Development:
Effective January 2019, a reorganization occurred within this department where the 5.0 FTEs in the
Administration Department (the Community Services and Human Services Division) now report to the
Community Development Department. Effective in 2019, per Budget Amendment #2, Ordinance No. 6719,
two new FTE's were added to Community Development to support the South King Housing and
Homelessness Partners (SKHHP) which was approved via Resolution No. 5408. The SKHHP Manager
position was authorized effective July 1, 2019 and the SKHHP Office Assistant position was authorized
effective October 1, 2019. Effective March 2020, the Sustainability Coordinator position was reclassed to
the Outreach Program Administrator position who reports to the Mayor. Per reclass paperwork in June
2020, the SKHHP Office Assistant position was reclassed to a SKHHP Program Coordinator and changed
from 1.0 FTE to 0.75 FTE.
Police:
No changes in the authorized number of FTEs in the Police Department.
Public Works - Engineering:
No changes in the authorized number of FTEs in the Public Works – Engineering Department.
Parks, Arts and Recreation:
There were no changes in the authorized number of FTEs in the Parks, Arts and Recreation Department.
Public Works - Streets:
The 2019-2020 budget included an additional Maintenance Worker I in the Street Department.
Non-Departmental:
There were no changes in the authorized number of FTEs in the Non-Departmental Department.
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2021-2022 Preliminary Budget Section I: Budget Summary
Water:
There were no changes in the authorized number of FTEs in the Water Fund.
Sewer:
There were no changes to the authorized number of FTEs in the Sewer Fund.
Storm Drainage:
There were no changes to the authorized number of FTEs in the Storm Drainage Fund.
Airport:
There were no changes to the authorized number of FTEs in the Airport Fund.
Cemetery:
There were no changes in the authorized number of FTEs in the Cemetery Fund.
Facilities:
The 2019-2020 budget included an additional Custodian position that was added to the Facilities Fund.
Multimedia:
There were no changes in the authorized number of FTEs in the Multimedia Department.
Innovation and Technology (IT):
The 2019-2020 budget included an IT Business Systems Analyst position in the Innovation & Technology
Department.
Equipment Rental:
There were no changes in the authorized number of FTEs in the Equipment Rental Fund.
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2021-2022 Preliminary Budget Section II: Process/Policies
SECTION II: PROCESS/POLICIES
Organization
The City has a “strong mayor” form of government as organized under the Optional Municipal Code as
provided in State law. The independently elected Mayor is responsible for all administrative functions
of the City and all of the department directors report to the Mayor. The City Council exercises legislative
and quasi-judicial functions. All seven members of the City Council and the Mayor are elected at large
for four-year terms. The Mayor develops and proposes the budget while the Council reviews and
requests modifications as it deems appropriate. The optional municipal code confers a limited form of
“home rule” to those municipalities organized under its provisions.
Basis of Budgeting
The City prepares its biennial budget in accordance with Optional Municipal Code 35A.33 of the
Revised Code of Washington. Biennial budgeting has been permitted for Washington cities since 1985
and allows cities to adopt a two-year appropriation. An appropriation represents the City’s legal
authority to expend funds. Traditionally, the appropriations have been for one-year terms. State law
has extended this legal authority so that a City’s legislative body may approve an appropriation, or
budget, for a two-year term. Currently, an annual budget means that every other budget is developed
in the context of elections for many of the policy makers. By design, the City biennial budget is
considered in non-election years, as the biennium must begin in odd-numbered years.
The most common reason for using a twenty-four month appropriation is the time savings in both the
budget development and approval process. This includes staff time invested in preparing the budget
as well as the time Council spends during the approval and adoption phases. While it does take more
time to prepare a twenty-four month budget than one for the traditional twelve months, the additional
time spent is not as significant as preparing two annual budgets. As a result, over the two-year period,
there is a substantial time savings, allowing staff and Council to focus on long-range strategic planning.
The concept of a two-year appropriation is straightforward. Rather than a twelve-month window during
which the appropriated funds can be legally spent, a biennium provides for a twenty-four month
window. The two-year budget provides an opportunity to widen the planning horizon and allow more
long-term thinking to be part of the financial plan that the budget represents. However, there may also
be concerns about spending portions of the budget earlier in the biennium than had been planned. For
this reason, many cities have adopted variations of a biennial budget. One approach is to adopt two
one-year budgets, which is the method that the City of Auburn has chosen.
The requirements for preparing an annual budget and a biennial budget are similar. One distinction is
that a “mid-biennium review” is required with a biennial budget. The purpose of this review is to make
adjustments to the budget or, essentially, a tune up. This review is not intended to become another
complete budget process in itself. The mid-biennium review begins September 1st and is to be
completed by the end of the first year of the two-year budget.
All governmental fund type budgets are prepared on the modified accrual basis of accounting in
conformity with Generally Accepted Accounting Principles (GAAP). The budget for proprietary funds
is prepared on an accrual basis, also in accordance with GAAP. The legal level of budgetary control
where expenditures cannot exceed appropriations is at the individual fund level. Revisions that alter
the total expenditures of any fund must be approved by the City Council and adopted by ordinance.
All appropriations lapse at the end of each year. The City’s basis of budgeting is consistent with its
basis for accounting as reported in the Comprehensive Annual Financial Report.
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2021-2022 Preliminary Budget Section II: Process/Policies
Policy/Strategy Phase
Needs Assessment Phase
Review/Development Phase
Adoption/Implementation Phase
Steps in the Budget Process
Mayor & Council update the
vision for the City; goals,
policies and/or mission
statements are set to
accomplish the vision
Mayor & Finance Director
meet to discuss budget
Preliminary Budget
prepared & filed with
City Clerk
City Clerk publishes
notice of Preliminary
Budget & public
hearing
Copies of Preliminary
Budget and details
to the public
Estimates
submitted to
Finance for
review &
compilation
Department
directors prepare
estimates of
expenditures for next
two years
priorities
Mayor meets with
department directors
and reviews
department programs
programs are
directors
Budget
prioritized by
Mayor and
are made available
Council reviews
Preliminary Budget
in detail and makes
suggested
revisions
City Clerk publishes
notice of public hearing
on Final Budget
Series of Council
workshops to review
budget in detail
and make
suggested revisions
Final Budget
document becomes
available to the public
Revisions/adjustments
are made to the
Preliminary Budget,
resulting in the
Final Budget
Final public budget
hearing prior to
Council adoption
Property Tax
Levy
established
Council adopts
final balanced
budget
Budget
document
is finalized
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2021-2022 Preliminary Budget Section II: Process/Policies
2021-2022 Budget Calendar
Budget Process Jan Feb Mar Ap r M ay Jun Jul Aug Sep Oct Nov Dec
2020
Mayor and Finance Director meet to discuss budget
priorities.
Council budget retreat.
Budget instructions and forms are distributed to
departments.
Budget training presented by the Finance Department (4
sessions).
Departments enter line item budgets and decision packages
into Eden and provide CFP worksheets, position control
information, and anticipated retirements to Finance.
Departments complete department overviews, goals and
accomplishments, performance metrics, and remaining
Finance Department creates Director budget review books.
City Council Budget Workshop #1: Overview of 2021-22
Budget Process.
Finance Department prepares preliminary revenue forecasts.
Departments review budgets and goals with the Mayor and
directors.
Finance Department creates Council budget review books.
City Council Budget Workshop #2: Overview of 2021-22
General Fund.
City Council Budget Workshop #3: Overview of 2021-22
Proprietary and Capital Funds.
City Council Budget Workshop #4: Overview of 2021-22
Proprietary and Capital Funds, continued.
Revenue forecast is finalized.
Preliminary budget is filed with the City Clerk, distributed to
City Council and made available to the public.
Hold public budget hearing #1 with revenue presentation.
Public budget hearing #2.
2021 Property tax levy is set by ordinance.
Public budget hearing #3.
Budget and CFP are adopted by ordinance.
2021
Adopted budget published and distributed.
Initial budget amendment is adopted by ordinance
Mid year budget amendment is adopted by ordinance.
Year-end budget amendment is adopted by ordinance.
2022 property tax levy is set by ordinance.
CFP amendment and mid-biennial budget modification are
adopted by ordinance.
2022
Initial budget amendment is adopted by ordinance
Mid year budget amendment is adopted by ordinance.
2023 property tax levy is set by ordinance.
Year-end budget amendment is adopted by ordinance.
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2021-2022 Preliminary Budget Section II: Process/Policies
Budget Purpose
The City of Auburn’s budget seeks to achieve four basic purposes:
A Policy Tool
The City’s budget process is conducted in a manner
that allows the City’s policy officials to
comprehensively review the direction of the City and
to redirect its activities by means of the allocation of
financial resources. On this basis, the budget sets
policies for the following year. This budget also
facilitates the evaluation of City programs by
providing a means to examine both the financial
activities and the progress towards performance
objectives of City departments over time.
An Operations Guide
This budget provides financial control by setting forth
both legislative and administrative guidance to City
employees regarding the character and scope of their activities. This direction is set forth in both summary
and detail form in the various products of the budget process.
A Financial Plan
This budget outlines the manner in which the financial resources of the City will be managed during the
budget process. This allocation of resources is based on both the current needs and on a longer-term
view of the development of City programs. The budget takes into account unforeseen contingencies and
provides for periodic adjustments.
A Communications Medium
A budget cannot be effective unless it communicates. Since this budget has a diverse audience, it seeks
to communicate at several levels and for several purposes. The budget seeks to communicate clear policy
at a usable level of detail to City employees. It also seeks to communicate significant policy issues and
options in a form that can be acted on by policy officials. It also seeks to provide information to the City’s
constituents that enables meaningful dialog with elected officials.
Budget Process
The City of Auburn’s budget process meets these purposes by integrating the planning and implementation
of City programs with the allocation of financial resources necessary to support those services.
The budget process starts in early spring of each even numbered year with a review of current City Council
and Mayoral goals as well as the previous year’s goals and objectives. Staffing, emerging topics and
program priorities are reviewed with staff. Then, during late spring, departments develop their budgets
and objectives that are described in the operating budget for the biennium. These objectives include
capital projects scheduled for construction in the Capital Facilities Plan (CFP). Generally, most
departments use a “bottom-up” approach to budgeting, with divisions or other administrative units
developing their objectives along with identifying their fiscal requirements. These divisional budgets are
then modified for integration into department objectives and budget proposal.
During the summer, these tentative budget proposals are submitted to the Mayor. At the same time the
Finance Department develops a tentative revenue projection for the upcoming budget cycle. The Mayor
and Finance Director along with each department director review the budget in detail as a group. On the
basis of this process, the Mayor formulates his or her recommended budget for the following year. After
the Mayor has reviewed the department proposals and formulated his/her budget, the departments present
their budget proposals in detail to the Council during budget workshops. In October, the City Council holds
a public hearing to solicit comments from the general public regarding issues for the City to consider during
Operations
Guide
Financial
Plan
Communi-
cations Tool
Policy Tool
Four purposes of a Budget
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2021-2022 Preliminary Budget Section II: Process/Policies
its review of the budget. This hearing is held early in the process in order to afford the public an opportunity
to comment before the budget takes a formal shape.
The Mayor’s recommendations for the next budget cycle are formally transmitted to the Council in the form
of the Preliminary Budget during the month of October. During November, the Council holds additional
public hearings on the preliminary budget. The Council conducts a preliminary budget hearing before
acting formally on the budget as modified during its workshop hearings. Final adoption of the budget, by
ordinance, occurs in late November or early December.
The entire process is coordinated, as needed, in regular meetings of the City department heads, chaired
by the Mayor.
Budget Structure
The budget process results in various budget products at appropriate stages of the process.
Budget and Accounting System
The official budget is maintained, both before and after adoption, using the City’s financial management
and accounting system and at a very detailed line item level. Computerized reports may be generated at
any time and at various levels of detail. Departments can also access these budgets at any time on a
read-only inquiry basis to compare actual revenue and expenditures to their budgets. The financial
management and accounting system is used to monitor revenues and expenditures after adoption of the
final budget to identify significant variances. A quarterly financial report is also prepared and presented to
the City Council reporting on Citywide actual to budget performance.
Preliminary Budget
The Preliminary Budget is prepared, pursuant to State law, as the Mayor’s budget recommendations to
the City Council. This public document contains a summary of information at the fund level and, for the
General Fund, at the department level. It focuses on key policy issues, while still providing a
comprehensive overview of the complete budget.
Budget Ordinance
The actual appropriations implementing the budget are contained in the budget ordinance adopted by the
City Council.
Final Budget
The Final Budget is issued as a formal published document as modified by the City Council. It is this
document which is formally filed as the Final Budget.
Programs
While the budget proposals of the administration are developed in concert with the fiscal proposals in the
budget, the budget documents themselves only summarize the individual objectives and performance
measures. Generally, these programs are not finalized until the budget is in final form since the budget
will determine the actual activities undertaken by each department.
Components of the Budget
The budget consists of three parts: operating budget, program improvements, and capital budget.
Operating Budget
The operating budget consists of departmental budget proposals, which would be sufficient to maintain
the objectives set by the departments to meet Council goals.
Program Improvements
Program improvements consist of new initiatives or substantial changes to existing programs.
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2021-2022 Preliminary Budget Section II: Process/Policies
Capital Budget
The capital budget authorizes and provides the basis for controlling expenditures related to the acquisition
of significant city assets and construction of capital facilities.
Showing the budget in these three components separates key policy issues in order to facilitate their
consideration. The policy officials can examine the level at which existing programs should be funded,
what program improvements should be made and at what level of funding.
Capital Planning
The Capital Facilities Plan (CFP) was originally adopted as an element of the City Comprehensive Plan,
which includes the City’s plans to finance capital facilities that will be needed during the next 20 years.
The CFP includes both long-range strategy and a specific six-year plan of projects. The CFP is maintained
and reports are published separately from the budget. The Capital Budget in this budget document
includes a summary of the projects and their appropriations for the upcoming biennium. For more detailed
information see the six-year Capital Facilities Plan.
Implementation, Monitoring and Amendment
The budget and its policies are implemented through the objectives of individual departments and
accounting controls of the Finance Department. Progress in the implementation of the budget is monitored
through regular reports to the Mayor from the department heads on the progress of departmental objectives
and performance measures. These are then summarized into a report from the Mayor to Council.
Implementation of the budget is further monitored by the oversight activities of City Council, which meets
to not only consider proposals before it but also to review the activities of the various City departments.
Both the reporting function of the Finance Department and the oversight function of the City Council include
the status of the fiscal management policies of the budget.
The financial aspects of the budget are monitored in periodic reports issued by the Finance Department
comparing actual expenditures and revenues with the budget. In these reports, financial data can be
presented at a higher level of detail than the final budget. These reports include an analysis of the City’s
financial condition.
From time to time it becomes necessary to modify the adopted budget. The procedure for amending the
budget depends upon the type of change that is needed. One type of change does not affect the “bottom
line” total for a department or a fund. These changes, mainly transfers from one line-item to another within
a department’s operating budget or changes between divisions within a department, may be effected by
the Mayor and the Finance Director with written request from the department director.
The second type of budget amendment brings about a change in the total appropriation for a department
or fund. Examples of these changes include but are not limited to the following: the acceptance of
additional grant money, an adjustment to reflect increased revenues such as tax receipts, the appropriation
of additional funding if expenditures are projected to exceed budgeted amounts, and re-appropriation of
monies from one fund to another when deemed necessary. These changes require Council approval in
the form of an ordinance. The status of the budget is comprehensively analyzed during the mid-biennial
review and periodically through each year to identify any needed adjustments. All requests for
amendments are first filed with and reviewed by the Finance Department.
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2021-2022 Preliminary Budget Section II: Process/Policies
BUDGET POLICIES
This section of the budget sets forth the objectives of the budget as a policy document together with a
description of the basis of the policy.
Policy Context of the Budget
The City budget process is part of an overall policy framework that guides the services and functions of
the City. The budget serves a key role in that policy framework by allocating financial resources to the
programs, which implement the City’s overall policies. The budget also establishes financial policies to
influence the availability of future resources to carry out the City’s policies.
This budget is a balanced budget with legal budgetary control at the fund level; i.e., expenditures and other
financing uses may not exceed budgeted appropriations at the fund level.
The City’s basic policy document is its Comprehensive Plan. This plan sets the basic vision for the
development of the City and establishes policies and programs intended to achieve that vision. The plan
is further articulated by a series of planning elements, which include capital improvement elements (such
as utility plans), policy elements (such as housing plans, economic development programs, etc.) and
regulatory measures. According to State law the Comprehensive Plan is amended annually to incorporate
changes in policies or programs. In addition to the Comprehensive Plan the City has also developed an
Emergency Operations Plan.
CITY POLICY FRAMEWORK
Comprehensive Plan Implementation Program
Completed Actions (As of December 2020)
Six Year Capital Facilities Plan Update
Major Comprehensive Plan Update
Comprehensive Transportation Plan Update including non-motorized plan
Community Development Block Grant Consolidated Plan Update
Water, Sewer, Storm Drainage Comprehensive Plan Update
Parks, Arts and Recreation Plan Update
Scheduled Actions (2021-2022)
Parks, Arts and Recreation Plan Update
Community Development Block Grant Consolidated Plan Update
Six Year Transportation Improvement Program
Six Year Capital Facilities Plan Update
Funding Program
Biennial City Budget
Community Development Consolidated Plan
Capital Facilities Plan
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2021-2022 Preliminary Budget Section II: Process/Policies
Budget Policy Development
The budget process is linked to this policy framework by the development of Council goals. The Citywide
goals guide departmental objectives funded by the budget, which govern the activities of various
departments in the implementation of the policy. The Capital Facilities Plan, which is derived from the
Comprehensive Plan, is funded in the budget process.
Budget policy development involves several distinct steps. This policy starts with an understanding of
needs and issues, describes explicit policies governing the development and management of financial
resources, identifies broad goals, sets objectives with which to apply available funding, and concludes with
specific funding proposals. In assessing issues and needs, this policy builds on actions taken in previous
budgets, thereby providing continuity with previous programs. This allows community needs to be
addressed on a multi-year basis, rather than attempting to satisfy all needs in one year. Explicit budget
policies are statements that describe how financial resources of the City are obtained (various taxes, fees,
rates, etc.) together with how they are allocated, managed, and controlled. The Council goals are broad
policy statements that outline the significant objectives of the City. Budget objectives are policy statements
summarizing the actions that are to be implemented in the budget.
These budget policies result from an ongoing process of economic and financial analysis by the Finance
Department. The periodic financial reports, which are routinely reviewed by the Mayor and City Council,
monitor progress against this analysis. The development of the Comprehensive Annual Financial Report
(CAFR) is also an important part of the analysis process. The financial management policies result from
combining the above analysis with Generally Accepted Accounting Principles (GAAP).
General Financial Goals
1. To provide a financial base sufficient to sustain municipal services to maintain the social well-being
and physical condition of the City;
2. To be able to withstand local and regional economic downturns, changes in service requirements and
respond to other changes affecting the City and community;
3. To maintain an excellent credit rating in the financial community and to assure the taxpayers the City
of Auburn is maintained in a sound fiscal condition.
Financial Management Policies
The following policies guide the manner in which the budget develops, allocates, manages and controls
financial resources available to the City. These policies are goals that the City seeks to achieve in its
decision-making. However, since fiscal conditions and circumstances continually shift and change in
response to operating needs, it may not be practical or always desirable to continually achieve these
policies. Therefore, these policies are intended to guide, not govern, financial decision-making and may
not be fully achieved within any given budget period.
Guiding Principles
Sustainability of public services, responsibility and transparency in the management of public resources,
and equity of financial burden to taxpayers and city service users form the bases for the City’s financial
management policies. The financial policies that are presented below provide the framework for which
these policies are achieved. By following these policies, the City will work to:
• Protect and preserve the public’s investment in City assets
• Protect and preserve the City’s credit rating
• Provide for predictability and stability in City resources
• Provide for transparency and accountability in City financial management
• Plan for and mitigate looming fiscal issues and challenges
• Comply with State, Federal and local legal and reporting requirements
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2021-2022 Preliminary Budget Section II: Process/Policies
Organization
The City’s financial policies are organized around several key areas of financial operations. These include:
1. Accounting and financial reporting
2. Operating budget
3. Revenue management
4. Capital facilities plan management
5. Public utility management
6. Debt management
7. Equipment replacement
8. Cash/Investments management
9. Reserve management
10. Lines of authority
Section 1. Accounting and Financial/Budget Reporting Policies
General policies governing the City’s approach to accounting and financial reporting form the basis for
complying with Federal, State and local laws and regulations and provide the framework for managing the
finances of the City.
A. Fund and Fund Reporting Structure
1. In accordance with the Governmental Accounting Standards Board (GASB), the financial structure
of the City shall be divided into tax-supported governmental funds (including a General Fund to
support the governmental services of the City) and self-supporting proprietary funds established
for non-governmental purposes. Proprietary funds shall include a series of enterprise funds, which
shall be managed as business enterprises, completely supported by revenues derived by that
enterprise.
2. The accounts of the City and its operating budget shall be maintained in accordance with the State
Budgeting, Accounting, and Reporting System (BARS) code.
B. Independent Evaluation
1. The State Auditor will annually perform a financial and compliance audit of the City’s financial
statements. Their opinions will be contained in the City’s Comprehensive Annual Financial Report
(CAFR), and the State Auditor’s Report.
2. As an additional independent confirmation of the quality of the City’s financial reporting, the City
will annually seek to obtain the Government Finance Officers Association Certificate of
Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation
Award. The Budget and CAFR will be presented in a way designed to communicate with citizens
about the financial affairs of the City.
C. Budget Reporting
1. Revenues and expenditures for each City fund shall be balanced for each year of the biennium.
Any adjustments to budgeted levels shall also be balanced between revenues and expenditures.
2. The adopted budget and subsequent amendments to the adopted budget for all funds shall be
subject to appropriation that is expressly granted by Council ordinance.
3. Quarterly financial status reports will be prepared for City Council review. These reports will
assess actual against budgeted revenue and expenditure performance, investment portfolio
performance, and retail sales tax performance.
Section 2. Operating Budget Policies
An operating budget forms the foundation by which the City manages its resources and spending plans.
In order for departments to legally spend money, authority in the form of an appropriation ordinance must
be approved by Council. The City’s biennial operating budget is developed by the Mayor and reviewed
and approved by the City Council at the conclusion of each even numbered year and takes effect January
1st of each odd-numbered year.
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A. General Management
1. The City budget is developed on a biennial (two-year) cycle, coinciding with the calendar year and
starts each odd-numbered year (for example, the 2015-2016 budget is effective from January 1,
2015 through December 31, 2016). While the City budget is adopted for a two year period,
appropriation of resources is made on an annual cycle.
2. Periodic adjustments to the City’s biennial budget are necessary to recognize the receipt of
unanticipated revenues and/or to modify spending plans. Adjustments to the City’s budget will be
collated and presented to the City Council for review and approval periodically. There will be
generally three (3) adjustments to the budget annually:
a. The first adjustment occurs approximately within the first three months of each year and
is intended to address unanticipated revenues, spending plan modifications, and carry
forwards of unspent project/program budgets on capital projects still in process.
b. The second adjustment occurs approximately during the summer and is intended to
recognize actual beginning fund balances as a result of completed financial statements
for the previous year.
c. The final adjustment occurs approximately during the fourth quarter of each year and is
intended to address adjustments to revenues and spending plans prior to the conclusion
of the year.
d. Additional adjustments to the budget may be required as determined by the Finance
Department.
3. The City should accept ongoing service obligations in new areas of programming only when an
adequate on-going source of funding is available.
4. A forecast of revenues and expenditures will be prepared concurrent with the preparation of the
City’s biennial budget. The forecast will cover the six-year period, inclusive of the two years for
the new biennial budget (for example, the 2015-2016 budget will include a six-year financial
forecast covering the period 2015 through 2020).
B. Monitoring and Reporting
Reports on the status of revenue collections and expenditures against biennial budgeted levels are
prepared and presented to the City Council quarterly. These reports will highlight significant trends that
may affect the ability of the City to stay within budget and to promote discussion between the City’s
management team and the City Council as to strategies to remain within budgeted levels.
C. Use of One-Time Resources
One-time funds will not be used to support on-going obligations. One-time resources may only be used to
support one-time expenses such as capital investments or to replenish reserves.
D. Regional Social Service Funding
1. The City’s role in social service funding shall continue to be supplemental (addressing special or
unique local needs) to the basic responsibilities of regional agencies.
2. The City shall continue to advocate that the responsibility for funding basic social service needs
rest with regional (or broader) agencies that have access to a broader basis of funding and can
more appropriately address needs on a regional basis.
Section 3. Revenue Management Policies
A comprehensive revenue management policy is required to ensure the sustainability of public services,
to minimize exposure of the City to economic downturns, to provide for financial stability, and to ensure
equity between the cost of public services and the users of those services.
A. General Management
1. Revenue estimates for budget purposes should be conservative yet realistic.
2. Revenue forecasts should be prepared for a six-year period so as to enable identification of trends,
changes to laws and regulations that may affect revenue growth and collections, and structural
issues, such as the forecasted pace of growth in on-going revenues to on-going expenditures.
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3. Timely payment of taxes, fees and charges owed to the City is needed to ensure quality public
services. The City should aggressively pursue all amounts due to the City.
4. Indirect administrative costs associated with the operation of funds should be identified and
charged against the operation of those funds.
B. Revenue Diversification
The City will seek:
1. To maintain a diversified mix of revenue to provide for long-term stability and predictability,
including exploring and evaluating new and enhanced revenue sources that are available to the
City but not currently leveraged.
2. To avoid dependence on temporary or unstable revenues to fund basic municipal services.
3. To avoid dependence on Federal revenues to fund ongoing, basic municipal services.
4. To develop a cost recovery plan that assess user fees to the extent appropriate for the type of
service provided, which includes direct costs, capital costs, department overhead, and citywide
overhead.
C. Fees and Charges
1. General Fund services should be supported by user fees to the extent appropriate for the character
of the service and its user.
2. User fees and charges should be reviewed prior to the start of each biennial budgeting cycle to
ensure adequate cost of service recovery.
3. Charges for services should be sufficient to recover the full cost of related services, including direct
operating costs, and other costs such as capital and overhead costs.
4. Modifications to user fees require approval by Council.
D. Grants and Unpredictable Revenues
1. Grant funds or similar contractual revenue of a temporary nature will be budgeted only if they are
committed at the time of the preliminary budget. Otherwise, separate appropriations will be made
during the year as grants are awarded or contracts made.
2. Unpredictable revenues, such as those derived from the sale of surplus inventory, shall be treated
as a one-time revenue and shall not be used to support ongoing expenses.
Section 4. Capital Facilities Plan Financial Management Policies
Comprehensive capital planning is an integral part of community vitality, maintaining and improving the
quality of life of City residents, encouraging economic development, ensuring public safety, and enabling
the ability of the City to continue to provide quality public services.
A. General Management
1. The City will develop a multi-year plan for capital improvements as required by the Growth
Management Act of Washington State. The Capital Facilities Plan (CFP) will be updated annually
and be financially constrained for the appropriated budget period.
2. For each capital project, the CFP shall include a description of the project, its need and anticipated
benefit to the City, and the anticipated impact the project may have on the City’s operating budget,
such as additional operating and maintenance (O&M) costs and staffing.
3. For each capital project and for each year of the six-year planning period, the CFP shall include
an estimate of the cost of construction, an estimate of the annual O&M impact, and anticipated
sources of funding.
4. The CFP shall be prepared and submitted to the City Council as part the proposed biennial
operating budget. The CFP shall be updated annually.
5. The burden for financing capital should be borne by the primary beneficiaries of the facility.
6. Long-term borrowing for capital facilities should be considered an appropriate method of financing
large facilities that benefit more than one generation of users.
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B. Cost of Private Development
Private development of residential, industrial, and commercial properties shall pay its fair share of capital
improvements that are necessary to serve the development. The City shall utilize statutorily authorized
tools such as system development charges, impact fees, mitigation fees, or benefit districts, or other user
fees to capture the cost of serving such developments.
C. Monitoring and Reporting
Reports on the status of projects included in the CFP shall be prepared and presented to the City Council
monthly. These reports will highlight the status of project construction, scheduling, spending and funding
and discuss any significant issues or trends that may affect the ability of the City to stay within budget and
to promote discussion between the City’s management team and the City Council as to strategies to remain
within budgeted levels.
Section 5. Public Utility Operating and Capital Financial Management
Comprehensive operating and capital planning for Water, Sewer, Storm Drainage, and Solid Waste
services is required for maintaining public health/safety and quality of life as well as supporting economic
development. Each utility is operated as an independent enterprise and as such is expected to be
financially self-sufficient and without subsidy from the City’s General Fund or other funds. Rate revenue
must be sufficient to fully fund the direct and indirect operating, capital, debt service costs, and annual
depreciation of each utility.
A. General Management
1. Utility financial operations and capital spending plans will be prepared coincident with the City’s
biennial budget. The utility capital spending plans will be prepared consistent with the City’s
Comprehensive Plan and in consultation with City Council and the City’s Planning Commission.
2. The Finance Department will prepare a six-year financial forecast evaluating the revenue
requirements for each utility and determine the sufficiency of existing rates to finance forecasted
operating and capital costs. The evaluation will include identifying any significant changes in
services, customers, laws/regulations, and/or consumer behavior (such as water usage) that may
affect utility expenses and revenues. Results of the six-year financial forecast will be reviewed
with the City Council coincident with the Council’s review of the six-year General Fund financial
forecast.
3. Similar to the City’s General Fund, one-time utility resources (such as grants and fund balance)
should not be used to finance on-going utility expenses.
4. Enterprise funds shall be budgeted on a flexible basis, which allows activities to expand and
contract in accordance with increased or decreased revenue earning activity.
5. The City will promote a local improvement district program for certain street, water, sewer, and
storm drainage improvements. They will be funded with no protest covenants obtained from
property owners whenever possible.
6. Enterprise fund working capital in excess of that needed for operations may be used for capital
needs in order to conserve the debt capacity of those funds for major facility expansions to meet
future needs.
7. Depreciation shall be accounted for, and should be used, as a measure of capital development
needs in the utilities. As such, the first priority for the use of such funds should be in maintaining
existing services. Costs incurred because of growth should be borne by new users, and extension
of services to new users should be on the basis of an investment decision by which the capital
expenses will be recouped through rate income from new users.
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B. Utility Rate Management
1. The City should adjust utility and other enterprise fund rates in increments adequate to offset
inflation and to maintain adequate working capital balance and equities. Modifications to the City’s
utility rates and/or rate structure will be reviewed and approved by the City Council. Utility rates
should be approved for a rolling three to five year period (for example, utility rates evaluated in
2012 should include recommended rates for the period 2013 through 2017). Approval of utility
rates sufficient to support forecasted utility expenses should occur prior to, or concurrent with,
approval of the utility budget.
2. Utility rates will be sufficient to fully fund the forecasted direct and indirect operational costs and
capital costs, including the cost of annual depreciation and to meet utility debt service coverage
requirements, if any.
3. Utility rates should be periodically evaluated on a cost-of-service basis to ensure sufficiency and
equity in the delivery of services to customer classes. Cost of service evaluations should occur
once every 4 to 6 years or when significant changes in the mix or makeup of customers occur.
Section 6. Debt Management Policies
Strategic use of short and long-term debt is an important element of the City’s financial toolbox as its use
can leverage existing resources and support temporary/short-term cash flow needs of the City and enable
the accomplishment of large investments. However, as debt service payments can obligate City resources
over a long period time, its use and impact on City cash flow, ratings by financial institutions, and
compliance with statutory requirements should be carefully considered.
A. General Management
1. The City will not use short-term or long-term debt to support ongoing operations.
2. Prior to the decision to issue general obligation debt, which is an obligation against the general
taxing authority of the City, the feasibility of alternative methods of financing using special
assessments, fees/charges, and special revenue debt should first be determined.
3. The City will work to maintain strong ratings on its debt including maintaining open communications
with bond rating agencies concerning its financial condition.
4. General Obligation (GO) Bond debt should be scheduled for repayment based on the entire
outstanding debt not just the individual issue; in a manner which seeks to reduce fluctuation in the
total tax rate.
5. The City will strive to improve its bond ratings by improving its financial stability.
6. The City shall employ competent financial advisors and bond attorneys for all large bond issues.
B. Debt Capacity
1. Annual debt service should not exceed fifteen percent (15%) of operating revenues.
2. Total direct debt should not exceed two percent (2%) of the City’s assessed value.
3. No more than sixty percent (60%) of the City’s capital program should be debt financed.
C. Short-Term Debt
1. Short-term debt is defined as a period of three years or less. The City shall use short-term debt to
meet temporary cash flow needs that are caused by a delay in receipting of anticipated revenues
or for issuing long-term debt.
2. Interfund loans may be issued to meet short-term cash flow needs. Interfund loans will only be
used when the recipient fund’s revenue stream is anticipated to be sufficient to repay the loan.
3. Interfund loans must be repaid within the period of one year or as stated in the ordinance or
resolution, and will bear interest based upon prevailing rates.
4. All interfund loans require Council approval in the form of an ordinance or resolution.
5. The City will not use short-term debt for current operations.
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D. Long-Term Debt
1. Long-term debt is defined as exceeding three years. Long-term debt will only be used when pay-
as-you-go financing of capital projects is not feasible. Long-term debt service payments will not
exceed the expected life of a project. Long-term debt will be used to finance City needs that can
be capitalized and depreciated.
2. Long-term debt can be refunded if the net present value (NPV) of savings is at least four percent
(4%).
3. Self-supporting bonds (such as special assessment improvement districts) may only be used to
finance improvements associated with the subject improvement districts.
E. Utility Revenue Debt Management
1. The City will strive to maintain a ratio of 50% debt/50% equity (cash), achieved by debt-financing
no more than 60% of each six-year utility capital facilities plan.
2. Gross utility rate revenue, net of operating expenses exclusive of depreciation, will be sufficient to
provide a minimum of 1.25 times debt service coverage of all outstanding revenue bonds or the
level of coverage called for in the revenue bond covenants, whichever is greater.
3. Revenue bond debt service coverage requirements can be met on a combined utility basis but will
be conservatively tested on an individual utility bases. System development revenue, which can
be included as part of the coverage test, should be excluded to further provide for conservative
testing of coverage requirements.
4. In the event new revenue bonds are required to support the planned capital investments of the
utility, approval of rates sufficient to pay the debt service including coverage requirements should
occur prior to the issuance of such bonds.
Section 7. Equipment Replacement
The City’s physical assets, such as vehicles and buildings, represent a significant investment of resources.
Timely maintenance and replacement of these assets at the end of their useful lives is necessary for
reliability and quality of public services and ensures public and employee safety.
A. General Management
1. The City will maintain a comprehensive inventory of its physical assets including its useful life,
original purchase date and cost, information on its general condition, and the estimated value of
replacement.
2. The City will maintain a replacement schedule by physical asset indicating the replacement cost
and its corresponding source of funding. The replacement schedule will be reviewed annually
and budgeted as part of the City’s biennial budgeting process.
3. The City will maintain its physical assets at a level adequate to protect the City’s capital
investment and minimize future maintenance and replacement costs and provide for the timely
maintenance and orderly replacement of capital and equipment from current revenues or
equipment reserve funds where possible.
4. Equipment reserve funds will be maintained at levels sufficient to meet scheduled equipment
replacement and ensure public and employee safety and to prevent a deterioration in City assets.
5. Accounting and tracking of City assets are codified under Administrative Code Section 100-31.
Section 8. Cash / Investment Management
The City’s Investment Policy is codified under Administrative Code #100-40. Consistent with this policy,
the Finance Director will annually submit the investment policy to the City Council for review.
Section 9. Reserve Policies
Reserves and reserve management policies are an important and necessary part of any financial
management plan. Reserves are established as a hedge against cash flow fluctuations that are expected
to occur during the course of the year, to sustain the City during economic downturns, and to sustain City
services in the event of unanticipated needs, catastrophic events or natural disasters. The following
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policies provide definitions for the appropriate level of reserves and how these resources should be
replenished in the event they are used.
A. General Management
1. General government funds should maintain adequate fund balances or working capital to meet
unexpected contingencies.
2. The City will maintain a Cumulative Reserve Fund in an amount of at least 5% of General
Government operating expenditures, with a target of 10%. Expenditures utilizing the Cumulative
Reserve Fund are used for stabilization of general operations during counter-cyclical times to
protect the City from unforeseen contingencies, to maintain one year of payments of general
obligation debt service, and to provide for general governmental capital projects. Accumulation of
reserves can be made from a variety of revenue sources and can include one-time revenues and
year-end surpluses.
3. Minimum fund operating reserve balances will be maintained as follows:
a. The General Fund shall maintain at least 8% of total budgeted operating expenditures,
with a target of 12%.
b. Each enterprise fund should maintain adequate fund balances or working capital to meet
unexpected contingencies and cash flow needs. Each utility fund shall strive to ensure
ongoing system integrity through reinvestment in the system. To mitigate impact to rates,
the City will phase in system reinvestment over a 10-year period in equal 10% increments
starting in 2012.
c. Other proprietary funds should maintain working capital balances of 10% to 20% of their
budgeted operating, maintenance and capital expenditures.
d. Replacement reserves shall be established for equipment and computer software should
the need continue beyond the estimated initial useful life, regardless of whether the
equipment is acquired via lease, gift or purchase. Service charges paid by City
departments to the appropriate Internal Service funds should include an amount to provide
for replacements. Minimum reserves for these funds should be as follows:
i. Equipment Rental and Replacement:
Operating reserves of 30 days (excluding depreciation) and replacement reserves
equal to three times depreciation.
ii. Innovation and Technology:
Operating reserves of 30 days (excluding depreciation) and replacement reserves
equal to three times depreciation.
iii. Facilities:
Operating reserves of 30 days and repair and replacement reserves equal to 50%
of one year of operations.
iv. Reserve balances of other funds shall be set through the budget process in an
amount consistent with the purpose and nature of the fund.
e. Evaluation of reserve levels will be made in conjunction with the City’s budget.
B. Utility Reserve Management
1. Each utility fund should maintain adequate fund balances/working capital to meet cash flow
requirements and unexpected contingencies. The City shall maintain minimum working capital
balances in these funds for operations and maintenance expenses (depreciation not included).
a. Water, 20 to 25%, approximately 75 to 90 days;
b. Sewer, Storm Drainage, and Solid Waste utility funds, 12 to 16%, approximately 45 to 60
days; and
c. King County Wastewater Treatment, $360,000, approximately 3% of total operating
expenses.
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C. Summary of Reserve Policies
The following table summarizes reserve management policies by fund type:
D. Use and Replenishment
1. Use of reserves to address cash flow needs and for which funds will be replenished within one
year can be authorized with Mayoral approval.
2. Use of reserves where replenishment exceeds one year will require review and approval by the
City Council. This review will include the need for using reserves, the anticipated plan to replenish
the reserve account, the anticipated rate and time period over which the fund will be replenished,
and the source of funds. Regular reports to Council will be made as to the status of reserve
replenishment.
3. The rate of replenishment will not exceed three years of use.
Fund Minimum Target 2021 2022
General Fund 8%12%12.8%8.0%
Cumulative Reserve Fund 5%10%7.9%5.4%
Fund Minimum Target 2021 2022
Water Fund (Operations)20%25%44.6% 31.0%
Sewer Fund (Operations)12%16%105.8% 128.2%
Storm Drainage Fund (Operations)12%16%109.6% 128.5%
Sewer Metro Fund $360,000 10.2%9.9%
Solid Waste Fund 12%16%32.9% 29.3%
Airport Fund (Operations)10%20%35.8%8.2%
Cemetery Fund (Operations)10%20%27.1% 18.7%
Fund Operating Replacement
Reserves Reserves 2021 2022
Facilities Fund 8%50% of annual
repair and
maint enanc e
expenditures
Operations:
11.3%
Capit al:
50.0%
Operations:
12.3%
Capit al:
50.0%
Innovation & Technology Fund 8%Three times
depreciation
Oper: 12.0%
Repl: 6.3X
Oper: 12.0%
Repl: 4.1X
Equipment Rental & Replacement Fund 8%Three times
depreciation
Oper: 8.0%
Repl: 3.6X
Oper: 8.0%
Repl: 3.4X
Reserve Requirement
Reserve Requirement
Reserve Requirement
Preliminary Budget
Fund Balance / Working Capital
Reserve Management Policies
Preliminary Budget
Enterprise Funds
Internal Service Funds
Preliminary Budget
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Section 10. Lines of Authority
This section delineates the roles and responsibilities of the Council, the Mayor and the Departments in the
management of City resources.
A. General Management
1. The City Council has the authority to execute legislative policies and approve the City’s budget at
the fund level. The City Council has the authority to review the status of the City’s financial
performance and amend the budget at the fund level.
2. The City Council has the authority to review the City’s quarterly financial reports and to provide
policy guidance to the Mayor on issues.
3. The Mayor has the administrative authority to oversee development of the biennial budget, to
propose amendments to the City Council, to approve operating and capital spending decisions
within the parameters of the Council approved budget, and to enter into contractual agreements
to execute the intent of the budget.
4. Each Department Director has the authority to expend City funds within their approved budget
authority and in accordance with direction and procedures prescribed by the Mayor’s Office and
to recommend budget requests to the Mayor.
Auburn’s Vision for the Future
Auburn’s vision sets the overall direction for the City, and as such, focuses City goals on strategies
developed toward implementation of this vision. The 2019-2020 Biennial Budget allocates City resources
through the development of departmental objectives. The department objectives are designed to
implement the Citywide strategies which in turn work toward the Citywide goals. These goals are designed
to implement the Vision adopted by Council. The strategies coordinated by this budget are developed by
Council and administered by the Mayor.
In 2014, the City developed a vision for the Auburn of 2035. Discussions occurred in the community
through the Imagine Auburn visioning process and also among City Council members. Many themes and
messages surfaced about who we are and what we aspire to become. In the words of the City Council,
Auburn in 2035 will be a "premier community with vibrant opportunities." Participants of Imagine Auburn
added their ideas about what this meant to them. The vision that emerged – as modified by Council in
June 2018 – is encapsulated in the following six value statements:
1. Safety: Building and maintaining an environment that promotes public safety and wellness.
2. Economy: Encouraging a diverse and thriving marketplace for consumers and businesses.
3. Environment: Stewarding our environment.
4. Character: Developing and preserving attractive and interesting places where people want to be.
5. Diversity: Celebrating our diverse cultures, heritage, and community.
6. Service: Providing transparent government service.
Identifying values and creating a description of what each value looks like, what it means, and how it will
happen, establishes a basis for evaluating future City policies, regulations, actions, investments, budget
priorities, grant-seeking priorities, and other community decisions. In addition, the six values underscore
the entirety of the City’s Comprehensive Plan and its implementation, which includes the development of
capital improvement, transportation, and parks, recreation, and open space plans, and the implementation
of regulations and standards. These values are the core of how we make choices.
The City’s Comprehensive Plan, adopted in December 2015, includes a “core plan” describing each vision
in terms of what it will look like [in 2035], what it means, and how it will happen. More details are available
at: http://www.auburnwa.gov/Assets/PCD/AuburnWA/Docs/Planning+Services/01-
Core+Comprehensive+Plan.pdf
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2019-2020 Citywide Goals and Accomplishments
and 2021-2022 Citywide Goals:
Work toward determining next
steps for Auburn Avenue Theater
operations. Current lease expires
on 12/31/2021.
Began negotiations to purchase
the theater in 2019; final purchase
and sale was completed in 2020.
Work on evaluating plans for
needed renovations and creating
cost analysis for multiple options
for renovations.
Continue golf course drainage
improvements with sanding
program, aeration, and surface
water removal to improve
playability during shoulder
seasons.
In 2019, applied over 1,000 tons of
sand to fairways, greens, and
approaches to improve course
condition and playability through
shoulder months. Added new
technology and practices with
PlanetAir equipment to improve
health and year round playability
of greens.
Continue course drainage
improvements and fairway sanding
program to ensure year round
playability and power cart access
to golf course.
Provide funding for major Parks
projects such as the Auburn Arts
and Culture Center, Les Gove
Park Improvements and the 104th
Avenue Park Development.
Provided funding for the
completion of the Les Gove Park
Improvement project. Continued
funding for the Auburn Arts and
Culture Center and the 104th
Avenue Park Development.
Provide funding for major Parks
projects such as the Jacobsen
Tree Farm Development, Auburn
Arts and Culture Center, 104th
Avenue Park Development, and
West Hill Park Acquisition.
Secure grant funding or other
sources to support the Rec Riders
program.
Submitted and funding awarded in
2019.
Secure funding for outdoor
recreation opportunities.
Develop and implement an Equity
and Inclusion Plan to assist in
increasing participation from all of
the community.
GOAL: CHARACTER
Developing and preserving attractive and interesting places where people want to be.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
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Address the root causes of
homelessness identified in the
One Table regional task force
(affordable housing, behavioral
health, child welfare, criminal
justice and employment) and
c ontinue the crisis response for
unsheltered individuals in Auburn.
Outreach Program Administrator
position created and hired to work
specific to Auburn's needs.
Address homelessness using an
equity lens with intentionality and
accountability that causes a
reduction in the number of
unsheltered individuals within our
City.
Continue to develop the City’s
Wellness Program and receive the
WellCity Award, which will provide
a 2% reduction in healthcare
premiums.
The City received the WellCity
Award in 2019, but unfortunately
did not meet the requirements in
2020.
The Blue Ribbon Committee will
expand their work in Auburn with a
continued focus on behavioral
health, veterans initiatives, healthy
living choices for all ages and
community programs.
Expanded work in 2019-2020 to
include all nine major health
issues with emphasis on
behavioral health; community
programs including health equity
for three diverse groups; healthy
living choices and veterans
initiatives.
Streamline housing repair program
efficiency by instituting an in-
house repair model similar to other
South King County cities.
Staff were hired in 2019 to support
an in-house program model. The
program has acquired a van, tools,
and adopted procedures for the
new program structure.
With new housing repair program
model, increase number of clients
served through the program.
Continue to work with the court
and public defender (and defense
bar) to better handle caseload
management and streamline court
processes to improve public
access to the courts and
adjudic at ion of cases.
The department meets, and will
continue to meet, regularly with
the court and public defense to
address criminal justice issues.
Work with private defense
attorneys to exchange discovery
electronically.
Identify strategies and action
items that promote housing
preservation, healthy housing, and
attainable housing.
Adopted Healthy Housing
Standards, entered into an
Interlocal Agreement that formed
South King Housing and
Homelessness Partners (SKHHP),
funded SKHHP, adopted an
ordinanc e t hat redirects a portion
of sales tax revenues under the
provisions of HB 1406, and
facilitated six multifamily property
management training seminars.
GOAL: WELLNESS
Promoting community-wide health and safety wellness.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
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Through staff training and platform
improvements, Auburn will
continue to increase transparency,
efficiency, engagement and
access to the City’s data to show
our accountability to residents.
The City of Auburn continues to
leverage datasets within the open
data platforms to make data driven
decisions around major issues
such as budget, homelessness,
racial equity and other major
issues.
Implement new automated meter
reading software to provide
enhanced information and
reporting for better service for
utility customers. Conversion and
training for Sensus Analytics
software.
Converted to Sensus Analytics
software and trained staff.
Currently using the meter reading
software for all meter reading
reports.
Implement new Sensus Customer
Portal so customers can access
their meter information at their
convenience. Provide training for
residents and businesses.
Implement enhancements with the
adoption of the 2019-2020 budget.
Include new "Budget-in-Brief" with
statistics and other information.
Implemented new approach to
position control and multi-year
capital budgeting, and
incorporated other enhancements
into the 2019-2020 budget
including a new "Budget-in-Brief"
section.
Continue to improve and
streamline budget development
process and enhance budget
document to make it more
readable and useful.
Launch an updated permit
software system that allows for
the electronic submission of
paperwork, electronic
issuance/approval, and online
payment and that allows 24/7
engagement with the City.
In 2019 the department completed
a major permit software conversion
which provides significantly more
capability. In 2020 the department
is completing the final phase of by
joining the eCityGov alliance for
purpose of using
MyBuildingPermit.com as the
customer web portal.
Launch participation in the
eCityGov Alliance as a voting
member. This allows the City to
have a voice in how our electronic
systems grow and improve over
time.
Streamline process for
interpretation services.
Staff introduced additional
technology in the City's Customer
Service Center to allow for more
privacy in conversations that
utilize an interpreter. Auburn-
specific signage was created and
posted in multiple languages,
letting customers know how to
access interpretation services.
Implement tools and strategies to
enhance communication between
the City of Auburn and customers
who speak a language other than
English.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
GOAL: SERVICE
Providing transparent government service.
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Continue supporting patronage
and utilization of local businesses
via the online database, marketing
efforts and business retention and
engagement.
Ad campaign to promote
BuyLocalAuburn.com is ongoing.
Business license renewals are
part of our BuyLocalAuburn
platform to encourage businesses
to enhance their company
information. A strong weekly
networking and corporate visit
schedule is maintained.
Implement ongoing, short-term
and mid-term strategies specific to
business development and
support.
Innovation Partnership Zone (IPZ)
incubator is in it 3rd year.
Partnerships with the Small
Business Association (SBA),
Small Business Development
Center (SBDC), Impact NW,
South Correctional Entity
(SCORE) and the Office of
Minority and Women's Business
Enterprises has created a strong
support network.
Continue to implement ongoing,
short-term and mid-term strategies
specific to business
development/support.
Continue with branding and
messaging in-line with 10-Year
Economic Development Strategic
Plan.
Established "Explore Auburn
campaign. Launched "Auburn
Adventure Film Festival".
New ad campaign for 2021 to help
re-open tourism in the City of
Auburn after the COVID-19
shutdown.
Expanded infrastructure (including
WiFi), in addition to building a fiber
ring that allows for redundancy
and resiliency.
Continue this expansion and
upgrade speed/capacity. Look at
connectivity to the cloud to
support other goals.
Connected all City-owned
buildings, and also expanded to
the C3 and other neighboring
cities.
GOAL: ECONOMY
Encouraging a diverse and thriving marketplace for consumers and businesses.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Enhance access to new
technologies and information
including fiber, wireless, and
economic development options.
Continue to find key areas that
provide expansion, redundancy,
faster speeds and cost-saving
benefits.
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Continue the community building
activities within our culturally
diverse groups in Auburn via
health, safety and policy
initiatives.
Continued our outreach with our
tribal, Latino, Pacific Islander, and
other cultural and minority groups
through our Blue Ribbon
Committee, Health and Human
Services, and Economic
Development activities.
Support City/community
relationships to remove barriers,
create trust, provide improved
transparency and create
opportunities for underserved
groups and neighborhoods that will
honor all residents of Auburn.
Continue to strengthen
communication and partnerships
with the Muckleshoot Indian Tribe
on shared goals and foster a more
engaged relationship with Pierce
County partners.
Although the pandemic has
affected social gatherings and
meetings with our tribal
communities, we are continuing
working virtually with the tribal
council to maintain
communication and relationships.
Highway improvements in south
Auburn and the planned tribal
expansions at the casino are
continuing with many nearing
completion.
Work more closely with other
departments on strategic
outreach.
Staff convened an
interdepartmental group to focus
on community outreach and
engagement. The group worked in
2018 and 2019 to identify
opportunity areas and implement
new outreach strategies and tools.
To help promote inclusiveness,
departments will examine our
hiring practices, community based
programs, and departmental
operations. We will attempt to
identify areas of concern and
implement changes to address
them.
Renovate the Historic downtown
Post Office into a new Arts &
Culture Center development;
develop a comprehensive
operations plan for the building.
Secured a total of $583,000 in
grant funding toward renovation of
the main floor of the historic
building; completed interior
demolition; finalized plans for
interior renovation, cupola repair,
and roof replacement ; worked
with Landmarks Commission on
required approvals; and will begin
renovation work in 2020.
Finalize construction on main floor
renovations; formalize and seek
funding for operations and
programming; continue to seek
funding for Phase 2 basement
renovations.
Review an additional 10% of the
artifact collection and remove
items of poor quality or duplicates.
Completed.Work with diverse communities to
create a community-curated
exhibit.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
GOAL: CELEBRATION
Celebrating our diverse cultures, heritage, and community.
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2021-2022 Preliminary Budget Section II: Process/Policies
Update the City's floodplain
development regulations.
City Council adopted Ordinance
6761 on June 1, 2020 which
repres ent s an overhaul of the
City's floodplain development
regulations.
Create an outreach campaign to
reduce illegal dumping in
conjunc t ion with other City
departments.
In research phase for creating an
outreach campaign to reduce
illegal dumping in conjunction with
other City departments.
Work with other City departments
and possibly neighboring
juris dictions to create an outreach
campaign to reduce illegal
dumping/litter.
Manage and implement an
ongoing public education and
outreac h program to targeted
audiences to comply with the
NPDES permit.
Provided multilingual outreach and
technical assistance to Auburn
busines s es on pollution prevention
/ spill kit best management
practices.
Implemented school education
program for general stormwater
and natural resource protection.
Implement four electric vehicles as
pool vehicles, and implement the
use of renewable diesel.
Four electric vehicles have been
added; renewable diesel
implementation is still a work in
progress.
In order to lower the City's
emission rates and continue to
meet s tandards, seek out and
implement alternative fuel sources
within the City's fleet.
Complete the inventory of the
City's environmental assets.
The inventory was completed in
2019. Hard copy files were
creat ed and organized and
mapping layers incorporated into
the City's electronic Geographic
Information System (eGIS).
Continue remote learning and
outreach for school program and
busines s pollution prevention
program until normal operations
resume after the COVID-19
pandemic.
GOAL: ENVIRONMENT
Stewarding our environment.
2019-2020 Progress Towards Major Goals
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Develop and deploy sustainability
initiatives such as creation of a
Comprehens ive Plan Sustainability
Element.
In 2019 the City Council endorsed
adoption of the climate
sustainability action plan. This
occurred after the city completed
an update to its Greenhouse Gas
Inventory.
Continue to develop and deploy
sustainability initiatives such as
creation of a Comprehensive Plan
Sustainability Element.
Increase the total City recycling
and compostables diversion rate
to 30% (ex cluding private vendor
recycling and composting
services).
As of May, the total City 2020
recycling and compostables
divers ion rate is approximately
30% (excluding private vendor
recycling and composting
services).
Maintain the total City recycling
and compostables diversion rate
at or above 30% (excluding private
vendor recycling and composting
services).
Evaluate water rights transfer
requirements and determine next
steps for the rights obtained from
Algona.
Developed consultant scope for
this evaluation.
Complete water rights evaluation
and develop a plan for water rights
trans fer.
The water conservation program’s
goal is to reduce water use by 1%
per year from current usage levels
until the conservation goal is
reached, which is expected in
2022.
Reached conservation goal of 172
gallons per day per Equivalent
Resident ial Unit (gpd/ERU) in two
of the past five years.
Implement enhancements to the
budget process.
Hired an external consultant to
help evaluate alternative strategies
to addres s fiscal sustainability and
provide estimated impacts of each
option.
Work with Council to develop a
financial plan for the short- to
intermediate term as well as a
comprehensive long-term financial
sustainability policy.
GOAL: SUSTAINABILITY
Creating a sustainable future for our community.
2019-2020 Progress Towards Major Goals
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2021-2022 Preliminary Budget Section II: Process/Policies
2021-2022 Budget Strategy
The 2021-2022 budget will be implemented by a series of objectives regarding development of resources
and their allocation to various competing demands.
1. Avoid the addition of permanent staff positions unless there is an offsetting revenue stream or
reduction in current expenditures to support the position, and review replacement staff for essential
need. Limit new programs until economic conditions or revenue streams capable of supporting them
are in place.
2. Conserve the fiscal capacity of the City to meet potential future needs.
3. Use fund balance or working capital to finance capital equipment that maintains or enhances
productivity.
4. Control discretionary expenditures.
5. Provide adequate training, and increasing technology and tools to enhance productivity.
6. Maintain a baseline of funding which continues to deliver high-quality municipal services with special
attention to continue support of growth management, maintain effective legal services, provide
continued public safety, support a diversity of recreational and cultural programs, and maintain existing
facilities.
7. Provide staff support and funding for street maintenance repairs and improvements to meet planning
requirements and benefit from available funding opportunities.
8. Enhance the capacity of the infrastructure where funding opportunities exist by giving priority to
providing necessary matching funds.
9. Continue operation of the City’s enterprise functions on a business basis.
10. Explore all opportunities for economic development that will provide a return to the City of Auburn.
Use of Budget Tools
This budget uses a variety of tools to implement these objectives:
Financial Measures
The City of Auburn’s budget places a high priority on maintaining the fiscal integrity of the City by managing
reserves to counterbalance economic cycles while responding to emerging needs. When new programs
are added, each is closely evaluated to ensure that it can be supported over the long run. Temporary
“growth period” revenues can also be used for capital needs of a non-continuing nature. Enhanced
revenue also can build reserves to provide counter-cyclical balance (e.g., a rainy-day fund). The main
purpose of such a reserve is to allow the City to respond to funding needs in an economic recession without
having to resort to new taxes. The City has established a Cumulative Reserve Fund both for building
revenues for major capital needs and to provide a counter-cyclical balance.
It is anticipated that the development of residential construction will continue due, in part, to low interest
rates coupled with pent-up demand. The need for services has been and will continue to be substantial,
particularly police services. Some of these services are required before revenue is actually received from
the developments. The challenge becomes to judiciously expand services at a rate that provides
reasonable coverage and protection to the public within the constraints of available revenue. New long-
term funding commitments need to be avoided as much as possible until new revenue capacity develops.
Consequently, the priority is on completing existing funding commitments and baseline needs, while
carefully expanding services and protecting reserves.
Baseline Budget
The baseline budget funds the City’s ongoing operations. As such, it is an essential tool for implementing
goals and elements of strategy directed at continuing the existing array of services at a high-level of
effectiveness and efficiency. The budget strategy places a high priority on continuing to fund programs
that protect the City’s ability to maintain and enhance quality of life and on programs that meet the
continuing public safety needs of our neighborhoods. These needs will be funded by the appropriate use
of the existing capacity of City programs.
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2021-2022 Preliminary Budget Section II: Process/Policies
Capital Budget
The Capital Improvement Fund is used to accumulate funds to finance large projects that could not
otherwise be done in one year from General Fund revenues. Projects include major improvements,
acquisition of new municipal facilities, and downtown revitalization. The fund’s expenditure budget is about
$7.9 million in 2021 and $3.7 million in 2022, leaving a projected ending fund balance in 2022 of $3.5
million for future projects identified in the Capital Facilities Plan.
General Fund Priorities
City General Fund revenues are forecasted conservatively but realistically. Increases in salary and
benefits and in contractual services will be increased in accordance with union contracts. Revenue
estimates are conservative and based on the 2019 actual and 2020 estimated revenues received. Costs
may need to be reduced if revenue decreases from estimated amounts. The General Fund budget was
developed under the following policy priorities:
1. Avoid new programs until new revenue sources to support them are identified.
2. Protect the City’s long-term fiscal integrity and Moody’s bond rating.
3. Maintain productivity.
4. Enhance efficiency and effectiveness.
5. Ensure adequate and ongoing support for City programs and activities.
6. Provide training, adequate technology and tools to enhance productivity.
7. Fund priority planning needs to enhance or promote economic development within the City and enforce
code compliance.
8. Maintain programs directed at protecting the quality of life in the community and its neighborhoods.
9. Provide grant required matching funds for street improvements.
10. Seek out additional sources of revenue for street improvement and construction.
11. Fund continuing public safety needs.
Many of these priorities are implemented in the development and review of the baseline budget proposals
of various departments.
Proprietary Fund Priorities
The budget priorities in the Proprietary Funds are a continuation of past budget priorities, which have
generally placed these funds on a sound, self-supporting basis.
1. Continue operation of the funds on a self-supporting basis.
2. Maintain the fiscal capacity of the utilities with appropriate measures.
3. Implement programs and rates to encourage resource conservation, particularly in water usage.
4. Maintain orderly development of capital facilities to meet needs.
5. Continue measures to enhance productivity and maintain new facilities as they come on line.
6. Continue programs that encourage greater recycling of our waste materials.
7. Focus on capital projects that deal effectively with the City’s growth.
Other Funds Budget Priorities
Fiduciary funds will be managed in a manner that continues to provide for their long-term obligations. The
Insurance Fund will provide for insurance independence if needed. Debt Service Funds will continue to
retire debt as appropriate. No additional funds will be added to the LID Guarantee Fund, as the fund is
currently considered adequate.
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2021-2022 Preliminary Budget Section III: Financial Plan
SECTION III: FINANCIAL PLAN
Introduction
The National Advisory Council on State and Local Budgeting (NACSLB) endorses the forecasting of
revenue and expenditures in their Recommended Budget Practices. This section of the budget
provides a combined view of both past and anticipated future revenue and expenditures for all funds.
A detailed revenue analysis is presented for each fund type. The plan focuses analysis on revenue
sources in order to inform users of this document on how the City funds services it provides to its
citizens. A table, graph and explanation of major changes are provided for the General Fund, Special
Revenue Funds, Capital Funds, Enterprise Funds, Internal Service Funds, Fiduciary Funds and the
Permanent Fund. This is followed by a six-year forecast of General Fund revenue and expenditures
along with a discussion of the factors that affect the forecast. Long term debt and debt capacity is
discussed as well as the General Fund fiscal capacity. This section ends with a discussion of fund
balance and working capital balances.
A budget is a plan that develops and allocates the City’s financial resources to meet community
needs in both the present and the future. The development and allocation of these resources is
accomplished based on the foregoing policies, goals and objectives addressing the requirements
and needs of the City of Auburn. While the other sections of this document present the budget in
detail, this section provides an overview of the budget as a Financial Plan. As such, this section
focuses on City strategies to maintain its financial strength and the basis for the expectation for
future revenues.
An important part of a financial plan is the City’s Capital Improvement Program. While the projects
affecting 2021-2022 are summarized under Section VII, Capital Budget in this document, the entire
Capital Facilities Plan (CFP) is outlined, in detail, in a separate document.
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2021-2022 Preliminary Budget Section III: Financial Plan
Analysis of 2021-2022 Revenues by Source for All Funds
The graph below presents the total revenues that are anticipated to be available to support City
programs during 2021 and 2022. The table shows the revenue by source of funds from 2019-2022.
The revenues received by the City are derived from a diverse range of sources, and the types of
revenues received by each fund vary significantly.
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
$110
Taxes Licenses &
Permits
Intergov Charges for
Svcs
Fines &
Penalties
Other Sources Miscellaneous Transfers InMillions2021 Budget
2022 Budget
2021-2022 Budgeted Revenues
Total All Funds 2019 2020 2020 2021 2022
Revenues Actual Adj Budget Est Actual Budget Budget
Taxes 64,032,701$ 56,495,200$ 56,896,910$ 61,696,400$ 68,446,500$
Licenses and Permits 2,825,404 1,599,300 1,679,600 2,029,400 2,264,300
Intergovernmental 12,201,485 28,122,482 18,888,510 10,465,340 9,154,800
Charges for Services 89,420,445 87,647,972 84,728,040 96,110,080 101,419,770
Fines and Penalties 1,984,513 799,500 658,900 847,200 856,400
Other Sources 9,902,189 5,457,571 2,202,900 4,896,100 4,453,200
Miscellaneous 11,047,128 24,044,340 21,290,571 12,220,620 8,593,680
Transfers In 7,192,688 35,769,364 25,390,266 25,562,980 21,769,270
Total Revenues & Other
Financing Sources 198,606,554 239,935,729 211,735,697 213,828,120 216,957,920
Beginning Fund Balance 141,543,240 155,258,753 155,258,754 137,202,931 109,651,771
TOTAL AVAILABLE RESOURCES 340,149,794$ 395,194,482$ 366,994,451$ 351,031,051$ 326,609,691$
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2021-2022 Preliminary Budget Section III: Financial Plan
Tax Revenue
The second largest revenue source for the City is taxes. Sources of tax revenue include property
taxes, retail sales taxes, the annexation sales tax credit (through 2019), utility taxes, business and
occupancy tax (effective in 2022), admissions taxes and gambling taxes. Tax revenue constitutes
28.9% of total expected revenue in 2021 and 31.5% in 2022. Almost all tax revenues are received
in the General Fund to support the ongoing operations of the City. Effective in 2019, the City
received the last payment of the annexation sales tax credit, resulting in a loss of approximately
$2.0 million annually. Due to the COVID-19 pandemic that began in early 2020, it is expected that
the effects and impact on tax revenues will continue into the next biennium with the most notable
impact expected to be seen in sales tax revenue.
Despite expectations for moderate revenue growth during the biennium, General Fund
expenditures are projected to continue to increase at a rate that outpaces revenue growth. As a
result, the 2021-2022 budget assumes the City will implement two notable tax changes in this
biennium. First, the City will increase the tax rate charged for City utilities from 7.0% to 10.0%
beginning in 2021; this is expected to generate approximately $2.2 million in additional General
Fund revenue in 2021 and $2.3 million in 2022. Second, the City will implement a business and
occupancy tax program, which would become effective in 2022. While the specifics of the program
have not been solidified at this time, it is anticipated that the program will generate approximately
$4.8 million in new General Fund revenue in 2022.
License and Permit Revenue
License and permit revenue is dependent on the economy as most of this revenue is comprised of
building, electrical and plumbing permits from new construction activity. The 2021-2022 budget
assumes continued expansion within the City compared to 2020 activity, although at a moderate
rate. If the economy stalls and growth does not occur as currently anticipated, this revenue source
may need to be adjusted downward.
Intergovernmental Revenue
Intergovernmental revenue consists primarily of Federal, State and local grants and other
governmental contributions. Intergovernmental revenue constitutes 4.9% of revenue in 2021 and
4.2% in 2022. The decline in revenue from 2020 to 2021 is primarily due to multiple grant funded
projects that are projected to be completed by the end of 2020. Some of the more significant grant
funded projects in 2021 include $650,000 in Federal grant money for the Auburn Way South
Improvement Project, $570,000 in State grants for the 104th Avenue Master Plan, and $520,000 in
State grants for the 2nd Street SE Preservation project. Some notable projects in 2022 that include
grant contributions include $700,000 in Federal grant money for the Lea Hill Safe Routes to
Schools project and $450,000 in Federal grant monies for the Riverwalk Drive SE Non-Motorized
Improvement project. Revenues in this category also include State shared revenues such a motor
vehicle fuel tax revenues, and liquor excise tax revenues and liquor profits. Revenues within this
category are primarily used to fund General Fund operations, are used to fund the construction of
street projects and other capital projects such as park improvements within the Municipal Parks
Construction Fund.
In July 2008, Washington State moved from a source-based sales tax to a destination-based sales
tax in order to join the national effort to standardize the way each state taxes goods. This effort, the
Streamlined Sales and Use Tax Agreement (SST), led the State to adopt a system of mitigation
payments designed to compensate jurisdictions within the State that would experience a net loss in
sales and use tax collections as a result of this change. The City of Auburn has received mitigation
payments of between $1.3 million and $2.0 million per year from 2009 through 2019, but this
payment expired in June 2020. While the City expected to receive $925,000 in 2020, the amount
was nearly cut in half due to revenue shortfalls at the State level due to the COVID-19 pandemic.
Beginning in 2018, the City receives Marketplace Fairness Act (MFA) tax payments for internet and
other remote sales, which the State intends will replace and eventually exceed the streamlined
sales tax mitigation payment amounts. The net effect of the loss of the streamlined sales tax
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2021-2022 Preliminary Budget Section III: Financial Plan
payments combined with the Marketplace Fairness Act monies results in a net loss of General Fund
revenue in the amount of approximately $0.7 million annually.
Charges for Services
The single largest source of revenue for the City is charges for services, which include user fees for
utility services, recreational, planning and building activities. This source represents 44.9% and
46.7% of total revenues in 2021 and 2022 respectively. The majority of these charges are collected
in the enterprise funds for services provided as stand-alone business type activities. Service
revenue also includes charges to other funds by internal service funds such as the Innovation and
Technology Fund and the Facilities Fund to recoup the cost of services provided to other City
departments.
Fines and Penalties
This revenue source is projected to be relatively stable. It includes false alarm, traffic and parking
fines.
Other Sources
This revenue source includes loans, revenues from developers for capital system development in
the Water, Sewer, and Storm Drainage utility funds, insurance recoveries and revenue from the
sale of fixed assets. Budgeted revenues in the other sources revenue category in 2021 totals $4.9
million in 2021 and $4.4 million in 2022. Of this revenue, $2.7 million in 2021 and $2.2 million in
2022 is anticipated revenue from the DWSRF (Drinking Water State Revolving Fund) loan in the
Water Fund.
Miscellaneous
Miscellaneous revenue includes interest revenue, rents and leases, special assessments,
contributions and donations, prior year cash adjustments, revenue from bond proceeds, Equipment
Rental internal service fund and Workers’ Compensation internal service revenue. The Equipment
Rental Fund holds City vehicles as an asset and collects annual costs from departments in order to
provide for maintenance and replacement of these vehicles. Of the $12.2 million budgeted in 2021,
$3.8 million is due to the anticipated bond proceeds in the Airport Fund.
Transfers In
This revenue source represents transfers between funds, and includes payments to other funds for
debt service, capital construction projects and interfund loans. Transfers in 2021 are budgeted to
be $25.6 million which includes a combination of one-time transfers between the enterprise funds’
operating and the associated capital sub-funds, $4.6 million in transfers for funding for various
street projects, and $2.2 million for projects in the Municipal Park Construction Fund. Transfers are
budgeted at $21.8 million in 2022. The 2022 budget includes a $2.0 million transfer in to the
General Fund from the Cumulative Reserve Fund to support operations, $2.7 million for projects in
the Municipal Park Construction Fund, and $4.5 million in transfers for various street projects.
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2021-2022 Preliminary Budget Section III: Financial Plan
Analysis of 2021-2022 Budgeted Expenditures for All Funds
The following graph presents the 2021 and 2022 budgeted expenditures of the City by major
category.
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
Salaries &
Wages
Benefits Supplies Services &
Charges
Intergov Capital
Outlay
Debt
Service
Interfund
Payments
for ServicesMillions2021 Budget
2022 Budget
2021-2022 Budgeted Expenditures
Total All Funds 2019 2020 2020 2021 2022
Expenditures Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 42,023,662$ 45,803,593$ 43,036,179$ 46,330,401$ 48,595,034$
Benefits 17,697,956 23,647,070 21,028,777 22,585,829 23,637,611
Supplies 4,228,098 4,538,956 4,405,286 4,803,450 4,625,870
Services & Charges 66,869,890 75,037,361 71,392,466 75,988,510 79,787,570
Intergovernmental 7,192,688 35,769,364 25,484,906 25,562,980 21,769,270
Capital Outlay 17,493,927 63,058,467 42,823,436 40,384,260 33,361,510
Debt Service 6,956,576 9,458,600 5,499,274 8,259,700 7,969,900
Interfund Payments for Services 15,361,809 16,239,534 16,121,196 17,464,150 17,778,260
Other Uses 7,066,436 - - - -
Designated Fund Balance 19,103,244 14,100,382 16,471,399 13,358,675 8,601,821
Undesignated Fund Balance 136,155,509 107,541,155 120,731,532 96,293,096 80,482,845
TOTAL FUNDS EXPENDIUTRES 340,149,794$ 395,194,482$ 366,994,451$ 351,031,051$ 326,609,691$
Salaries and Benefits
Salaries and benefits are budgeted at approximately $68.9 million in 2021 and $72.2 million in
2022, and are in accordance with current labor agreements for 2021 and 2022, with the exception
of the affiliated group whose contract ends at the end of 2021. The 2021 budget includes an
increase of one FTE due to the City implementing a business and occupancy tax program. In
addition, the 2022 budget includes an increase of one FTE, which will reinstate a position that was
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2021-2022 Preliminary Budget Section III: Financial Plan
previously reclassed. Significant changes in benefits in 2021 and 2022 include anticipated
increases in medical benefit costs (annual increases averaging 5.0% in 2021 and 10.0% in 2022),
increases in dental benefit costs of 1.0% in 2021 and 5.0% in 2022. Pension contribution rates for
PERS Plan 2 and PERS Plan 3, which are set by the State of Washington, are budgeted at 12.86%
in 2021 then are expected to decrease to 10.42% in 2022. This budget assumes no anticipated
increase in vision costs, no increase in the industrial insurance rates, and no pension rate increase
for LEOFF2 plan members.
Supplies
Citywide supplies are budgeted at $4.8 million in 2021 and $4.6 million in 2022 and account for
2.0% and 1.9% of the City’s biennial budget. Supplies include fuel, small tools and equipment,
office and operating materials and inventory for resale. Examples of these expenditures include
computers, supplies for facility, street, pump station and vehicle and equipment repairs, agricultural
supplies used by the Parks, Arts and Recreation Department, and resale inventory sold at the
Auburn Golf Course and the Mountain View Cemetery.
Services and Charges
The City contracts for professional services as needed. The services and charges are budgeted at
$76.0 million in 2021 and $79.8 million in 2022 and accounts for 32.5% of the citywide biennial
budget. Some examples of these costs include services provided by other government entities,
legal expenses, appraisals, surveys and consulting services. Other costs in this category include
communications, travel, advertising, rentals, insurance, repairs and maintenance and utility
charges. This category includes the budget for King County District Court for municipal court and
probation services, South Correctional Entity (SCORE) for jailing services, Valley Communications
for 911 communication services, the contractual costs for sewage treatment to King County, the
Waste Management contractual costs for hauling waste, among others.
Capital Outlay
Capital projects budgeted in 2021 total $40.4 million, or 16.7% of the citywide budget, and capital
projects in 2022 total $33.4 million, or 14.0% of the citywide budget. Most of the capital
expenditures are budgeted in the enterprise funds, with the balance of capital expenditures
primarily in the street funds and the capital projects funds. These categories fluctuate from year to
year and are dependent on specific project needs as well as available funding from grants, loans,
one-time revenues, and service fees. Examples of capital projects scheduled in 2021 and 2022
include replacement of lead water service lines, hangar improvements at the Auburn Municipal
Airport, the Jacobsen Tree Farm Development project, and the Lea Hill Safe Routes to Schools
street project.
Interfund Payments for Services
Interfund payments for services include payments to City funds for services rendered. The budget
for internal payments for services are budgeted at $17.5 million in 2021 and $17.8 million in 2022.
These are charges paid for equipment repair and replacement, fuel for equipment, as well as
software, hardware, technology, multimedia services, facilities services, and charges for General
Fund support personnel. Internal services are provided by the City’s Equipment Rental Fund, the
Innovation and Technology Fund, the Insurance Fund, the Workers’ Compensation Fund and the
Facilities Fund to other City departments. In addition, this budget includes charges for
reimbursement to the General Fund for labor and benefit charges related to support personnel in
the Human Resources, Legal and the Finance Departments.
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REVENUE ANALYSIS
GENERAL FUND
The City’s General Fund receives a wide variety of revenue. This section of the budget discusses
the key factors that affect revenue for the next biennial budget.
General Fund Revenue
By Funding Source
2018 2019 2020 2021 2022
Actual Actual Est Actual Budget Budget
Beginning Fund Balances:
Designated/Reserved $225,464 $108,325 $593,625 $593,625 $593,625
Undesignated 22,418,212 21,541,951 23,047,535 19,354,527 9,931,160
Total Fund Balances $22,643,676 $21,650,276 $23,641,160 $19,948,152 $10,524,785
Taxes:
Property Tax $21,422,752 $21,907,038 $22,489,300 $22,842,300 $23,198,400
Sales &
Use Tax 15,961,406 18,943,334 15,774,100 17,170,400 18,026,000
Business & Utility
Taxes 12,361,674 12,093,888 13,252,910 14,406,300 19,446,300
Other
Taxes 4,102,914 3,589,138 2,335,100 2,681,000 2,818,400
Licenses & Permits 1,853,554 2,825,404 1,679,600 2,029,400 2,264,300
Intergovernmental 6,545,887 6,128,845 5,452,830 4,320,220 4,412,320
Charges for Services 4,727,408 7,457,382 5,801,450 7,419,290 7,871,830
Fines & Penalties 920,187 914,240 583,900 722,200 731,400
Transfers In 109,894 120,456 4,081,530 162,000 2,024,000
Other Sources 165,212 127,895 114,000 25,000 25,000
Miscellaneous 1,771,945 1,933,229 1,398,430 1,092,600 1,120,300
Total General Fund $92,586,507 $97,691,124 $96,604,310 $92,818,862 $92,463,035
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $53.9 million in tax revenue
during 2020. Total revenues from taxes are anticipated to increase to an estimated $57.1 million in
2021 and $63.5 million in 2022. Voter-approved initiatives and State legislative budget cuts to local
tax distributions have had a significant financial impact on the General Fund. In addition, the
streamlined sales tax payments ended in mid-2020, resulting in a net loss of General Fund revenue
in the amount of approximately $0.7 million annually. To help offset the reduced tax revenues the
2021-2022 budget assumes the City will increase the tax rate charged in the General Fund for City
utilities from 6.0% to 9.0% (with the 1.0% benefitting the Arterial Street Preservation Fund to remain
unchanged). This policy change is expected to increase budgeted General Fund utility tax revenue
by approximately $2.2 million in 2021 and $2.3 million in 2022. In addition, this biennial budget
assumes that the City will implement a business and occupancy tax program effective in 2022 that
is anticipated to generate approximately $4.8 million in the first year. Revenue budgeted for the
biennium is based on the assumption that the economy will continue to grow at a steady but
moderate pace. If growth is slower than anticipated, budgeted revenues may have to be adjusted
downward.
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2021-2022 Preliminary Budget Section III: Financial Plan
$-
$4
$8
$12
$16
$20
$24
$28
2018 2019 2020 2021 2022MillionsGeneral Fund Tax Revenue
Property Tax Sales &
Use Tax
Business & Utility
Taxes
Other
Taxes
Property Taxes
Property taxes remain the largest single source of General Fund revenue for the City, constituting
approximately 31% of total General Fund revenues budgeted in 2021. Over the past several years,
voters of the State of Washington have changed the property tax levying process through referenda
and initiatives. Referendum 47, passed in 1997, changed the 106% limit to the lesser of six percent
or inflation. There was a provision; however, that – with a finding of substantial need – a majority
plus one vote of the City Council could raise revenue to the 106% limit. In 2001, the citizens voted
on and passed Initiative 747 (I-747), which limits the increase in property taxes to the lesser of 1%
or inflation (unless the jurisdiction has “banked capacity”, which provides that the levy limit is based
on the highest amount that could have been levied since 1985-1986). New construction,
annexations and refund levies are additional. I-747 was declared unconstitutional by the King
County Superior Court on June 13, 2006 and was overturned by a State Supreme Court decision in
November 2007.
Following this decision, the Washington State Legislature approved House Bill 2416 reinstating the
provisions of I-747 retroactively to 2002, thereby restoring the one percent limit on property tax
increases (again, unless the jurisdiction has banked capacity). These legislative changes have
significantly impacted the City as labor contracts have historically increased at an average rate of
3% while the City’s largest source of taxing authority that assists in the payment of those contracts
is essentially limited to 1%. From 2010 through 2013, the City experienced four consecutive years
of declining property valuation. However, in 2014 this trend reversed and the assessed valuation
(AV) of property values increased by an average of 9% per year from 2014 through 2020. 2021
and 2022 property tax revenue estimates are based upon assumed increases in overall assessed
value of 5% annually in both 2021 and 2022.
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2021-2022 Preliminary Budget Section III: Financial Plan
Sales and Use Taxes
The sales tax rate in the City of Auburn is 10.0% on all retail sales. Within this, the net City tax rate
is 0.84% after accounting for the share received by counties and a State administrative fee 1. Sales
tax receipts have fluctuated in Auburn as about one-third of the City’s retail sales activity are
derived from new construction and auto sales, both of which are highly sensitive to economic
conditions. From 2013 through 2018, annual sales taxes collected from new construction activity
were used to support activities in the Local Street Fund (Fund 103). Effective in 2019, this policy
changed and the sales tax on construction revenues stay in the General Fund in order support
operations. This policy change accounts $2.3 million of the year-over-year increase in sales tax
revenue receipted into the General Fund in 2019 compared to 2018. While the COVID-19
pandemic significantly impacted sales tax revenues, the 2021 budget is projected to have an 8.8%
growth over the sales tax revenues in 2020. Sales tax revenues are estimated at $17.1 million in
2021 and $18.0 million in 2022.
Business and Occupation (B&O) Tax
The General Fund Six-Year Forecast also assumes that the City will adopt a B&O tax, as a tax on
gross business receipts with specific qualifications and thresholds, and a square footage fee for
certain businesses that would otherwise be exempt from the B&O tax. These would be effective in
2022 based on an ordinance to be adopted by Council sometime during 2021. Revenues to the
City from these charges are estimated to be about $4.8 million in 2022 (since collections would be
limited to three quarters in the first year), $6.7 million in 2023, and increasing to $7.5 million by
2026.
Utility Taxes
This category includes taxes applied to utilities providing services in the City, from both City-owned
and private utilities. Utility taxes, as a whole, have been very stable from year-to-year.
Interfund utility taxes are currently charged at 7.0% on the four major City utilities: Water, Sewer,
Storm Drainage, and Solid Waste, of which 1.0% is dedicated to fund arterial street preservation.
As part of the financial plan (see General Fund Six-Year Forecast on page 98), the 2021-2022
Preliminary Budget assumes that interfund utility taxes will be increased by 3.0% effective January
2021. This will be enacted via a City ordinance separate from the budget ordinances. Other City
utility taxes include a 6.0% tax assessed on telephone, cable utility, electric and natural gas
providers, of which 1.0% of this tax is also dedicated to fund arterial street preservation.
Other Taxes
This category includes the criminal justice sales tax, gambling taxes and leasehold excise taxes.
Tax revenues in the other taxes category make up 3.7% of General Fund revenues in 2021 and
3.4% in 2022. These revenues are budgeted at $2.7 million in 2021 and $2.8 million in 2022 and
compare to a forecast of $2.3 million in 2020. The year-over-year reduction in this revenue source
from 2019 to 2020 is the result of the loss of the annexation sales tax credit (final payment was
collected in 2019) as well as the reduced revenue collections in 2020 due to the COVID-19
pandemic which had, and continues to have, a significant impact on criminal justice sales tax
revenues and gambling tax revenues. Gambling taxes include a 2.0% tax on amusement games,
10.0% tax on punchboards and pull-tabs, and 4.0% on social card rooms.
1 The local City sales tax rate is 1.0%, of which 15% is distributed to counties and the State retains 1% for
administrative costs, resulting in a net rate of .84%.
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2021-2022 Preliminary Budget Section III: Financial Plan
Other General Fund Revenue
$-
$2
$4
$6
$8
$10
2018 2019 2020 2021 2022MillionsGeneral Fund Revenue
Intergovernmental Charges for Services
Licenses & Permits Transfers In
Intergovernmental
Various State-shared tax revenues, including streamlined sales tax (through 2020), motor vehicle
sales tax, liquor excise tax and liquor profits, Muckleshoot compact revenues and grant revenues
dominate this category. This budgeted revenue in this category in 2021 totals $4.3 million, or 5.9%
of the General Fund revenue, and the budgeted revenue in 2022 totals $4.4 million, or 5.4% of the
General Fund revenue. The decline in revenues from 2019 to 2020 reflects the loss of the
streamlined sales tax mitigation monies. The dominate revenue source in this category during the
next biennium budget cycle continues to be motor vehicle fuel tax revenues which are assessed
based upon gallons of fuel sold. City anticipates receiving, on average, $950,000 annually from the
Muckleshoot Indian Tribe for City services rendered, including police calls for service, court
services, and street maintenance. Payment from the Tribe is based upon actual service delivery
and is reconciled each year with Tribe management.
Charges for Services
This category consists of interfund revenues collected for support departments (effective in 2019),
user fees that are derived primarily from recreational fees paid by participants for programs
provided by the City’s Parks, Arts and Recreation Department, reimbursement for off duty law
enforcement services rendered, and plan check fees which are derived from the review of proposed
new construction and development activities. The increase in revenues in this category from 2018
to 2019 is primarily due to a change in policy, where the City changed the process for charging for
services provided by General Fund support departments (Human Resources, Legal, and Finance)
to other funds. Prior to 2019, support department labor costs (salaries and benefits) were directly
charged to other funds. Effective in 2019, each employee is fully budgeted in his/her home
department and funds receiving support services are assessed an interfund charge for those
services, with offsetting revenues to the General Fund. The budgeted charges for services for the
three support departments are $3.0 million in 2021 and $3.1 million in 2022.
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2021-2022 Preliminary Budget Section III: Financial Plan
The charges for services category also includes revenues from recreational classes, league fees,
and revenues collected from the senior citizen programs offered. Recreational fees typically
support about 20% of the costs of the related services. Included in this category are revenues
associated with the Auburn Golf Course, which are budgeted at $1.1 million in 2021 and $1.3
million in 2022. Overall, charges for services constitute approximately 10.2% of total General Fund
revenue in 2021 and 9.6% of General Fund revenue in 2022.
Licenses and Permits
License and permit activities are user fees that are derived from various regulatory activities of the
City. Licenses and permits are projected to be approximately 2.8% of budgeted General Fund
revenues in 2021 and 2022. The bulk of this revenue is derived from building permit activities.
Since this activity is dependent on new construction, it can fluctuate greatly depending on the
economy, interest rates and available land. It is projected that 2021 and 2022 building permit
revenues will decline compared to revenues collected in the recent years prior to COVID-19, as it is
anticipated that there will be lagging impacts on the local economy that will be felt during this
biennial budget. Building permit revenues in 2021 and 2022 are budgeted at $900,000 and $1.0
million respectively.
Other revenues in this category include business licenses, pet licensing, and plumbing, street,
excavation and electrical permits. The City’s business license fee is a flat $100 annually and
revenues are projected to be approximately $390,000 annually in both 2021 and 2022.
Transfers In
Transfers in consist of transfers receipted into the General Fund in support of internal City
operations and one-time transfers for the funding of operations. Budgeted transfers into the
General Fund in 2021 total $162,000 and $2.0 million in 2022. The 2021 and 2022 budgeted
transfers include transfers from the Storm Fund in both 2021 and 2022 for the reimbursement of
costs associated with maintaining medians within the City. In addition, the 2021 budget includes a
one-time transfer in to the General Fund for the replacement and upgrade of survey equipment.
The 2022 budget also includes a one-time transfer of $2.0 million from the Cumulative Reserve
Fund to fund on-going operations in the General Fund.
$0.0
$0.5
$1.0
$1.5
$2.0
2018 2019 2020 2021 2022MillionsGeneral Fund Revenue
Miscellaneous Fines & Penalties Other Sources
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2021-2022 Preliminary Budget Section III: Financial Plan
Miscellaneous
Miscellaneous revenue consists primarily of facilities rentals, golf cart rental revenues, purchasing
card rebate revenues, investment income, and contributions and donations. These revenues are
budgeted to decline compared to historical actuals reported over the past few years which is a
result of the anticipated impacts that COVID-19 is expected to have on the local and global
economy. The majority of revenues in this category are derived from activities that involve
gathering - therefore due to restrictions enacted on physical gathering due to COVID-19, these
revenues will be impacted until restrictions are lifted and people are comfortable resuming these
activities again. Interest revenues are projected to decline during the 2021-2022 biennial budget
cycle, which is due to a combination of factors including the reduction in interest rates and the
anticipated reduced General Fund fund balance.
Fines and Penalties
Fines and penalties consist mainly of traffic fines, parking infractions and criminal fines. Fines and
penalty revenues are budgeted at approximately $700,000 annually in both 2021 and 2022.
Other Sources
Other sources within this fund include insurance recoveries and the sale of fixed assets.
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2021-2022 Preliminary Budget Section III: Financial Plan
SPECIAL REVENUE FUNDS
The City has ten special revenue funds presented in this budget. These funds account for the
proceeds of specific revenue sources and are legally restricted to expenditures for specific
purposes.
Special Revenue Funds
Revenue By Funding Source
2018 2019 2020 2021 2022
Actua l Actual Est Actual Budget Budget
Beginning Fund Balances $29,600,716 $29,826,098 $32,870,670 $24,149,025 $20,108,701
Transfers In 3,934,414 3,686,410 5,961,485 4,598,150 4,506,200
Intergovernmental 4,904,696 3,225,058 7,994,129 3,541,980 1,777,000
Taxes 4,555,163 2,159,258 154,500 2,230,400 2,267,400
Charges for Services 1,610,285 2,787,844 1,024,200 1,648,900 2,626,900
Miscellaneous 529,229 822,350 16,450 226,960 417,000
Fines and Penalties 256,900 1,066,245 75,000 125,000 125,000
Total Revenue 45,391,402$ 43,573,262$ 48,096,434$ 36,520,415$ 31,828,201$
$-
$2
$4
$6
$8
$10
2018 2019 2020 2021 2022MillionsSpecial Revenue Funds
Transfers In Intergovernmental Taxes
Transfers In
This revenue source consists of transfers from funds to the special revenue funds. Budgeted
transfers in 2021 and 2022 totals $4.6 million and $4.5 million respectively. These transfers
predominately include the transfer of real estate excise tax (REET) revenues from the Capital
Improvements Fund to the Local Street Fund for local street improvement projects which includes a
transfer of $2.2 million in 2021 and $1.5 million in 2022. In addition, the transfer in revenues also
include the transfer of impact fees to the Arterial Street Fund for arterial street improvements.
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2021-2022 Preliminary Budget Section III: Financial Plan
Intergovernmental
Intergovernmental revenues are grants, entitlements, State-shared revenues and payments
provided by one government to another. These include Federal, State and local grants and State
entitlements.
The majority of this funding is Federal grant monies for arterial street projects. Fluctuations from
year-to-year for this source of revenue can be directly related to project activity since the majority of
this revenue is received on a reimbursement basis. The reduced revenues reflected in the graphic
between 2020 and 2022 is primarily due to the anticipated reduction in grant revenues in the street
funds. A total of $3.5 million is budgeted for intergovernmental revenues in 2021, with $650,000 of
that being a Federal grant for the Auburn Way South Street Improvement project (Hemlock Street
SE to Poplar Street SE) and $500,000 in State grant monies for the 2nd Street SE Preservation
project. Of the $1.8 million budgeted for intergovernmental revenues in 2022, $450,000 of that is
budgeted as a Federal grant for the Riverwalk Drive SE Non-Motorized Improvement project.
Another revenue source in the intergovernmental category within the special revenue funds is the
Motor Vehicle Fuel Tax (MVFT). The City receives approximately $1.6 million annually in MVFT
monies. Of this, $530,000 is deposited into the Arterial Street Fund and $7,000 into the Recreation
Trails Fund, with the remainder deposited into the General Fund. In 2015, the State Legislature
passed the 15-year transportation package which includes additional monies to cities to fund
transportation projects. The 2021-2022 budget projects an additional $90,000 annually in revenues
to the Arterial Street Fund for the multimodal transportation revenues.
Taxes
Tax revenue in the special revenue funds is derived primarily from utility taxes which are used to
support the City’s transportation programs. Current City policy directs 1.0% of the utility tax to the
Arterial Street Preservation Fund. This revenue is budgeted at $2.0 million in both 2021 and 2022.
From 2013 through 2018, sales taxes collected from new construction projects had been deposited
into the Local Street Fund in support of the City’s Save Our Streets program. Effective in 2019, all
sales tax revenues stay in the General Fund to support City operations; in order to continue funding
for the Save Our Streets program, real estate excise tax (REET) revenues will be transferred into
the Local Street Fund in both 2021 and 2022 as discussed on the prior page.
Other taxes collected include the Business Improvement Assessment (BIA), which is a tax levied by
the City on all businesses within the downtown core area. Retail and service businesses are
charged at a rate of $0.15 per square foot of useable commercial space for a minimum of $150 and
a maximum of $1,500 annually. These funds then provide the resources that enable the Auburn
Downtown Association to promote the central business area. There are approximately 427,000
square feet of service businesses and 69,000 square feet of retail space assessed annually. The
Hotel/Motel excise tax is another source of revenue for this group of funds. Levied at 1.0% of the
charges for lodging at hotels, motels and campgrounds, these funds are used to offset the cost of
tourism promotion.
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2021-2022 Preliminary Budget Section III: Financial Plan
$-
$1
$2
$3
2018 2019 2020 2021 2022MillionsSpecial Revenue Funds
Charges for Services Miscellaneous Fines and Penalties
Charges for Services
Special revenue funds charges for services are derived mainly from the Mitigation Fee Fund. This
revenue consists of mitigation fees paid by developers. These revenues in 2021-2022 are
budgeted conservatively at $1.1 million annually in both 2021 and 2022. In addition, this revenue
source includes $500,000 budgeted in 2021, and $1.5 million budgeted in 2022 for transportation
fees budgeted per a development agreement with the City.
Miscellaneous
Miscellaneous revenue consists primarily of investment income and developer contributions and is
budgeted at $230,000 in 2021 and $420,000 in 2022. The 2022 budget includes the anticipated
one-time developer contribution of $250,000 from the Muckleshoot Indian Tribe for the Riverwalk
Drive SE Non-Motorized Improvement project.
Fines and Penalties
Fines and penalties consist of confiscated property within the Drug Forfeiture Fund.
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2021-2022 Preliminary Budget Section III: Financial Plan
CAPITAL PROJECT FUNDS
The City maintains three capital project funds: the Municipal Park Construction Fund, the Capital
Improvement Fund and the Local Revitalization Fund. Major non-proprietary capital acquisitions
and construction are budgeted in these funds separately from operations.
Capital Project Funds Revenue
By Funding Source
2018 2019 2020 2021 2022
Actua l Actual Est Actual Budget Budget
Beginning Fund Balance $12,664,843 $14,323,556 $14,848,922 $8,769,840 $5,069,300
Transfers In 1,966,013 749,253 1,736,451 3,599,600 2,704,060
Taxes 3,776,066 5,085,551 2,641,000 2,116,000 2,440,000
Intergovernmental 228,922 1,265,147 1,206,798 1,280,010 1,280,000
Miscellaneous 341,309 390,162 416,336 123,900 160,300
Charges for Services 5,864 15,046 36,790 241,470 9,500
Other Sources 123,308 49,259 - - -
Total Revenue 19,106,325$ 21,877,974$ 20,886,297$ 16,130,820$ 11,663,160$
$-
$1
$2
$3
$4
$5
$6
2018 2019 2020 2021 2022MillionsCapital Project Funds Revenue
Transfers In Taxes Intergovernmental
Transfers In
Transfers in consist of interfund operating transfers from other funds. These operating transfers
are used to fund the capital projects to be determined by City Council. The budgeted transfers in
2021 and 2022 are $3.6 million and $2.7 million respectively. The transfers to the capital project
funds are primarily transfers of funds from the Mitigation Fund as well as transfers of real estate
excise tax (REET) monies to the Municipal Park Construction Fund to these capital funds.
Examples of projects budgeted in this fund during the 2021-2022 biennial budget include the
Jacobsen Tree Farm Development, improvements at Game Farm Park, and the West Hill Park
Acquisition project.
88
2021-2022 Preliminary Budget Section III: Financial Plan
Taxes
The tax revenue in the Capital Improvements Fund consist predominately of real estate excise tax
(REET) revenues but also include tax revenues from King County to be used specifically for capital
projects for park improvements. By State law, the City is authorized to levy real estate excise tax
up to ½% on all real property sales transactions within the City. The City of Auburn levies the
allowable amount. Revenues from this tax must be used for financing capital projects specified in
the City’s Capital Facility Plan. REET revenues are divided into quarter percentages. Both the first
and second ¼% may be used for streets, sidewalks, street lighting systems, traffic signals, bridges,
domestic water systems, and storm and sanitary sewer systems. In addition, the first ¼% may be
used to purchase park and recreational facilities, law enforcement facilities, fire protection facilities,
trails, libraries, and administrative and judicial facilities. As depicted on the graphic, the tax
revenues in 2019 reached $5.1 million, with $4.9 million of this being REET monies. Due to the
surge in the local real estate market, REET revenues collected through 2018 and 2020 were
strong. 2021 and 2022 REET revenues are budgeted to remain strong, although at a reduced rate
compared to the prior few years as revenues are contingent upon real estate sales and the local
economy.
Intergovernmental
This revenue source is primarily State, Federal and interlocal grant revenues. The Capital
Improvements Fund anticipates the receipt of $600,000 in State grant revenues in 2021 for the
104th Avenue Master Plan project and $700,000 in 2022 for the Lea Hill Safe Routes to Schools
project. The Municipal Park Construction Fund anticipates the receipt of $400,000 in local grants
for the West Hill Park Acquisition project in 2021, and $500,000 in State grants for the Jacobsen
Tree Farm Development project in 2022.
$-
$200
$400
$600
$800
2018 2019 2020 2021 2022ThousandsCapital Project Funds Revenue
Miscellaneous Charges for Services Other Sources
Miscellaneous
Miscellaneous revenue includes interest earnings on fund resources, contributions or donations
from developers or other organizations for community projects, and revenues generated from
leases on cell towers. The 2020 budget includes $350,000 budgeted rebate from Puget Sound
Energy for the City Streetlight LED Retrofit project. The majority of the revenues budgeted in this
category in 2021 and 2022 are from leases generated on cell towers. The increase in revenues
89
2021-2022 Preliminary Budget Section III: Financial Plan
projected in 2022 are due to an anticipated contribution and donation of $50,000 from the Auburn
School District for the Lea Hill Safe Routes to Schools project.
Charges for Services
A portion of all adult outdoor team league fees are put into the capital facility program in the
Municipal Parks Construction Fund. These funds are then used to construct park facilities to
benefit the users of the parks and fields. Charges for services are budgeted at $241,000 in 2021
and $10,000 in 2022. The 2021 budget includes $232,000 in anticipated planning and developer
fees relating to the Downtown Plaza Park project.
Other Sources
Other sources within the capital projects funds include insurance recoveries.
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2021-2022 Preliminary Budget Section III: Financial Plan
ENTERPRISE FUNDS
The City maintains seven enterprise funds in the budget to separately account for the revenues
derived from services provided and the associated expenses. The City enterprise funds include the
following services: Water, Sanitary Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport,
and Cemetery. The following table and graph depict the amount of revenues received by major
source.
Enterprise Funds
Revenue By Funding Source
2018 2019 2020 2021 2022
Actua l Actual Est Actual Budget Budget
Beg. Working Capital $48,816,282 $55,456,872 $63,046,909 $65,296,026 $56,866,519
Charges for Services 68,867,977 69,423,786 67,408,400 75,182,130 79,051,400
Transfers In 2,818,890 389,258 11,361,800 13,643,610 10,624,010
Miscellaneous 1,949,118 2,584,970 14,681,200 5,326,100 1,494,300
Other Sources 7,686,957 9,647,397 2,037,900 4,856,100 4,413,200
Intergovernmental 574,425 978,543 3,683,953 315,970 707,220
Fines and Penalties 9,759 4,028 - - -
Total Revenue 130,723,408$ 138,484,854$ 162,220,162$ 164,619,936$ 153,156,649$
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
2018 2019 2020 2021 2022MillionsEnterprise Funds Revenue
Charges for Services Transfers In Miscellaneous
Charges for Services
This revenue source represents fees charged by the City’s enterprise funds in return for public
services. Over 75% of the City’s enterprise fund charges for service revenues are collected in the
Water, Sewer, Storm Drainage and Solid Waste utility funds; these are expected to total $75.2
million in 2021 and $79.1 million in 2022. Of those revenues, $20.3 million in 2021 and $21.0
million in 2022 represents pass-through charges in the Sewer Metro Fund to pay King County for
the treatment and disposal of the City of Auburn’s sewage.
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2021-2022 Preliminary Budget Section III: Financial Plan
Utility revenues are directly affected by growth factors and rate increases. The City normally
reviews fees charged for utilities on an annual basis to ensure the fees charged cover the cost
associated with providing the services. Effective in January 2021, the Water and Sewer rates are
increasing 3.4% and 2.4% respectively. The Storm Drainage and Solid Waste Funds will also
implement rate increases of 1.7% and 2.5% respectively in 2021.
Solid waste collection is contracted through Waste Management Incorporated. Garbage rates are
structured in a way that encourages participation in the recycling program. Charges for services at
the Auburn Municipal Airport are primarily related to fuel sales. Charges for services in the
Cemetery Fund are primarily for lot sales and retail sales for burial related products.
Transfers In
This revenue source represents transfers from other funds as well as the transfer in of resources
from the enterprise operating sub-funds to the enterprise capital sub-funds. Transfers in are
budgeted at $13.6 million in 2021 and $10.6 million in 2022. The transfers in within this category in
2021 and 2022 consist of transfers from the Water and Airport operating sub-funds to the capital
sub-funds for capital projects including the Academy Pump Station Replacement, the Lead Service
Line Replacement project, the Coal Creek Springs Transmission Main Replacement project and the
Hangar Facility Construction project at the Auburn Municipal Airport.
Miscellaneous
Miscellaneous revenue includes financing proceeds to fund capital projects within the enterprise
runds and interest earnings on fund resources. This category also includes airport property lease
revenue, tie down and hangar rental revenues at the airport and changes in restricted assets. The
2020 estimate includes $13.7 million in bond revenue to support multiple capital projects in the
Water Fund. The 2021 budget includes $3.8 million in bond revenue in the Airport Fund to support
capital projects budgeted in 2021 and 2022.
$0
$2
$4
$6
$8
$10
$12
2018 2019 2020 2021 2022MillionsEnterprise Funds Revenue
Other Sources Intergovernmental Fines and Penalties
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2021-2022 Preliminary Budget Section III: Financial Plan
Other Sources
This revenue source represents resources available from system capital contributions from
developers, loan proceeds, the sale of fixed assets, and insurance recoveries. The 2021 budget
includes $2.7 million in anticipated revenue from the Drinking Water State Revolving Fund
(DWSRF) loan and the 2022 budget includes $2.2 million in DWSRF loan proceeds. These loan
proceeds are budgeted to pay for the majority of the cost of the Lead Service Line Replacement
project and the Coal Creek Springs Transmission Replacement project. Other contributions include
non-cash developer contributions as they build or improve system assets. System developer
contributions have been significant in the recent past, and is budgeted at $2.2 million in both 2021
and 2022.
Intergovernmental
This revenue primarily represents grant revenue. Intergovernmental revenues are budgeted at
$300,000 in 2021 and $700,000 in 2022. The 2021 budget includes $250,000 in local grant
revenue anticipated in the Storm Drainage Fund for the 37th Street NW Storm Improvement project
and the Storm Renewal and Replacement project. The 2022 budget includes $425,000 in grant
revenues at the Auburn Municipal Airport for multiple capital projects, and $225,000 in State grants
for the Coal Creek Springs Transmission Replacement project.
Fines and Penalties
This revenue represents penalties assessed in the Water Fund for lost or damaged hydrant carts,
which are used to access water from City fire hydrants.
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INTERNAL SERVICE FUNDS
The City’s internal service funds are used to budget for the financing of goods and services
provided by one fund to other funds and General Fund departments on a cost reimbursement
basis. The City has five internal service funds: Insurance, Workers’ Compensation, Facilities,
Equipment Rental and the Innovation and Technology Fund (which includes Multimedia).
Internal Service Funds
By Funding Source
2018 2019 2020 2021 2022
Actua l Actual Est Actual Budget Budget
Beg. Working Capital $15,589,264 $16,136,083 $16,459,662 $14,741,502 $12,880,684
Charges for Services 10,042,969 9,685,778 10,409,700 10,693,450 10,921,100
Miscellaneous 4,004,416 4,987,039 4,419,500 5,164,600 5,117,360
Transfers In 935,537 325,667 335,000 1,650,420 -
Other Sources 255,679 77,639 51,000 15,000 15,000
Intergovernmental 69,999 60,000 - - -
Total Revenue 30,897,864$ 31,272,205$ 31,674,862$ 32,264,972$ 28,934,144$
$0
$2
$4
$6
$8
$10
$12
2018 2019 2020 2021 2022MillionsInternal Service Funds Revenue
Charges for Services Miscellaneous Transfers In
Charges for Services
Charges for services are budgeted at $10.7 million in 2021 and $10.9 million in 2022.
Approximately 60% of the revenue source for charges for services come from the Innovation and
Technology (IT) Fund and includes revenue generated in the IT Department for services rendered
to the City of Pacific and the City of Algona. Each department is allocated a portion of the costs for
IT and Multimedia services, Facilities, and Equipment Rental for fuel costs, which are then paid into
the associated internal service fund.
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Miscellaneous
Approximately 75% of the revenue source in the miscellaneous revenue category is in the
Equipment Rental Fund, which charges departments for maintenance and replacement costs of
City vehicles and other equipment. This revenue source also includes the charges for workers’
compensation reimbursement, investment revenue, and property rental revenue within the Facilities
Fund.
Transfers In
This revenue source is for transfers from other funds or transfers from the operating sub-fund to the
capital sub-fund. The 2021 budget includes $1.7 million transfer in to the internal service funds with
no transfers anticipated in 2022. The 2021 budget includes a $1.0 million transfer in to the
Equipment Rental Fund for capital projects including the enclosure of existing storage bays, adding
an additional vehicle maintenance bay, the replacement of the three underground fuel tanks, and
the expansion of the lunchroom at the Maintenance and Operations (M&O) building. The 2021
budget includes also includes a $575,000 transfer from the IT (Innovation & Technology) operating
sub-fund to the IT capital sub-fund for the various capital projects.
$0
$50
$100
$150
$200
$250
$300
2018 2019 2020 2021 2022ThousandsInternal Service Funds Revenue
Other Sources Intergovernmental
Other Sources
Other sources within the internal service funds include insurance recoveries and the sale of fixed
assets.
Intergovernmental
The primary revenue source in this category is grant revenue with no grant monies being
anticipated in the 2021-2022 budget cycle for the internal service funds.
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FIDUCIARY FUNDS
The City has three fiduciary type funds: the Fire Pension Fund, the South King Housing and
Homelessness Partners (SKHHP) Fund and an unbudgeted Agency Fund for collection and
disbursement of non-City funds.
Fiduciary Funds
By Funding Source
2018 2019 2020 2021 2022
Actual Actual Est Actual Budget Budget
Beginning Fund Balance $2,317,794 $2,233,291 $2,362,386 $2,275,086 $2,113,622
Miscellaneous 42,334 281,864 356,500 269,100 267,500
Intergovernmental 79,798 80,386 105,800 87,500 88,400
Total Revenue 2,439,925$ 2,595,541$ 2,824,686$ 2,631,686$ 2,469,522$
$0
$100
$200
$300
$400
2018 2019 2020 2021 2022ThousandsFiduciary Funds Revenue
Miscellaneous Intergovernmental
Miscellaneous
Miscellaneous revenue primarily consists of contributions and donations and investment income on
idle cash. Effective in 2019, the City entered into an interlocal agreement with nine other local
government agencies to form South King Housing and Homelessness Partners (SKHHP), whose
purpose is to formulate affordable housing policies and programs specific to South King County.
The majority of the revenue budgeted in the miscellaneous category in 2021 and 2022 are
anticipated contributions from local governments which will be receipted into the SKHHP Fund.
With the interest rates expected to be modest, the 2021 and 2022 investment income is budgeted
accordingly.
Intergovernmental
This revenue consists of revenue from fire insurance premium tax as well as grant revenues related
to SKHHP. The City receives the fire insurance premium tax revenue from the State in an
allocation based on the number of retired firefighters who served the City. While the City is not
expecting grant revenues in 2021 and 2022, it is anticipated to receive $20,000 in grant revenues in
2020.
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PERMANENT FUND
The City has one permanent fund, the Cemetery Endowment Care Fund. City policy provides that
a percentage of the base, pre-tax sales price of each grave, niche or crypt is to be deposited into
the Cemetery Endowment Care Fund for the future maintenance of the Mountain View Cemetery
once it is full. Resources in this fund are legally restricted to the extent that only earnings, not
principal, may be used to support cemetery capital improvements.
Permanent Fund
By Funding Source
2018 2019 2020 2021 2022
Actu a l Actual Est Actual Budget Budget
Beginning Fund Balance $1,811,509 $1,896,830 $1,989,046 $1,983,146 $2,046,766
Charges for Services 58,319 50,610 47,500 47,500 47,500
Miscellaneous 34,559 41,606 2,000 16,120 16,630
Total Revenue $1,904,388 $1,989,046 $2,038,546 $2,046,766 $2,110,896
$0
$20
$40
$60
$80
2018 2019 2020 2021 2022ThousandsPermanent Fund Revenue
Charges for Services Miscellaneous
Charges for Services
As provided by City ordinance, 10% of the sale of each grave, niche or crypt is collected for the
future maintenance of the Mountain View Cemetery.
Miscellaneous
Interest revenue is collected on cash held in this fund. This revenue may be transferred out to the
Cemetery Fund to be used for capital projects.
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General Fund Six-Year Forecast
The following table, graphic, and discussion presents the City’s six-year forecast of General Fund
revenues and expenditures. The purpose of the forecast is to highlight issues associated with
financial policies and budgetary decisions. It is not intended to be a multi-year budget.
General Fund Six Year Revenue and
Expenditure Forecast 2020-2026 2020
Estimated
2021
Forecast
2022
Forecast
2023
Forecast
2024
Forecast
2025
Forecast
2026
Forecast
Taxes
Property (1)22,489,300$ 22,842,300$ 23,198,400$ 23,666,400$ 24,130,400$ 24,590,400$ 25,046,700$
Sales (2)15,774,100 17,170,400 18,026,000 18,924,200 19,302,700 19,688,800 20,082,600
Business & Utility (3)13,252,910 14,406,300 19,446,300 21,568,300 22,053,600 22,647,000 23,260,500
Other 2,335,100 2,681,000 2,818,400 2,932,900 2,943,500 2,991,500 3,039,700
Licenses & Permits 1,679,600 2,029,400 2,264,300 2,532,200 2,695,600 2,877,500 3,076,600
Intergovernmental (4)5,452,830 4,320,220 4,412,320 4,531,233 4,651,900 4,777,100 4,907,600
Fees & Charges 5,801,450 7,419,290 7,871,830 7,278,380 7,608,280 7,959,380 8,421,580
Fines & Penalties 583,900 722,200 731,400 740,600 749,900 759,300 768,800
Other Sources (5)4,195,530 187,000 2,049,000 25,000 25,000 25,000 25,000
Miscellaneous (6)1,398,430 1,092,600 1,120,300 1,135,800 1,153,600 1,173,600 1,194,800
Total Revenues 72,963,150$ 72,870,710$ 81,938,250$ 83,335,013$ 85,314,480$ 87,489,580$ 89,823,880$
Mayor/Council 1,023,730$ 1,240,085$ 1,294,391$ 1,339,117$ 1,388,248$ 1,436,960$ 1,487,983$
Administration 2,606,621 2,702,779 2,890,240 3,007,985 3,114,140 3,225,208 3,341,507
Human Resources 4,729,305 5,027,792 5,114,128 5,272,156 5,439,842 5,614,374 5,796,156
Finance 3,172,543 3,833,612 3,977,613 4,167,407 4,365,152 4,574,974 4,797,809
Legal 2,661,768 2,916,329 3,023,982 3,147,685 3,282,181 3,424,128 3,574,068
Community Development 6,329,672 6,152,051 6,327,273 6,574,745 6,838,974 7,117,238 7,410,538
SCORE 4,565,100 5,021,600 5,523,800 5,799,990 6,089,990 6,394,489 6,714,213
Police 29,250,462 30,884,021 32,248,650 33,165,004 34,562,253 36,060,702 37,643,015
Public Works 3,992,041 3,334,062 3,428,285 3,526,487 3,678,124 3,838,368 4,007,860
Parks 12,328,506 13,774,608 14,139,330 14,650,393 15,197,129 15,770,777 16,373,161
Streets 3,846,877 4,092,068 4,197,804 4,345,510 4,504,388 4,671,178 4,846,432
Non-Departmental Expenditures 2,149,533 3,315,070 3,439,520 3,863,869 3,941,044 4,072,705 3,782,887
Total Expenditures 76,656,158$ 82,294,077$ 85,605,016$ 88,860,346$ 92,401,465$ 96,201,102$ 99,775,630$
Ending Fund Balance 19,948,152$ 10,524,785$ 6,858,019$ 1,332,685$ (1,004,300)$ (5,215,822)$ (10,917,572)$
Residual/Unused Budget 4,750,000 4,500,000 4,250,000 4,000,000
Revised Ending Balance 19,948,152$ $10,524,785 $6,858,019 $6,082,685 $3,495,700 ($965,822) ($6,917,572)
Key 2021-2026 Assumptions:
1) Property Tax increase: 2021-2026 includes a 1.0% statutory increase plus new construction.
2) Retail Sales Tax: 2020 is expected to decline by approximately $3.3M due to COVID-19. The 2021
budget assumes growth of approximately 9% with revenues increasing between 2% and 5% thereafter.
3) Private and Public Utility Tax Revenue: Due to COVID-19, effective for 2020 only, the City
implemented a temporary policy change where private and public utility tax revenues stay in the General
Fund vs. benefitting the Arterial Street Fund. Estimated impact: $1.8M.
Business & Occupancy Tax: This tax is effective in 2022, with $4.8M expected in the first year.
4) Streamlined Sales Tax Mitigation: This revenue stream ended in 2020.
Motor Vehicle Fuel Tax revenues: Due to COVID-19, effective for 2020 only, the City implemented a
temporary policy change where Motor Vehicle Fuel Tax revenues that would normally benefit the Arterial
Street Fund were kept in the General Fund. Estimated impact: $423K.
5) Other Sources: Includes a one-time transfer of $2.0M from the Cumulative Reserve Fund to the General
Fund in 2022.
6) Interest Income: Due to COVID-19, effective in 2020 only, the City implemented a temporary policy
change where interest income from some of the City’s (non-General Fund) funds were swept to the
General Fund. Estimated impact: $454K.
Salary and Wage Inflation: 2021-2022 per labor agreements; 2023-2026 includes a 2.5% annual increase.
Benefit Inflation: Approximately 8.0% per year (2023-2026).
General Inflation: 2.5% per year.
Sources of forecast assumptions: US Bureau of Labor Statistics; WA State Office of Financial Management;
King County Office of Economic and Financial Analysis.
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2021-2022 Preliminary Budget Section III: Financial Plan
General Fund Forecast 2020-2026
-$20
$0
$20
$40
$60
$80
$100
$120
2020
Estimate
2021
Forecast
2022
Forecast
2023
Forecast
2024
Forecast
2025
Forecast
2026
ForecastMillions
Total Revenues Total Expenditures Revised Ending Balance
Revenues are forecasted on the basis of future economic, demographic, and policy assumptions
with little dependence on past trends. Expenditures are forecasted based on past trends modified
by present and expected future conditions. Key assumptions and conclusions from this forecast
are included below.
As discussed in Section 1, the General Fund is the City’s largest fund and is used to account for the
majority of general City resources and services. Approximately 75% of General Fund revenues are
derived from taxes including property taxes, sales taxes, utility taxes, and other taxes such as
admission and gaming taxes. These taxes are sensitive to changes in general economic conditions
as well as legislative changes that dictate how these revenues are determined and collected. This
sensitivity is important because – should growth occur slower than anticipated – the adverse effect
on fund balance may be greater than predicted.
Forecasted revenues assume property tax assessed valuations will increase by 5% from $12.5
billion in 2020 to $13.1 billion in 2021, and by 5% in 2022 for an assessed value of $13.7 billion.
The City expects to increase the property tax levy in each year by the maximum allowable factor of
1% plus new construction.
Baseline sales tax revenue growth was significantly impacted in 2020 by the COVID-19 pandemic
but is projected to increase in 2021 by about 9% as we recover from the pandemic and a more
modest 5% in 2022. The 2023-2026 forecast assumes a continued strengthening in the local
economy, which is anticipated to increase the pace of annual sales tax growth of between 2% to
5% per year over the remainder of the forecast period.
While moderate revenue growth is expected, expenditures involving public safety and public
services are expected to increase at a rate that outpaces revenue growth. Forecasted pressures
on the cost of public service that are outside of the City’s control include increased healthcare costs
as they are expected to rise by 5% in 2021 and 10% in 2022, while dental costs are expected to
increase by 1% in 2021 and 5% in 2022. Furthermore, it is expected that these will continue to rise
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2021-2022 Preliminary Budget Section III: Financial Plan
at a rate that outpaces inflation. In addition, contractual obligations for services, such as the cost of
jailing services are anticipated to continue to rise at approximately 5% annually.
Because departments typically underspend budgets each year and revenues usually exceed
estimates, this forecast assumes residual unused budget and excess revenues are available and
rolled forward to be utilized in the subsequent year. Historically the additional budget capacity has
run around 5%; for purposes of this forecast, an estimated annual amount of between $4.0 million
and $4.8 million was used. The rate of additional budget capacity will likely be restrained going
forward due to the cumulative effects of revenue limitations from legislative and voter approved
mandates. The forecast assumes that any reductions in the level of under-expenditures will be
offset by efficiencies gained through process improvements. However, the City’s ability to realize
budgetary savings in the future may be diminished as a result of these factors.
Based on these trends, the forecast shows the balance in the General Fund decreasing over the
next several years and going negative in 2025 as the pace of revenue growth – in this forecast –
fails to keep pace with the growth in expenditures. In reality, this will not occur: the Finance
Department will continue to study revenue options and enhancements and other options to offset
the increase in future expenditures and revenue losses. Again, this is a projection under a discrete
set of assumptions, providing insight into the future possibilities so the City may prepare solutions
to address the structural deficit prior to it actually occurring. The City goes to great lengths to
ensure there are sufficient reserves to deploy in the event of an economic downturn and provide
time to restructure the budget with as little disruption as possible to the services provided.
Long-Term Debt Obligations and Debt Capacity
Like private citizens, municipalities must sometimes borrow funds to pay for large purchases like
capital equipment and capital projects. As in the private world, the ability to borrow depends upon
the borrower’s ability to pay these loans back, as indicated by credit rating, potential future
earnings, etc. Unlike private citizens and companies, public entities have the additional parameters
of statutory limits on borrowing, as measured by set percentages of assessed value and ratios of
revenue to operating expenses. Debt incurred by the City is generally issued in the form of bonds,
similar to promissory notes, which investors buy from the City with the idea that the City will buy the
bonds back at some future date, paying more money than the investor paid for them.
Existing debt levels and the issuance of new debt can also impact the City’s operations. Issuing
debt allows the City to proceed with large, much-needed capital projects that could not otherwise
be funded by current revenues. Debt repayment spreads the cost of these large projects out over
many years, which better reflects the length of time that the system will benefit from these assets
and results in greater equity amongst system users. At the same time, funding from taxes and
other revenue sources is limited. Therefore, issuing debt – with the associated cost of repayment
with interest – reduces the amount of revenues available for operations. Debt service coverage
requirements further constrain funds available for operations unless new or increased revenues are
secured for this purpose.
There are three types of bonds issued by the City of Auburn, differentiated by the basis of the
guarantee of payoff to the investor. General Obligation or “GO” Bonds are based on the tax
base or the assessed value of the municipality. When issuing a GO Bond, the City is pledging its
future taxing powers to pay off the debt. GO Bonds can also be issued as a voted “levy” when
citizens are willing to pay extra taxes to pay for a particular project. Another less common type of
GO Bond is one that is secured by the City’s tax base, but is actually retired from utility revenues.
Revenue Bonds are both guaranteed by and retired from specific future revenues (usually fees for
a particular service). These are generally issued for utility capital projects, and guaranteed and
retired by utility rate revenues. There is no general tax liability for these obligations. Local
Improvement District or “LID” Bonds are issued through the formation of local improvement
districts to provide specific capital improvements. The City currently has no active LID bonds.
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2021-2022 Preliminary Budget Section III: Financial Plan
General Obligation Bonds
A general obligation bond comes in two forms: voted and non-voted. The total indebtedness for
general purposes with or without a vote of the people cannot exceed 2.5% of the value of taxable
property. Up to 1.5% may be authorized by City Council without a vote and are referred to as
Councilmanic Bonds; however, any debt capacity available without a vote is reduced by any
indebtedness with a vote in excess of 1%. The City may also levy, with a vote of the people, up to
5% of taxable property value for utility or open space and park facilities purposes. Any excess will
proportionately reduce the margin available for general purposes. Total general obligation debt
cannot exceed 7.5% of the value of property.
The City debt obligations are well within the statutory limits for debt capacity. The following table
summarizes the City’s current debt obligations as compared with its legal debt limits as of
December 31, 2019:
For Parks or
Without General For Open Space
A Vote Purposes Utilities Development Total Capacity
1.50%1.00%2.50%2.50%
Statutory Limit 184,753,994$ 123,169,329$ 307,923,323$ 307,923,323$ 923,769,969$
Outstanding Indebtedness (46,115,178) - - - (46,115,178)
Margin Available 138,638,816$ 123,169,329$ 307,923,323$ 307,923,323$ 877,654,791$
Source: City of Auburn 2019 CAFR
In 2010, the City issued $31,990,000 of general obligation bonds 2. The bonds were used for the
following purposes: 1) refunding the remaining portion of the City’s outstanding 1998 Library bonds;
2) to pay for downtown infrastructure improvements, which included utility relocation and upsizing,
a promenade with open plazas, and a new street surface; and 3) to pay for a portion of the cost of
acquiring certain condominium units to provide city office space near City Hall (in the City Hall
Annex building). The library portion of these bonds was retired in 2018. The balance of these
bonds at the end of 2020 was $21,855,000.
In 2016, the City issued $3.87 million of general obligation bonds to perform an advance refunding
of the remaining balance of two previous general obligation debt issues: $3,270,000 of general
obligation debt issued in 2006 for the design and construction of a new Golf Course clubhouse and
improvements to the Cemetery 3, and $1,375,000 of general obligation debt issued in 2005 to pay
for the construction cost of hangars at the Auburn Municipal Airport 4. The balance of these bonds at
the end of 2020 was $1,770,569.
The South Correctional Entity (SCORE) was created under an Interlocal Agreement between the
cities of Auburn, Burien, Federal Way (since replaced by Des Moines), Renton, SeaTac, and
Tukwila, and provides for correctional services for the detaining of arrestees and sentenced
offenders. The initial debt issued in 2009 to fund this facility was refunded in 2019; Under this
agreement, the City is contracted to pay 34.94% of the debt service over a 20-year period, ending
in 2038. The City of Auburn’s balance at the end of 2020 was $17,200,962.
The City anticipates refunding the remaining portion of the 2010 LTGO Bonds (2010B and 2010D
LTGO) in 2020 by issuing two sets of bonds, 2020A in the amount of $15,010,000 and 2020B in the
amount of $4,470,000. It is projected that the City will recognize nearly $4.3 million in net present
value savings with this refunding.
2 LTGO 2010A – 2010D General Obligation Bonds
3 2006 non-taxable and taxable General Obligation Bonds
4 2005 refunding General Obligation Bonds
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2021-2022 Preliminary Budget Section III: Financial Plan
The City currently maintains a rating of AA+ with Standard & Poor’s for its general obligation debt.
Revenue Bonds
The City has approximately $31.4 million of principal in utility revenue bonds outstanding as of the
end of 2020. The City is required to maintain a coverage ratio of 1.25 for the utility revenue bonds,
whereby the net utility operating revenues will exceed 1.25 times the maximum annual utility
revenue bond debt service cost. Actual debt service coverage through 2019 was 3.75 times the
maximum. The annual debt service payment is paid from the utility user charges and system
development fees.
In 2013, the City issued $11,415,000 in revenue bonds for the Water and Storm utilities. In the
Water utility, bond proceeds were used to improve a reservoir and two well sites, replace aged
water mains, replace water mains crossing under the Burlington Northern & Santa Fe (BNSF)
Railway’s proposed third rail line, and to implement improvements to the utility billing system. In
the Storm utility, proceeds were used to improve the storm drainage system to address potential
flooding issues, and to encase or replace storm pipes crossing under BNSF’s proposed third rail
line. At year-end 2020, the balance of this bond is $7,680,000.
In 2020, the City issued $23,865,000 of utility revenue bonds in order to support capital repair and
replacement projects, and to refund utility revenue bonds issued in 2010 5 to construct or replace
capital infrastructure in the Water, Sewer, and Storm Drainage utilities. As of year-end 2020, the
balance of these bonds is $23,690,000.
The City currently maintains a rating of AA with Standard & Poor’s for its revenue bond debt.
Public Works Trust Fund & Drinking Water Loans
The City has five Utility Public Works Trust Fund Loans that have been used to fund water
corrosion control, a reservoir protective coating project, the Auburn Way South sanitary sewer
replacement, and Well 1 improvements. The balance of these five loans totals $4,055,660 at the
end of 2020.
In 2016, the City was awarded a Drinking Water State Revolving Fund Loan to fund the Coal Creek
Springs Transmission Main Replacement Project. This loan is drawn as expenses are incurred. The
balance of this loan at the end of 2020 is $155,443.
In addition, the City has two Street-related Public Works Trust Fund Loans that funded the M Street
SE Underpass project and the Harvey Road NE & 8th Street NE Intersection Improvement project.
The balance of these two loans as of the end of 2020 is $3,099,918.
Local Improvement District (LID) Bonds
The City’s remaining Local Improvement District, LID #350, was retired in 2019.
5 2010 CIP Revenue Bonds
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2021-2022 Preliminary Budget Section III: Financial Plan
The following debt payment schedule is for all outstanding debt as of December 31, 2020:
Year Principal Interest Principal Interest Principal Interest
2020 1,843,271 2,130,374 1,633,284 862,419 3,476,555 2,992,793
2021 1,879,698 2,719,152 2,813,283 1,457,322 4,692,981 4,176,475
2022 1,946,659 2,665,221 2,666,198 1,370,230 4,612,857 4,035,451
2023 2,008,039 2,606,204 2,730,083 1,275,273 4,738,122 3,881,477
2024 2,080,575 2,547,123 2,825,083 1,176,328 4,905,658 3,723,451
2025 2,154,116 2,486,569 2,817,239 1,072,832 4,971,355 3,559,401
2026 1,859,644 2,421,971 2,917,239 965,126 4,776,883 3,387,096
2027 1,939,825 2,357,150 2,820,914 852,619 4,760,739 3,209,769
2028 2,030,006 2,287,868 2,935,914 736,153 4,965,920 3,024,022
2029 2,113,681 2,217,010 2,965,532 614,238 5,079,213 2,831,247
2030 2,210,850 2,145,014 3,090,532 487,474 5,301,382 2,632,487
2031 2,303,019 2,067,596 1,700,532 354,710 4,003,551 2,422,306
2032 2,413,682 1,987,210 1,765,532 291,746 4,179,214 2,278,956
2033 2,505,610 1,902,405 821,993 225,832 3,327,603 2,128,237
2034 2,604,285 1,814,556 851,993 197,340 3,456,278 2,011,896
2035 2,249,707 1,723,281 881,993 167,647 3,131,700 1,890,928
2036 2,338,623 1,658,433 911,993 136,755 3,250,616 1,795,188
2037 2,432,539 1,589,132 941,993 104,662 3,374,532 1,693,795
2038 2,515,973 1,517,458 976,993 71,370 3,492,966 1,588,828
2039 1,240,000 77,413 1,011,993 36,677 2,251,993 114,091
2040 - - 116,993 585 116,993 585
2041 - - 116,993 292 116,993 292
2042 - - - - - -
Totals 42,669,802$ 40,921,138$ 40,314,304$ 12,457,632$ 82,984,106$ 53,378,770$
General Utility Revenue
Obligation Bonds Bonds, PWTF & DWSRF Loans Total
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2021-2022 Preliminary Budget Section III: Financial Plan
General Fund Fiscal Capacity
The City uses a range of strategies to maintain its fiscal security. Several of the financial policies
are based on this strategy. First, the City maintains fund balances sufficient to meet the General
Fund cash flow needs and estimated employee retirement cash outs for the biennium. Including
reserves held in the Cumulative Reserve Fund, this amounts to between 13% and 22% of General
Fund expenditures. In good economic times, this fund balance can be budgeted higher than when
the economy takes a turn for the worse. This balance serves as the first line of defense against a
sudden and significant economic downturn. However, revenues are forecasted moderately. This
not only provides protection from needing to rely on the fund balance, it has provided a higher fund
balance than originally budgeted, augmenting reserves.
The City has a Cumulative Reserve Fund for two purposes. First, it allows the City to build funds
for needed capital projects without having to rely exclusively on debt. Secondly, it provides long-
term stability to City finances as a counter-cyclical balance. Money is put aside in good years (from
higher than budgeted reserves), allowing the City a reserve to draw on in years of economic
decline.
The City also maintains two special purpose reserve funds to adequately meet specific and
significant potential contingencies: 1) an insurance fund to augment regular insurance coverage
and to provide for independence and/or stability, and 2) a guarantee fund to adequately secure the
City’s LID program.
Finally, the City has reserved an amount of taxing and other revenue capacities for worse case
circumstances. These capacities are:
User Fees There are several categories of user fees that could be increased to capture a larger share of
associated costs.
Business Licensing
Some jurisdictions have used business licensing as a means of generating additional revenues. A
very aggressive program could yield as much as $750,000 per year.
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2021-2022 Preliminary Budget Section III: Financial Plan
Fund Balance Trends
Fund balance is the difference between assets and liabilities reported in a governmental fund.
Fund balances are either designated (i.e., dedicated to a particular purpose) or undesignated (i.e.,
the remaining, un-appropriated balance of the fund after accounting for designated funds).
Following are the fund balance trends for the City’s governmental, fiduciary and permanent funds
from 2019 through 2022.
Fund Balance 2019 - 2022
Cemetery
General Special Revenue Debt Service Capital Project Fire Relief and Endowment
Fund Funds Funds Funds Pension Fund Care Fund
Actual:
2019 $23,641,160 $32,870,672 $39,999 $14,848,922 $2,156,441 $1,989,046
Estimated Actual:
2020 19,948,152 24,149,025 40,154 8,769,840 2,033,441 1,983,146
Budget:
2021 10,524,785 20,108,701 41,394 5,069,300 1,926,737 2,046,766
2022 6,858,019 13,111,210 41,684 4,243,900 1,819,133 2,110,896
$0
$5
$10
$15
$20
$25
$30
$35
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Funds
Fire Relief
and Pension
Fund
Cemetery
Endowment
FundMillionsFund Balance
City of Auburn: 2019-2022
2019
Actual
2020
Estimated
2021
Budget
2022
Budget
The General Fund’s ending balance decreases significantly from the 2019 actual amount to 2022
budget as reserves are drawn down; this is largely because General Fund revenues have not kept
pace with the increased costs of services, including public safety, transportation, and human
services. However, since departments typically under spend budgets each year, the long-term
General Fund forecast assumes residual budget in 2023 through 2026 is unused and rolled forward
to be utilized in subsequent years. Based on this assumption, we expect the General Fund to
exceed its target reserve rate of 12% in 2021. In 2022, General Fund reserves are projected to end
the year at about 8.0%, which is at the minimum reserve level. Including reserves held in the
Cumulative Reserve Fund, 2020 General Fund reserves are projected to be about 13.4% of
General Fund expenditures, or slightly above the minimum balance.
The sum of special revenue fund balances is projected to decrease between 2019 and 2022 due to
relatively high levels of planned transportation project construction activity. The capital projects
fund balance is also projected to decrease between 2019 and 2022, reflecting construction activity
105
2021-2022 Preliminary Budget Section III: Financial Plan
and transfers of real estate excise taxes (REET) for projects in other funds, including a $2.2 million
transfer to the Arterial Street Preservation Fund in 2020 for street projects.
No significant changes in fund balance are expected for the City’s debt service, Fire Relief and
Pension, and Cemetery Endowment Care funds.
Working Capital
Proprietary funds are managed on a different basis than are general governmental services. The
amount of expenses required for ongoing operation depends on the amount of activity that will be
done next year. Since such activity provides new income to the fund directly in the form of charges
for service, there is additional revenue to support those additional expenses. Therefore, the
management of these funds is not focused on line items of revenue and expenses, but rather the
“bottom line” of whether expenses are supported by revenue. This is measured by the working
capital in each fund. In simple terms, “working capital” is similar to fund balance and is the result of
all transactions during the year. An increase in working capital indicates that expenses are less
than earnings.
Since a City cannot make a profit, unlike private sector enterprises, expenses and revenues should
balance. However, working capital might increase to accumulate funds for at least four purposes:
1. To provide cash flow for operations and maintenance.
2. To provide a cushion or a contingency for unforeseen needs and emergencies.
3. To provide adequate security for long-term debt.
4. To allow for a capital development program, including funding for future renewals and
replacements, while minimizing the need for future borrowing.
The trend for working capital in each of the City’s proprietary funds is shown on the following page.
The Water Utility working capital balance is increasing between 2019 and 2020 due to $15.7 million
in revenue bonds that were issued in 2020 for capital projects over the 2020-2022 timeframe. As a
result, working capital is projected to decrease between 2020 and 2022 as nearly $29 million in
construction projects are completed. Both the 2021 and 2022 budgets include an annual 3.4%
water rate increase that was adopted as part of a four-year rate plan covering the 2019-2022
period.
The Sewer Utility working capital balance is projected to decrease from $20.5 million in 2019 to
$15.7 million in 2022 as the utility expects to complete about $9.8 million in construction projects
during the period. The 2021-2022 budget includes 2.4% annual rate increases.
The Storm Drainage Utility working capital balance is projected to decrease from $19.0 million in
2019 to $14.6 million in 2022 as the utility expects to complete about $10.0 million in construction
projects during the period. The 2021-2022 budget includes 1.7% annual rate increases.
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2021-2022 Preliminary Budget Section III: Financial Plan
Working Capital
Enterprise Funds
Sewer Storm Solid
Water Sewer Metro Drainage Waste Airport Cemetery
Actual:
2012 $10,196,281 $12,072,579 $0 $10,218,848 $1,018,487 $818,912 $182,098
2013 14,189,404 12,952,797 1,826,811 15,762,939 1,504,560 801,284 261,934
2014 14,027,406 13,346,282 2,100,400 16,051,080 2,491,724 556,938 294,547
2015 9,261,201 12,862,859 2,358,518 13,814,969 3,477,387 516,605 375,647
2016 9,914,039 15,520,705 2,672,022 15,385,491 4,411,853 597,251 550,462
2017 7,059,982 16,076,568 3,033,467 16,105,005 5,083,854 683,580 773,825
2018 9,653,751 17,676,670 3,567,929 17,152,503 5,647,783 802,196 956,039
2019 11,994,185 20,516,922 3,445,836 19,008,024 5,936,695 1,064,218 1,081,028
Estimated Actual:
2020 17,976,656 18,600,338 2,066,136 19,513,159 5,753,618 831,334 554,785
Budget:
2021 13,002,423 17,126,513 2,070,836 16,976,256 5,578,288 1,737,938 374,265
2022 10,018,719 15,737,127 2,074,736 14,555,845 5,488,208 433,171 269,517
$0
$5
$10
$15
$20
$25
Water
Fund
Sewer
Fund
Sewer
Metro
Fund
Storm
Drainage
Fund
Solid
Waste
Fund
Airport
Fund
Cemetery
FundMillionsEnterprise Fund Working Capital Balance
City of Auburn: 2019-2022
2019
Actual
2020
Estimate
2021
Budget
2022
Budget
107
2021-2022 Preliminary Budget Section III: Financial Plan
Rates and other charges fully fund the Solid Waste utility’s operating expenses and have allowed
the City to increase working capital balances in most years. However, rates were last increased in
2014 and, as a result, working capital is projected to decrease by about $200,000 (3.1%) between
2019 and 2020. Rates are expected to increase by 2.5% in 2021 to match inflation and an
additional 10% as the new hauler contract takes effect, with correspondingly higher contractor
payments. At the same time, fund balance is expected to decline from $5.8 million in 2020 to $5.5
million in 2022.
Between 2004 and 2018, the City contracted Airport operations to an outside manager. In 2019,
the City took over this function and hired full-time staff to manage and operate the Airport. The
Airport’s fund balance fluctuates somewhat from year to year depending on construction activity but
is expected to end 2022 at about $433,000. The Airport expects to issue about $3.8 million in
revenue bonds to finance the construction of new hangars and upgrades to existing hangars to help
enhance revenues.
In 2019 and 2020, revenues for the cemetery are expected to remain relatively flat, with the fund
operating somewhat in the red due to increasing salary and benefit costs as well as charges for
water use. The working capital balance for the Cemetery Capital Fund is expected to decrease
annually between 2019 and 2022.
As an internal service fund, the Facilities Fund charges departments to cover the full cost of
operations and maintenance of city-owned and operated buildings. Working capital is expected to
decrease each year as funds are transferred for debt service payments associated with the City Hall
Annex.
Innovation and Technology also charges departments for services provided, covering its cost of
operations and equipment purchases and replacement. Working capital is expected to decrease
from 2019 to 2022 due to a planned reduction in fund balance to better reflect reserve requirements.
The Equipment Rental Fund working capital is projected to decrease between 2019 and 2022 as
funds are being used for equipment replacement and for construction of capital projects.
The Workers’ Compensation Fund was created in 2014, based on the City’s decision to self-insure
workers’ compensation in lieu of State L&I insurance. The fund provides time loss and medical
benefits for employees who are affected by an occupational injury or illness. Working capital in the
fund has grown each year to provide ample reserves.
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2021-2022 Preliminary Budget Section III: Financial Plan
Working Capital
Internal Service Funds
Insurance Facilities
Innovation &
Technology Equipment Rental
Workers'
Compensation
Actual:
2012 $2,028,681 $1,473,041 $2,885,527 $5,559,565 $0
2013 1,815,731 1,976,512 3,406,012 5,920,444 -
2014 1,654,057 2,194,912 3,543,327 5,844,690 440,004
2015 1,530,588 2,410,754 3,705,195 6,074,119 778,233
2016 1,385,685 1,853,016 3,384,289 5,769,642 1,097,368
2017 2,015,500 1,741,924 3,642,101 6,564,619 1,625,120
2018 1,932,526 1,767,017 4,140,199 7,131,233 1,165,108
2019 1,921,953 1,315,496 3,968,512 7,376,074 1,877,627
Estimated Actual:
2020 1,741,353 986,936 3,142,721 6,488,465 2,382,027
Budget:
2021 1,571,253 623,845 2,585,451 5,455,508 2,644,627
2022 1,400,053 594,119 2,064,007 5,235,060 2,905,527
$0
$1
$2
$3
$4
$5
$6
$7
$8
Insurance
Fund
Facilities
Fund
Innovation &
Technology
Fund
Equipment
Rental
Fund
Workers'
Compensation
FundMillionsInternal Service Working Capital Balance
City of Auburn: 2019-2022
2019
Actual
2020
Estimate
2021
Budget
2022
Budget
109
110
2021-2022 Preliminary Budget Section IV: Operating Budget
SECTION IV: OPERATING BUDGET
Introduction
This section of the budget details the City’s baseline budget, which is delineated by department or
fund. This section presents a detailed look at departments and divisions and provides both
quantitative and qualitative performance measures in order to focus on the results and direction of
City services rather than on line-item allocations.
This section presents budget information according to the City’s administrative structure beginning
with the Mayor and City Council, followed by all funds for which each department director is
responsible. For example, the Administration Department tab includes the budgets for general
government administration, Emergency Management, Economic Development and Homelessness
Response in the General Fund as well as the Hotel/Motel Tax Fund (Special Revenue), the
Business Improvement Fund (Special Revenue), the Multimedia Fund, and the Facilities Fund.
Sections for those funds representing administrative departments or divisions are presented
following the baseline budget and include:
Department Organizational Chart
Each organizational chart identifies the authorized staff positions in the 2021-2022 biennial budget.
The charts specifically identify each division that reports to the department head. Each employee
has a “home” department/division/fund, but may perform work for another department/division/fund.
This system is intended to identify all authorized permanent staff positions.
Department or Division Mission Statement
Each functional department has created its own mission statement that directs objective setting
toward achieving the Citywide Vision.
Department Overview
A description of the programs the department/division(s) are responsible for accomplishing.
Goals and Accomplishments
A summary of each department or divisions’ goals for 2019 and 2020, progress made towards
achieving those goals, and the goals that the department has set for 2021 and 2022.
Baseline Budget by Object
For General Fund departments and governmental funds, this information is presented in a line object
format. This is based on the Washington State Budgeting, Accounting and Reporting System
(BARS), which governs the City’s accounting procedures. Data for the proprietary funds is
presented in a working capital format, which not only describes the use of these funds, but also
examines the fiscal status of the fund itself. This format also summarizes the income associated
with the fund.
Department Employees
A summary of full time equivalent (FTE) positions is presented with explanations of additions or
changes due to department reorganizations.
Performance Measures
Each department has provided performance measures that best show the results of their mission
and/or objectives.
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2021-2022 Preliminary Budget Section IV: Operating Budget
The overall organization of the City of Auburn is summarized in the following table:
Citizens of Auburn
Administration Department
General Government Administration
Emergency Management
Economic Development
Homelessness Response
Hotel/Motel Fund
Business Improvement Area Fund
Facilities Fund
Multimedia Fund (includes Public Affairs)
Community Development Department
Permitting
Planning
Business Licensing
Code Compliance
Environmental Services
Community & Human Services
Housing & Community Development Fund
SKHHP -South King Housing & Homelessness Partners Fund
Human Resources Department
Human Resources
Compensation and Employee Relations
Municipal Court
Risk Management
Workers' Compensation Fund
Public Works Department
Engineering/Transportation
Street Department
Street Funds
Water Utility Fund
Sewer Utility Fund
Sewer Metro Fund
Storm Drainage Utility Fund
Airport Fund
Equipment Rental Fund
Finance Department
Financial Planning
Accounting
Payroll
Utility Billing/Customer Service
Cumulative Reserve Fund
Mitigation Fees Fund
Debt Service Funds
Capital Improvements Fund
Local Revitalization Fund
Solid Waste Utility Fund
Insurance Fund
Fire Pension Fund
Cemetery Endowment Fund
Police Department
Policing Services
Crimes/Investigations
Community Programs
Police Records
Evidence
Animal Control
South Correctional Entity (SCORE)
Drug Forfeiture Fund
City Attorney's Office
Legal Administration
City Clerk
Civil Prosecution
Parks, Arts & Recreation Department
Recreation Programs
Arts and Culture (includes theatre and museums)
Senior Programs
Senior Center Resource Hub
Special Events
Facility Rentals
Parks Maintenance
Golf Course
Recreational Trails Fund
Municipal Parks Construction Fund
Cemetery Fund
Innovation & Technology
Geographic Information Systems (GIS)
Desktop Services
Network Services
Boards and Commissions
Auburn Arts Commission
Auburn Municipal Airport Advisory Board (AAB)
Auburn Tourism Board
Business Improvement Area (BIA) Committee of Ratepayers
Cemetery Board
Civil Service Commission
Human Services Committee
Junior City Council
Lodging Tax Advisory Committee (LTAC)
Parks and Recreation Board
Planning Commission
Police Advisory Board
Transportation Advisory Board
Urban Tree Board
White River Valley Historical Society Board
City
Council
Mayor
Nancy Backus
112
2021-2022 Preliminary Budget Section IV: Operating Budget
Total All Funds Budget 2019 2020 2020 2021 2022
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages $42,023,662 $45,803,593 $43,036,179 $46,330,401 $48,595,034
Personnel Benefits 17,697,956 23,647,070 21,028,777 22,585,829 23,637,611
Supplies 4,228,098 4,538,956 4,405,286 4,803,450 4,625,870
Services & Charges 66,869,890 75,037,361 71,392,466 75,988,510 79,787,570
Intergovernmental 7,192,688 35,769,364 25,484,906 25,562,980 21,769,270
Capital Outlays 17,493,927 63,058,467 42,823,436 40,384,260 33,361,510
Debt Service: Principal 4,278,813 4,978,000 2,916,474 4,820,300 4,746,800
Debt Service: Interest 2,677,763 4,480,600 2,582,800 3,439,400 3,223,100
Interfund Payments for Services 15,361,809 16,239,534 16,121,196 17,464,150 17,778,260
Other Uses 7,066,436 - - - -
Designated Fund Balance 19,103,244 14,100,382 16,471,399 13,358,675 8,601,821
Undesignated Fund Balance 136,155,509 107,541,155 120,731,532 96,293,096 80,482,845
ALL FUNDS TOTAL $340,149,794 $395,194,482 $366,994,451 $351,031,051 $326,609,691
Salaries &
Wages
19.2%
Personnel
Benefits
9.4%
Supplies
2.0%Services &
Charges
31.5%
Intergovernmental
10.6%
Capital Outlays
16.7%
Debt Service:
Principal
2.0%
Debt Service:
Interest
1.4%
Interfund
Payments for
Services
7.2%
2021 Total Baseline Expenditures
Salaries &
Wages
20.4%
Personnel
Benefits
10.0%
Supplies
1.9%Services &
Charges
33.6%
Intergovernmental
9.2%
Capital
Outlays
14.0%
Debt Service:
Principal
2.0%
Debt Service:
Interest
1.4%
Interfund
Payments for
Services
7.5%
2022 Total Baseline Expenditures
113
2021-2022 Preliminary Budget Section IV: Operating Budget
Total General Fund Budget 2019 2020 2020 2021 2022
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages $30,344,721 $33,477,812 $30,893,003 $32,590,350 $34,396,778
Personnel Benefits 13,043,107 16,522,143 14,179,803 15,324,177 16,121,248
Supplies 1,434,721 1,552,608 1,472,758 1,642,510 1,587,570
Services & Charges 19,800,000 22,635,309 20,405,199 22,362,340 23,230,060
Intergovernmental 493,450 476,133 449,533 441,300 371,300
Capital Outlays 22,964 40,000 40,000 98,000 10,000
Debt Service: Principal 64,391 70,900 6,000 - -
Debt Service: Interest 17,401 8,500 1,500 - -
Interfund Payments for Services 8,829,211 9,326,700 9,208,362 9,835,400 9,888,060
Designated Fund Balance 593,625 593,625 593,625 593,625 593,625
Undesignated Fund Balance 23,047,535 14,165,177 19,354,527 9,931,160 6,264,394
GENERAL FUND TOTAL $97,691,125 $98,868,907 $96,604,310 $92,818,862 $92,463,035
Salaries &
Wages
39.6%
Personnel
Benefits
18.6%
Supplies
2.0%
Services &
Charges
27.2%
Intergovernmental
0.5%
Capital Outlays
0.1%
Interfund
Payments for
Services
12.0%
2021 General Fund Expenditures
Salaries &
Wages
40.2%
Personnel
Benefits
18.8%
Supplies
1.9%
Services &
Charges
27.1%
Intergovernmental
0.4%
Capital Outlays
0.0%
Interfund
Payments for
Services
11.6%
2022 General Fund Expenditures
114
F.T.E. = Full Time Equivalent
Director of Innovation and
Technology
18 F.T.E.
Mayor
Nancy Backus
453.35 F.T.E. - 2021
454.35 F.T.E. - 2022
Director of Administration
21.6 F.T.E. - 2021
22.6 F.T.E. - 2022
Director of Community Development
30.75 F.T.E.
Director of Public Works
136 F.T.E.
Director of Human Resources and
Risk Management
9 F.T.E.
Finance Director
25 F.T.E.
Police Chief
140 F.T.E.
Outreach Program
Administrator
Citizens
City Council
Executive Assistant
Council Administrative
Assistant
City Attorney
16 F.T.E.
Parks, Arts and Recreation Director
53 F.T.E.
115
116
2021-2022 Preliminary Budget Section IV: Operating Budget
t
MAYOR AND CITY COUNCIL
Mission Statement
In 2014, the City Council developed a vision for the Auburn of 2035 to become a premier community
with vibrant opportunities. The vision is encapsulated in the following seven value statements:
Operational Values
1. Character: Developing & preserving attractive and interesting places where people want to be.
2. Wellness: Promoting community-wide health and safety wellness.
3. Service: Providing transparent government service.
4. Economy: Encouraging a diverse and thriving marketplace for consumers and businesses.
5. Celebration: Celebrating our diverse cultures, heritage, and community.
6. Environment: Stewarding our environment.
7. Sustainability: Creating a sustainable future for our community.
Department Overview
The Mayor and City Council comprise the legislative body representing the citizens of Auburn and
are responsible for developing legislative policies of the City. Guidelines promulgated by the Council
in the form of ordinances and resolutions are transmitted to the Mayor for implementation, follow-up
and evaluation.
The City Council works to develop the City’s goals and visioning for the future, as well as budgeting,
which gives purpose and direction to City programs and initiatives.
The Mayor is Auburn's Chief Executive Officer. The City’s nine Department Directors report directly
to the Mayor and work together to provide programs, services and quality of life throughout the
Auburn community:
Nancy Backus
Mayor
Dana Hinman
Director of Administration
Kendra Comeau
City Attorney
Jeff Tate
Director of Community Development
Jamie Thomas
Director of Finance
Candis Martinson
Director, Human Resources & Risk Management
David Travis
Director, Innovation & Technology
Daryl Faber
Director, Parks, Arts & Recreation
Dan O’Neil
Chief of Police
Ingrid Gaub
Director of Public Works
117
2021-2022 Preliminary Budget Section IV: Operating Budget
t
Accomplishments and Objectives
Support partnerships that will
actively increase the number of safe
and attainable housing options in
A uburn - including preservation.
Auburn helped convene, fund and join
the South King County Housing and
Homelessness Partners (SKHHP) in
2019.
Auburn will participate in South
King County Regional Affordable
Housing Coalition in order to
maint ain and possibly increase
Auburn’s affordable housing
inventory.
Continue to strengthen
communication and partnerships
with the Muckleshoot Indian Tribe
on s hared goals and foster a more
engaged relationship with Pierce
County partners.
Continue the community building
activities within our culturally
diverse groups in Auburn via
health, s afety and policy
initiatives.
Auburn will continue to work on
the strategic goals outlined in the
10 year Economic Development
P lan t o increase Auburn’s sales
tax base and foster a business-
friendly environment.
The next area of focus will be
Auburn Way South.
Although many of the services and
interfacing activities with our diverse
cultures in the City have been, and may
continue t o be, affected by the
pandemic, we are continuing our
outreach with our tribal, Latino, Pacific
Islander, and other cultural and minority
groups through our Blue Ribbon
Committee, Health and Human
Services, and Economic Development
activities.
Although the pandemic has affected
personal social gatherings and meetings
with our tribal communities, we are
continuing working virtually with the
tribal council to maintain
communications and relationships.
Highway improvements in south Auburn
and the planned tribal expansions at the
casino are continuing with many nearing
completion.
Continued support of
BuyLocalAuburn.com, joint ad
campaigns with BuyLocalAuburn.com
and Touris m's ExploreAuburn.com
committee campaign.
The third and fourth major mixed-use
projects are under construction.
Amendments to the DUC codes are
under review for updated uses and
boundary.
Support City/community
relationships to remove barriers,
create trust, provide improved
trans parency and create
opportunities for underserved groups
and neighborhoods that will honor all
residents of Auburn.
Attract, retain & grow robust and
diverse businesses that will benefit
from Auburn's unique location,
at tributes and multicultural
community.
Address homelessness using an
equity lens with intentionality and
accountability that causes a
reduction in the number of
unsheltered individuals within our
City.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Address the root causes of
homelessness identified in the
One Table regional task force
(affordable housing, behavioral
health, child welfare, criminal
justice and employment) and
continue the crisis response for
unsheltered individuals in Auburn.
Outreach Program Administrator
position created and hired to work
specific to Auburn's needs.
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2021-2022 Preliminary Budget Section IV: Operating Budget
t
Support locally and regionally
coordinated efforts for human
services to meet the basic needs of
our community that include all
aspects of health.
Support the Auburn Junior City
Council in their work of providing a
youth perspective to City issues and
initiatives.
Continue national, state and regional
memberships that will allow Auburn's
voice to be heard on topics of
significance for a healthy and diverse
community.
The Blue Ribbon Committee will
expand their work in Auburn with a
continued focus on behavioral
health, veterans initiatives, healthy
living choices for all ages and
community programs.
Support Veterans and their
families by increasing available
services in Auburn.
Continue to build stronger
programs to address addiction and
behavioral health access to
residents.
Auburn has continued memberships and
partnerships that are beneficial to our
City. Through the USCM we were able
to obtain 7,200 masks for no cost to the
City.
The City of Auburn continues to leverage
datasets within the open data platforms
to make data driven decisions around
major issues such as budget,
homelessness, racial equity and other
major issues.
Ad campaign to promote
BuyLocalAuburn.com is ongoing.
Business license renewals are part of
our BuyLocalAuburn platform to
encourage businesses to enhance their
company information. A strong weekly
networking and corporate visit schedule
is maintained.
Due to COVID-19 restrictions, the
Auburn Junior City Council was unable
to further efforts in 2019-2020.
Expanded work in 2019-2020 to include
all nine major health issues with
emphasis on behavioral health;
community programs including health
equity for three diverse groups; healthy
living choices and veterans initiatives.
Formed Community Council of Veterans
of South King County supported by
Valley Cities and VFW Post 1741 with
501 (c)(3) status. Continued
communication with Cohen Veterans
Network. Sound Health interested in a
mental health clinic for veterans and
families in Auburn.
We are fortunate in the City of Auburn to
have many non-profit organizations
supported by the City’s Health and
Human Services Division that address
residents with behavioral health issues.
These facilities are operated through the
Valley Cities, Muckleshoot Tribal,
Battlefield Addiction and We Care
organizations to name a few.
Auburn will maintain membership
in AWC, NLC, SCA, PSRC and
numerous committees to
represent Auburn's interests as
well as participation in regional
coalitions to foster strong
representation.
Through staff training and platform
improvements, Auburn will
continue to increase transparency,
efficiency, engagement and
access to the City’s data to show
our accountability to residents.
Continue supporting patronage
and utilization of local businesses
via the online database, marketing
efforts and business retention and
engagement.
Continue to support and
encourage the involvement of the
Auburn Junior City Council.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
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2021-2022 Preliminary Budget Section IV: Operating Budget
t
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
440,351 454,808 455,000 488,736 500,464
157,354 175,138 150,000 173,299 178,477
Supplies 6,953 16,200 16,200 17,500 17,500
148,505 154,150 154,150 262,750 285,450
- - - - -
241,684 257,000 248,380 297,800 312,500
$ 994,847 $1,057,296 $1,023,730 $1,240,085 $ 1,294,391
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
001.11 Council & Mayor
DEPARTMENT TOTAL
Department Employees
001 Mayor FTEs*2018 2019 2020 2021 2022
Mayor - Elected 1.00 1.00 1.00 1.00 1.00
Mayor FTEs 2.00 2.00 3.00 3.00 3.00
TOTAL MAYOR FTEs 3.00 3.00 4.00 4.00 4.00
Full Time Equivalent (FTE)
*Does not include 7 elected Council Members.
1.0 FTE - Per the position reclass in March 2020, the Sustainability Coordinator position was
reclassed to the Outreach Program Administrator position which reports to the Mayor.
120
F.T.E. = Full Time Equivalent
Emergency
Manager
Emergency
Management
Specialist
Multimedia
Video
Specialist
Communications
Manager
Multimedia
Design
Technician
Facilities
Manager
Director of Administration
Dana Hinman
21.6 F.T.E. - 2021
22.6 F.T.E. - 2022
Administrative
Assistant
Lead
Custodian
Custodian (5)
Multimedia
Assistant
(0.6 FTE)
Web
Specialist
Economic
Development
Manager
Real Property
Analyst
Building
Maintenance
Technician (3)
Electrician
Economic
Development
Coordinator
(Effective 2022)
121
122
2021-2022 Preliminary Budget Section IV: Operating Budget
ADMINISTRATION DEPARTMENT
Mission Statement
The Administration Department exists to coordinate, and ensure that the priorities of the Mayor and
the City Council are addressed and implemented throughout the City organization for the benefit of
its residents and to provide internal services to employees to assist in the execution of their duties.
Department Overview
The Administration Department was created within the General Fund in January 2014 and
consolidated several functions that had previously been performed by other departments.
• Emergency Management - Provides full-cycle emergency management services within the
City, including mitigation, preparedness, response, and recovery.
• Economic Development - Supports a vibrant, vital economy for the City of Auburn, our local
region and the State of Washington through collaborative partnering among private sector
employers, research partners, and programmed workforce development.
• Communications/Multimedia: Oversees the City's multimedia staff and programs; directs the
efforts of the public relations, public education, media relations and acts in the role of City
spokesperson when needed; assists departments in public involvement using the City's
information and communications programs; and fulfills over 2,000 employee requests per
year.
• Facilities: Provides all City departments and the public with a safe and clean environment;
preserves City-owned facilities; provides building support services to each department;
provides facility construction services; supports 13 buildings and approximately 263,000
square feet.
• Hotel/Motel Tax Fund - collects revenues to support tourism activities in Auburn.
• Business Improvement Area Fund - collects assessments to support business improvement
activities in downtown Auburn.
• Homeless Response Services - In November 2015, Mayor Nancy Backus convened a citizen
task force to address homelessness in Auburn. This task force was comprised of community
leaders, service providers, citizens, faith community, police and fire, school district,
Muckleshoot Indian Tribe, business owners and key City staff. The result of the task force
recommendations created the City’s response plan, which centers on moving persons
experiencing homelessness into safe, healthy and permanent housing coupled with service
delivery to disrupt the cycle of homelessness.
• Other services provided in the Administration Department: Leading the City’s major
homeless initiatives; government relations; and execution of contracts for: legislative
services; Healthy Auburn initiative; and the Auburn Consolidated Resource Center.
123
2021-2022 Preliminary Budget Section IV: Operating Budget
Emergency Management Division
Completed
Completed
Provide targeted disaster
preparedness information to
Auburn residents, businesses,
and private care facilities each
year.
Continue Community Emergency
Response Team (CERT) training
by providing at least 3 classes per
y ear.
Fully implement WebEOC
software for Emergency
Operations Center (EOC) and
Depart ment Operations Center
(DOC) usage during events and
emergencies. This should be
compatible, and backed up with,
Active Operating Picture (AOP)
software.
Provide ongoing, section-specific
training for each of the EOC
sections along with one exercise
per year.
Replace aging EOC equipment
that is key to EOC operations,
many systems are reaching the
end of their lifecycle and may fail
at the wrong time.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Met this goal in 2019 but will likely
not meet it in 2020 due to COVID-
19 restrictions.
Continue Community Emergency
Response Team (CERT) training
by providing at least 3 classes per
y ear.
Provide targeted disaster
preparedness information to
Auburn residents, businesses,
and privat e care facilities each
year.
Met this goal in 2019 but will likely
not meet it in 2020 due to COVID-
19 restrictions.
Met this goal in 2019 but will likely
not meet it in 2020 due to COVID-
19 restrictions that affected
t raining with groups.
Provide ongoing, section-specific
training for each of the EOC
sections along with one exercise
per year.
Develop long-term emergency
supplies list based on COVID-19
experience, and purchase
s upplies as funding allows.
Evaluate and Identify equipment
needed for full "remote" EOC
activation, purchase using general
fund or grants.
Replace aging radios for EOC use,
includes Amateur radios and other
City radios.
124
2021-2022 Preliminary Budget Section IV: Operating Budget
Emergency Management partic ipates in as many public events as possible as a way to reach out directly to residents and businesses.
Normally a booth is set up to engage the public in conversation, attempting to increase their knowledge and preparedness. According to the
2017 Living City Study by the University of Washington, this is among the best ways to reach residents.
PERFORMANCE MEASURES - EMERGENCY MANAGEMENT
Disaster Presentations
The Emergency Management Division provides various presentations to community groups including schools, homeowners associations,
businesses, and others. The presentations are to educate the public to understand the hazards faced in Auburn and steps that should take to
be ready for them. Attendance declined in 2019 due to the loss of the Americorps staff member and difficulty scheduling with schools.In
2020, presentations have been suspended due to COVID-19, but are expected to resume in 2021.
Number of Students Instructed Through CERT Program
The Community Emergenc y Response Team (CERT)is one of the premier programs in Auburn. Since its in 2006, approximately 900
residents have been taught about personal preparedness,first aid, search and rescue, and other skills.Each year, Emergency Management
teaches at least three classes, including one aimed at businesses that want their students to attend during work hours.
Number of Contacts With Public at Events
1,463
908
300
-
600
850
-
500
1,000
1,500
2,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Number of Students Attending Disaster Presentations
51 47 45
-
40
50
-
20
40
60
80
100
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
CERT Students Instructed
2,333
1,549 1,400
-
1,000
1,500
-
1,000
2,000
3,000
4,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Number of Contacts at Public Events
125
2021-2022 Preliminary Budget Section IV: Operating Budget
Economic Development Division
Major mixed-use and industrial
projects started construction.
Recruitments included Field
House, Young's Market, and
Edward Don & Company.
Weekly networking events
and corporate visits have
become a part of our weekly
schedule.
As reported by TIP Strategies,
as of 2019 we are on-track and
have implemented 74% of
the plan.
The BuyLocalAuburn.com, IPZ
Incubator, market data studies,
and up-to-date website
helps us deliver Auburn to
the region and the world.
Implement ongoing, short-term
and mid-term strategies as
outlined under "Delivery, Product,
Place, and Messaging" in the 10-
year Strategic Plan.
Continue to implement ongoing,
short-term and mid-term strategies
specific to business outreach and
networking.
Continue to implement ongoing,
short-term and mid-term strategies
as outlined in the Economic
Development Strategic Plan.
Establish a long-term
maintenance plan for City parking
lots and implement when the
budget becomes available.
Implement ongoing, short-term
and mid-term strategies as
outlined under "Delivery, Product,
Place, and Messaging" in the 10-
year Strategic Plan.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Inventory of City real estate assets
developed. The procedure to help
support all City Departments' real
estate needs in place.
Formalize Economic Development
and Real Estate Staff roles and
responsibilities, as well as policies
and procedures. Structure
Economic Development
Department to provide the
capacity to implement their
strategic plan.
Implement ongoing, short-term
and mid-term strategies specific to
business outreach and
networking.
Implement ongoing, short-term
and mid-term strategies specific to
business development and
support.
Continue to implement ongoing,
short-term and mid-term strategies
specific to business
development/support.
Innovation Partnership Zone (IPZ)
incubator is in it 3rd year.
Partnerships with the Small
Business Association (SBA),
Small Business Development
Center (SBDC), Impact NW,
South Correctional Entity
(SCORE) and the Office of
Minority and Women's Business
Enterprises has created a strong
support network.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to implement ongoing,
short-term and mid-term strategies
specific to business development,
relocation and recruitment.
Implement ongoing, short-term
and mid-term strategies specific to
business development, relocation
and recruitment.
126
2021-2022 Preliminary Budget Section IV: Operating Budget
The assessed value of new construction is a measure of the City's economic growth and reflects new, stable
sources of income for the City.Each piece of property within the City is subject to property tax,which is used
to support general governmental purposes.
PERFORMANCE MEASURES - ECONOMIC DEVELOPMENT
Number of Business Licenses Issued
Businesses operating in Auburn are required to be licensed on an annual basis. Businesses are established
in a given location for such reasons as cost,demand, location,availability and regulations. Businesses may
shut down or relocate if these conditions are unfavorable.The number of business licenses issued is an
indicator of business activity,Auburn's ability to sustain business growth, and the desirability of Auburn as a
location. Data from legacy systems prior to 2019 is not available.
Assessed Value on New Construction
5,010 5,250 5,300 5,300
-
2,000
4,000
6,000
2019 2020
Est
2021
Goal
2022
Goal
Business Licenses Issued
$149
$124 $116 $125 $125 $125
$0
$50
$100
$150
$200
2017 2018 2019 2020
Est
2021
Goal
2022
GoalMillionsAssessed Value of New Construction
127
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
719,936 763,864 620,864 790,995 909,300
296,546 352,957 294,057 305,904 373,290
Supplies 20,946 28,000 28,000 20,000 20,000
1,145,626 2,183,360 1,413,800 1,306,680 1,303,300
- - - - -
233,071 249,900 249,900 279,200 284,350
$ 2,416,125 $ 3,578,081 $ 2,606,621 $ 2,702,779 $ 2,890,240
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
001.12 Administration
Total
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Department Employees
Administration FTEs 2018 2019 2020 2021 2022
Administration Department 12.00 8.00 7.00 7.00 8.00
Multimedia 3.60 3.60 3.60 3.60 3.60
Facilities 10.00 11.00 11.00 11.00 11.00
TOTAL ADMINSTRATION FTEs 25.60 22.60 21.60 21.60 22.60
Full Time Equivalent (FTE)
1.0 FTE - Effective in 2018 via Budget Amendment #4, Ordinance No. 6666, an Economic Development Coordinator was
added to the Administration Department in order to implement the strategies called out in the 10-year plan.
1.0 FTE - The 2019/2020 Budget included an additional Custodian position that was added to the Facilities Division.
1.0 FTE - The 2019/2020 Budget included a Housing Repair Technician position that was added to the Administration
Department.
-5.0 FTE - Effective 1/1/2019: The following positions moved from Administration to Community Development: Community
Services Manager, Community Programs Coordinator, Human Services Program Coordinator, Neighborhood Programs
Coordinator and the Housing Repair Technician.
-1.0 - Effective in BA#7, 2020 - the Economic Development Coordinator position was reclassed to a Diversity, Equity and
Inclusion Program Manager position which reports to Human Resources.
1.0 FTE - Per the 2021-2022 Budget, this includes 1.0 FTE added in 2022 to the Administration Department to reinstate
the Economic Development Coordinator position.
128
2021-2022 Preliminary Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Economic Development Division of the Administration Department is
responsible for the budget in the Hotel/Motel Tax Fund.
Fund 104 – The Hotel/Motel Tax Fund was created in 2001 to collect revenues to support tourism
activities in Auburn.
Accomplishments and Objectives
Collect and distribute legally
restricted revenue; monitor and
manage committee approved
budget annually.
Continue with communication and
messaging in-line with 10-Year
Economic Development Strategic
Plan.
Continue with branding and
messaging in-line with 10-Year
Economic Development Strategic
Plan.
The 2019-2020 budget was
approved. Monthly LTAC (Lodging
Tax Advisory Committee) funds
are tracked and monthly financial
report is completed by the City's
Finance Department.
Complete the 2021/2022 budget
and receive approval. Continue to
align budget with tourism
programs.
Good communication with Auburn
Tourism Board and partner
organizations.
Strengthen partnerships with the
Auburn Area Chamber of
Commerce and the Downtown
Auburn Cooperative.
Established "Explore Auburn"
campaign and launched "Auburn
Adventure Film Festival".
Launch a new advertising
campaign for 2021 to help re-open
tourism in the City of Auburn after
the COVID-19 shutdown.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
129
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
197,675 249,186 249,186 225,286 187,276
141,226 103,000 103,000 135,000 165,000
Film Festival Admission 3,500 5,000 1,800 2,500 2,500
4,807 1,900 - 1,600 1,400
$ 347,208 $ 359,086 $ 353,986 $ 364,386 $ 356,176
24,547 48,925 15,000 48,950 48,950
5,972 8,810 2,700 8,810 8,810
1,022 3,200 1,000 3,200 3,200
56,880 144,375 110,000 116,150 116,150
Intergovernmental Services 9,600 - - - -
249,186 153,776 225,286 187,276 179,066
$ 347,208 $ 359,086 $ 353,986 $ 364,386 $ 356,176
Ending Fund Balance
Total Expenditures
Personnel Benefits
Supplies
Services & Charges
104 Hotel Motel Tax
Revenues
Salaries & Wages
Expenditures
Investment Income
Total Revenues
Beginning Fund Balance
Hotel Motel Tax
130
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund 121 – Business Improvement Area Fund (BIA) – To collect assessments and support BIA
activities in downtown Auburn.
Accomplishments and Objectives
Reset and reestablish the desired
accomplishments identified in the
2020 strategic plan.
Achieve those accomplishments
identified in the 2020 strategic
plan or as otherwise may be
amended in 2021.
Establish an area-wide
enhancement program.
In 2020, the Committee and City
staff put together a detailed
strategic plan designed to identify
desired accomplishments and laid
out systematic steps approved by
City and the Committee to achieve
the desired accomplishments. The
onset of COVID-19 has interrupted
this progress.
Continue to strengthen the
relationship between the Business
Improvement Area and the various
City departments (Community
Development, Public Works &
Parks).
Re-establish a relationship with
the Auburn Downtown
Association.
The relationship between the two
entities continues to strengthen
through alignment of similar goals.
Complete Committee-approved
budget.
Major Goals
for 2021-2022
2019-2020
Goals
Progress Towards
2019-2020 Goals
An annual $90,000 expenditure
budget was established by the
Committee and approved by City
Council.
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
115,813 133,825 133,825 96,325 62,025
73,577 55,000 51,500 55,000 55,000
2,910 - - 700 400
$ 192,300 $ 188,825 $ 185,325 $ 152,025 $ 117,425
- 1,000 - 1,000 1,000
58,474 89,000 89,000 89,000 89,000
133,825 98,825 96,325 62,025 27,425
$ 192,300 $ 188,825 $ 185,325 $ 152,025 $ 117,425
121 Business .
Improvement Area
Revenues
Services & Charges
Expenditures
Supplies
Investment Income
Total Revenues
Beginning Fund Balance
Business Improvement Area
Ending Fund Balance
Total Expenditures
131
2021-2022 Preliminary Budget Section IV: Operating Budget
FACILITIES
Mission Statement
To provide all City departments and the public with a safe and clean environment, preserve City
owned facilities, provide building support services to each department, and provide facility
construction services.
Division Overview
The Facilities Division provides a broad range of services to internal departments. These services
include building maintenance, safety, security, custodial, space planning, construction, facility
renovation, energy management. The Facilities Division is responsible for procuring, storing, and
distributing supplies and materials for daily operations in a cost-effective manner.
Accomplishments and Objectives
Postponed
Completed
Completed
Ongoing
Ongoing
Kitchen floor complete
In process
Postponed
Penthouse and stairwell roofs
complete
Complete
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Replace windows at the
Maintenance and Operations
facility. This project was deferred
in 2018 and is expected to be
completed in 2019-2020.
Screen and recoat the wood floor
at the Senior Center.
Screen and recoat the wood floor
at the Activity Center.
Continue energy conservation
efforts.
Efficiently and effectively complete
all project management activities
to result in the successful
c onst ruction, while completing
them on time and within budget.
Replace the kitchen floor and the
wood floor at the Senior Center.
Replace the roof at the Arts and
Cultural building.
Replace the roof at the Justice
Center.
Replace the roof at the City Hall
building.
Upgrade the HVAC building
control system.
Screen and recoat the wood floor
at the Senior Center.
Efficiently and effectively complete
all project management activities
to result in the successful
c onstruction, while completing
them on time and within budget.
Continue energy conservation
efforts.
Screen and recoat the wood floor
at the Activity Center.
132
2021-2022 Preliminary Budget Section IV: Operating Budget
Complete
Complete
Complete
Complete
Complete
Replace the HVAC equipment at
the Senior Center.
Replace the HVAC equipment at
Mountain View Cemetery.
Replace the HVAC equipment at
the City Hall building.
Replace the HVAC equipment at
the Arts & Cultural building.
Replace the HVAC equipment at
the Maintenance & Operations
(M&O) b ildi
Replace the HVAC equipment at
the Auburn Avenue Theater.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Paint the interior of the Annex
building.
Lighting replacement at the Teen
Center.
Replace the siding at the Herr
building.
Replace the front door at the
Cemetery.
Decrease HVAC/electrical work
orders by 10%.
Paint the Equipment Rental shop
at M&O (Maintenance and
Operations) building.
133
2021-2022 Preliminary Budget Section IV: Operating Budget
PERFORMANCE MEASURES - FACILITIES DIVISION
CarteGraph Work Requests
HVAC and Electrical Work
The Facilities Division will make every possible effort to regulate HVAC and electrical work.
The Facilities Division provides 24 hour/7 day a week maintenance for City facilities.Requests are
tracked through CarteGraph.Within 24 hours of receiving the work request (Monday-Friday) the
customer will receive an email acknowledging receipt and the customer will also be contacted once
the request is completed.If there are issues with completing any request in a timely manner,
contact will be made with the customer.
1,926
1,231 1,125
928 928 928
0
500
1,000
1,500
2,000
2,500
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
CarteGraph Work Requests
366
322
227 215 215 215
0
100
200
300
400
500
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
HVAC and Electrical Work Orders
134
2021-2022 Preliminary Budget Section IV: Operating Budget
2021-2022 Working Capital Budget
505 505 505 505 505
OPERATING FUND:- - 565 565
OPERATING REVENUES
348.920 Property Management Services 3,215,657 3,406,100 3,406,100 3,580,100 3,578,500
362.501 Rents & Leases 125,674 63,300 121,000 106,000 89,000
361.110 Investment Income 42,736 10,100 - 8,000 8,000
397.100 Operating Transfers In 40,000 205,000 200,000 - -
Other Miscellaneous Revenue 26,238 21,200 19,000 19,000 19,000
TOTAL OPERATING REVENUES 3,389,033$ 3,705,700$ 3,746,100$ 3,713,100$ 3,694,500$
OPERATING EXPENDITURES
524.000.10 Salaries & Wages 680,811 711,793 720,000 819,855 789,139
524.000.20 Benefits 264,177 444,389 430,000 452,466 466,027
524.000.30 Supplies 111,422 140,220 125,000 140,200 140,200
524.000.40 Services & Charges 1,823,269 1,839,560 1,939,560 1,407,700 1,384,750
535.000.55 Operating Transfers Out 732,926 698,700 698,700 1,028,070 695,510
590.100.05 Net Increase in Restricted Assets 72,292 - - - -
535.000.90 Interfund Payments for Service 155,657 161,400 161,400 227,900 248,600
TOTAL OPERATING EXPENDITURES 3,840,554$ 3,996,062$ 4,074,660$ 4,076,191$ 3,724,226$
REVENUES LESS EXPENDITURES (451,521)$ (290,362)$ (328,560)$ (363,091)$ (29,726)$
BEGINNING WORKING CAPITAL - January 1 1,767,017 1,315,496 1,315,496 986,936 623,845
ENDING WORKING CAPITAL - December 31 1,315,496 1,025,134 986,936 623,845 594,119
NET CHANGE IN WORKING CAPITAL (*)(451,521)$ (290,362)$ (328,560)$ (363,091)$ (29,726)$
(*) Working Capital = Current
Assets minus Current Liabilities
2021
Budget
2022
Budget
505 Facilities 2019
Actual
2020
Adjusted
Budget
2020
Estimate
Department Employees
505 Facilities FTEs 2018 2019 2020 2021 2022
Facilities FTEs*10.00 11.00 11.00 11.00 11.00
TOTAL FACILTIES FTEs 10.00 11.00 11.00 11.00 11.00
Full Time Equivalent (FTE)
1.0 FTE - The 2019/2020 Adopted Budget included an additional Custodian position that was added to the
Facilities Department.
*These FTEs are already included in the Administration Department's FTE totals.
135
2021-2022 Preliminary Budget Section IV: Operating Budget
MULTIMEDIA DEPARTMENT
Department Overview
Multimedia oversees the City’s media staff and programs, assists departments in public involvement
using the City’s information communication ranging from public access television programming and
websites to mail and print services. The division oversees the City’s communications, marketing and
public relations programs and directs the efforts of the public relations/media relations, including
acting in the role of City spokesperson.
Accomplishments and Objectives
Completed.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Ongoing - during late 2019 and
early 2020, we began the next
phase of this project, "I Am
Auburn" which captures the story
of our diversity of residents, as
well as a candid photo of them in
their daily life in the City. The
Auburn library was recruited to
help implement this effort and has
signed on as a partner.
Continue to incorporate the theme
of "Love Your City" into City
outreach and materials and work
to develop it into a recognized
initiative that the public engages
with and contributes to.
Increase cross-promotion across
social media platforms and
departments.
Increase use and cross-branding
of Talk Auburn to further engage
citizen feedback.
The new website software being
hosted off site will allow for
employees to access the intranet
outside of work hours allowing
them to work on benefit forms and
updating other information on their
own time.
Continue the "I Am Auburn" story
gathering process once social
distancing guidelines allow for in-
person encounters without masks.
Build on partnerships with other
groups to expand our reach and
ensure we are accurately
representing all segments of the
community. Build out these
stories on a page of the website
for the public to view.
Ongoing - a working plan was
created between Emergency
Management staff and the
communications team to
coordinate efforts when posting to
social media regarding events of
significance so that messaging
remains consistent. The Police
Department is also coordinating
messaging with the main City
social media platforms and email
coordination between Parks and
the communications team has
been put in place to ensure
consistent cross promotion.
Continue efforts to coordinate
messaging between departments
and ensure that public-facing
messaging has consistent tone
and content.
Efforts to use this platform have
not grown as hoped as new
communications tools have
emerged on the market and drawn
larger attention than this model.
136
2021-2022 Preliminary Budget Section IV: Operating Budget
Completed.
Completed.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Use website's RSS function to get
more videos out to Facebook after
featuring them on the homepage of
the website.
Update photo/video inventory of
City parks, trails and facilities for
use in marketing materials.
Complete transition and
organization of centralized City
photo library.
Continue to work to highlight the
vast amount of work that is done
on citizens' behalves while also
emphasizing how much is done
with public tax dollars.
Expand our efforts to reach
diversified groups in the City,
including increased use of multi-
lingual communications. Engage
with outside work groups, such as
the library to capitalize on
opportunities to share information
with minority populations. Engage
in additional educational
opportunities to help expand our
understanding of how we can
develop communications with a
race and equity lens.
Ongoing - this project is over 50%
complete, though locations slated
to be shot in the spring and
summer of 2020 were delayed due
to COVID-19.
Ongoing - promotional tools
including the Auburn Magazine
continue to allow us to illustrate
the wide variety and amount of
work managed by the City and tell
the story of what we have
accomplished on behalf of
residents in a engaging way.
Have also worked with Chief O'Neil
to promote a new blog series
"From the Desk of the Chief" that
addresses police specific
questions and concerns from the
public.
Continue to demonstrate the work
of the City to residents in new
ways, including reaching out to
residents through monthly social
media surveys to find out what
they would like to know more
about and addressing those
questions in our outreach. Further
expand on the use of Instagram as
a free tool to use visual storytelling
to engage residents and build
community pride.
137
2021-2022 Preliminary Budget Section IV: Operating Budget
PERFORMANCE MEASURES - MULTIMEDIA
Design & Printing Services
Design and print functions are utilized to produce a unified look while attractively and accurately
branding the City.Products are adapted to appeal to specific target audiences. Our process
entails multiple layers of services to include: design,file preparation, printing, mailing, etc.Also
included in print services is the management of the City mail,postage accounts, and shipping
services.The 2021/2022 goal amount is based upon a new tracking system that is scheduled for
launch in Q3-2020.
1,627 1,511 1,484
1,200
2,000 2,000
-
500
1,000
1,500
2,000
2,500
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Multimedia Work Orders
138
2021-2022 Preliminary Budget Section IV: Operating Budget
2021-2022 Working Capital Budget
518 518 518 518 518
OPERATING FUND:- - 568 568
OPERATING REVENUES
348.801 Interfund Multimedia Charges 1,059,500 1,168,100 1,168,100 1,210,200 1,229,800
369.920 Advertising Sales 785 - - - -
361.111 Investment Income 9,210 - - 2,800 2,800
TOTAL OPERATING REVENUES 1,069,496$ 1,168,100$ 1,168,100$ 1,213,000$ 1,232,600$
OPERATING EXPENDITURES
518.780.10 Salaries & Wages 347,663 343,024 305,000 360,129 371,330
518.780.20 Benefits 151,531 202,796 190,000 212,023 221,832
518.780.30 Supplies 40,956 36,150 36,150 36,150 36,150
518.780.40 Services & Charges 475,362 425,300 505,000 489,100 490,200
597.101.55 Operating Transfer Out 29,950 - - - -
518.780.90 Interfund Payments for Service 88,314 92,600 92,600 112,750 110,100
TOTAL OPERATING EXPENDITURES 1,133,776$ 1,099,870$ 1,128,750$ 1,210,152$ 1,229,612$
REVENUES LESS EXPENDITURES (64,280)$ 68,230$ 39,350$ 2,848$ 2,988$
BEGINNING WORKING CAPITAL - January 1 377,802 313,522 313,522 352,872 355,720
ENDING WORKING CAPITAL - December 31 313,522 381,752 352,872 355,720 358,708
NET CHANGE IN WORKING CAPITAL (*)(64,280)$ 68,230$ 39,350$ 2,848$ 2,988$
(*) Working Capital = Current
Assets minus Current Liabilities
2021
Budget
2022
Budget
518.00.518.780 Multimedia 2019
Actual
2020
Adjusted
Budget
2020
Estimate
Department Employees
518 Multimedia FTEs 2018 2019 2020 2021 2022
Multimedia FTEs*3.60 3.60 3.60 3.60 3.60
TOTAL IT FTEs 3.60 3.60 3.60 3.60 3.60
Full Time Equivalent (FTE)
*These FTEs are already included in the Administration Department's FTE totals.
139
140
F.T.E. = Full Time Equivalent
Director of Human Resources and
Risk Management
Candis Martinson
9 F.T.E.
Diversity, Equity and
Inclusion Program
Manager
Human Resources
Analysts (2)
Human Resources
Manager
Human Resources
Coordinator (2)
Assistant Director of
Human Resources
Human Resources
Assistant
141
142
2021-2022 Preliminary Budget Section IV: Operating Budget
HUMAN RESOURCES AND RISK MANAGEMENT DEPARTMENT
Mission Statement
To provide service and support that meets the needs of our customers by effectively planning and
responding to all human resources and risk management related activities using value-added tools,
processes, and services.
Department Overview
The Human Resources and Risk Management Department develops and administers personnel
policies, recruits applicants for employment, assists in selecting and hiring employees, makes
recommendations to the compensation package (including benefits), and negotiates and administers
labor agreements. The department also represents the City in administrative hearings, develops and
conducts management training programs, monitors compliance with applicable state and federal
laws and regulations, assists in the management of the Court by negotiating and monitoring the
Public Defense contract and acting as a liaison between the City administration and the King County
District Court, oversees risk management programs, and develops, implements, and ensures
compliance with the City’s safety program. The department also manages the Inclusive Auburn
Initiative for the City, with the goal to promote inclusion and create opportunities for full participation
for every employee, resident and business in the City of Auburn, working in conjunction with
departments across the City.
Accomplishments and Objectives
Manage the City's compensation
and benefits program, with focus
on contract negotiations and
managing benefits costs, without
sacrificing overall benefit package
quality.
Completed the contract
negotiations for these collective
bargaining agreements.
The City received the WellCity
Award in 2019, but unfortunately
did not meet the requirements in
2020.
Implemented a higher deductible
plan for 2020; added incentives to
support movement to the higher
deductible plan.
HR is projecting to complete the
processes for approximately 125
recruitments and promotions.
Negotiate Police Officer, Sergeant,
Commander, and Non-
Commissioned CBAs in the best
interests of the City and
employees.
Continue to develop the City’s
Wellness Program and receive the
WellCity Award, which will provide
a 2% reduction in healthcare
premiums.
Continue to explore healthcare
options with the best coverage for
employees while maintaining the
most reasonable cost.
Continue efforts to recruit and
retain qualified employees.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
143
2021-2022 Preliminary Budget Section IV: Operating Budget
Partner with King County District
Court on management of core
court contract, as well as
implementing Community Court;
renew the public defender contract
to include this court enhancement
while managing the increase in
conflict case assignment.
Invest in diversity and inclusion
initiatives in the City; specific to
HR a foc us on hiring/civil service
processes related to recruitment,
selection, onboarding and
retention.
Expand the City's training and
development program through
enhancement and c ustomization
of online and in-person training
courses for staff and supervisors.
Due to increase in conflict case
assignments, reviewing options to
control costs of these cases
moving from primary public
defense to conflict attorneys.
Developed a Citywide training and
development committee to solicit
recommendations for improvement
in training and development areas.
Conducted two (2) Citywide half
day management retreats for City
staff.
Implemented a community
advertised police officer candidate
open house with APD staff to help
diversify our applicant pool and aid
in candidate outreach and
success.
Continued the 12-month
onboarding process and enhanced
our program with the
implementation of the NeoGov
Onboard module in 2020.
Provide citywide training on critical
administrative policies and
procedures .
Develop and implement
supervisory and management
trainings for City staff.
Continue the Civil Service Diversity
Outreach program to further
support t he recruitment and
development of a diverse and
qualified pool of Police Officers.
Continue to provide a 12-month
onboarding process to emphasize
the Cit y's Core Values and Team
Auburn approach.
Successfully renegotiate a
successor agreement with the
Public Defender to extend the
current contract.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
144
2021-2022 Preliminary Budget Section IV: Operating Budget
Insurance Assessment
Historically,the City’s liability insurance premium has been around $1,000,000 annually. The City has
implemented a number of measures to assist in reducing a claim’s total incurred costs thus reducing the
City’s annual assessment. Over the last several years the City’s annual assessment has increased due to
claims exposure and overall cost of insurance.The goal during the next biennium (2021-2022)is to decrease
claims and stabilize our costs,with the hopes of bringing our assessment back down under $1,000,000
annually.
PERFORMANCE MEASURES - HUMAN RESOURCES AND RISK MANAGEMENT
DEPARTMENT
$845,505 $916,736 $973,939
$1,100,719 $1,100,000
$1,000,000
$-
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
$1,500,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Insurance Assessment
145
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
Department Employees
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
746,334 833,590 823,635 960,364 1,010,398
312,323 418,665 350,000 424,618 441,520
Supplies 5,031 19,300 8,000 9,300 9,300
3,172,155 3,266,360 3,251,360 3,310,260 3,312,560
- - - - -
275,374 303,900 296,310 323,250 340,350
$ 4,511,218 $ 4,841,815 $ 4,729,305 $ 5,027,792 $ 5,114,128
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.13 Human Resources
Expenditures
001 Human Resources FTEs 2018 2019 2020 2021 2022
Human Resources FTEs 8.00 8.00 9.00 9.00 9.00
TOTAL HUMAN RESOURCES FTE 8.00 8.00 9.00 9.00 9.00
Full Time Equivalent (FTE)
1.0 - Effective in BA#7, 2020 - the Economic Development Coordinator position was reclassed to a Diversity,
Equity and Inclusion Program Manager position which reports to Human Resources.
146
2021-2022 Preliminary Budget Section IV: Operating Budget
t
WORKERS’ COMPENSATION FUND
Mission Statement
This fund provides time loss and medical benefits for employees who are affected by an
occupational injury or illness, offers risk management services, and provides quality benefits and
stabilizes rates both to the City and the employee in an efficient and timely manner.
Department Overview
The Workers’ Compensation Fund is part of the Risk Management Division, which administers four
major insurance programs: civil liability, workers’ compensation, auto, and property coverage. This
division provides risk identification, loss analysis, loss control recommendations, and risk financing.
The division also administers several citywide training and employee development programs.
Accomplishments and Objectives
Continue to fund rates based upon
an actuarial review and analysis
that maintains the fund reserve to
allow the City to stabilize future
rates consistent with inflationary
measures.
Continue to provide Workers'
Compensation benefits to
employees for new and existing
claims.
Continue to fund rates based upon
an actuarial review and analysis
that maintains the fund reserve to
allow the City to stabilize future
rates consistent with inflationary
measures.
Continue to provide Workers’
Compensation benefits to
employees for new and existing
claims.
Worker's Compensation claims
have trended down for the 2019-
2020 period due to Citywide safety
programs and recognition.
Funded rates based upon an
actuarial review and analysis that
maintained the fund reserve to
allow the City to stabilize future
rates consistent with inflationary
measures.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
147
2021-2022 Preliminary Budget Section IV: Operating Budget
t
L&I Claims
Labor and Industries (L&I)workers’compensation claims cost the City hundreds of thousands of dollars a
year. The City has transitioned from the state fund to self-insurance for workers'compensation. The City has
taken aggressive steps toward minimizing injuries and returning injured workers back to work as quickly as
possible. The City's Safety Committee reviews all accidents and reviews management's recommendations for
future prevention.
PERFORMANCE MEASURES - WORKERS' COMPENSATION FUND
54 56
46 45
40 40
0
10
20
30
40
50
60
70
80
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Labor & Industries Claims
148
2021-2022 Preliminary Budget Section IV: Operating Budget
t
2021-2022 Working Capital Budget
503 503 503 503 503
OPERATING FUND:
OPERATING REVENUES
369.720 L&I Contributions - EE 49,314 47,500 47,500 47,500 47,500
369.730 L&I Contributions - ER 1,029,379 1,103,000 975,000 1,056,900 1,060,800
398.100 Insurance Recoveries 4,777 50,000 10,000 15,000 15,000
361.110 Investment Income 54,612 26,600 - 20,000 21,600
388-399 Other Revenue (5,720) - - - -
TOTAL OPERATING REVENUES 1,132,361$ 1,227,100$ 1,032,500$ 1,139,400$ 1,144,900$
OPERATING EXPENDITURES
580.100.10 Salaries & Wages - - - - -
580.100.20 Benefits 36,494 250,000 100,000 250,000 250,000
580.100.30 Supplies - - - - -
580.100.40 Services & Charges 260,648 455,315 300,000 461,100 466,900
580.100.50 Operating Transfer Out - - - 6,000 -
590.100.05 Net Increase in Restricted Assets 6,904 - - - -
535.000.90 Interfund Payments for Service 115,796 128,100 128,100 159,700 167,100
TOTAL OPERATING EXPENDITURES 419,843$ 833,415$ 528,100$ 876,800$ 884,000$
REVENUES LESS EXPENDITURES 712,519$ 393,685$ 504,400$ 262,600$ 260,900$
BEGINNING WORKING CAPITAL - January 1 1,165,108 1,877,627 1,877,627 2,382,027 2,644,627
ENDING WORKING CAPITAL - December 31 1,877,627 2,271,312 2,382,027 2,644,627 2,905,527
NET CHANGE IN WORKING CAPITAL (*)712,519$ 393,685$ 504,400$ 262,600$ 260,900$
(*) Working Capital = Current
Assets minus Current Liabilities
2021
Budget
2022
Budget
503 Workers' Compensation 2019
Actual
2020
Adjusted
Budget
2020
Estimate
149
150
F.T.E. = Full Time Equivalent
Financial
Planning
Manager
Financial
Analyst (3)
Senior Utility
Billing
Account
Specialist
Payroll
Specialist (2)
Accounting
Specialist
A/P and A/R
Assistant
Finance
Director
Accounting and
Financial Reporting
Manager I
Solid Waste
Customer
Care
Specialist
Utility Billing
Account
Representative
(3)
Utility Billing &
Solid Waste
Services
Supervisor
Utility Billing
Account
Specialist
Accounting and
Financial Reporting
Manager II
Finance Director
Jamie Thomas
25 F.T.E.
Administrative
Assistant
Utility Billing
Services
Manager
Accounting
Specialist A/P
and A/R (2)
Accountant
Utility Billing and
AMI Supervisor
B&O Tax
Specialist
151
152
2021-2022 Preliminary Budget Section IV: Operating Budget
FINANCE DEPARTMENT
Mission Statement
The Finance Department is dedicated to providing outstanding customer service to meet the needs
of citizens and City departments by providing timely and accurate financial information, safeguarding
financial assets, and performing our duties ethically and with the greatest integrity.
Department Overview
Major responsibilities include: financial and budgetary policy development, long-term financing and
cash management, the functions of utility billing and customer service, payroll, purchasing, and
accounts payable and receivable. The department prepares a comprehensive annual financial report
and a biennial budget document. Other duties include providing analytical support, accounting and
budgeting advice to departments, overseeing the six-year Capital Facility Plan (CFP), and overseeing
the Solid Waste services contract.
Accomplishments and Objectives
Hired an external consultant to
help evaluate alternative strategies
to addres s fiscal sustainability and
provide estimated impacts of each
option.
Work with Council to develop a
financial plan for the short- to
intermediate term as well as a
comprehensive long-term financial
sustainability policy.
Implement new Sensus Customer
Portal so customers can access
their meter information at their
convenience. Provide training for
residents and businesses.
Implement a new 10-year solid
waste contract effective October
2021. This includes changing to
hauler customer service and the
hauler as the billing-agent for the
City. This will bring the entire City
under one solid waste contract.
Continue to improve and
streamline budget development
proces s and enhance budget
document to make it more
readable and useful.
Implement new automated meter
reading software to provide
enhanced information and
reporting for better service for
utility customers. Conversion and
training for Sensus Analytics
software.
Execute a contract extension with
the current solid waste disposal
provider through 2021, issue a
request for proposal, and select a
vendor to begin providing contract
solid waste services in 2021. This
will bring the entire City under one
contract.
Implementing a new approach to
position control, multi-year capital
budgeting, and ot her
enhancements with the adoption
of the 2019-2020 budget. Include
new "Budget-in-Brief" with
statistics and other information.
Converted to Sensus Analytics
software and trained staff.
Currently using the meter reading
software for all meter reading
reports.
Executed a contract extension
with the current provider through
2021, and is s ued a request for
proposal in December 2019.
Currently evaluating proposals and
will select a vendor to begin
providing contract solid waste
services in October 2021.
Implemented new approach to
position control, multi-year capital
budgeting, and other
enhancements with the adoption
of the 2019-2020 budget including
a new "Budget-in-Brief" section.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
153
2021-2022 Preliminary Budget Section IV: Operating Budget
In coordination with IT and the City
Clerk, continue to find and
implement electronic records
management solutions for
Accounts Payable, Accounts
Receivable, and Payroll.
Ensure all employees become
engaged in the City-wide equity
and inclus ion efforts. Identify and
remove barriers within Finance
that perpetuate systemic racism.
Expand electronic archiving to
Accounts Payable and cash
receipting transactions.
Reviewed a few software vendors
features and determined these are
limited and offer little benefit for
the effort required.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
154
2021-2022 Preliminary Budget Section IV: Operating Budget
In an effort to improve customer service and streamline operations, the Finance Department implemented a 24-hour, online utility bill
payment solution and interactive voice response (IVR)phone payment option.As evidenced in the graph below, the adoption rate of
these services has continued to grow each year as more customers are utilizing web based services.
Utility accounts receivable over 90 days as a percent of utility revenue is an important financial indicator because it demonstrates the
City's ability to efficiently collect its utility billing receivables. These percentages show the improved turnover ratio due to the
implementation of a new collection policy and process.We expect the percent to increase in 2020,since we are prohibited from
conducting our normal collections process due to the COVID-19 pandemic.
This statistic is used to track the productivity of the accounts payable department, and to ensure staffing is at proper levels to meet
the City's ongoing legal disbursement commitments.In 2013, the City implemented a Purchasing Card (PCard)program in an effort
to provide convenience for its buyers and to reduce processing costs.As an added benefit, the City receives quarterly rebates on
total purchases that are made through the program. The success of the program is evidenced by the chart below which shows the
increase in invoices that are now being processed by PCards.
Utility Billing Online Payments
PERFORMANCE MEASURES - FINANCE DEPARTMENT
Utilities Accounts Receivable Over 90 Days as a Percent of Utility Revenue
Total Invoices Processed
99,085
110,488 118,325 125,160 130,960 135,960
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Utility Billing Online Payments
0.61%
0.53%
0.46%0.50%0.50%0.50%
0.00%
0.25%
0.50%
0.75%
1.00%
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Accounts Receivable Over 90 Days
(as Percent of Utility Revenues)
22,360 22,797 22,297
16,000
20,000
22,300
15,600 16,127 15,986
11,000
14,000
16,000
-
5,000
10,000
15,000
20,000
25,000
30,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Invoices Processed
Total Invoices Processed Pcard Invoices
155
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
Department Employees
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
2,007,562 2,064,953 1,896,500 2,305,330 2,399,842
933,647 1,066,500 895,800 1,085,732 1,131,971
Supplies 10,665 12,500 12,500 18,200 13,200
209,337 184,925 184,925 215,600 223,300
- - - - -
179,082 189,300 182,818 208,750 209,300
$3,340,293 $3,518,178 $3,172,543 $3,833,612 $3,977,613
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.14 Finance
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
001 Finance FTEs 2018 2019 2020 2021 2022
Finance FTEs 24.00 24.00 24.00 25.00 25.00
TOTAL FINANCE FTEs 24.00 24.00 24.00 25.00 25.00
Full Time Equivalent (FTE)
1.0 FTE - Per the 2021-2022 Budget, this includes 1.0 FTE added in 2021 to the Finance Department
for a B&O Tax Specialist who will administer the B&O Tax Program.
156
2021-2022 Preliminary Budget Section IV: Operating Budget
NON-DEPARTMENTAL
Department Overview
Non-Departmental accounts are used to reflect the General Fund’s ending fund balance, prior year
adjustments, the transfer of money between funds, and one-time transactions. Estimated costs for the
General Fund portion of retiring employees are budgeted in this department as are Law Enforcement Officer
and Fire Fighter (LEOFF 1) other post-employment benefit (OPEB) requirements and long-term debt
payments.
During the course of the year, anticipated expenditures will be transferred from the beginning fund balance
while revenues will be added. The ending fund balance reflects the target figure for the ending balance.
Since the budget will be adopted before the actual current-year ending figure is known, the amount has
been estimated.
Accomplishments and Objectives
Continue to fund Law Enforcement
Officer and Fire Fighter (LEOFF 1)
retiree medical and long-term care
expenditures.
Funded Law Enforcement Officer
and Fire Fighter (LEOFF 1) retiree
medic al and long-term care
expenditures.
Continue to fund Law Enforcement
Officer and Fire Fighter (LEOFF 1)
retiree medical and long-term care
expenditures.
Continue to fund retirement
payouts.
Funded retirement payouts.Continue to fund retirement
payouts.
Continue to provide funding for
general Citywide services.
Provided funding for general
Citywide services.
Continue to provide funding for
general Citywide services.
Continue to fund the City's share
of the Auburn Valley Humane
Societ y (AVHS) operations and
the Pet Licensing Program.
Funded the City's share of the
Auburn Valley Humane Society
(AVHS) operations and the Pet
Licensing Program.
Continue to fund the City's share
of the Auburn Valley Humane
Societ y (AVHS) operations and
the Pet Licensing Program.
Fund debt payments for the Golf
Course and Cemetery.
Funded debt payments for the Golf
Course and Cemetery.
Fund debt payments for the Golf
Course and Cemetery.
Provide funds for Citywide program
improvements.
Provided funds for Citywide program
improvements.
Provide funds for Citywide program
improvements.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
157
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
323,902 1,652,750 300,000 79,260 291,990
483,230 1,576,500 550,000 1,312,810 1,353,530
Supplies - - - - -
646,722 1,834,950 850,000 1,474,800 1,415,200
Operating Transfers Out 491,490 476,133 449,533 441,300 371,300
- - - - -
- - - - -
- - - - -
- - - 6,900 7,500
Designated Ending Fund Balance 593,625 593,625 593,625 593,625 593,625
Undesignated Ending Fund Balance 23,047,535 14,165,177 19,354,527 9,931,160 6,264,394
$25,586,505 $20,299,135 $22,097,685 $13,839,855 $10,297,539
234 #REF!
Expenditures
001.98 Non Departmental
Debt Service Principal
Debt Service Interest
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
158
2021-2022 Preliminary Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Finance Department is responsible for the budget in the following special
revenue funds:
• Fund 122 - The Cumulative Reserve Fund accumulates excess reserves for counter-cyclical
purposes (“rainy day”) and capital purposes.
• Fund 124 - Mitigation Fees Fund accounts for fees paid by developers toward the cost of future
improvements to City infrastructure, which are required to provide for additional demands
generated by new development.
CUMULATIVE RESERVE FUND
Accomplishments and Objectives
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to collect, monitor and
distribute legally restricted revenue
sources.
Maintain Cumulative Reserve Fund
to provide stability during
economic downturns and for
capital purposes.
Provide partial funding for the
Downtown Arts and Culture Center
renovation.
Provide funding to the Cemetery
and the General Fund for cash
flow needs.
Provided funding to the General
Fund for cash flow needs.
Provided partial funding for the
Downtown Arts and Culture Center
renovation.
Maintained Cumulative Reserve
Fund to provide stability during
economic downturns and for
capital purposes.
Collected, monitored and
distributed legally restricted
revenue sources.
Continue to collect, monitor and
distribute legally restricted revenue
sources.
Maintain Cumulative Reserve Fund
to provide stability during
economic downturns and for
capital purposes.
Provide funding to the General
Fund for cash flow needs, as
needed.
159
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
10,158,066 10,425,515 10,425,515 6,383,315 6,484,315
267,449 85,800 - 101,000 80,000
- - - - -
$ 10,425,515 $10,511,315 $10,425,515 $6,484,315 $6,564,315
- 4,142,200 4,042,200 - 1,950,000
10,425,515 6,369,115 6,383,315 6,484,315 4,614,315
$ 10,425,515 $10,511,315 $10,425,515 $6,484,315 $6,564,315
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
To Fund 436 - Cash Flow Needs - 100,000 - - -
To Fund 328 - Arts & Culture Center - 42,200 42,200 - -
To Gen Fund - Cash Flow Needs - 4,000,000 4,000,000 - 1,950,000
$ - $ 4,142,200 $ 4,042,200 $ - $1,950,000
Ending Fund Balance
Total Expenditures
Transfers Out Summary*
Total Transfers Out
Operating Transfers Out*
Beginning Fund Balance
122 Cumulative Reserve
Revenues
Expenditures
Investment Income
Operating Transfers In
Total Revenues
160
2021-2022 Preliminary Budget Section IV: Operating Budget
MITIGATION FEES FUND
Accomplishments and Objectives
Administer use of mitigation fees
to provide for City infrastructure
improvements.
Provide funding for major Parks
projects such as the Auburn Arts
and Culture Center, Les Gove
Park Improvements and the 104th
Avenue Park Development.
Administer use of mitigation fees
to provide for City infrastructure
improvements.
Administered use of mitigation
fees to provide for City
infrastructure improvements.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Provide funding for major Parks
projects such as the Jacobsen
Tree Farm Development, Auburn
A rts and Culture Center, 104th
Avenue Park Development, and
West Hill Park Acquisition.
Provided funding for the
completion of the Les Gove Park
Improvement project. Continued
funding for the Auburn Arts and
Culture Center and the 104th
Avenue Park Development.
161
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
11,815,196 14,019,836 14,019,836 12,331,910 9,278,390
Beginning Fund Balance - Undesignated 66,585 84,252 84,252 88,652 94,252
210,833 100,000 100,000 148,300 153,400
2,418,353 800,000 700,000 818,000 818,000
16,114 2,000 4,400 5,600 7,200
1,353 - - - -
112,000 200,000 200,000 158,500 127,800
Investment Income 283,260 204,700 - 87,160 55,500
398,528 - - - -
$ 15,322,222 $ 15,410,788 $ 15,108,488 $ 13,638,122 $ 10,534,542
Professional Services - 75,000 - 119,200 543,700
1,218,135 5,378,922 2,687,926 4,146,280 5,307,750
14,019,836 9,870,614 12,331,910 9,278,390 4,581,640
84,252 86,252 88,652 94,252 101,452
$ 15,322,222 $ 15,410,788 $ 15,108,488 $ 13,638,122 $ 10,534,542
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
To Fund 102 - Impact Fees 598,003 2,947,194 1,720,465 2,098,150 2,671,200
To Fund 105 - Impact Fees - 5,000 - 100,000 -
To Fund 102 - Fees In Lieu of Services 100,000 - - - -
To Fund 321 - Park Impact Fees 512,890 1,111,669 417,879 950,800 2,631,550
To Fund 321 - Park Mitigation Fees - 300,000 - - -
To Fund 328 - Traffic Impact Fees - - 544,582 960,730 -
To Fund 328 - Parks Impact Fees 7,242 1,010,059 - - -
To Fund 328 - Wetland Mitigation Fees - 5,000 5,000 36,600 5,000
$ 1,218,135 $ 5,378,922 $ 2,687,926 $ 4,146,280 $ 5,307,750
Ending Fund Balance - Undesignated
Total Expenditures
Transfers Out Summary*
Total Transfers Out
Operating Transfers Out*
Expenditures
Transfers In
Total Revenues
Beginning Fund Balance - Designated
Fire Impact Fees
Transportation Impact Fees
School Impact Admin Fees
Ending Fund Balance - Designated
124 Mitigation Fees
Revenues
Traffic Mitigation Fees
Parks Impact Fees
162
2021-2022 Preliminary Budget Section IV: Operating Budget
DEBT SERVICE FUNDS
Debt Service funds account for the payment of outstanding long-term general obligations of the City.
The City has six debt service Funds: the City Hall Annex Bond Fund, the Local Revitalization Bond
Fund, the SCORE (South Correctional Entity) Debt Service Fund, the Local Improvement District
(LID) Guarantee Fund, the Local Improvement District (LID) 350 Fund, and the Golf/Cemetery
Refunding Debt Service Fund. The City’s LID Guarantee Funds are used as a source for
guaranteeing the redemption and payment of outstanding LID bonds and interest. Its purpose is to
provide adequate security in order to maintain top credit ratings by bond rating agencies such as
Moody’s Investors Service.
Accomplishments and Objectives
Make timely payment of principal
and interest on outstanding debt
issues.
Made timely payment of principal
and interest on outstanding debt
issues.
Make timely payment of principal
and interest on outstanding debt
issues.
Continue accounting for existing
LID funds including closing out
funds for completed LIDs.
Continued accounting for existing
LID funds including closing out
funds for completed LIDs.
Continue accounting for existing
LID funds including closing out
funds for completed LIDs.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
163
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
0 4,489 4,489 4,489 4,489
- - - - -
353,437 341,000 341,000 332,100 321,300
1,315,900 1,317,400 1,317,400 1,313,200 1,316,000
$ 1,669,337 $ 1,662,889 $ 1,662,889 $ 1,649,789 $ 1,641,789
590,000 610,000 610,000 625,000 650,000
1,074,848 1,048,400 1,048,400 1,020,300 987,300
4,489 4,489 4,489 4,489 4,489
$ 1,669,337 $ 1,662,889 $ 1,662,889 $ 1,649,789 $ 1,641,789
Ending Fund Balance
Total Expenditures
Beginning Fund Balance
230 City Hall Annex
. 2010 A&B Bond Debt
Revenues
Debt Service Interest
Expenditures
Debt Service Principal
Investment Income
BAB Subsidy
Operating Transfers In
Total Revenues
164
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
14,832 33,593 33,593 33,593 33,863
254,494 250,000 250,000 250,000 250,000
2,130 - - 270 270
110,068 104,000 104,000 98,800 93,400
231,800 220,600 220,600 225,000 223,700
$ 613,325 $ 608,193 $ 608,193 $ 607,663 $ 601,233
245,000 255,000 255,000 270,000 280,000
334,732 319,600 319,600 303,800 287,100
33,593 33,593 33,593 33,863 34,133
$ 613,325 $ 608,193 $ 608,193 $ 607,663 $ 601,233
Ending Fund Balance
Total Expenditures
Debt Service Principal
Debt Service Interest
Expenditures
Investment Income
BAB Subsidy
Operating Transfers In
Total Revenues
Beginning Fund Balance
LRF Sales Tax Credit
231 Local Revitalization
. 2010 C&D Bond Debt
Revenues
165
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
- - - - -
- 440,400 - 427,200 412,600
- 109,928 - 61,560 62,560
- 1,566,672 - 877,340 891,540
- - - - -
$ - $ 2,117,000 $ - $ 1,366,100 $ 1,366,700
- 764,200 - 642,900 669,200
- 1,352,800 - 723,200 697,500
- - - - -
$ - $ 2,117,000 $ - $ 1,366,100 $ 1,366,700
238 SCORE 2009 A&B
Bond Debt
Revenues
Expenditures
Debt Service Principal
Debt Service Interest
Beginning Fund Balance
SCORE Contract Cities Revenue
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
BAB Subsidy
Interlocal Grants - Host City
166
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
1,633 1,669 1,669 1,669 1,679
37 40 - 10 10
- - - - -
$ 1,669 $ 1,709 $ 1,669 $ 1,679 $ 1,689
- - - - -
1,669 1,709 1,669 1,679 1,689
$ 1,669 $ 1,709 $ 1,669 $ 1,679 $ 1,689
Ending Fund Balance
Total Expenditures
Beginning Fund Balance
249 LID Guarantee
Revenues
Expenditures
Operating Transfers Out
Investment Income
Operating Transfer In
Total Revenues
167
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
3,753 248 248 403 1,363
52 100 - 10 10
2,807 - 121 590 -
881 - 34 360 -
$ 7,493 $ 348 $ 403 $ 1,363 $ 1,373
6,901 - - - -
345 - - - -
248 348 403 1,363 1,373
$ 7,493 $ 348 $ 403 $ 1,363 $ 1,373
Ending Fund Balance
Total Expenditures
Beginning Fund Balance
275 LID #350
Revenues
Special Assessment Interest
Special Assessment Principal
Expenditures
Investment Income
Special Assessment Principal
Special Assessment Interest & Penalties
Total Revenues
168
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
20 - - - -
0 - - - -
373,945 376,000 376,000 371,000 371,300
$ 373,965 $ 376,000 $ 376,000 $ 371,000 $ 371,300
333,866 341,300 341,300 341,900 347,700
40,099 34,700 34,700 29,100 23,600
- - - - -
$ 373,965 $ 376,000 $ 376,000 $ 371,000 $ 371,300
Ending Fund Balance
Total Expenditures
Debt Service Principal
Debt Service Interest
Beginning Fund Balance
Investment Income
Operating Transfer In
Total Revenues
276 Golf/Cemetery
Refunding Debt Service
Revenues
Expenditures
169
2021-2022 Preliminary Budget Section IV: Operating Budget
CAPITAL IMPROVEMENT FUND
The Capital Improvement Fund (Fund 328) manages the proceeds of grants, real estate excise tax
(REET), and transfers from other funds. All funds are used for capital projects or major equipment
purchases. The Finance Department is responsible for the budget in this capital fund.
Accomplishments and Objectives
Continue REET 2 funding for
annual transportation and sidewalk
improvement programs.
Complete construction of the
104th Avenue Park development.
Continue REET 2 funding for Golf
Course fairway drainage
improvement projects.
Continue REET 2 funding for the
annual public art allocation.
Continue to fund the Save Our
Streets program from REET,
replac ing sales tax on
construction.
Fund the street light LED retrofit
project from REET 2.
Fund the roof replacements at the
City Hall building, the Justice
Center building and the Auburn
Arts and Culture Center building.
Provided funding for transportation
and sidewalk improvement programs,
and facility improvements.
Completed Master Plan and
complete design phase in 2020.
Funded the 2019 & 2020 Golf Course
fairway drainage improvement
projec ts with REET 2.
Provided funding for roof
replacements at City Hall, and the
Auburn Arts and Culture Center
building.
Provide funding for transportation
and sidewalk improvement
programs , and facility
improvements.
Complete Master Plan and
construct park improvements at
104th Avenue Park.
Fund the Save Our Streets
program from REET, replacing
sales tax on construction.
Fund the Golf Course fairway
drainage improvement project with
REET 2.
Fund the annual public art
allocation from REET 2.
Provided funding for the Save our
Streets program in Fund 103 from
REET, replacing sales tax on
construction.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Provide REET 1 funding for the
Game Farm Park Improvement
and Community Center parking lot
Improvement projects.
Funded completion of the Crow with
Fries sculpture at Les Gove Park
with RE ET 2.
Replace HVAC equipment at City
Hall funded by REET 1. Replace
HVAC equipment at the Senior
Center, Mountain View Cemetery,
Arts & Culture Center,
Maintenance & Operations
building and the Auburn Avenue
Theater - funded by the Facilities
fund.
Provide funding for the Lea Hill
Safe Routes to Schools project
from REET 2.
Provide funding to complete the
street light LED retrofit project
from REET 2.
Complete phase 1 of the Auburn
Arts & Culture Center building
renovation.
Provided funding for the street light
LED retrofit project from REET 2.
170
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
Assigned Fund Balance - Streets 1,488,521 883,992 883,992 70,972 70,972
11,837,144 12,919,775 12,919,775 7,634,872 3,966,332
2,467,374 1,200,000 1,200,000 950,000 1,100,000
2,467,374 1,200,000 1,200,000 950,000 1,100,000
717,642 2,005,957 1,041,798 712,010 780,000
8,679 - 32,160 232,470 -
297,347 110,200 - 50,900 37,400
6,901 350,000 350,000 - 50,000
203,413 1,097,259 631,782 1,368,800 42,510
$ 19,494,394 $ 19,767,183 $18,259,507 $11,970,024 $ 7,147,214
71,984 178,016 178,016 - -
- 5,000 5,000 36,600 5,000
Facilites Projects 52,976 143,600 40,000 1,102,310 37,510
250,604 2,575,716 1,260,250 1,878,200 30,000
38,000 123,843 123,843 - -
1,533,176 3,376,236 3,099,184 554,010 1,205,000
700,900 1,510,750 1,510,750 1,906,600 658,000
Operating Transfers Out -REET 1 to F102 & F105 - 2,223,000 2,223,000 - -
Operating Transfers Out -REET 1 to F103 - - - 1,500,000 750,000
660,328 250,600 250,600 255,000 253,700
1,750,000 1,750,000 1,050,000 700,000 750,000
Operating Transfers Out - Other 632,659 813,020 813,020 - -
Assigned Fund Balance - Streets 883,992 82,572 70,972 70,972 70,972
12,919,775 6,734,830 7,634,872 3,966,332 3,387,032
$ 19,494,394 $ 19,767,183 $18,259,507 $11,970,024 $ 7,147,214
328 Capital Improvements
Revenues
Ending Fund Balance
Total Expenditures
Contributions & Donations
Operating Transfer In
Total Revenues
Beginning Fund Balance
REET 1
REET 2
Grants
Investment Income
Charges for Services
Operating Transfers Out - REET 2
Expenditures
Operating Transfers Out - REET 1
Public Works Projects
Transportation Projects - REET 2
Facility Needs Study & Master Plan
City Wetland Mitigation
Parks Projects
Operating Transfers Out - REET 2 to F103
171
2021-2022 Preliminary Budget Section IV: Operating Budget
t
LOCAL REVITALIZATION FUND
The Local Revitalization Fund (Fund 330) accounts for projects within the designated local
revitalization boundary. Funding was established by Senate Bill 5045, which designated the City of
Auburn as a demonstration project. Through the state, local revitalization funding provides the City
with $250,000 annually for 25 years – from 2010 to 2035 – to construct infrastructure projects within
the designated revitalization boundary. The financing is a credit against the state’s portion of
sales/use tax. The goal of local revitalization funding is to stimulate economic growth and future
development through the infrastructure improvements.
Accomplishments and Objectives
Complete the construction phase
of the Parking Lot Reconfiguration
projec t .
Complete improvements to City
owned parking lots within the
downtown area.
Secure funding and complete the
Auburn Arts and Culture Center
Alley way Project based on Livable
Cities Year project.
City owned parking lot
improvements within the downtown
area are anticipated to be
completed in 2020.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Complete the construction phase
of the Parking Lot Reconfiguration
projec t .
Completion of construction phase
is delayed until the Heritage
Building is addressed.
The Auburn Arts and Culture
Center Alleyway project is planned
to be completed in 2020.
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
381,988 379,739 379,739 244,000 -
8,489 - 1,870 1,000 -
- - - - -
$ 390,477 $ 379,739 $ 381,609 $ 245,000 $ -
522 - - - -
169 - - - -
10,047 379,739 137,609 245,000 -
379,739 - 244,000 - -
$ 390,477 $ 379,739 $ 381,609 $ 245,000 $ -
Ending Fund Balance
Total Expenditures
Personnel Benefits
Capital Outlay
Expenditures
Salaries & Wages
Contributions & Donations
Total Revenues
Beginning Fund Balance
Investment Income
330 Local
Revitalization
Revenues
172
2021-2022 Preliminary Budget Section IV: Operating Budget
t
SOLID WASTE UTILITY DIVISION
Mission Statement
The Solid Waste Division provides environmentally sound and safe disposal of solid and hazardous
waste and provides waste reduction and recycling opportunities to increase public awareness within
the City of Auburn.
Department Overview
The City currently contracts with Waste Management for solid waste collection, with City staff
responsible for overall management, customer service, and billings. The City also has a franchise
agreement with Republic Services in the annexed areas of Lea Hill and West Hill. The City is
currently reviewing proposals to consolidate solid waste collection and other services with a single
contractor and expects to have a new contract in place by October 2020 (with an effective date of
October 2021). The City contracts with King County for disposal of solid waste materials. The Solid
Waste Utility Division encourages community participation in Auburn’s solid waste programs by
proactively managing and monitoring the daily activities of the solid waste contractors; continually
assessing the regulatory and political climate pertaining to solid and hazardous waste collection and
disposal, recycling and waste prevention; and reviewing the adequacy of our annual level of service
to meet community needs.
Accomplishments and Objectives
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Create an outreach campaign to
reduce illegal dumping in
conjunction with other City
departments.
Create a City Facility recycling
collection program in conjunction
with other City departments for
batteries, other small hazardous
waste materials, and office
equipment.
Increase the residential recycling
and compostables diversion rate
over 51%.
Increase the total City recycling
and compostables diversion rate
to 30% (excluding private vendor
recycling and composting
services).
The residential recycling and
compostables diversion rate for
2018 was 52.5% and 53.5% for
2019.
As of May 2020, the total City
recycling and compostables
diversion rate is approximately
30% (excluding private vendor
recycling and composting
services).
In research phase for creating an
outreach campaign to reduce
illegal dumping in conjunction with
other City departments.
In research phase for creating a
City Facility recycling collection
program in conjunction with other
City departments for batteries,
other small hazardous waste
materials, and office equipment.
Maintain the residential recycling
and compostables diversion rate
over 52%.
Maintain the total City recycling
and compostables diversion rate
at or above 30% (excluding private
vendor recycling and composting
services).
Work with other City departments
and possibly neighboring
jurisdictions to create an outreach
campaign to reduce illegal
dumping/litter.
Work with other City departments
to develop a recycling collection
program for batteries, office
equipment, and other items as
needed.
173
2021-2022 Preliminary Budget Section IV: Operating Budget
t
PERFORMANCE MEASURES - SOLID WASTE FUND
The City of Auburn garbage tonnage had been increasing due to new construction and a strong
economy. However, the recent COVID-19 pandemic caused a sharp decline in the economy. The 2020
tonnage is trending lower than previous years and we anticipate a slow recovery in tonnage. The totals
include East Lea Hill and West Hill annexation areas.
The City of Auburn recycling and yard waste tonnage declined from 2017 to 2018, but the tonnage is
trending upward again.We should see recycle tonnage hold steady due to increased efforts to reduce
contamination.Yard waste tonnage should increase slowly as new housing developments continue to
be built. The totals include the East Lea Hill and West Hill annexation areas.
Auburn residents diverted approximately 49% of their waste from the landfill in 2019. The City
anticipates residential diversion will stay steady, which is in line with King County estimates.We are
seeing mixed results of COVID-19 on residential diversion rates.As of May 2020, the Waste
Management residential customer diversion rate is increasing while the Republic Services residential
customer diversion rate is decreasing. The totals include the East Lea Hill and West Hill annexation
areas.
Tons of Residential & Commercial Garbage Collected
Tons of Recycling & Yard Waste Collected
Residential Diversion Rate
46,087 49,059 48,580
44,634 45,000 46,000
-
10,000
20,000
30,000
40,000
50,000
60,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Tons of Garbage Collected
19,496 19,105 19,301 19,470 19,500 19,600
-
5,000
10,000
15,000
20,000
25,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Tons of Recycling & Yard Waste Collected
51.0%48.8%48.8%51.0%51.0%51.0%
0%
25%
50%
75%
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Residential Diversion Rate
174
2021-2022 Preliminary Budget Section IV: Operating Budget
t
2021-2022 Working Capital Budget
OPERATING FUND:- - 464 464
OPERATING REVENUES
343.750/751 Garbage Service 12,986,706 13,194,100 13,194,100 13,656,900 15,115,500
343.752 Yard Waste 1,237,318 1,239,100 1,181,900 1,350,800 1,614,600
343.780/790 Excise Tax & Utility Tax 1,128,822 1,125,400 1,032,200 1,162,200 1,295,300
343.770 Household Hazardous Waste 394,782 399,900 400,000 400,000 400,000
343.760 Late Penalties 99,460 110,000 39,900 100,000 100,000
361.110 Investment Income 106,106 42,400 - 45,600 44,200
334 & 337 Grants 74,599 88,600 55,000 60,000 60,000
369-399 Miscellaneous Revenue (27,394) - - - -
TOTAL OPERATING REVENUES 16,000,399$ 16,199,500$ 15,903,100$ 16,775,500$ 18,629,600$
OPERATING EXPENDITURES
537.000.10 Salaries & Wages - - - - -
537.000.20 Benefits (68,984) - - - -
537.000.30 Supplies 6,801 53,400 18,000 48,200 48,200
537.000.40 Services & Charges 15,127,670 15,984,975 15,403,000 16,270,530 18,016,480
537.000.50 Operating Transfer Out 10,797 22,877 22,877 - -
590.100.05 Net Increase in Restricted Assets 37,388 - - - -
535.000.90 Interfund Payments for Service 597,815 642,300 642,300 632,100 655,000
TOTAL OPERATING EXPENDITURES 15,711,487$ 16,703,552$ 16,086,177$ 16,950,830$ 18,719,680$
REVENUES LESS EXPENDITURES 288,912$ (504,052)$ (183,077)$ (175,330)$ (90,080)$
BEGINNING WORKING CAPITAL - January 1 5,647,783 5,936,695 5,936,695 5,753,618 5,578,288
ENDING WORKING CAPITAL - December 31 5,936,695 5,432,643 5,753,618 5,578,288 5,488,208
NET CHANGE IN WORKING CAPITAL (*)288,912$ (504,052)$ (183,077)$ (175,330)$ (90,080)$
(*) Working Capital = Current
Assets minus Current Liabilities
2021
Budget
2022
Budget
434 Solid Waste 2019
Actual
2020
Adjusted
Budget
2020
Estimate
175
2021-2022 Preliminary Budget Section IV: Operating Budget
t
INSURANCE
The Insurance Fund is maintained to pay citywide insurance premiums, unemployment insurance
claims, and to pay for property and liability losses that either fall below the City’s deductible level or
for which the City has no coverage.
Accomplishments and Objectives
Continue to evaluate cost saving
measures while maintaining
quality insurance coverage.
Evaluated cost saving measures
while maintaining quality insurance
coverage.
Continue to evaluate cost saving
measures while maintaining quality
insurance coverage.
Continue to maintain adequate
reserves to meet uninsured costs.
Continued to maintain adequate
reserves to meet uninsured costs.
Continue to maintain adequate
reserves to meet uninsured costs.
Continue to evaluate policies and
procedures to help control loss
issues.
Evaluated policies and procedures
to help control loss issues.
Continue to evaluate policies and
procedures to help control loss
issues.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
2021-2022 Working Capital Budget
501 501 501 501 501
OPERATING FUND:- - 561 561
OPERATING REVENUES
397.100 Operating Transfers In - - - - -
361.110 Investment Income 29,378 10,000 - 12,800 12,000
TOTAL OPERATING REVENUES 29,378$ 10,000$ -$ 12,800$ 12,000$
OPERATING EXPENDITURES
517.700.20 Benefits/Unemployment Claims 36,572 175,000 175,000 175,000 175,000
517.700.30 Supplies - - - - -
517.700.40 Services & Charges 3,378 5,600 5,600 7,900 8,200
597.100.50 Operating Transfers Out - - - - -
TOTAL OPERATING EXPENDITURES 39,950$ 180,600$ 180,600$ 182,900$ 183,200$
REVENUES LESS EXPENDITURES (10,572)$ (170,600)$ (180,600)$ (170,100)$ (171,200)$
BEGINNING WORKING CAPITAL - January 1 1,932,526 1,921,953 1,921,953 1,741,353 1,571,253
ENDING WORKING CAPITAL - December 31 1,921,953 1,751,353 1,741,353 1,571,253 1,400,053
NET CHANGE IN WORKING CAPITAL (*)(10,572)$ (170,600)$ (180,600)$ (170,100)$ (171,200)$
(*) Working Capital = Current
Assets minus Current Liabilities
2021
Budget
2022
Budget
501 Insurance 2019
Actual
2020
Adjusted
Budget
2020
Estimate
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FIDUCIARY FUNDS
Fiduciary funds are used to report assets held in a trustee or agency capacity for others and cannot
be used to support the City’s own programs. There are two fiduciary funds that are managed by the
Finance Department.
Fund 611 – Fire Pension Fund provides a pension for eligible firefighters.
Fund 651 – Agency Fund accounts for resources held in a purely custodial capacity; this fund is not
budgeted.
Accomplishments and Objectives
Continue to provide pension
benefits to eligible firefighters.
Maximize interest earnings to
support the Fire Pension Fund.
Provide accountability for custodial
funds.
Continue to provide pension
benefits to eligible firefighters.
Maximize interest earnings to
support the Fire Pension Fund.
Provide accountability for custodial
funds.
Provided accountability for
custodial funds.
Maximized interest earnings to
support the Fire Pension Fund.
Continued to provide pension
benefits to eligible firefighters.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
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Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021.00 2,022
1,923,144 1,765,908 1,765,908 1,642,908 1,536,204
310,147 390,533 390,533 390,533 390,533
80,386 78,900 85,800 87,500 88,400
Investment Income 48,664 46,200 - 16,000 15,200
- - - - -
$2,362,341 $2,281,541 $2,242,241 $2,136,941 $2,030,337
178,216 198,520 185,000 187,204 192,804
- - - - -
11,825 7,000 7,000 12,000 7,000
Interfund Payments for Services 15,859 16,800 16,800 11,000 11,400
Ending Fund Balance - Designated 1,765,908 1,668,688 1,642,908 1,536,204 1,428,600
390,533 390,533 390,533 390,533 390,533
$2,362,341 $2,281,541 $2,242,241 $2,136,941 $2,030,337
Beginning Fund Balance - Designated
611 Fire Pension
Revenues
Personnel Benefits
Beginning Fund Balance - Undesignated
Services & Charges
Expenditures
Salaries & Wages
Fire Insurance Prevention Tax
Operating Transfers In
Total Revenues
Ending Fund Balance - Undesignated
Total Expenditures
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PERMANENT FUNDS
Permanent funds are used to report resources that are legally restricted to the extent that only
earnings, and not principal, may be used for purposes that support the City’s programs. The City
has one permanent fund: Fund 701 - Cemetery Endowment Care Fund, which accounts for non-
expendable investments held by the City’s trustee. The interest earned on investments can be used
only for preservation and capital projects at the cemetery.
Accomplishments and Objectives
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Provide accountability for
resources held in trust by the City.
Continue to maximize interest
earnings.
Provide accountability for
resources held in trust by the City.
Provide accountability for
resources held in trust by the City.
Continue to maximize interest
earnings.
Provide partial funding for the
Cemetery Road Improvement
projec t.
Provided accountability for
resources held in trust by the City.
Continued to maximize interest
earnings.
Provided accountability for
resources held in trust by the City.
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021.00 2,022
1,775,453 1,839,883 1,839,884 1,831,984 1,879,484
Beginning Fund Balance - Undesignated 121,376 149,162 149,162 151,162 167,282
Lot Sales 50,610 40,000 47,500 47,500 47,500
41,606 5,000 2,000 16,120 16,630
$ 1,989,046 $ 2,034,045 $ 2,038,546 $ 2,046,766 $ 2,110,896
- 55,400 55,400 - -
1,839,883 1,884,883 1,831,984 1,879,484 1,926,984
149,162 93,762 151,162 167,282 183,912
$ 1,989,046 $ 2,034,045 $ 2,038,546 $ 2,046,766 $ 2,110,896
Beginning Fund Balance - Designated
701 Cemetery Endowment
Revenues
Ending Fund Balance - Designated
Expenditures
Operating Transfers Out
Investment Income
Total Revenues
Ending Fund Balance - Undesignated
Total Expenditures
179
180
F.T.E. = Full Time Equivalent
City Attorney
Kendra Comeau
16 F.T.E.
Records Clerk (3)
City Clerk
Domestic Violence
Paralegal
Paralegal
Deputy City Clerk
Senior City Staff
Attorney
Senior City Staff
Attorney
Assistant City
Attorney
City Prosecutor (3)Legal Assistant
(2)
181
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2021-2022 Preliminary Budget Section IV: Operating Budget
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LEGAL DEPARTMENT
Mission Statement
The mission of the Legal Department is to provide accurate and timely legal advice and information
to the City, represent the City in all civil and criminal litigation, and provide timely and accurate
customer service.
Department Overview
This department consists of the Civil Division, the Prosecution Division, and the City Clerk’s Office.
The Civil Division represents the City in all civil litigation. It prepares ordinances, resolutions,
petitions, contracts, leases, easements, deeds, notices and other legal documents, and provides
pragmatic, impartial, and timely legal advice to the City.
The Prosecution Division prosecutes misdemeanor and gross misdemeanor criminal cases in the
King County District Court.
The City Clerk’s Office is responsible for codifying ordinances, preparing City Council and other
board and commission agendas and minutes, and attending Council and other committee meetings.
The City Clerk’s Office monitors various legal matters; acts as a central repository for all municipal
records; processes claims for damages, requests for public records and public information, and
passport applications.
Accomplishments and Objectives
Unfortunately, due to staff turnover
and COVID-19 the department
was not able to work with IT on
this goal.
The criminal team has developed
internal strategies for a consistent
approach and response to
prosecution cases.
The City has created a reliable
network with other agencies and
community advocates to provide
resources to domestic violence
victims.
The department reviewed and
revised its contract, resolution,
and ordinance templates.
Implement Laserfiche Records
Management workflows for
disposition authority numbers.
Continue to develop and refine
prosecution strategies, including
standard dispositional
recommendations, to approach
cases in the District Court and to
enhance prosecution effectiveness.
Continue to forge relationships with
domestic violence community
advocates and service providers.
Review and revise templates as
necessary.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Implement Laserfiche Records
Management workflows for
disposition authority numbers.
Work with court, public defense,
and other agencies to create and
roll out a Community Court.
Review old warrant files for closure
or dismissal based on
jurisdictional limits.
Work internally and with other
departments to create more
efficient workflows for legal review
of contracts, resolutions, and
ordinances.
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2021-2022 Preliminary Budget Section IV: Operating Budget
t
Work with departments to
implement an electronic signature
and contract routing system.
Continue to work with the court and
public defender (and defense bar) to
better handle caseload management
and streamline court processes to
improve public access to the courts
and adjudication of cases.
Work with the IT Department and
other departments of the City to
facilitate convenient access to
ordinances, resolutions and other
public records via the City’s website.
The department meets, and will
continue to meet, regularly with
the court and public defense to
address criminal justice issues.
Continue to work with the Mayor and
City staff, as well as the regional and
State participants, to develop
strategies for legislative bills to
enhance the ability of Auburn and
other cities in the State to carry out
their municipal responsibilities.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Review and destroy electronic files
from its case management
system and its network drive in
accordance with state retention
schedules.
Work with private defense
attorneys to exchange discovery
electronically.
Continue to work with the Mayor
and City staff, as well as the
regional and State participants, to
develop strategies for legislative
bills to enhance the ability of
Auburn and other cities in the
State to carry out their municipal
responsibilities.
The department created
resolution, ordinance, and contract
templates, and made them
available to all departments via the
City's intranet and shared network
drives.
Unfortunately, due to COVID-19, a
temporary reduction in staff, and
the emergence of other legal
issues, the department was not
able to work with its partners on
legislative issues as much as it
would have liked. However, the
Legal Department is committed to
this objective, and it will remain a
goal going into 2021.
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2021-2022 Preliminary Budget Section IV: Operating Budget
t
Resolutions & Ordinances Prepared
Criminal Misdemeanor Cases
PERFORMANCE MEASURES - LEGAL DEPARTMENT
Minimal increases in the number of ordinances prepared is partially reflective of change in
practice whereby only those Council actions which prescribe permanent rules of conduct or
government that specifically require adoption by ordinance according to State law are done by
ordinance. Other Council actions involving contracts or actions involving special or temporary
nature can be accomplished by resolution.
Criminal charges in cases involving State law are of two types - misdemeanors and felonies.
Misdemeanor offenses are punishable by imprisonment for a term of not more than one year
and include minor assaults, theft and driving under the influence. This graph illustrates the
number of criminal misdemeanor cases opened by the City Attorney’s Office.
73
56
77 75 75 75
37 40 39 40 40 40
0
10
20
30
40
50
60
70
80
90
100
2017 2018 2019 2020 Est 2021 Est 2022 Est
Resolutions & Ordinances Prepared
# of Resolutions # of Ordinances
3,578
3,927
3,479 3,352 3,500 3,500
0
1,000
2,000
3,000
4,000
5,000
2017 2018 2019 2020 Est 2021 Est 2022 Est
Criminal Misdemeanor Cases Opened
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2021-2022 Preliminary Budget Section IV: Operating Budget
t
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
1,402,195 1,499,231 1,382,240 1,530,979 1,607,143
588,387 692,251 588,830 658,100 686,089
Supplies 11,660 8,300 8,300 13,800 13,800
323,214 311,590 311,590 327,950 332,850
- - - - -
353,701 383,200 370,808 385,500 384,100
$2,679,157 $2,894,572 $2,661,768 $2,916,329 $3,023,982
001.15 Legal
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Legal FTEs 2018 2019 2020 2021 2022
Legal FTEs 15.00 16.00 16.00 16.00 16.00
TOTAL LEGAL FTEs 15.00 16.00 16.00 16.00 16.00
Full Time Equivalent (FTE)
1.0 FTE - The 2019/2020 Adopted Budget included an additional Records Clerk position.
186
*SKHHP = South King County Housing and Homelessness Partners
F.T.E. = Full Time Equivalent
Administrative
Assistant
Housing Repair
Technician
Director of Community
Development
Jeff Tate
30.75 F.T.E.
Office
Assistant
Community
Services Manager
Business License
Program
Coordinator
Human Services
Program
Coordinator
Neighborhood
Programs
Coordinator
Housing Repair
Program
Coordinator
Development
Review
Engineer (2)
Permit Center
Technician (3)
Development
Engineer
Manager
Building Plan
Reviewer (3)
Code
Compliance
Officer (2)
SKHHP* Program
Coordinator
(.75 F.T.E.)
Building
Inspector
Planner (4)
Development
Services
Manager
Code
Compliance
Manger
SKHHP*
Executive
Manager
Planning
Services
Manager
Long Range
Planner
187
188
2021-2022 Preliminary Budget Section IV: Operating Budget
COMMUNITY DEVELOPMENT SERVICES DEPARTMENT
To serve the Auburn community by providing consistent, high-quality customer service, and
implementing City Council goals and policies in land use planning, protection of the environment,
building safety and efficiency, code enforcement, and engineering.
Department Overview
Community Development Services is responsible for the following:
•Formulating and recommending comprehensive goals on planning, ensuring compliance with the
Growth Management Act.
•Developing and maintaining the Comprehensive Plan and special purpose plans as they are
amended on an annual basis and as periodically required by State law.
•Providing staff to planning commission, hearing examiner, and local and regional committees
and cooperatives as directed by the Mayor.
•Ensuring compliance with statutory requirements relative to federal, state, and local
environmental laws and policies.
•Acting as the City’s responsible official for State Environmental Policy Act (SEPA) compliance,
and Shoreline Management Program Manager.
•Reviewing public and private development proposals for adherence to zoning, environmental,
land use, utility and street infrastructure, clearing and grading, erosion control, and building
regulations and policies.
•Ensuring compliance with adopted building, zoning, land use, environmental, subdivision,
nuisance and business license codes found in Auburn City Code Titles 5, 8, 10, 12, 13, 15, 16,
17, and 18.
•Managing the City’s One Stop Permit Center, which includes coordinating with other City
departments on provision of services to new development.
•Coordinating with other City departments to ensure City plans and projects are compatible with
the Comprehensive Plan.
•Coordinating with Valley Regional Fire Authority on land use and building permit reviews and
code enforcement.
•Coordinating with other jurisdictions and agencies to resolve regional issues.
•Providing leadership on public and private annexations.
•Administration of the City’s parking permit program.
•Administration of the City’s permitting software system.
•Management of the City’s business license program.
•Management of the City’s façade improvement program.
•Community Services - Initiates and supports relevant services to build community and meet the
essential needs of the residents of Auburn, including housing repair, human services funding for
agencies, and neighborhood programs.
189
2021-2022 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
Launch an updated permit
software system that allows for
the electronic submission of
paperwork, electronic
issuance/approval, and online
payment and that allows 24/7
engagement with the City.
Identify funding options for
implementation of the Main Street
Urban Design Plan.
In 2019 the Housing Home Repair
program was moved from the
Department of Administration to
Community Development.
Housing Home Repair staff and
Building staff now provide direct
technical support to each other.
In 2019 the department completed
a major permit software conversion
which provides significantly more
capability. In 2020 the department
is completing the final phase of by
joining the eCityGov alliance for
purpose of using
MyBuildingPermit.com as the
customer web portal.
The Department did not pursue
this goal due to the high cost
estimates of the project.
Launch participation in the
eCityGov Alliance as a voting
member. This allows the City to
have a voice in how our electronic
systems grow and improve over
time.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Update of Title 5 (Business
Licenses).
Increase awareness of City
Council adopted values and
identify opportunities to ensure
that they are included in broader
City decision making.
Modify City Code so that it
accurately reflects the authority of
departments or positions in
decision making and accurately
reflects department names and
structure.
Provide continuous, timely,
efficient, and high quality land use,
building, and engineering approval
processes that meet or exceed
clients’ expectations.
Continue providing support to the
Housing Home Repair program.
Established as a 2020 goal
however it may be delayed due to
COVID-19 related work
interruptions.
Presentation template, budgeting
documents, agenda bills, and
other methods have been
incorporated to help increase
awareness.
With each code update that has
occurred in 2019 and 2020
updates have occurred to reflect
appropriate department name and
position.
The Department and staff continue
to receive high marks in the level
of service that is provided. Staff
continues to identify a full array of
annual goals that are designed to
keep improving in delivery of
service.
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2021-2022 Preliminary Budget Section IV: Operating Budget
Adopted Healthy Housing
Standards, entered into an
Interlocal Agreement that formed
South King Housing and
Homelessness Partners (SKHHP),
funded SKHHP, adopted an
ordinance that redirects a portion
of sales tax revenues under the
provisions of HB 1406, and
facilitated six multifamily property
management training seminars.
The Department did not make
progress on this goal.
Identify strategies and action
items that promote housing
preservation, healthy housing, and
attainable housing.
Identify strategies and action
items that promote broader
access and availability to healthier
food options and healthier
lifestyles.
Identify strategies and action
items that promote broader
access and availability to healthier
food options and healthier
lifestyles.
Align City land use regulation and
policy with the City's long range
financial interests.
Distribute funding that supports
downtown businesses to improve
the appearance of their buildings
and property.
City Council adopted Ordinance
6761 on June 1, 2020 which
represents an overhaul of the
City's floodplain development
regulations.
Successfully contributed to
several downtown building
enhancements. Program
temporarily suspended in 2020
due to COVID-19.
Implement Auburn Way South
corridor enhancements and
strategies.
Create structure and clarity around
the City's floodplain management
program.
Update the City's floodplain
development regulations.
The Department de-prioritized this
effort due to revenue losses
associated with COVID-19.
In 2019 the Department
successfully completed the
Community Rating System audit
which provides flood insurance
discounts to policy holders. In
2020 the Department successfully
completed an update to its
floodplain ordinance, an update to
the FEMA DFIRM maps, and the
city floodplain webpage.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
191
2021-2022 Preliminary Budget Section IV: Operating Budget
Finalize the strategy for the State-
mandated periodic update to the
Comprehensive Plan.
Update the zoning map in order to
achieve consistency with the
recommendations of the adopted
Airport Master Plan.
Provide administrative support for
the creation of South Sound
Housing Affordability Partners
(SSHAP).
After a great deal of research and
following interviews with both the
State and FileLocal (the only two
options) the City has opted to
utilize the State system. The City
has until 2027 to complete this
process.
Work towards incorporating City
business licensing into the
Washington State licensing
program.
Transition the City business
licensing into the Washington
State licensing program.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
ENVIRONMENTAL SERVICES
The Environmental Services Program is a stand-alone programmatic service within the Community
Development Department. The Environmental Services Program provides program-level support to
City departments on a wide range of sustainability issues, oversees current and future City
environmental assets, manages and implements sustainability programs, projects and initiatives and
educates, informs and engages with Auburn residents and businesses on a wide range of
sustainability issues.
• Management and maintenance of the Auburn Environmental Park.
• Participation in WRIA 9, WRIA 10, and the King County Flood Control District regional
partnerships for long range planning, property acquisition, restoration and enhancement of the
Green and White Rivers.
• Archiving and maintaining files for both private and public restoration and mitigation sites.
• Coordination of the City’s participation in the National Flood Insurance Program, FEMA
Community Assistance Visits, and Community Rating System.
• Provide funding and support to local and regional environmental education efforts.
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2021-2022 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
Complete the inventory of
environmental assets.
Continue providing high quality
environmental and sustainability
education and outreach.
The City provided funding
contributions to educational efforts
and facilitated the use of the
Auburn Environmental Park for
tours and lectures.
The inventory was completed in
2019. Hard copy files were
created and organized and
mapping layers incorporated into
the City's electronic Geographic
Information System (eGIS).
Major Goals
for 2021-2022
2019-2020
Goals
Progress Towards
2019-2020 Goals
Develop and deploy sustainability
initiatives such as creation of a
Comprehensive Plan Sustainability
Element.
Identify and establish
environmental outreach strategies.
Pursue and solidify funding for
Phase 2 of the Auburn
Environmental Park boardwalk
extension.
Develop and deploy sustainability
initiatives such as creation of a
Comprehensive Plan Sustainability
Element.
In 2019 the City Council endorsed
adoption of the climate
sustainability action plan. This
occurred after the city completed
an update to its Greenhouse Gas
Inventory.
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2021-2022 Preliminary Budget Section IV: Operating Budget
Efficient Processing of Project Permits
The City incorporates a 120-day timeline into its code (ACC Section 14.11.010). With moving from a manual time period tracking to an
automated system associated with its permit management software, the City seeks to track and increase the efficiency of project permit
processing by reducing the average processing timeframe by approximately twenty percent in the coming biennium.
PERFORMANCE MEASURES - COMMUNITY DEVELOPMENT
Number of Building Permits Issued
This performance measure shows the number of building permit applications submitted, reviewed for conformance with applicable standards
and approved (issued) by the City. The building permit category includes not only authorization of construction of new buildings, but also
additions and modifications to existing buildings. The level of building permit activity is often cyclical and governed by local economic
conditions and trends generalized across the various categories of construction such as residential, commercial or industrial. The level of
building permit activity is an expression of community reinvestment and increasing assessed valuation.
Code Enforcement - Cases Opened & Closed
This performance measure is indicative of the identification and resolution of code enforcement cases. It shows the volume of new cases
that the city has received (opened) and the volume of cases that have been resolved (closed). The performance measure reflects a
combination of factors, including identification and resolution of violations by code enforcement staff, the ability to effectively resolve
violations and the public’s increasing awareness of the City’s laws and code enforcement services through the filing of complaints.
598
471 484
425
475 475
-
100
200
300
400
500
600
700
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Building Permits Issued
1,260 1,320
1,046
950
1,200 1,200
1,212
1,354
1,090
1,000
1,300 1,300
-
400
800
1,200
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Cases Opened & Closed
Cases Opened Cases Closed
91 85 81 76
60 60
-
20
40
60
80
100
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Number of Days in Permit Processing
194
2021-2022 Preliminary Budget Section IV: Operating Budget
COMMUNITY SERVICES DIVISION
The Community Services Division initiates and supports relevant services to build community and
meet the essential needs of the residents of Auburn. The division includes the Human Services,
Housing Repair, and Neighborhood Programs, and oversees the City’s Community Development
Block Grant funding from the Department of Housing and Urban Development.
• The Human Services program, through a competitive application process, allocates funding to
nonprofit agencies to provide direct services to community members. Human Services staff
support the City’s Human Services Committee, an advisory body to the City Council.
• The Housing Repair program offers low-income city residents grants for emergency home
repairs. These grants help Auburn's low-income homeowners preserve and stay in safe and
affordable housing.
• Neighborhood Programs provides activities and amenities that encourage positive interactions
among residents, as well as between residents and the City, to foster inclusivity, wellness and
community development. Programming includes a Community Matching Grant, National Night
Out and Civics Academy.
• The Community Development Block Grant Entitlement Program, administered by the
Department of Housing and Urban Development, provides annual grants on a formula basis to
eligible cities to develop viable urban communities.
Accomplishments and Objectives
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Streamline process for
interpretation services.
Update Community Resource
brochure.
Implement tools and strategies to
enhance communication between
t he City of Auburn and customers
who speak a language other than
English.
Distribute Community Resource
brochure and streamline access to
resource information on the City's
website.
Staff introduced additional
technology in the City's Customer
S ervice Center to allow for more
privacy in conversations that
utilize an interpreter. Auburn-
specific signage was created and
posted in multiple languages,
letting customers know how to
access interpretation services.
Staff created a new framework for
an updated and more informative
Community Resource Booklet.
Major editing has been completed
and Community Services is
working with Multimedia on
formatting and printing.
Utilize data resources within
Neighborhood Programs to create
more strategic communication
plans.
Tailored communications plans
were created for all major
programs within Neighborhood
Programs. This continues to be an
important consideration when any
new program or project is
proposed.
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2021-2022 Preliminary Budget Section IV: Operating Budget
Continue to engage in regional
efforts to address and prevent
homelessness.
Per the Mayor's Task Force on
Homelessness recommendations,
the City of Auburn will continue to
work with stakeholders locally and
in the region to address the
issues.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Increase accessibility of Civics
Academy potentially by recording,
subtitling, etc.
Work more closely with other
departments on strategic
outreach.
Continue to maintain and develop
Auburn's Sister City program,
focusing on business, educational
and cultural exchanges.
Participate in and support creation
of a South King County Housing
Coalition.
With departmental restructuring
that occurred in 2019, oversight of
the Sister Cities program
remained with the Administration
Department, while Community
Services relocated to the
Community Development
Department.
Auburn is a member and active
participant of the South King
Housing and Homelessness
Partners, formed by an interlocal
agreement in 2019. Mayor Backus
currently chairs the Executive
Board, and the City is acting as
Administering Agency.
Auburn staff continue to convene
and facilitate the monthly South
King County Forum on
Homelessness with our partners
at the Seattle-King County
Coalition on Homelessness. Staff
participate monthly in the South
King County Homelessness
Action Committee. Regional
participation in Human Services is
strong, and staff collaborate
regularly on strategies with partner
cities across the region.
Work has begun to record the
Civics Academy presentations and
create a digitally accessible
program.
Staff convened an
interdepartmental group to focus
on community outreach and
engagement. The group worked in
2018 and 2019 to identify
opportunity areas and implement
new outreach strategies and tools,
which were put into place starting
summer 2019.
Develop and implement a Digital
Civics Academy.
Increase accessibility of
Community Matching Grant
program by exploring alternative
funding structures for grantees.
Provide support that helps
establish a resource center in
conjunction with Auburn's
community court.
Develop, share and implement
policies and practices that support
the goals identified in the ILA.
196
2021-2022 Preliminary Budget Section IV: Operating Budget
Started in 2016,Civics Academy provides a look into the workings of the City and engages participants in a hands-on overview of city government.Over the
course of the 11-week program, participants learn about how decisions are made, where funds are allocated, and gain an enhanced understanding of the
organizational structure and operations of the various City departments.
PERFORMANCE MEASURES - COMMUNITY AND HUMAN SERVICES
Housing Repair Services - Households Serviced
The City offers some eligible low-income residents grants for emergency home repairs.By providing these services,senior homeowners are better able to
age in a safe home environment, and households who would not be able to afford the repairs otherwise are prevented from experiencing homelessness or
displacement as a result of repair costs.
Number of National Night Out Events Registered
National Night Out is designed to heighten crime-and drug-prevention awareness; generate support for and participation in, local anti-crime programs; and
strengthen neighborhood spirit and police-community partnerships.In addition to connecting with neighbors, residents can connect with Auburn City staff,
including Auburn Police Department staff, by requesting their presence upon registration of their neighborhood event.
Number of Graduates from the City of Auburn Civics Academy
58
51
59 60 65 65
-
20
40
60
80
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Number of Households Served
57 62 57
-
60 60
-
20
40
60
80
100
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
National Night Out Events Registered
17 18
24
15
30 30
-
5
10
15
20
25
30
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Number of Civics Academy Graduates
197
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
2,241,325 2,655,483 2,708,083 2,683,514 2,792,087
997,407 1,387,399 1,409,899 1,228,417 1,265,666
Supplies 12,975 28,750 28,750 34,100 34,100
1,161,842 1,576,140 1,426,140 1,462,220 1,479,320
Intergovernmental 1,960 - - - -
Capital Outlay - - - - -
655,928 756,800 756,800 743,800 756,100
$ 5,071,437 $ 6,404,572 $ 6,329,672 $ 6,152,051 $ 6,327,273
Salaries & Wages
Personnel Benefits
Services & Charges
001.17 Community
Development
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Community Development FTEs 2018 2019 2020 2021 2022
Community Development FTEs 25.00 32.00 30.75 30.75 30.75
TOTAL COMMUNITY DEVELOPMENT FTE 25.00 32.00 30.75 30.75 30.75
Full Time Equivalent (FTE)
5.0 FTE - Effective 1/1/2019: The following positions moved from the Administration Department to Community
Development: Community Services Manager, Community Programs Coordinator, Human Services Program
Coordinator, Neighborhood Programs Coordinator and the Housing Repair Technician.
2.0 FTE - Effective in 2019 via Budget Amendment #2, Ordinance No. 6719, 2.0 FTEs were approved to support the
South King Housing and Homelessness Partners (SKHHP) interlocal agreement that was authorized in February 2019
via Resolution No. 5408. This includes the SKHHP Manager and the SKHHP Office Assistant positions.
-1.0 FTE - Per reclass in March 2020, the Sustainability Coordinator position was reclassed to the Outreach Program
Administrator position which reports to the Mayor.
-.25 FTE - Per reclass paperwork in June 2020, the SKHHP Office Assistant Position was reclassed to a SKHHP
Program Coordinator and changed from 1.0 FTE to 0.75 FTE.
198
2021-2022 Preliminary Budget Section IV: Operating Budget
SPECIAL REVENUE FUND
HOUSING & COMMUNITY DEVELOPMENT FUND
Mission Statement
The Community Development Block Grant (CDBG) Entitlement Program provides annual grants on a
formula basis to entitled cities to develop viable urban communities. Projects funded by CDBG must:
• Align with the Department of Housing and Urban Development’s (HUD) National Objectives
• Be eligible under HUD’s guidelines
• Benefit low- and moderate-income persons
Overview
Every five years, the City of Auburn updates its CDBG Consolidated Plan. The Consolidated Plan
guides the investment of federal housing and community development funds. The City is currently
operating under the 2020-2024 Consolidated Plan, which identifies the following goals:
• Affordable Housing – Ensure access to healthy, affordable housing for low- and moderate-
income households throughout the region and advance fair housing to end discrimination and
overcome historic patterns of segregation.
• Ending Homelessness – Make homelessness rare, brief, and one-time and eliminate racial
disparities.
• Community and Economic Development – Establish and maintain healthy, integrated, and
vibrant communities by improving the well-being and mobility of low- and moderate-income
residents, and focusing on communities with historic disparities in health, income, and quality of
life.
The City received $632,034 in CDBG funds for 2020. Funds support the Housing Repair program,
ADA infrastructure improvements, public services such as health care and job training, fair housing
programs, and other allowable activities as approved by City Council.
The 2019 Washington State Legislature enacted Substitute House Bill 1406 which allows City’s to
recapture a portion of the sales tax that was already being collected. On September 16, 2019 the
Auburn City Council adopted Ordinance 6732 which requires that the State of Washington direct a
portion of collected sales tax to the City of Auburn for the specific purpose of supporting local
affordable housing programs. Funds collected are to be placed in a separate account that can then
be used for the acquisition, construction, or rehabilitation of affordable housing or facilities providing
supportive housing, or for providing rental assistance for tenants whose income is at or below sixty
percent of the King County median income. Under state law, collection of the tax for these purposes
shall last for a period of 20 years.
While there are a variety of ways to utilize these funds the City has not yet determined where or how
affordable housing investments will be made. The City began collecting the funds in the first quarter
of 2020. The City has publicly declared its support to direct these funds into the South King Housing
and Homelessness Partnership (SKHHP) provided that other cities do the same and in order to
maximize regional investments in affordable housing solutions. It is likely that during the period of
2020 to 2022 these funds will continue to accumulate until there is a final decision on whether to use
SKHHP to pool funds for regional strategies or for Auburn to utilize the funds locally without the use
of the regional cooperative.
199
2021-2022 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Support staff development and
program efficiency by coordinating
regional CDBG training with other
South King County (SKC)
entitlement cities.
Auburn was the lead city in
coordinating and implementing a
CDBG training for the King County
Consortium in 2018.
Support program efficiency by
coordinating regional CDBG
planning with other South King
County (SKC) entitlement cities
and King County.
Increase accessibility and
walkability of Auburn by
supporting ADA sidewalk
improvements with CDBG funds.
With new Housing Repair program
model, increase number of clients
served through the program.
CDBG funds supported ADA
sidewalk improvements at 3 sites
in Auburn during this time period.
Funds continue to be budgeted for
this purpose.
Staff were hired in 2019 to support
an in-house program model. The
program has acquired a van, tools,
and adopted procedures for the
new program structure.
Increase accessibility and
walkability of Auburn by
supporting ADA sidewalk
improvements with CDBG funds.
Streamline Housing Repair
program efficiency by instituting
an in-house repair model similar to
other South King County cities.
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
42,904 42,904 42,904 42,904 42,904
705,806 1,201,550 829,750 600,000 600,000
- - - - -
- - - - -
38,000 - - - -
$ 786,710 $ 1,244,454 $ 872,654 $ 642,904 $ 642,904
82,699 165,909 149,209 140,400 147,300
45,237 87,091 78,791 73,600 77,700
Supplies 8,746 149,534 149,534 110,000 105,000
414,220 640,800 294,000 216,000 210,000
Intergovernmental - - - -
192,903 158,216 158,216 60,000 60,000
42,904 42,904 42,904 42,904 42,904
$ 786,710 $ 1,244,454 $ 872,654 $ 642,904 $ 642,904
Ending Fund Balance
Total Expenditures
Services & Charges
Capital Outlay
Expenditures
Salaries & Wages
HCDA Grant
Miscellaneous Revenue
Total Revenues
Beginning Fund Balance
119 Housing & Community
. Development
Revenues
Personnel Benefits
Indirect Federal Grants - HUD
Operating Transfer In
200
2021-2022 Preliminary Budget Section IV: Operating Budget
FIDUCIARY FUND
SKHHP (SOUTH KING HOUSING & HOMELESSNESS PARTNERS)
Mission Statement
South King County jurisdictions working together and sharing resources for the purpose of increasing
South King County residents’ access to affordable housing options and preserving the existing
affordable housing stock in South King County.
Department Overview
South King Housing and Homelessness Partners (SKHHP) is a coalition formed by an interlocal
agreement between the jurisdictions of Auburn, Burien, Covington, Des Moines, Federal Way, Kent,
Normandy Park, Renton, Tukwila, and King County. SKHHP is responsible for action items that are
shaped by member jurisdictions, reflect individual jurisdiction needs and interests, and further the
overall mission of the partnership. These include:
• Program operations and administration including but not limited to: developing annual work plan
and budget; hiring, retention, and management of staff; and quarterly progress and budget
reports that track program impacts.
• Establishing, administering, and building funding support for a SKHHP Housing Capital Fund.
• Providing technical assistance to SKHHP partner jurisdictions including but not limited to:
supporting the development of housing action plans; supporting housing needs and policy
assessments; cataloging successful affordable housing development projects; and compiling
examples of potential design standards and other land development code requirements.
• Advocating at local, regional, state, and federal forums including but not limited to: developing
annual SKHHP state and federal advocacy priorities; and conducting work sessions with state
legislators.
• Representing SKHHP at local and regional meetings and forums.
• Developing outreach and education tools to further regional stakeholder and decision makers
understanding of affordable housing options and range of related housing needs and
opportunities in South King County.
• Providing staff to SKHHP Executive Board, SKHHP Advisory Committee, and SKKHP staff work
group.
201
2021-2022 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
Formed in 2019. No identified
goals in prior budget.
Identify HB 1406 funding
commitments from each member.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Establish Housing Capital Fund.
Development of a SKHHP work
plan.
Solidify member budget
commitments beyond 2020.
Identify strategy for participating in
Comprehensive Plan Housing
Element updates.
Establish SKHHP Advisory
Committee.
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021.00 2,022
- 205,945 205,945 241,645 186,885
Grants - 20,000 20,000 - -
Investment Income 1,496 - 1,600 800
Contributions and Donations 31,000 61,000 61,000 - -
200,704 295,500 295,500 251,500 251,500
$ 233,200 $ 582,445 $ 582,445 $ 494,745 $ 439,185
27,255 432,820 340,800 307,860 315,450
Interfund Payments for Services - - - -
205,945 149,625 241,645 186,885 123,735
$ 233,200 $ 582,445 $ 582,445 $ 494,745 $ 439,185
Ending Fund Balance
Total Expenditures
Services & Charges
Beginning Fund Balance
Operating Contribution Revenue
Total Revenues
654 SKHHP
Revenues
Expenditures
202
C.J.T.C. = Criminal Justice Training Commission
C.R.T. = Community Response Team
M.I.T. = Muckleshoot Indian Tribe
T.N.E.T. = Tahoma Narcotics Enforcement Team
F.T.E. = Full Time Equivalent V.N.E.T. = Valley Narcotics Enforcement Team
Police Chief
Daniel O'Neil
140 F.T.E.
Assistant
Police
Chief
Patrol Commander (2)Investigations
Commander
Administrative
Services Commander
Administrative
Assistant (2)
Patrol
Patrol Sergeant (8)
Patrol Officer (57)
School Resource Officer (3)
Mall Officer (2)
Accreditation/Training
Officer
Records Services
Records Manager (1)
Supervisor (2)
Specialists (8)
Inspectional
Services
Commander
Crime
Analyst
Investigations
Administrative
Assistant
Community
Programs Officer
Traffic Unit
Sergeant (1)
Traffic (5)
Parking (2)
Major Crimes
Sergeant (1)
Detective (8)
Community Services
Sergeant (1)
C.R.T. (3)
Bike Officers (4)
Animal Control Officers
(2)
Regional Task Force
V.N.E.T. (1)
T.N.E.T. (1)
Auto Theft Task Force
(1)
Evidence Technicians
(2)
Property Crimes
Sergeant (1)
Detective (5)
Special Investigations
Sergeant (1)
Pro-Act (3)
Narcotics (2)
Contract Positions
M.I.T. Officer (1)
C.J.T.C. Officer (1)
203
204
2021-2022 Preliminary Budget Section IV: Operating Budget
SOUTH CORRECTIONAL ENTITY (SCORE)
The South Correctional Entity (SCORE) consolidated correctional facility was established by the “member
cities” of Auburn, Burien, Des Moines, Renton, SeaTac, and Tukwila to provide correctional services within
the jurisdiction of the member cities for the purpose of detaining arrestees and sentenced offenders in the
furtherance of public safety.
Accomplishments and Objectives
Update SCORE website to be
more communicative and user
friendly.
Increase grant funding for SCORE
Reentry Programs.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
SCORE currently has three new
contract agencies going through
the approval process of
contracting with SCORE.
SCORE was able to negotiate a
one year extension of their
existing Collective Bargaining
Agreements. These contracts will
not need to be renegotiated until
2022.
Executive Team has fully
transitioned to new Executive
Director.
SCORE is in the process of
preparing for this audit now which
has been delayed due to COVID-
19.
SCORE is in the process of
receiving a mock assessment in
preparation for onsite assessment.
As future contracts expire in
2019/2020, SCORE will continue
to offer amended contracts or
enter into new contracts that are
in the best interest of the owner
agencies.
Negotiate new Collective
Bargaining Agreement (CBA) with
represented staff.
Transition to new leadership team
after retirement of the Executive
Director.
Complete the PREA (Prison Rape
Elimination Act) audit which is a
three year process with the next
audit due in August of 2019.
Earn reaccreditation from the
Washington Association of
Sheriffs and Police Chiefs.
Develop 6 year cost matrix as part
of budget development.
Publish first Biennial Budget which
includes operational costs and
projected revenue.
SCORE worked with its
represented employees to
negotiate a temporary salary
reduction for fiscal year 2021.
These salaries will reset once a
pre-determined ADP (Average
Daily Population) benchmark is
achieved for 90 consecutive days
or 2022 whichever comes first.
Ensure SCORE staffing ratio
remains balanced to inmate
population.
Complete the PREA (Prison Rape
Elimination Act) audit which is a
three year process.
Achieve reaccreditation with the
National Commission on
Correctional Healthcare (NCCHC).
205
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,021 2,022
- - - - -
- - - - -
Supplies - - - - -
4,962,413 4,601,000 4,565,100 5,021,600 5,523,800
- - - - -
- - - - -
$4,962,413 $4,601,000 $4,565,100 $5,021,600 $5,523,800
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.20 SCORE
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
206
2021-2022 Preliminary Budget Section IV: Operating Budget
POLICE DEPARTMENT
Vision
To be a premier law enforcement agency that is trusted, supported and respected.
Mission Statement
To provide professional law enforcement services to our community.
Department Overview
The Auburn Police Department is a full service law enforcement agency dedicated to serving the citizens of
Auburn. The Department also provides law enforcement services to the portions of the Muckleshoot
Reservation that fall within the geographic boundaries of the City.
The department is overseen by a Chief of Police, with an Assistant Chief in charge of Operations. The
agency has four divisions headed by commanders. The Patrol Division is the largest division within the
agency and has two commanders. It consists of uniformed officers who are responsible for 911 response
and the general enforcement of State law and Auburn City ordinances. The Investigations Division handles
all felony investigations, sex offender monitoring, crime analysis and evidence/property. The
Administrative Services Division is responsible for all community related services including community
programs, bicycle officers, animal control, Community Response Team, Traffic Unit, accreditation and the
Records Unit. The Inspectional Services Division is responsible for internal investigations/complaints,
maintaining use of force records, and grant monitoring.
Accomplishments and Objectives
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continued leadership training for
Sergeants and Commanders is
vitally important. Creating
additional skills and abilities for
leaders to learn the tasks of
coaching, counseling and
motivating officers is required.
Leaders will continue to attend the
21st Century Leadership program
that is conducted at the Criminal
Justice Training Center.
The Auburn Police Department will
continue to seek grant funding
from the Washington State
Department of Transportation to
conduct additional Driving Under
the Influence (DUI) emphasis
The Police Department will
continue to pursue the effort of sex
offender contacts and will attempt
to obtain grant funding in this area.
New Sergeants, Commanders, and
Records Supervisor continued to
attend the Leadership program as
needed.
Auburn PD continued to obtain
traffic safety grants and conducted
DUI emphasis patrols throughout
each year.
APD annually applies for and
receives the Department of Justice
(DOJ) Byrne Grant which provides
funding for sex offender monitoring.
207
2021-2022 Preliminary Budget Section IV: Operating Budget
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
In order to improve our crime
fighting efforts and establish
deployment methods, the
department will continue to rely
upon data driven policing to reduce
crime and establish a feeling of
safety throughout the community.
Community outreach and
transparency will continue in the
2019/2020 budget cycle.
Crime analysis is a vital part of the
Auburn Police Department. The
Auburn Police Department is
constantly upgrading and
improving our efforts to collect
data and utilize the information to
deploy personnel and combat
criminal activity. The Police
Department will continue to
improve and find new innovative
ways to use crime data to address
crime in Auburn.
Landlord and rental property
training will continue in the
2019/2020 budget cycle.
The Auburn Police Department will
continue its efforts to demonstrate
transparency and relationships
with the public. We will establish
this by improved attendance at all
community picnics, citizens
academies and landlord / rental
ownership training.
In 2020, the Auburn Police
Department will again be applying
for Washington State
Accreditation. The 150 best
practices, as established by the
Washington Association of
Sheriffs and Police Chiefs, will be
measured and proven to receive
the coveted status.
APD has continue to upgrade
various programs utilized by the
Crime Analyst. These include
gang database information, wanted
person bulletin, and monitors in the
briefing area to display crime
trends and information to officers.
APD conducted 3 training
sessions in 2019, but 2020 events
were cancelled due to COVID-19.
APD increased our presence
during these events in 2019. Due
to the COVID-19 pandemic, the
majority of these events were
cancelled in 2020.
APD is currently undergoing the
accreditation process. It is
anticipated that this will be
completed in August 2020.
APD employs a Crime Analyst
who is able to show trends and
provide regional information to
assist with officer deployment and
focused emphasis areas.
APD continues to provide
information on social media and
attends various community events.
COVID-19 pandemic resulted in
the cancellation of numerous
planned events in 2020.
208
2021-2022 Preliminary Budget Section IV: Operating Budget
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
The Auburn Police Department
has been housed in its current
facility for 14 years. Since 2004,
we have increased our employee
count by 38 employees, most of
which are commissioned officers.
This creates a substantial need for
meeting room space, locker room
space, parking, evidence storage
and finally office space. The
department will assist with a
space study to determine the
future needs of the Police
Department that may include a
new public safety building.
The City hired consultants to
conduct a space study for the
Police Department and other City
Departments. The preliminary
report indicated a great need for
additional workspace, but the final
report is delayed due to the COVID-
19 pandemic.
The Auburn Police Department
(APD) will aggressively explore
innovative methods of policing so
that they can increase unobligated
patrol time to provide greater focus
on reducing violent crime.
In an effort to improve community
support for the Auburn Police
Department, the department will
continue to increase our social
media presence.
The Police Department will
continue to improve the safety of
city parks through directed patrols
and enforcement initiatives,
creating a safer place for all
residents to visit and play.
In order to develop a youthful
organization and plan for the
future, the Police Department will
develop and implement
succession planning.
In order to improve the overall
wellness of officers, we will review
our current programs and research
new innovative programs being
implemented across the county to
improve the overall mental and
physical wellness of police
employees.
To help promote inclusiveness, the
department will examine our hiring
practices, community based
programs, and departmental
operations. We will attempt to
identify areas of concern and
implement changes to address
them.
209
2021-2022 Preliminary Budget Section IV: Operating Budget
PERFORMANCE MEASURES - POLICE DEPARTMENT
In 2019, there was a decrease in crimes of approximately 17% when compared to the crime rate in
2015. The Auburn Police Department always strives to keep crimes to under a 2% increase.
The Auburn Police Department continues to maintain an excellent response time to priority one calls
(life threatening / serious bodily injury). We will strive to maintain a response time of less than four
minutes to all serious incidents.
The City offers various programs that provide assistance to victims of domestic violence.A dedicated
full time Domestic Violence detective works collaboratively with members of the prosecutor's office,
domestic violence advocates and the victim's assistance programs to reduce the cycle of violence.
We will continue to work with victims of domestic violence so that they feel comfortable in reporting
these often unreported acts of violence.
Auburn Crime Rankings
Priority One Response Time in Minutes
Domestic Violence Incidents
103.4 102.2 96.2 96.8 98.0 98.0
-
25.0
50.0
75.0
100.0
125.0
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Crimes per 1,000 Citizens
4.00
4.33 4.39 4.47 4.25 4.00
0.00
1.00
2.00
3.00
4.00
5.00
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Priority One Response Time
(in Minutes)
1,091 1,015
925
1,023 988 975
-
200
400
600
800
1,000
1,200
1,400
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Domestic Violence Incidents
210
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
14,828,394 15,968,278 15,405,986 15,910,174 16,697,869
5,719,604 6,740,466 6,154,200 6,432,847 6,818,321
Supplies 270,876 321,300 271,300 326,300 316,300
4,193,080 4,509,780 4,279,030 4,750,900 4,993,200
- - - - -
3,157,384 3,223,200 3,139,946 3,463,800 3,422,960
$28,169,338 $30,763,024 $29,250,462 $30,884,021 $32,248,650
001.21 Police
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Police FTEs 2018 2019 2020 2021 2022
Polic e FTEs 140.00 140.00 140.00 140.00 140.00
TOTAL POLICE FTEs 140.00 140.00 140.00 140.00 140.00
Full Time Equivalent (FTE)
211
2021-2022 Preliminary Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Police Department is responsible for the budget in the following special revenue
fund.
Fund 117 - The Drug Forfeiture Fund accounts for drug money that has been forfeited. The expenditure of
funds is restricted to drug enforcement
Accomplishments and Objectives
We continued to provide a
Detective to VNET. They were
succ es sful in several
investigations and monetary
seizures.
Auburn Detectives assigned to
VNET and TNET interacted with
our loc al detectives to share
information related to criminal
activity. Both task force
detectives were also assigned
DEA K-9's to assist them with
their duties.
Purchase and equip 6 vehicles for
SWAT (Special Weapons and
Tact ics) team members to replace the
outdated SWAT command post.
Once assigned, the vehicles will be
utilized to increase efficiency in
response to SWAT incidents.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Maintain Pro-Active investigative
support to Investigations and Patrol
wit h det ectives in order to efficiently
combat gang activity and street
crimes.
Continue providing support to the
Valley Narcotics Enforcement Team
in Federal Way by providing one
detective to assist in regional
narcotics investigations.
Continue providing support to the
Tahoma Narcotics Enforcement Team
in Tac oma by providing one detective
to assist in regional narcotics
investigations.
Continue providing support to the
Tahoma Narcotics Enforcement
Team in Tacoma by providing one
detective to assist in regional
narcotics investigations.
Continue providing support to the
Valley Narcotics Enforcement
Team in Federal Way by providing
one detective to assist in regional
narcotics investigations.
Maintain Pro-Active investigative
support to Investigations and
Patrol with detectives in order to
efficiently combat gang activity
and street crimes.
We continued to provide a
Detective to TNET. They were
succ es sful in several
investigations and monetary
seizures.
212
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
Beginning Fund Balance - Undesignated 457,194 1,277,973 1,277,973 957,967 612,573
Charges for Services 25,691 18,000 18,000 16,000 18,000
25,234 3,000 16,450 6,600 5,000
Miscellaneous Revenue 275 - - - -
1,066,245 131,000 75,000 125,000 125,000
$ 1,574,639 $ 1,429,973 $ 1,387,423 $1,105,567 $ 760,573
147,249 131,828 131,828 157,736 162,902
45,895 53,728 53,728 60,338 63,829
Supplies 41,262 95,600 95,600 55,200 38,200
51,860 137,800 137,800 78,200 78,200
Intergovernmental - - - 128,120 -
- - - - -
10,400 10,500 10,500 13,400 13,400
1,277,973 1,000,517 957,967 612,573 404,042
$ 1,574,639 $ 1,429,973 $ 1,387,423 $1,105,567 $ 760,573
Ending Fund Balance - Undesignated
Total Expenditures
Investment Income
Confiscated & Forfeited Property
Total Revenues
117 Drug Forfeiture Fund
Revenues
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
213
214
F.T.E. = Full Time Equivalent
Development
Administrative
Assistant
Maintenance and
Operations
Services General
Manager
Street and
Vegetation
Manager (21)
Water Distribution
and Operations
Manager (23)
Sewer/Storm
Drainage
Manager (22)
Fleet/General
Services
Manager (8)
SCADA
Technician
Capital and
Construction
Engineering
Manager (29)
Traffic
Operations
Engineer (4)
Senior
Transportation
Planner (3)
Senior
Traffic
Engineer (3)
Utilities
Engineering
Manager (11)
Administrative
Specialists (2)
Public Works
Administrative
Assistant
Office
Assistant
Engineering
Services Assistant
Director/City
Engineer
Airport
Manager (3)
Director of Public Works
Ingrid Gaub
136 F.T.E.
215
216
2021-2022 Preliminary Budget Section IV: Operating Budget
PUBLIC WORKS DEPARTMENT
Mission Statement
Public Works strives to foster and support the quality of life of the community and to promote
vigorous economic development by providing reliable and safe public streets and utilities, and by the
careful management of new infrastructure constructed by the City and new development.
Department Overview
Public Works includes three service groups: Engineering Services, Maintenance and Operations,
and the Auburn Municipal Airport. Engineering Services is functionally divided into four groups:
Administrative, Capital & Construction, Transportation Planning & Management, and Utility Planning
& Management. Maintenance & Operations Services is functionally divided into Administrative,
Water Operations, Water Distribution, Storm Drainage, Sanitary Sewer, Streets, Vegetation
Management, and Fleet/Central Stores.
The Public Works Department is funded by a variety of different sources. The General Fund
provides funding for Engineering, Transportation Planning & Management Services, Streets, and
Vegetation Management, and for a proportional share of Engineering Services related to
transportation and development-related activity. The Public Works Department is mostly funded by
the following special revenue and enterprise funds: Arterial Street Improvement (102), Local Street
Preservation (103), and Arterial Street Preservation special revenue funds (105); and the Water (430
& 460), Sanitary Sewer (431 & 461), Sewer/Metro (433), Storm Drainage (432 & 462), Airport (435 &
465) and Equipment Rental (550 & 560) enterprise funds.
Engineering Services is responsible for several specific areas and duties, including:
• Review, approval, and management of the construction of capital improvements for streets
and utilities constructed by new development for public dedication and ownership;
• Management of the City’s public works capital improvement program for design, right-of-way
(ROW) acquisition, construction, and operations and maintenance of the City’s infrastructure
including utilities, public streets, and the airport.
• Design, survey, and construction management services, and property and right-of-way
records management;
• Administering standards for all City-owned utility and street infrastructure improvements for
development and land use throughout the City; and
• Managing short- and long-term planning and assisting with operations for City-owned utilities
(water, sewer, and storm drainage) and associated real property assets.
Maintenance & Operations Services is responsible for several specific areas and duties, including:
• Maintenance and operations of all utility systems: Water, Sewer, Storm Drainage
• Maintenance of the street system
• Management of vegetation for street and storm systems
• Management of the City’s fleet and equipment for all departments
• Management of Central Stores for equipment and material purchases for the department
needs and needs of other departments.
For information on the Airport services, see the Airport Fund overview.
217
2021-2022 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
Continue to apply for grants to
help fund projects programmed in
t he 6-year Transportation
Improvement Plan.
Applied for Transportation
Improvement Board (TIB) grants in
2019 and 2020 and secured
funding for 2 projects in 2019 with
2020 projects yet to be
determined.
Applied for PSRC grants in 2020
and secured funding for 2 projects.
Applied for grants through Sound
Transit Access Fund and secured
funding for 1 project.
Applied for grants through WSDOT
Non-motorized, highway safety,
and s afe routes to school
programs with results yet to be
determined.
Continue to pursue at state and
regional levels new revenue
s ources for the City’s arterial
street preservation. This may
potentially include a user fee-
based Street Maintenance Utility
or other options being considered
regionally.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Research and discussions with
state and regional leadership and
partners continued.
Maintained active participation in
these groups.
Updated the 6-year Transportation
Improvement Program (TIP) in both
2019 and 2020. The current TIP
reflects the 2021-2026 program.
TIP was refined to be financially
and resource constrained for full 6-
year period. Many projects were
moved to the Comprehensive Plan.
The overall value of projects in the
TIP was reduced by approximately
$100 million.
This effort was on hold during this
biennium due to property and code
enforcement issues in process by
the City of Pacific.
Continue to pursue at state and
regional levels new revenue
s ources for the City’s arterial
street preservation.
Participate in regional
transportation forums – SCATBd,
RP EC, KCPEC, PSRC, PCTCC,
RTC, and RAMP on key projects.
Complete the annual updates to
the 6-year Transportation
Improvement Plan.
Work with the City of Pacific to
complete a corporate boundary
line adjustment along the A Street
SE Corridor for public safety and
continuity of responsibility.
With the City of Pacific, assess
the desire to complete a corporate
boundary line adjustment along
the A Street SE Corridor for public
safety and continuity of
responsibility for the A Street SE
Corridor.
218
2021-2022 Preliminary Budget Section IV: Operating Budget
Continue improvements related to
the equity and inclusion goals of
t he City. This includes review of
processes and programs to
remove barriers to service for all
customers and continuing to
develop a diverse work force.
Evaluate photo enforcement
options to assist in addressing
t raffic calming needs within the
City, and potentially look at
additional state legislative actions
that may benefit enforcement
resources to provide greater traffic
calming within the City.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Paint striping was refreshed in
2019 and some thermoplastic
markings refreshed in 2020.
Financial constraints due to
COVID-19 prevented additional
thermoplastic refreshing and re-
striping in 2020.
Improve efforts to maintain all
streets in fair-to-good condition by
c rack sealing, grind and patch
operations, overlays, and re-builds
to prolong the life of all streets.
Maintain an average Pavement
Condition Index Rating of 70.
Refresh striping on public roads
and continue to refresh
t hermoplastic pavement markings
and legends as needed.
Continue to work with other
departments to promote economic
development opportunities.
Supported Community
Development in review and
approval of key projects including
the Auburn Apartments, Legacy
Plaza, and Copper Gate
Apartments.
Pavement data collected in 2019
indicated an overall average PCI of
70. However, arterial and collector
streets' PCI average was only at
63 while the local streets' average
was at 77.
Evaluate the traffic calming
program to determine its
effectiveness and develop a
revised program to address needs
in a sustainable, equitable, and
cost effective way.
Continue development of tools and
processes related to the
management of the capital project
program including budget
management, cost estimating and
long term planning.
219
2021-2022 Preliminary Budget Section IV: Operating Budget
This performance measure indicates the level of commitment by the City to improving it's public infrastructure
and investment within the City.It can also indicate the level of construction activity occurring within the public
right-of-way.
PERFORMANCE MEASURES - ENGINEERING
Number of Construction Permits Issued
This performance measure shows the number of construction permits submitted, reviewed for conformance
with applicable standards, approved and issued by the City.Construction permits are issued for work within
the public right-of-way typically performed by franchise utilities.The level of permit activity is an indicator of
current economic trends, demands for services from telecommunication, power and gas utilities and can
indicate investment in aging infrastructure.
Number of Public Work Projects Contracted
399
449 464 450 450 450
-
100
200
300
400
500
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Number of Permits Issued
19
13
17
10 12 14
-
5
10
15
20
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Number of Projects Contracted
220
2021-2022 Preliminary Budget Section IV: Operating Budget
The City is responsible for maintaining the delineation of travel lanes on streets within the City. Each year the
painted striping fades due to weather and traffic. The City contracts out the work to refresh the striping, and
our goal is to complete 100% of the streets that have painted channelization annually to improve safety for the
traveling public. Refreshing of street paint marking was deferred until 2021 due to budget restrictions and less
vehicular traffic associated with COVID-19.
Number of Private Storm Systems Inspected
The City is required by its National Pollutant Discharge Elimination System Phase 2 permit to complete
inspections on private storm systems on an annual basis.This performance measure indicates the extent
that these inspection are completed each year as it relates to the City's regulatory permit compliance.
Percentage of Street Striping Refreshed
PERFORMANCE MEASURES - ENGINEERING
344
270
338
400 400 400
-
100
200
300
400
500
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Number of Private Storm Systems Inspected
100%100%100%
0%
100%100%
0%
25%
50%
75%
100%
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Percentage of Street Striping Refreshed
221
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
1,968,356 2,224,365 2,012,565 1,593,225 1,691,136
929,356 1,210,871 1,017,621 815,927 865,189
Supplies 26,122 23,050 23,050 18,700 18,800
354,548 508,255 479,005 336,760 360,960
- - - 88,000 -
435,436 459,800 459,800 481,450 492,200
$ 3,713,817 $ 4,426,341 $ 3,992,041 $ 3,334,062 $ 3,428,285
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.32 Engineering
Expenditures
Department Employees
001 Engineering FTEs 2018 2019 2020 2021 2022
Engineering FTEs 55.00 55.00 55.00 55.00 55.00
TOTAL ENGINEERING FTEs 55.00 55.00 55.00 55.00 55.00
Full Time Equivalent (FTE)
222
2021-2022 Preliminary Budget Section IV: Operating Budget
STREETS DIVISION
Mission Statement
The Streets Division’s purpose is to provide a safe and efficient transportation system that serves
the present and forecasted needs of the Auburn community.
Department Overview
The transportation system is managed by both the Street Division of Maintenance and Operations
Services and the Transportation Division of Engineering Services within Public Works.
The Streets Division has over 245 centerline miles of roadways to maintain. Some of the key
maintenance duties include pavement patching, crack sealing, snow and ice removal, alley and
shoulder grading, sidewalk maintenance and repair, street lighting, signs, and traffic markings. In
addition, Maintenance and Operations Services is responsible for general vegetation management
along streets and storm pond facilities within the City. Landscaped median islands are maintained
by the Parks Department.
Accomplishments and Objectives
Continue to provide ongoing
support to the City’s traffic
calming program through the
placement of appropriate traffic
calming measures as directed by
Engineering Services.
M&O installed speed cushions at
S. 292nd St/59th Ave S, and on E.
Main St east of R St. Speed radar
feedback signs were installed on
S. 296th St, 53rd St SE, 46th Pl.
S, and Thomas Ave SE. 87
Speed Studies were completed by
Engineering.
This goal has been moved to the
Engineering division.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
The City's goal is to inspect 100%
of regulatory/warning signs twice
yearly for reflectivity.
Utilize new equipment to address
safety issues in a more cost
effective and timely manner.
Continue to update inventory of
new street light systems.
Increase frequency of pothole
patrols in order to address known
areas with a high potential of
failure.
100% Inspected in 2019. 50% in
2020 due to COVID-19 impacts
with an additional inspection
planned for fall.
A new slab jack machine is being
utilized to eliminate trip hazards
without the need to replace full
sidewalk panels.
Ongoing
We are performing weekly patrols
in areas with high potential of
failure.
Utilize new equipment to address
safety issues in a more cost
effective and timely manner.
Continue to update inventory of
new street light systems as they
come on line in our asset
management system.
223
2021-2022 Preliminary Budget Section IV: Operating Budget
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to increase grind and
patch operations to postpone the
need for total road surface
replacement.
Continue ongoing repair or
replacement of damaged and worn
street signs.
Obtain 75% completion of the
Sign Shop Inventory in our asset
database.
Continue improvements related to
the equity and inclusion goals of
the City. This includes review of
our processes and programs to
remove barriers to service for all
customers and continuing to
develop a diverse work force.
Repairs have been ongoing with a
large percentage of mast arm
signs replaced in the downtown
c orridor.
Progress on this goal was slowed
in 2020 due to COVID-19 impacts.
224
2021-2022 Preliminary Budget Section IV: Operating Budget
The City is responsible for the maintenance of Street Signs. Street Signs are checked for minimum
reflectivty both in spring and fall. The retroreflectivity of an existing sign is assessed by a trained sign
inspector conducting a visual inspection from a moving vehicle during nighttime conditions. Signs that are
visually identified by the inspector to have retroreflectivity below the minimum levels are put on a list to be
replaced.
PERFORMANCE MEASURES - STREET DEPARTMENT
Street Lights Repaired within 96 Hours
The City is responsible for the maintenance of most of the streetlights in the City (some areas of the City are
maintained by Puget Sound Energy).The City's goal is to have all street lights repaired within 96 hours of
being notified to ensure safety and convenience for the public (this does not include light poles damaged in
traffic accidents).
Street Sign Reflectivity
100%100%100%
50%
100%100%
0%
20%
40%
60%
80%
100%
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Percentage of Street Regulatory/Warning Signs
Inspected
95%95%95%
90%
100%100%
88%
90%
92%
94%
96%
98%
100%
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Percentage of Street Lights Repaired
within 96 Hours
225
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
1,061,893 1,086,263 1,109,963 1,167,364 1,220,222
589,152 688,875 653,375 645,784 675,062
Supplies 198,460 216,300 216,300 230,800 230,800
1,210,061 1,194,039 1,194,039 1,313,320 1,332,720
Capital Outlay - - - - -
645,023 673,200 673,200 734,800 739,000
$ 3,704,589 $ 3,858,677 $ 3,846,877 $ 4,092,068 $ 4,197,804
Salaries & Wages
Personnel Benefits
Services & Charges
001.42 Streets
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Street FTEs 2018 2019 2020 2021 2022
Street FTEs 20.00 21.00 21.00 21.00 21.00
TOTAL STREET FTEs 20.00 21.00 21.00 21.00 21.00
Full Time Equivalent (FTE)
1.0 FTE - The 2019/2020 Adopted Budget included an additional Maintenance Worker position.
226
2021-2022 Preliminary Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Public Works Director is responsible for the budget in the following special
revenue funds:
Fund 102 - Arterial Street Fund, funded by transportation grants, traffic impact fees, a portion of the
City’s gas tax receipts, Public Works Trust Fund loans, as well as other funding sources for street
capital construction projects.
Fund 103 - Local Street Fund, created in 2005, is primarily funded by real estate excise tax (REET)
funds in 2021-22.
Fund 105 - Arterial Street Preservation Fund, funded by a 1% utility tax that was adopted by Council
in 2008 and restricted for arterial street repair and preservation projects.
Accomplishments and Objectives
In 2019 and 2020, construction of the following
preservation projects was underway or completed:
○ 2019 and 2020 crack seal of various arterial and
collector roads
○ 2019 Local Street Reconstruction Project - (4th Street
NE from R to 4th Place, M Street SE from 25th to 28th)
○ 2019 Citywide Patch and Overlay Project - (Peasley
Canyon Road, Ellingson Road, A Street SW, West
Valley Highway)
○ A Street SE Grind and Overlay from Main Street to
17th Street
○ Auburn Way Grind and Overlay from SR 18 to 22nd
Street NE
○ Full rebuild of 15th Street NW from Terrace Drive to
West Valley Highway
○ Grind and Overlay of 15th Street NW from West Valley
Highway to SR 167
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to fund Lakeland Hills to
Transit Center Shuttle and
Community Circulator Services
and look for other opportunities.
Continue Annual Street
Preservation Improvements on
both Local and Arterial/Collector
Streets through identified funding,
maintenance, and grant funding
where applicable.
The agreement to continue to the Lakeland Hills Shuttle
was extended for an additional 5-year period in 2020.
King County Metro has discontinued the program that
funded the Community Circulator Services.
In 2020, the design of the following preservation projects
was underway:
○ Lakeland Hills Way Grind and Overlay between 57th
Drive SE and Lake Tapps Drive
○ Full re-build of I Street SE from Main to 4th
○ Grind and Overlay of various streets in the Riverwalk &
Forest Villa neighborhoods
○ Bridge Decks Preservation of the 3rd Street SW
bridges and the Lea Hill Road Bridge
○ Full rebuild of 2nd Street SE from Auburn Way to
Auburn Avenue.
Continue to fund Lakeland Hills to
Transit Center Shuttle and look for
other opportunities for funding and
to create new shuttle routes within
Auburn.
Work with City Council to identify
and implement a sustainable
funding source for the local street
preservation program.
227
2021-2022 Preliminary Budget Section IV: Operating Budget
A new Rapid Rectangular Flashing Beacon (RRFB) was
constructed at the 44th Street NE Interurban Trail
crossing, and the design of an RRFB at the 37th Street
NW trail crossing was completed. Construction of this
improvement is programed to be completed during 2020.
Pedestrian improvements were completed along Auburn
Ave to the south of Auburn Way N, including a new
RRFB crossing location. Sidewalk was completed along
the north side of Auburn Way South sidewalk between
17th Street SE and Muckleshoot Plaza.
New RRFB crossing locations have been designed at the
124th Ave SE/SE 316th Street and 37th Street SE/D
Street SE intersections. Construction of these are
anticipated to be completed during 2020.
The design of the F Street Non-Motorized Improvements
project was completed and construction started in 2020.
Multiple sidewalk panels were replaced and curb ramps
installed/upgraded throughout the City to meet
Americans with Disabilities Act (ADA) Requirements.
Grant applications for the remaining sidewalk gap along
the east side of M Street SE between 8th Street SE and
12th Street SE, the Auburn Way S south side sidewalk,
and the Safe Routes to Schools funding for 124th Ave SE
and SE 304th Street on Lea Hill were submitted in 2020.
The upgrade of pedestrian signal heads to ADA-
compliant countdown heads was completed throughout
the City.
Back plates on signal heads have been installed at all
locations except those where signal projects are
programmed in the Transportation Improvement Program
(TIP).
At this time, no additional corridor studies are identified.
The focus will be to start implementing the improvements
identified in the corridor studies completed to date.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to invest in bicycle and
safety improvements on arterial
streets.
Continue to make improvements
to existing pedestrian facilities and
construct new pedestrian facilities
as funding allows.
Continue to invest in maintenance
and upgrades to existing traffic
signal infrastructure.
Complete various programmed
preliminary engineering studies for
roadway corridors.
Continue to develop and refine
projects for scope and estimated
costs to better position these
projects for potential grant funding
opportunities.
Studies were completed for the Lea Hill Road Corridor
and the R Street SE Corridor. The A Street SE corridor
study is anticipated to be completed by the end of 2020.
As grant opportunities arise, staff are working to identify
projects to submit and are developing detailed cost
estimates. TIP projects are typically considered first
depending on the grant criteria, to limit the need to
develop new project scopes and budgets for grant
applications.
The design of the F Street non-motorized improvement
project was completed and construction began in 2020.
Ongoing upgrades to traffic signal cabinets and
controllers have improved stability of the system,
reducing ongoing emergency callouts.
228
2021-2022 Preliminary Budget Section IV: Operating Budget
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to implement Dynamic
Message Signs within the City for
better communication with drivers.
Complete the Lake Tapps
Parkway ITS Expansion Project.
Begin design and construction of a
roundabout at the 320th and 116th
intersection on Lea Hill if grant
application is successful.
A new Dynamic Message Sign was constructed along S
277th Street to the east of Auburn Way N during 2019.
Two new Dynamic Message Signs have been designed
(15th Street NW and Lake Tapps Parkway). Construction
of both signs is anticipated to be completed in 2020.
The project is currently under construction and is
proposed to be completed by the end of 2020.
This project has been removed from the TIP and will
remain in the Comprehensive Transportation Plan.
Continue to seek partnership
opportunities with Sound Transit to
improve access to transit, speed
and reliability.
The City was awarded grant funds from Sound Transit to
improve access to transit. Funds were awarded for the
design and construction of the Regional Growth Center
Access project. Sound Transit has also agreed to provide
funding towards the design of the A Street Loop project
to improve egress from the proposed second parking
garage at Auburn Station.
Grant funding was not awarded. A new grant application
was submitted to WSDOT in 2020.
Coordinate with Sound Transit on
the Auburn Access Improvement
Projects and potentially partner on
the completion of City projects
that may mitigate the Sound
Transit project impacts.
Complete design and begin
construction on the Lea Hill Safe
Routes to School project if grant
application is successful.
Complete comprehensive
coordination with street and other
utility projects to determine where
needs may overlap to obtain
efficiency in contracting, realize
economies of scale for projects,
and reduce impacts to the public
caused by construction.
Continue to pursue and develop a
Partnership with the Muckleshoot
Indian Tribe (MIT) on transportation
improvements that have mutual
benefit to MIT and the City.
Continue improvements related to
the equity and inclusion goals of
the City. This includes review of
our programs to remove barriers to
service for all customers.
Develop and implement plan for
usage of dynamic message signs
(DMS Signs) and for additional
Intelligent Transportation Systems
(ITS) improvements.
229
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,062,371 1,970,223 1,970,223 1,015,159 427,309
644,372 5,535,770 3,680,020 1,153,750 450,000
- 450,000 30,020 419,980 -
641,601 197,000 90,000 620,000 620,000
Other Transportation Fees - - - 500,000 1,500,000
- 280,000 - - 100,000
42,766 11,600 - 6,200 2,100
- - - - 250,000
717,223 3,370,194 2,143,465 2,248,150 2,856,200
$ 4,108,332 $11,814,787 $ 7,913,728 $5,963,239 $6,205,609
209,754 283,600 283,600 250,000 291,400
104,866 113,400 113,400 100,000 116,600
328,197 400,000 400,000 180,000 185,000
1,069,329 10,096,046 5,813,869 4,729,980 5,037,000
74,645 80,100 80,100 69,050 56,200
197,376 197,400 197,400 197,400 197,400
10,746 10,200 10,200 9,500 8,800
Transfer Out 143,196 - - - -
1,970,223 634,041 1,015,159 427,309 313,209
$ 4,108,332 $11,814,787 $ 7,913,728 $5,963,239 $6,205,609
Ending Fund Balance
Total Expenditures
Services & Charges
Capital Outlay
Interfund Payments For Service
Debt Service Principal
Debt Service Interest
Expenditures
Salaries & Wages
Operating Transfers In
Total Revenues
Beginning Fund Balance
Federal Grants
State Grants
State Entitlements (Motor Vehicle Fuel Tax)
Other Governmental Agencies
Personnel Benefits
102 Arterial Streets
Revenues
Investment Income
Developer Contributions
230
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund 103 - Local Street Fund, was created in 2005. The original funding source was property taxes,
and from 2013 to 2018 the revenue budget was from sales tax on construction. Since 2019, the
revenue budget has been from real estate excise taxes allocated for local street repair.
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
2,799,957 2,550,612 2,550,612 1,321,778 1,318,428
71,732 - - 10,600 10,500
1,750,000 1,750,000 1,050,000 2,200,000 1,500,000
150,000 150,000 150,000 150,000 150,000
$ 4,771,689 $ 4,450,612 $ 3,750,612 $ 3,682,378 $ 2,978,928
80,096 112,870 112,870 167,900 106,100
38,152 49,521 49,521 67,100 42,400
Supplies - - - - -
22,787 700 700 700 700
2,065,502 2,950,143 2,250,143 2,115,000 1,501,500
14,540 15,600 15,600 13,250 13,800
- - - - -
2,550,612 1,321,778 1,321,778 1,318,428 1,314,428
$ 4,771,689 $ 4,450,612 $ 3,750,612 $ 3,682,378 $ 2,978,928
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Transfer Out
Expenditures
Salaries & Wages
Investment Income
Transfer In - from REET1 & REET2
Transfer In - from W/S/SWM Utility
Total Revenues
Beginning Fund Balance
103 Local Streets
Revenues
231
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund 105 - Arterial Street Preservation Fund, funded by a 1% utility tax that was adopted by Council
in 2008 and restricted for arterial street repair and preservation projects.
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
2,044,459 2,041,919 2,041,919 1,606,304 1,514,104
1,944,455 193,700 - 2,040,400 2,047,400
1,226,279 3,290,339 3,290,339 220,000 -
State Grants - 590,250 69,000 521,250 -
41,765 13,000 - 12,400 11,400
80,604 - - - -
632,659 2,618,020 2,618,020 - -
$ 5,970,221 $ 8,747,228 $ 8,019,278 $ 4,400,354 $ 3,572,904
371,495 218,600 218,600 134,300 122,000
185,767 87,400 87,400 53,700 48,800
Supplies - - - - -
76,809 - - 25,000 150,000
3,294,231 6,903,224 6,106,974 2,623,250 1,629,200
- - - - -
- - - 50,000 185,000
2,041,919 1,538,004 1,606,304 1,514,104 1,437,904
$ 5,970,221 $ 8,747,228 $ 8,019,278 $ 4,400,354 $ 3,572,904
Ending Fund Balance
Total Expenditures
Capital Outlay
Interfund Payments For Service
Transfer Out
Expenditures
Salaries & Wages
Total Revenues
Beginning Fund Balance
Utility Taxes
Federal Grants
Investment Income
Personnel Benefits
Services & Charges
105 Arterial Street
. Preservation
Revenues
Miscellaneous Revenue
Operating Transfer In
232
2021-2022 Preliminary Budget Section IV: Operating Budget
WATER UTILITY
Mission Statement
Provide for the efficient, environmentally sound, and safe management of the existing and future
water system within Auburn’s service area.
Department Overview
The Water Utility is responsible for providing potable water to Auburn’s customers that meets or
exceeds the regulations and recognized standards of today and into the future by efficiently
administering, testing, operating, and maintaining the water supply system. The water is supplied
from wells and springs within the City, with additional supply available from the regional surface
water system for emergencies and for future growth in water demands beyond 2030. The primary
responsibility of the Water Utility is implementing the policies and projects in the Comprehensive
Water Plan. The utility will also continue to enhance its customer service through public education
and information.
Accomplishments and Objectives
The water conservation program’s
goal is to reduce water use by 1%
per year from current usage levels
until the conservation goal is
reached, which is expected in
2022.
Reached conservation goal of 172
gallons per day per Equivalent
Residential Unit (gpd/ERU) in 2 of
the past 5 years.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Complete construction of the Coal
Creek Springs Transmission Main
Replacement project.
Completed 90% of design work
related to this project.
Complete construction of the Coal
Creek Springs Transmission Main
Replacement project.
Complete construction of the
Green River Emergency Power
project.
Project completed.
Evaluate water rights transfer
requirements and determine next
steps for the rights obtained from
Algona.
Developed consultant scope for
this evaluation.
Complete water rights evaluation
and develop a plan for water rights
transfer.
Continue Unidirectional Flushing
Program in the Academy and
Lakeland Hills service areas.
Completed Unidirectional Flushing
in the Academy and Lea Hill
service areas.
Continue monitoring system
losses and fix leaks when found to
meet the 10% limit mandated by
the State Department of Health.
The system has remained below
the mandated 10% loss limit since
2015.
Complete design and construction
of Meter Vault Replacement
project.
Project completed.
233
2021-2022 Preliminary Budget Section IV: Operating Budget
Complete filing for an extension of
the required Comprehensive Water
Plan update by May 2022.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Initiate design and complete
construction of the Academy
Pump Station #1 Replacement
Design completed.Complete construction of the
Academy Pump Station #1
Replacement.
Initiate an air/vacuum release valve
inspection and maintenance
Completed initial inspection of all
air vacuums.
Initiate Lead Service Line
Replacement program.
Identified all lead goosenecks,
secured state funding, and
completed 50% design.
Complete Lead Service Line
Replacement program.
Initiate Deduct Meter Replacement
program.
Completed Phase 1 of the deduct
replacement program
Complete Deduct Meter
Replacement program.
Implement design and
construction of projects funded by
2020 revenue bond issuance.
Replace existing water sample
locations with new sampling
stands.
Continue improvements related to
the equity and inclusion goals of
the City. This includes review of
our processes and programs to
remove barriers to service for all
customers and continuing to
develop a diverse work force.
234
2021-2022 Preliminary Budget Section IV: Operating Budget
This indicator measures the complaint rates experienced by the utility,with individual quantification of those related to customer
service and those related to core utility services. This measure is expressed as complaints per 1,000 customer accounts.
Residential Consumption
One of the major goals for the water conservation program is to reduce water consumption per service connection through public
education, technical assistance, system measures and incentives.
PERFORMANCE MEASURES - WATER FUND
System Losses
A program was developed to minimize losses in the system which includes leak detection and meter testing/replacement.System
loss is the amount of water produced less the amount of water sold or authorized for beneficial use.
Customer Service Complaints per 1,000 Customer Accounts
4.9%
0.7%
6.3%
5.0%4.9%4.8%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
System Losses
(Percent of Production)
2.1
1.7
4.2
3.1 3 3
0
1
2
3
4
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Customer Service Complaints per 1,000 Customer Accounts
175 193
158 170 170 170
-
50
100
150
200
250
300
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Consumption -Gallons/Day
per Residential Connection
235
2021-2022 Preliminary Budget Section IV: Operating Budget
2021-2022 Working Capital Budget
430 430 430 430 430
OPERATING FUND:460 460 460 460 460
OPERATING REVENUES
343.400 Water Sales 14,783,928 14,592,400 14,592,400 16,129,990 16,813,640
343.401-900 Other Charges for Service 279,127 187,000 87,600 181,210 181,010
361.110-119 Interest Earnings 232,492 - - 113,100 73,400
362.500 Rents, Leases and Concessions 33,978 30,000 30,000 30,000 30,000
Other Miscellaneous Revenue 1,896,459 18,971,721 13,833,200 2,695,000 2,200,000
TOTAL OPERATING REVENUES 17,225,984$ 33,781,121$ 28,543,200$ 19,149,300$ 19,298,050$
OPERATING EXPENDITURES
534.000.10 Salaries & Wages 2,383,096 2,522,053 2,454,253 2,866,306 2,966,426
534.000.20 Benefits 939,264 1,446,108 1,416,958 1,503,001 1,561,388
534.000.30 Supplies 315,807 364,244 364,244 359,850 359,850
534.000.40 Services & Charges 3,129,163 4,520,767 4,520,767 4,724,100 4,687,130
597.100.55 Operating Transfers Out to Capital Subfund - 13,557,400 10,851,000 10,643,610 9,224,010
597.100.55 Other Operating Transfers Out 77,782 3,053,200 100,000 408,166 50,000
590.100.75 Debt Service Principal 1,585,361 1,638,200 881,700 1,816,200 1,648,600
534.000.83 Debt Service Interest 658,808 1,064,200 934,800 809,200 745,400
590.100.05 Net Increase in Restricted Assets 2,159,304 - - - -
534.000.90 Interfund Payments for Service 1,749,550 1,844,067 1,844,067 1,937,400 2,023,350
TOTAL OPERATING EXPENDITURES 12,998,136$ 30,010,239$ 23,367,789$ 25,067,833$ 23,266,154$
REVENUES LESS EXPENDITURES 4,227,848$ 3,770,882$ 5,175,411$ (5,918,533)$ (3,968,104)$
BEGINNING WORKING CAPITAL - January 1 7,685,258 11,913,106 11,913,106 17,088,517 11,169,984
ENDING WORKING CAPITAL - December 31 11,913,106 15,683,988 17,088,517 11,169,984 7,201,880
NET CHANGE IN WORKING CAPITAL (*)4,227,848$ 3,770,882$ 5,175,411$ (5,918,533)$ (3,968,104)$
CAPITAL FUND:
CAPITAL REVENUES
333.970 Indirect Fed Grants - US Dept Of Homeland 300,507 - - - -
334.018 State Grants - Military Dept 50,084 - - - 225,000
361.110 Investment Income 29,161 4,300 - 10,900 18,500
379.100 Developer Contributions 22,000 - - - -
396.101 Capital-System Development 1,279,873 960,200 857,500 960,200 983,200
397.*Operating Transfers in from Operations - 13,557,400 10,851,000 10,643,610 9,224,010
397.*Other Operating Transfers In 39,258 2,662,892 - - -
396/399 Other Revenues 1,966,980 - - - -
TOTAL CAPITAL REVENUES 3,687,863$ 17,184,792$ 11,708,500$ 11,614,710$ 10,450,710$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 253,850 353,600 353,600 535,700 500,000
590.100.20 Benefits 123,095 141,400 141,400 214,300 200,000
590.100.40 Services & Charges 183 400 400 21,800 22,300
590.100.6 Construction Projects 3,472,191 16,582,553 10,356,040 9,898,610 8,744,010
590.100.05 Net Change in Restricted Assets 1,656,740 - - - -
590.100.55 Operating Transfers Out 69,220 50,000 50,000 - -
TOTAL CAPITAL EXPENDITURES 5,575,278$ 17,127,953$ 10,901,440$ 10,670,410$ 9,466,310$
BEGINNING WORKING CAPITAL - January 1 1,968,494 81,079 81,079 888,139 1,832,439
ENDING WORKING CAPITAL - December 31 81,079 137,918 888,139 1,832,439 2,816,839
NET CHANGE IN WORKING CAPITAL (*)(1,887,415)$ 56,839$ 807,060$ 944,300$ 984,400$
Total Change in Working Capital 2,340,433$ 3,827,721$ 5,982,471$ (4,974,233)$ (2,983,704)$
(*) Working Capital = Current Assets
minus Current Liabilities
2021
Budget
2022
Budget
430 Water
(includes 460 Water - Capital)
City of Auburn
2019
Actual
2020
Adjusted
Budget
2020
Estimate
236
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Employees
430 Water FTEs 2018 2019 2020 2021 2022
Water FTEs 23.00 23.00 23.00 23.00 23.00
TOTAL WATER FTEs 23.00 23.00 23.00 23.00 23.00
Full Time Equivalent (FTE)
237
2021-2022 Preliminary Budget Section IV: Operating Budget
SEWER UTILITY
Mission Statement
Provide for efficient, environmentally sound, and safe management of the existing and future
sanitary sewer waste needs of the City of Auburn.
Department Overview
Some of the key administrative and engineering duties include comprehensive system planning,
interaction with and regulation of development, implementing capital improvement projects, asset
management, and system budget management. Operational duties include general system
maintenance, minor repair and construction, and day-to-day operation. The City is responsible for
the collection and transmission of effluent to King County trunk lines. Auburn contracts with King
County for effluent treatment and disposal.
Accomplishments and Objectives
Begin Infiltration/Inflow (I/I) study
to more precisely identify sources
of I/I within Auburn's system.
By the end of 2020, will have
installed 24 flow monitors at
s trategic points in the system
which can be used to identify
smaller sewer basins with
significant I/I.
Using the results of two wet
seasons of flow monitoring,
identify basins with the highest I/I
and conduct field investigations to
identify conditions that may be
contributing to I/I.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Verify/update installation date,
record drawing reference, and
materials for 75% of the system's
sewer manholes and sewer mains.
Approximately 50% of existing
manholes and sewer mains now
have installation data stored in the
asset management database
(Cartegraph) and Geographic
Information System (GIS).
Developed a work plan for the
remaining assets to be completed
by GIS Inventory Technicians
during the next biennium.
Verify/update all available
installation dates, record drawing
references, and materials for the
system's sewer manholes and
sewer mains.
Work with Innovation &
Technology to coordinate the use
of the Cartegraph, GIS, and
WinCan asset management tools.
Established editing processes for
data within Cartegraph and GIS.
E stablished extent of data transfer
from WinCan to Cartegraph and
GIS.
Complete Pump Station Electrical
Improvements project.
Under construction and expected
to be complete in 2020.
Assess the condition of the City’s
larger diameter lines.
Completed the Large Diameter
Pipe Assessment in 2020.
Participate in King County
Wastewater Treatment Division's
regional I/I reduction efforts.
Staff is serving as a member of the
County's I/I Task Force as it
develops plans for improved
construction best management
practices and side sewer
inspections.
238
2021-2022 Preliminary Budget Section IV: Operating Budget
Complete design and construction
of 2019 Sewer Repair and
Rehabilitation (R&R) Project.
Completed the portion of the
original scope that involved
installation of cured-in-place pipe
installation, avoiding costly and
impactful excavation in residential
back yards. Prepared remaining
sites to for the 2021 Repair and
Rehabilitation project.
Initiate the 2021 Repair and
Rehabilitation project.
Complete pre-design work for 22nd
Street Pump Station Replacement
in 2022.
Deferred 22nd Street Station until
2025 due to capacity issues at the
Rainier Ridge Pump Station.
Completed pre-design work for
Rainier Ridge in 2020.
Increase education and outreach
of the Fats, Oils, and Grease
(FOG) Program to reduce
backups, trouble lines, and
maintenance needs.
Continue to engage with King
County, component agencies, City
staff, and elected leaders to
negotiate a new agreement for
sewage disposal.
Complete comprehensive
coordination with street and other
utility projects to determine where
needs may overlap to obtain
efficiency in contracting, realize
economy's of scale for projects,
and reduce impacts to the public
by construction.
Continue improvements related to
the equity and inclusion goals of
the City. This includes review of
our processes and programs to
remove barriers to service for all
customers and continuing to
develop a diverse work force.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to review service
properties with Finance and the
Innovation & Technology
department to assure each
developed property connected to
the system has a sewer billing
account in Springbrook.
Requested Finance staff to correct
billing records for each property
discovered to be connected to the
sewer system without a valid
sewer account.
Prepare growth projections and
update hydraulic modeling for
update to the Comprehensive Plan
for completion and approval in
2024.
239
2021-2022 Preliminary Budget Section IV: Operating Budget
Routine inspections and spot repairs of sewer pipe should result in fewer major repairs and reduce incidents of back-ups or other
major problems. Remote inspection provides the important information that determines capital projects in the following year.
Manhole Inspections
Inspection of manholes gives a quick visual observation of the sewer system function.By increasing inspections potential sewer
blockages, infiltration & inflow and surcharging can be observed.
PERFORMANCE MEASURES - SEWER FUND
Linear Feet of Sanitary Sewer Pipe Cleaned
Pipe cleaning is conducted using a high-pressure sewer jet to scour &remove debris from the inside of the pipelines to prevent
blockages.
Linear Feet of Sanitary Sewer Remotely Inspected
214 227
201
150
220 230
0
50
100
150
200
250
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Linear Feet Cleaned
(Thousands of Feet)
210
178
214
150
200 200
0
50
100
150
200
250
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Linear Feet Remotely Inspected
(Thousands of Feet)
1,434
1,578
1,402
1,000
1,600 1,600
0
500
1,000
1,500
2,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Manhole Inspections
240
2021-2022 Preliminary Budget Section IV: Operating Budget
2021-2022 Working Capital Budget
431 431 431 431 431
OPERATING FUND:461 461 461 461 461
OPERATING REVENUES
343.500 City Sewer Service 8,627,950 8,409,200 8,409,200 9,461,930 9,772,980
343.501-540 Other Charges for Service 180,578 145,000 41,400 139,700 139,500
361.110-118 Interest Earnings 139,211 - - 69,100 80,400
Other Miscellaneous Revenue 723,208 69,000 21,200 - -
TOTAL OPERATING REVENUES 9,670,948$ 8,623,200$ 8,471,800$ 9,670,730$ 9,992,880$
OPERATING EXPENDITURES
535.000.10 Salaries & Wages 1,402,374 1,511,111 1,506,611 1,709,833 1,766,683
535.000.20 Benefits 540,552 846,106 844,156 892,805 926,453
535.000.30 Supplies 79,160 164,550 164,550 163,050 166,050
535.000.40 Services & Charges 2,777,991 3,478,200 3,478,200 3,224,700 3,229,430
597.100.55 Operating Transfers Out to Capital Subfund - - - - -
597.100.55 Other Operating Transfers Out 14,118 315,681 24,000 383,167 50,000
590.100.75 Debt Service Principal 575,497 596,700 318,400 449,300 457,100
535.100.83 Debt Service Interest 231,101 293,900 71,400 105,900 96,500
590.100.05 Net Increase in Restricted Assets 644,546 - - - -
535.000.90 Interfund Payments for Service 1,375,901 1,443,267 1,443,267 1,578,600 1,629,750
TOTAL OPERATING EXPENDITURES 7,641,240$ 8,649,515$ 7,850,584$ 8,507,355$ 8,321,966$
REVENUES LESS EXPENDITURES 2,029,708$ (26,315)$ 621,216$ 1,163,375$ 1,670,914$
BEGINNING WORKING CAPITAL - January 1 5,187,057 7,216,765 7,216,765 7,837,981 9,001,356
ENDING WORKING CAPITAL - December 31 7,216,765 7,190,450 7,837,981 9,001,356 10,672,270
NET CHANGE IN WORKING CAPITAL (*)2,029,708$ (26,315)$ 621,216$ 1,163,375$ 1,670,914$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 215,027 34,700 - 75,600 52,200
396.101 Capital-System Development 1,518,905 670,500 759,500 686,800 703,400
397.100 Operating Transfers in from Operations - - - - -
397.100 Other Operating Transfers In - - - - -
396.102 Capital-Assess/Area 898,707 - - - -
361/396/399 Other Revenues 82,512 - - - -
TOTAL CAPITAL REVENUES 2,715,150$ 705,200$ 759,500$ 762,400$ 755,600$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 67,161 78,600 78,600 85,700 271,400
590.100.20 Benefits 32,369 31,400 31,400 34,300 108,600
590.100.40 Services & Charges 1,081 2,000 2,000 16,600 16,900
590.100.60 Construction Projects 859,668 3,959,842 3,135,300 3,263,000 3,419,000
590.100.05 Net Change in Restricted Assets 894,327 - - - -
597.100.55 Operating Transfers Out 50,000 50,000 50,000 - -
TOTAL CAPITAL EXPENDITURES 1,904,606$ 4,121,842$ 3,297,300$ 3,399,600$ 3,815,900$
BEGINNING WORKING CAPITAL - January 1 12,489,613 13,300,157 13,300,157 10,762,357 8,125,157
ENDING WORKING CAPITAL - December 31 13,300,157 9,883,515 10,762,357 8,125,157 5,064,857
NET CHANGE IN WORKING CAPITAL (*)810,544$ (3,416,642)$ (2,537,800)$ (2,637,200)$ (3,060,300)$
Total Change in Working Capital 2,840,252$ (3,442,957)$ (1,916,584)$ (1,473,825)$ (1,389,386)$
(*) Working Capital = Current Assets
minus Current Liabilities
2021 Budget 2022 Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
431 Sewer
(includes 461 Sewer - Capital)
241
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Employees
431 Sewer FTEs 2018 2019 2020 2021 2022
Sewer FTEs 10.00 10.00 10.00 10.00 10.00
TOTAL SEWER FTEs 10.00 10.00 10.00 10.00 10.00
Full Time Equivalent (FTE)
242
2021-2022 Preliminary Budget Section IV: Operating Budget
STORM UTILITY
Mission Statement
Provide environmentally sound and effective management of the surface and shallow ground water
in the City of Auburn for the protection and welfare of the public.
Department Overview
The Storm Utility’s engineering duties include comprehensive system planning, compliance with the
requirements of the Western Washington Phase II Municipal Stormwater Permit under the National
Pollutant Discharge Elimination System (NPDES) regulations, review of development applications,
conception and implementation of capital improvement projects, and system budget management.
Key operational duties include general system maintenance, minor repair and construction, and day-
to-day operations. The City is responsible for the collection, transmission, treatment, and disposal of
surface waters to Mill Creek and the Green and White rivers.
Accomplishments and Objectives
Replace and/or install new storm
drainage conveyance capacity
improvements in conjunction with
the arterial and local street
improvement projects.
The Storm Utility has coordinated
to implement the replacement and
installation of new storm drainage
conveyance capacity
improvements in conjunction with
the arterial and local street
improvement projects.
Complete comprehensive
coordination with street and other
ut ility projects to determine where
needs may overlap to obtain
efficiency in contracting, realize
economies of scale for projects,
and reduce impacts to the public.
Maintain compliance with our
catch basin inspection and
c leaning program as mandated by
the NPDES Phase II Permit.
The City continues to be
compliant with the NPDES Phase
II Permit catch basin inspection
and cleaning requirements.
Performed 5,871 catch basin
inspections in 2019. 2020
Inspections may be below targets
due to COVID-19 impacts.
Complete the storm drainage
inventory process and update
ut ility records by performing
records evaluation and field
investigations, thereby improving
the overall management of City
storm assets.
Continued to update the storm
drainage inventory through records
evaluation and field investigations.
Complete the 9-year program to
map and document the attributes
of the City's storm drainage
assets by mid-2021.
Develop and implement a citywide
ditch maintenance, cleaning and
rehabilitation program to remove
accumulated sediment and
vegetation.
Began implementation of the ditch
maintenance cleaning program in
t he rural areas of the City.
Continue implementation of the
ditch maintenance program.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
243
2021-2022 Preliminary Budget Section IV: Operating Budget
Multilingual outreach and technical
assistance to Auburn businesses
on pollution prevention / spill kit
best management practices were
provided in 2019-2020.
Implemented school education
program for general stormwater
and natural resource protection.
Continue improvements related to
the equity and inclusion goals of
the City. This includes review of
our processes and programs to
remove barriers to service for all
customers and continuing to
develop a diverse work force.
Prepare growth projections and
update hydraulic modeling for
update to the Comprehensive Plan
for completion and approval in
2024.
Manage the City’s capital project
wetland mitigation site monitoring
program.
Ongoing monitoring coordination
and agency reporting occurred for
the two capital project wetland
mitigation sites.
Manage and implement an
ongoing public education and
outreach program to targeted
audiences to comply with the
NPDES permit.
Continue remote learning and
outreach for school program and
business pollution prevention
program until normal operations
resume after the COVID-19
pandemic.
Implement and manage the City's
West Nile Virus abatement
program at the City's constructed
stormwater ponds.
The City continued to implement
and manage the West Nile Virus
abatement program at the City's
constructed stormwater ponds.
This service was provided at 89
and 91 constructed stormwater
ponds respectively for 2019-2020.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
244
2021-2022 Preliminary Budget Section IV: Operating Budget
This performance measure reflects the reprioritization of storm work forces to meet NPDES requirements for mowing to facilitate
inspection and maintenance of public storm ponds during the permit cycle, including vegetation removal as needed.
Catch Basin Inspection
The NPDES permit requires the inspection of all catch basins within the City during a permit cycle period.The 2021 and 2022
goals are based on the anticipated annual average required to meet permit conditions.
PERFORMANCE MEASURES - STORM DRAINAGE FUND
Tons of Debris Hauled
Increase is due to National Pollutant Discharge Elimination System (NPDES)requirements to inspect and clean, as necessary, all
catch basins within the City during the permit cycle period.The 2021 and 2022 goals are based on the annual average required to
meet NPDES permit conditions.
Acres of Storm Drainage Ponds Maintained
1,118
1,501 1,400
1,000
1,500 1,600
-
500
1,000
1,500
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Tons of Debris Hauled
610 610 610 620 620 620
-
200
400
600
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Acres of Ponds Maintained
3,417
6,376 5,871 6,000 6,000 6,000
-
2,000
4,000
6,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Catch Basin Inspection
245
2021-2022 Preliminary Budget Section IV: Operating Budget
2021-2022 Working Capital Budget
432 432 432 432 432
OPERATING FUND:462 462 462 462 462
OPERATING REVENUES
343.830 Storm Service Charge 10,002,648 10,203,200 10,158,900 10,451,550 10,706,170
343.831-840 Other Charges for Service 107,842 125,000 75,900 155,500 155,200
361.110-119 Interest Earnings 134,914 - - 79,100 90,500
Other Miscellaneous Revenue 848,717 56,000 - - -
TOTAL OPERATING REVENUES 11,094,121$ 10,384,200$ 10,234,800$ 10,686,150$ 10,951,870$
OPERATING EXPENDITURES
535.000.10 Salaries & Wages 2,348,116 2,574,037 2,569,537 2,669,368 2,834,329
535.000.20 Benefits 920,498 1,437,619 1,435,669 1,400,208 1,461,232
535.000.30 Supplies 80,710 84,550 84,550 82,050 82,050
535.000.40 Services & Charges 1,599,952 2,070,740 2,070,740 2,135,830 2,108,970
597.100.55 Operating Transfers Out to Capital Subfund - - - - -
597.100.55 Other Operating Transfers Out 88,357 391,081 100,500 444,667 124,000
590.100.72 Debt Service Principal 452,418 470,100 229,600 350,900 363,700
535.100.83 Debt Service Interest 293,420 346,700 160,600 187,000 173,700
590.100.05 Net Increase in Restricted Assets 1,077,023 - - - -
535.000.90 Interfund Payments for Service 1,790,014 1,838,700 1,838,700 2,096,200 2,135,300
TOTAL OPERATING EXPENDITURES 8,650,509$ 9,213,527$ 8,489,896$ 9,366,223$ 9,283,281$
REVENUES LESS EXPENDITURES 2,443,612$ 1,170,673$ 1,744,904$ 1,319,927$ 1,668,589$
BEGINNING WORKING CAPITAL - January 1 4,754,678 7,198,290 7,198,290 8,943,194 10,263,121
ENDING WORKING CAPITAL - December 31 7,198,290 8,368,963 8,943,194 10,263,121 11,931,710
NET CHANGE IN WORKING CAPITAL (*)2,443,612$ 1,170,673$ 1,744,904$ 1,319,927$ 1,668,589$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 255,561 34,700 - 68,800 36,200
396.101 Capital-System Development 628,194 501,800 420,900 514,100 526,600
396.104 Capital-Outside Devl 393,630 - - - -
397.100 Operating Transfers in from Operations - - - - -
397.100 Other Operating Transfers In - - - - -
377.020 Interlocal Grants 7,845 174,120 - 255,970 -
361/396/399 Other Revenues 127,599 - - - -
TOTAL CAPITAL REVENUES 1,412,829$ 710,620$ 420,900$ 838,870$ 562,800$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 76,812 130,000 130,000 321,400 221,400
590.100.20 Benefits 37,637 52,000 52,000 128,600 88,600
590.100.40 Services & Charges 942 2,000 2,000 12,600 12,800
590.100.60 Construction Projects 1,441,898 2,263,293 1,426,670 4,233,100 4,329,000
590.100.05 Net Change in Restricted Assets 393,630 - - - -
590.100.55 Operating Transfers Out 50,000 50,000 50,000 - -
TOTAL CAPITAL EXPENDITURES 2,000,920$ 2,497,293$ 1,660,670$ 4,695,700$ 4,651,800$
BEGINNING WORKING CAPITAL - January 1 12,397,826 11,809,735 11,809,735 10,569,965 6,713,135
ENDING WORKING CAPITAL - December 31 11,809,735 10,023,062 10,569,965 6,713,135 2,624,135
NET CHANGE IN WORKING CAPITAL (*)(588,091)$ (1,786,673)$ (1,239,770)$ (3,856,830)$ (4,089,000)$
Total Change in Working Capital 1,855,521$ (616,000)$ 505,134$ (2,536,903)$ (2,420,411)$
(*) Working Capital = Current Assets
minus Current Liabilities
2021 Budget 2022 Budget
432 Storm Drainage
(includes 462 Storm Drainage - Capital) 2019
Actual
2020
Adjusted
Budget
2020
Estimate
246
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Employees
432 Storm FTEs 2018 2019 2020 2021 2022
Storm FTEs 12.00 12.00 12.00 12.00 12.00
TOTAL STORM FTEs 12.00 12.00 12.00 12.00 12.00
Full Time Equivalent (FTE)
247
2021-2022 Preliminary Budget Section IV: Operating Budget
SEWER METRO UTILITY
Department Overview
The City of Auburn contracts with King County’s Wastewater Treatment Division (WTD) for sewage
treatment and disposal. The City pays King County for these services based on the County’s
monthly sewer rate and the number of customers served; the cost is then passed directly on to
consumers. In 2013, the Sewer Metro Utility Fund was created in an effort to track these revenues
and expenditures separately from the City-owned and operated Sewer utility.
Accomplishments and Objectives
Continue to prepare the Quarterly
Report of Sewerage Customers in
a t imely manner.
Continue to identify new accounts
that require special setup for
ac curate reporting to King County.
Continue to prepare the Quarterly
Report of Sewerage Customers in
a timely manner.
Continue to identify new accounts
that require special setup for
ac curate reporting to King County.
Ongoing.
Ongoing.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
2021-2022 Working Capital Budget
433 433 433 433 433
OPERATING FUND:- - 463 463
OPERATING REVENUES
343.501-531 Metro Service Charge 17,273,532 16,509,700 16,509,700 19,528,450 20,186,200
343.532 Metro Industrial Charge 477,401 750,000 200,000 790,900 810,200
361.110 Interest Earnings 23,259 - - 16,600 16,300
TOTAL OPERATING REVENUES 17,774,192$ 17,259,700$ 16,709,700$ 20,335,950$ 21,012,700$
OPERATING EXPENDITURES
535.800.40 Services & Charges 17,896,284 18,397,800 18,089,400 20,331,250 21,008,800
TOTAL OPERATING EXPENDITURES 17,896,284$ 18,397,800$ 18,089,400$ 20,331,250$ 21,008,800$
REVENUES LESS EXPENDITURES (122,092)$ (1,138,100)$ (1,379,700)$ 4,700$ 3,900$
BEGINNING WORKING CAPITAL - January 1 3,567,929 3,445,836 3,445,836 2,066,136 2,070,836
ENDING WORKING CAPITAL - December 31 3,445,836 2,307,736 2,066,136 2,070,836 2,074,736
NET CHANGE IN WORKING CAPITAL (*)(122,092)$ (1,138,100)$ (1,379,700)$ 4,700$ 3,900$
(*) Working Capital = Current Assets
minus Current Liabilities
2021
Budget
2022
Budget 433 Sewer Metro 2019
Actual
2020
Adjusted
Budget
2020
Estimate
248
2021-2022 Preliminary Budget Section IV: Operating Budget
AIRPORT FUND
Vision
Provide our community superior aviation facilities, custom solutions, and continued and sustainable
economic development as judged by our customers and community.
Mission
Our Mission is to:
• Be a gateway to Auburn and the Puget Sound region.
• Promote aviation at the Airport and within the community.
• Provide a high level of operational excellence.
• Be environmentally and economically responsible.
• Provide safe and secure aviation facilities.
Department Overview
The Auburn Municipal Airport provides hangar and tie-down facilities, which will accommodate over
400 based aircraft. The City has long-term land-only leases which provide for private condominium-
type aircraft hangars and one maintenance facility. In addition, the City has short term building
leases with several businesses operating on the airfield who provide aviation-related services to the
public and users of the Airport. Between 2004 and 2018, the daily operations and management of
the Airport was through a contract with a private firm. In 2019, the management of the Airport
moved from a contracted service to being managed by City staff. The operations and management
of the Airport includes aircraft tie-downs, hangars and facility leases, daily management,
maintenance and operation of the fuel facility, compliance with all appropriate regulations, tenant
relations, hosting events for the community and our customers, marketing, grounds maintenance,
facility maintenance, and capital program management.
Accomplishments and Objectives
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Promote Business Development
within the Airport and surrounding
the Airport consistent with the
Master Plan and the Market
Assessment.
Continue efforts to obtain FAA
support for a full Runway
Enhancement project as identified
in the Master Plan.
Prepare a Jet A Fuel Plan for
Airport Management to facilitate.
The airport has brought on new
business: Normandy and Skyline
Leas ing. Planning work has begun
for the construction of new
hangars where additional business
could be located.
In 2020 the runway will be
extended from 3,400 to 3,841 feet.
The eventual goal is 4,118 feet.
Jet A has been authorized for one
Commercial Tenant on the Airport
and Capital Planning for the
Airport has identified that a future
Jet A facility serving all users
requires a private partner to install
and manager a Jet A facility.
Evaluate the demand for Jet A
following the completion of the
Runway Extension. If sufficient
demand exists from users, work to
identify a private partner to install
and manage it.
249
2021-2022 Preliminary Budget Section IV: Operating Budget
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Maintain compliance with the
Airport’s Industrial Storm Water
Permit requirements.
Implement new Airport
Management Strategy.
Continue implementation of the
tasks identified in the Airport
Strategic Business Plan.
Develop a Facility Maintenance
Program and funding options to
begin implementation within the
budget period.
New airport staff with the
assistance of additional city staff
have taken over managing the
permit requirements.
City employed staff began
managing the airport in 2019.
New airport staff reviewed the plan
with the Airport Advisory Board
and have implemented or are
already working on many of the
recommendations such as
website upgrades, tenant/airport
promotion, building additional
hangars and airport site visits.
Staff has overhauled the Airport
Capital Facilities Plan per the
Facility Assessment completed in
2018. The modified plan
incorporates the necessary
maintenance and upgrading of
infrastructure.
Work with FAA to determine the
steps and work necessary to
create a viable instrument
approach for the airport.
Continue improvements related to
the equity and inclusion goals of
the City. This includes review of
our processes and programs to
remove barriers to service for all
customers, continuing outreach to
under represented groups for
Airport events, and continuing
involvement in regional and
industry efforts to increase
diversity within the Aviation
industry through internships and
participation in WAMA and AAAE
organization efforts.
Work with adjacent properties and
the FAA to address obstructions
and allow a change to the night
restrictions that exist at the
Airport.
Infrastructure upgrades to include
hangar door replacement,
retrofitting existing open hangars
and c onstructing two new hangar
rows. Pavement maintenance has
also been made a high priority.
250
2021-2022 Preliminary Budget Section IV: Operating Budget
2021-2022 Working Capital Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget 435 435 435 435 435
OPERATING FUND:465 465 465 465 465
OPERATING REVENUES
331.201 Grant Revenue - 69,000 - - -
341.930 Airport Security Service 37,075 35,000 35,000 35,000 35,000
344.602 Aviation Fuel Sales 449,147 410,000 430,000 439,000 449,000
344.604 Flowage Fee 6,006 - - - -
362.501 Property Leases 258,253 318,600 300,000 330,000 338,300
362.502 Tie Down & Hangar Rent 638,159 614,400 654,000 654,000 670,400
361.110 Investment Income 23,442 7,800 7,500 12,800 10,400
367.110 Gifts/Pledges - Private Sources 2,000 1,000 1,000 - -
382.200 Bond Proceeds - - - 3,810,900 -
369-399 Miscellaneous Revenue 25,986 6,100 11,500 4,000 4,000
TOTAL OPERATING REVENUES 1,440,067$ 1,461,900$ 1,439,000$ 5,285,700$ 1,507,100$
OPERATING EXPENDITURES
546.000.10 Salaries & Wages 209,336 232,843 215,000 249,471 259,083
546.000.20 Benefits 111,182 167,008 113,000 119,725 120,864
546.000.30 Supplies 372,494 307,000 307,000 362,000 368,000
546.000.40 Services & Charges 227,413 213,800 213,800 267,800 279,200
597.100.55 Operating Transfers Out to Capital Subfund 350,000 355,400 355,400 3,000,000 1,400,000
597.100.55 Other Operating Transfers Out 4,236 - - - -
546.000.75 Debt Service Principal 228,003 12,200 12,200 126,700 133,100
546.000.81 Debt Service Interest 14,796 100 100 251,400 203,200
590.100.05 Net Increase in Restricted Assets (158,913) - - - -
546.000.90 Interfund Payments for Service 37,459 46,100 46,100 110,600 115,400
TOTAL OPERATING EXPENDITURES 1,396,006$ 1,334,451$ 1,262,600$ 4,487,696$ 2,878,847$
REVENUES LESS EXPENDITURES 44,062$ 127,449$ 176,400$ 798,004$ (1,371,747)$
BEGINNING WORKING CAPITAL - January 1 590,315 634,377 634,377 810,777 1,608,781
ENDING WORKING CAPITAL - December 31 634,377 761,826 810,777 1,608,781 237,034
NET CHANGE IN WORKING CAPITAL (*)44,062$ 127,449$ 176,400$ 798,004$ (1,371,747)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 1,913 200 - 200 200
331-334 Federal and State Grants 256,311 3,977,598 3,347,953 - 422,220
397.100 Operating Transfer In 350,000 355,400 355,400 3,000,000 1,400,000
369.900 Other Revenues 28,941 - - - 25,000
TOTAL CAPITAL REVENUES 637,166$ 4,333,198$ 3,703,353$ 3,000,200$ 1,847,420$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 57 4,300 500 - -
590.100.20 Benefits 41 1,700 300 - -
590.100.40 Services & Charges 14 100 100 100 100
590.100.60 Capital Projects 350,059 4,650,290 4,111,737 2,891,500 1,780,340
590.100.55 Operating Transfers Out 69,034 25,000 - - -
TOTAL CAPITAL EXPENDITURES 419,205$ 4,681,390$ 4,112,637$ 2,891,600$ 1,780,440$
BEGINNING WORKING CAPITAL - January 1 211,881 429,841 429,841 20,557 129,157
ENDING WORKING CAPITAL - December 31 429,841 81,649 20,557 129,157 196,137
NET CHANGE IN WORKING CAPITAL (*)217,960$ (348,192)$ (409,284)$ 108,600$ 66,980$
Total Change in Working Capital 262,022$ (220,743)$ (232,884)$ 906,604$ (1,304,767)$
(*) Working Capital = Current Assets
minus Current Liabilities
435 Airport
(includes 465 Airport - Capital)
251
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Employees
435 Airport FTEs 2018 2019 2020 2021 2022
Airport FTEs 3.00 3.00 3.00 3.00 3.00
TOTAL AIRPORT FTEs 3.00 3.00 3.00 3.00 3.00
Full Time Equivalent (FTE)
252
2021-2022 Preliminary Budget Section IV: Operating Budget
EQUIPMENT RENTAL
Mission Statement
The mission of Equipment Rental is to provide all City departments with a safe and reliable fleet and
the fleet support services that each department needs to perform its mission.
Department Overview
Equipment Rental is responsible for the maintenance, servicing, acquisition, and disposition of the
City’s vehicle and equipment fleet. Central Stores is a component of Equipment Rental and is
responsible for procuring, storing, and distributing supplies and material for many City operations.
Central Stores also maintains the City’s fuel storage and access system.
Accomplishments and Objectives
Continue improvements related to
the equity and inclusion goals of
t he City. This includes review of
our processes and programs to
remove barriers to service for all
customers and continuing to
develop a diverse work force.
Continue to improve fleet fuel
economy through the expansion of
t he current Zonar technology
throughout the City's fleet.
In order to lower the City's
emission rates and continue to
meet standards, seek out and
implement alternative fuel sources
within the City's fleet.
Expedite Equipment Rental and
Central Stores remodel project to
improve efficiency and provide the
necessary facilities to meet the
needs of the City.
Become an ASE-Certified Blue
Shield Repair Facility.
Evaluate the benefits and
requirements of becoming a
General Motors in-house warranty
provider.
This project has been moved into
the 2021-2022 budget cycle to
incorporate recommendations from
the Facility Master Plan in
process in 2020.
This is an ongoing project
monitoring idle times and
purchasing more fuel-efficient
vehicles.
Four electric vehicles have been
added; renewable diesel
implementation is still a work in
progress.
This project has been moved into
the 2021-2022 budget cycle to
incorporate recommendations from
the Facility Master Plan in
process in 2020.
Many Certifications have been
received towards the completion of
this goal, however more are
needed. It will remain as a goal
for the next budget cycle.
This has been completed.
Continue to improve fleet fuel
economy using new technologies
and policies.
Implement four electric vehicles as
pool vehicles, and implement the
use of renewable diesel.
Expedite Equipment Rental and
Central Stores remodel project.
Become a Certified Blue Shield
Repair Facility.
Perform all Ford warranty and
recall work in house.
Investigate fuel systems for
replacement in next budget cycle.
Investigate fuel systems and
options for replacement and
implement the replacement.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
253
2021-2022 Preliminary Budget Section IV: Operating Budget
Number of Additional Maintenance Performed during Preventative Maintenance Services
Unscheduled maintenance is repairs that were not planned.The majority of these repairs take place following a preventative
maintenance inspection, thereby preventing a more costly repair due to system failures.
A preventative maintenance service is a systematic inspection and service of vehicles and equipment, completed at predetermined
intervals, to detect mechanical problems prior to system failures, resulting in extended lifecycles.
PERFORMANCE MEASURES - EQUIPMENT RENTAL FUND
Vehicle Life Cycle Averages
Life cycles are based on industry standards by vehicle type and vehicle use.We have kept our life cycles above industry standards
through proactive preventative maintenance, enabling us to get the most from our vehicles with the least investment.
Number of Preventative Maintenance Services Performed
8.9
8.7 8.8
8.6
8.8 8.8
8.0
8.5
9.0
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Average Vehicle Life Cycle
In Years
497
557 567
623 634
561
300
400
500
600
700
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Preventative Maintenance Services Performed
1,713 1,669 1,619
1,523 1,515 1,502
1,000
1,500
2,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Unscheduled Maintenance Performed
254
2021-2022 Preliminary Budget Section IV: Operating Budget
2021-2022 Working Capital Budget
550 550 550 550 550
OPERATING FUND:560 560 560.00 560 560
OPERATING REVENUES
348.500 Fuel Sales 414,400 416,100 416,100 460,200 461,500
365.100 Interfund Rentals 1,593,206 1,669,295 1,669,295 1,830,200 1,828,600
361.110 Investment Income 69,431 - - 16,400 11,000
397.100 Operating Transfers-In - - - - -
342-344 Charges for Goods and Services 21,382 - - - -
367-369 Miscellaneous Revenue 2,229 - 2,600 - -
395-399 Other Sources 122,387 - 41,000 - -
TOTAL OPERATING REVENUES 2,223,036$ 2,085,395$ 2,128,995$ 2,306,800$ 2,301,100$
OPERATING EXPENDITURES
548.100.10 Salaries & Wages 607,577 563,879 560,079 691,161 714,679
548.100.20 Benefits 237,107 327,656 325,956 357,276 370,179
548.100.30 Supplies 984,789 941,200 941,200 1,153,840 1,044,200
548.100.40 Services & Charges 493,881 504,100 504,100 570,050 576,250
597.100.55 Operating Transfer Out - - 22,000 -
590.100.75 Debt Service Principal - 22,000 64,874 - -
548.100.83 Debt Service Interest 1,468 1,500 1,500 - -
548.100.90 Interfund Payments for Service 279,868 304,000 304,000 343,750 374,400
590.100.05 Net Increase in Restricted Assets 22,678 - - - -
TOTAL OPERATING EXPENDITURES 2,627,367$ 2,664,335$ 2,701,709$ 3,138,077$ 3,079,708$
REVENUES LESS EXPENDITURES (404,331)$ (578,940)$ (572,714)$ (831,277)$ (778,608)$
BEGINNING WORKING CAPITAL - January 1 3,361,101 2,956,770 2,956,770 2,384,056 1,552,779
ENDING WORKING CAPITAL - December 31 2,956,770 2,377,830 2,384,056 1,552,779 774,171
NET CHANGE IN WORKING CAPITAL (*)(404,331)$ (578,940)$ (572,714)$ (831,277)$ (778,608)$
CAPITAL FUND:
CAPITAL REVENUES
337.069 Grants 60,000 133,700 - - -
361.110 Interest Revenue 95,736 - - 45,600 50,700
365.110 Vehicle Replacement Revenue 1,771,194 1,585,105 1,585,105 1,975,900 1,943,060
397.100 Operating Transfers In 161,434 868,600 - 1,025,420 -
TOTAL CAPITAL REVENUES 2,088,364$ 2,587,405$ 1,585,105$ 3,046,920$ 1,993,760$
CAPITAL EXPENDITURES
590.100.40 Services & Charges 646 500 700 700
597.100.55 Operating Transfers Out - - - -
590.100.64 Increase In Fixed Assets - Equipment 1,438,545 2,941,150 1,900,000 2,107,900 1,434,900
590.100.65 Increase In Fixed Assets - Construction - 1,140,000 1,140,000 -
TOTAL CAPITAL EXPENDITURES 1,439,191$ 4,081,650$ 1,900,000$ 3,248,600$ 1,435,600$
BEGINNING WORKING CAPITAL - January 1 3,770,132 4,419,304 4,419,304 4,104,409 3,902,729
ENDING WORKING CAPITAL - December 31 4,419,304 2,925,059 4,104,409 3,902,729 4,460,889
NET CHANGE IN WORKING CAPITAL (*)649,172$ (1,494,245)$ (314,895)$ (201,680)$ 558,160$
Total Change in Working Capital 244,841$ (2,073,185)$ (887,609)$ (1,032,957)$ (220,448)$
(*) Working Capital = Current Assets
minus Current Liabilities
2021
Budget
2022
Budget
550 Equipment Rental
(includes 560 Equipment Rental - Capital) 2019
Actual
2020
Adjusted
Budget
2020
Estimate
255
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Employees
550 Equipment Rental FTEs 2018 2019 2020 2021 2022
Equipment Rental FTEs 12.00 12.00 12.00 12.00 12.00
TOTAL EQUIPMENT RENTAL FTEs 12.00 12.00 12.00 12.00 12.00
Full Time Equivalent (FTE)
256
F.T.E. = Full Time Equivalent
Maintenance
Worker (4)
Administrative
Assistant
Parks, Arts and Recreation
Director
Daryl Faber
53 F.T.E.
Special Events
Coordinator (2)
Arts
Coordinator
Theater
Operations
Coordinator
Recreation
Programs
Manager
Recreation
Program
Coordinator (5)
Registration
Clerk (2)
Teen
Coordinator
Golf Course
Field
Supervisor
Assistant
Golf
Professional
Golf Course
Manager
Parks Planning &
Development
Manager
Museum
Director
Curator of
Education
Senior Center
Manager
Cemetery
Supervisor
Maintenance
Manager
Arts and Events
Manager
Mechanic
Facility
Assistant
(0.5 F.T.E.)
Office/Program
Assistant
Office
Assistant
Maintenance
Specialist (2)
Maintenance
Worker (4)
Parks
Maintenance
(12)
Recreation
Coordinator (2)
Facility Assistant
(0.5 F.T.E.)
257
258
2021-2022 Preliminary Budget Section IV: Operating Budget
PARKS, ARTS AND RECREATION DEPARTMENT
Mission Statement
The Parks, Arts and Recreation Department is committed to protecting the City of Auburn’s natural
beauty through a vibrant system of parks, open space, and trails while enhancing the quality of life
for our citizens by providing outstanding recreational and cultural opportunities.
Department Overview
The Parks, Arts, and Recreation Department focuses on providing a variety of facilities and
programs for residents of all ages and interests including parks, recreation programs, arts and
cultural activities, senior center services, a museum and historic farm, cemetery, and golf course.
The department works closely with the Auburn School District, Green River College, and other
cultural and youth-serving agencies in Auburn to provide facilities and services to citizens. We
continue to focus on providing programs, community events and facilities, protecting our
environment, and preserving historical and cultural opportunities in our community.
Accomplishments and Objectives
Arts & Events Division
Worked on Auburn Arts Alley
renovations in conjunction with
artist and Muckleshoot Tribe.
Worked with community artists to
wrap 16 utility boxes in downtown
Auburn.
Continue to work with community
partners on joint programming for
arts and events.
Work on evaluating plans for
needed renovations and creating
cost analysis for multiple options
for renovations.
Finalize construction on main floor
renovations; formalize and seek
funding for operations and
programming; continue to seek
funding for Phase 2 basement
renovations.
Continue to work with community
partners on joint programming for
arts and events.
Work toward determining next
steps for Auburn Avenue Theater
operations. Current lease expires
on 12/31/2021.
Renovate the Historic downtown
Post Office into a new Arts &
Culture Center development;
develop a comprehensive
operations plan for the building.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Secured over $57,000 in
sponsorship dollars for major
special events.
Curated community artwork for
special crow-themed art exhibit
leading up to installation of iconic
public art.
Began negations to purchase the
theater in 2019; final purchase and
sale was completed in 2020.
Secured a total of $583,000 in
grant funding in 2019 and 2020
toward renovation of the main floor
of the historic building. Completed
interior demolition in 2019.
Finalized plans for interior
renovation, roof replacement, and
cupola repair in 2020; worked with
Landmarks Commission on
required approvals and will begin
some renovation work in 2020.
Continue to refine sponsor
opportunities and seek
sponsorships for major special
events.
Continue to look at ways to refine
sponsor opportunities for special
events.
259
2021-2022 Preliminary Budget Section IV: Operating Budget
Golf Course Division
Continue course drainage
improvements and fairway sanding
program to ensure year round
playability and power cart access
to golf course.
Develop and install forward tee
areas for seniors, ladies, juniors,
and beginners to better enjoy our
facility
Continue course drainage
improvements with sanding
program, aeration, and surface
water removal to improve
playability during shoulder
seasons.
Develop golf course turf nursery to
produce green and tee sod for
cours e improvement projects.
Expand golf course usage by
offering "foot golf" and "glow ball"
events to generate additional
revenues.
Promote the course to local
charities for golf marathon events
during s emi annual aerations.
In 2019, applied over 1,000 tons of
sand to fairways, greens, and
approac hes to improve course
condition and playability through
shoulder months. Added new
technology and practices with
PlanetAir equipment to improve
health and year round playability
of greens.
In 2019, developed a tee nursery
to supply turf for course
improvements and seasonal
damage to tees.
In 2019, offered a number of "Glow
Ball" events for club members.
In 2019, held golf marathon events
during spring and fall aerations.
Continue to promote junior golf by
hosting and managing PGA Junior
League teams at our facility.
Increase participation in club
events to provide better revenues
for t he golf course and a better
experience for members.
Promote the golf course to local
area golfers by hosting Pro Am
event for the Western Washington
PGA chapter.
Continue to promote the course to
local golfers through PGA pro
ams , and open amateur events.
Continue to promote the course for
local charity fundraisers during
semi annual aerations to provide
additional course revenues and
goodwill within the community.
Improve guest experience by
offering Golf Genius live scoring
software for tournaments and
leagues.
Held a PGA Senior Pro Am in
June 2019.
In 2019 we used Golf Genius
scoring exclusively for men's and
ladies' club events. It was also
used for many of our outside
events, and was very well
received.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
260
2021-2022 Preliminary Budget Section IV: Operating Budget
Senior Activity Center Division
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to offer 2-3 virtual
opportunities each month in
addition to the in-house
programing offered.
Apply for funding through the King
County Veterans, Senior, and
Human Services levy for a Social
W ork er to be housed at the Senior
Center part or full time. The funds
are available between 2019-2023.
Apply for funding through the King
County Veterans, Senior, and
Human Services levy to be used to
inc rease programs for diverse
populations by an additional 5%.
Develop a data system to better
capture numbers of participants in
different population categories.
This information is needed to
apply for specific funding
opportunities.
Follow up with all current and past
sponsors to secure 75% of our
sponsorship packages.
Continue working with Blue Ribbon
Committee and other agencies to
provide additional programs that
will impact the overall health of
Auburn residents aged 50 plus.
Secured $1.6 million in grant funds
for newly-formed South King
County Senior Centers and
Res ources Hub. Hired a full-time
Resource Navigator (Social
Worker) in February 2020.
Secured $1.6 million in grant funds
for newly-formed South King
County Senior Centers and
Res ources Hub. Funds were
received the end of 2019. Due to
COVID-19 building closure, we
were not able to increase
programs for diverse populations.
Developed new registration forms
for 2019 and revised forms for
2020. Information has to be input
int o spreadsheets. ACTIVENet
does not have the capability to
collect the data needed.
See Senior Center Resource Hub
below.
See Senior Center Resource Hub
below.
Research a database program that
will allow us to collect data more
effectively.
Diversify our sponsorship
packages to include virtual
programs, in-house programs,
s pec ial events etc.
Continue to share information with
the committee.
Develop alternative fund raising
plan due to projected loss of
revenues from rummage sale,
ex t ended t ravel and concession
sales at department-sponsored
special events.
Develop a plan to encourage
participants to return to the Senior
Center following the pandemic.
Maintain and grow the social
media presence developed during
COVID-19.
2019-2020
Goals
Maintained relationships with past
sponsors.
Worked with the committee on
Drug Take Back Day. Shared
information regarding Senior
Cent er Wellness Programing with
the committee.
261
2021-2022 Preliminary Budget Section IV: Operating Budget
Senior Center Resource Hub
Develop outreach program to meet
the needs of seniors not currently
coming to the Senior Center
Develop and Implement an Equity
and Inclusion Plan to assist in
inc reasing participation from all of
the community.
Hire a half-time Resource
Navigator and a half-time
Administrative Assistant for the
Hub.
Apply for funding through the King
County Veterans, Senior, and
Human S ervices levy for a Social
Worker to be housed at the Senior
Center part or full time. The funds
are available between 2019-2023.
Apply for funding through the King
County Veterans, Senior, and
Human S ervices levy to be used to
increase programs for diverse
populations by an additional 5%.
Secured $1.6 million in funds.
Due to COVID-19 building closure
in March 2020 we were not able to
work on this goal.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Recreation Division
Secure Sponsorship funding for
Halloween event.
Develop an internship program.
Increase percentage of online
transactions to 45%.
Secure funding for outdoor
recreation opportunities.
Develop and Implement an Equity
and Inclusion Plan to assist in
increasing participation from all of
the community.
Not completed.
Not completed.
Increase awareness and
enrollment by 50% in Maker
Space classes.
Increase use of the child care
room to a level that it is at least
80% self-sustaining.
Increase percentage of total
registrations made online to 60%.
Secure grant funding or other
sources to support the Rec Riders
program.
Secure grant funding or other
sources to support the operation
of the REC Teen Center.
Increase facility rental revenue by
10%.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Completed.
Not completed. May need to
develop a different pricing model.
Currently at approximately 35%.
Submitted and funding awarded in
2019.
262
2021-2022 Preliminary Budget Section IV: Operating Budget
White River Valley Museum and Mary Olson Farm Division
Build pathways and restore grave
markers at Pioneer Cemetery.
Completed.Review and catalog all back-
logged accessions and move all
non-exhibit artifacts and archives
into c ollection's storage.
Complete renovation of garage into
classroom.
Completed.
Create new educational
curriculums for fieldtrips and
heritage kits.
Complete HVAC and permanent
exhibit repairs at the Museum.
Completed.Review an additional 10% of the
artifact collection and remove
items of poor quality or duplicates.
Photograph 5% of object
collection to add to Museum
website via PastPerfect.
Work with diverse communities to
create a community-curated
exhibit.
Major Goals
for 2021-2022
2019-2020
Goals
Progress Towards
2019-2020 Goals
263
2021-2022 Preliminary Budget Section IV: Operating Budget
Participation in department-wide classes and special events continues to grow.A new strategic approach to marketing recreation
services is enhancing our ability to reach new customers.
Facility Rentals
The Auburn Community &Events Center continues to exhibit growth in its usage and revenue with weddings, reunions, corporate
events and parties. In 2020 we are experiencing a decrease in overall facility rental revenue due to COVID-19 restrictions.
PERFORMANCE MEASURES - PARKS, ARTS & RECREATION DEPARTMENT
Volunteer Hours
The Parks,Arts,and Recreation Depart ment relies on volunteers to be youth sports coaches, museum docents, senior center
hosts, and to serve in a variety of other positions.As participation in department sponsored programs increases,so does the need
for additional volunteers.
Classes & Special Events - Number of Participants
38,900 41,094 41,611
20,000
42,000 44,000
-
10,000
20,000
30,000
40,000
50,000
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Volunteer Hours
219 208
252
100
260 270
-
100
200
300
2017 2018 2019 2020
Est
2021
Goal
2022
GoalThousandsParticipation in Classes & Special Events
$490
$533 $508
$200
$540 $550
$-
$200
$400
$600
2017 2018 2019 2020
Est
2021
Goal
2022
GoalThousandsFacility Rental Revenue
264
2021-2022 Preliminary Budget Section IV: Operating Budget
PERFORMANCE MEASURES - GOLF COURSE
Operating Revenue
Total operating revenue is the quickest way to measure the performance of the golf course from year to year. Economic conditions and
weather have a significant effect on facility revenues in the golf industry. Improved economic conditions, combined with average weather,
should allow for modest increases of rounds played and course revenues over the next budget cycle.
Green Fee Revenue
2020 has been severely impacted by COVID-19-related issues.These include a 5-week closure followed by several restrictions and lost
revenues.If restrictions end by early spring 2021,we would expect revenues to increase approximately 10%in 2021. Assuming average
weather, and no additional COVID-19 setbacks, green fee revenues should show modest growth throughout the next budget cycle.
Power cart rentals and merchandise sales are closely tied to the number of rounds played,which correlates with fair weather.In years
with average or better weather and no extenuating circumstances,rounds played and revenues are consistent; 2020 revenue has been
severely impacted by COVID-19 restrictions. Assuming average weather and COVID-19 issues subsiding,cart and merchandise
revenues should continue to increase throughout the next budget cycle.
Power Cart & Merchandise Revenue
$1.53
$1.65 $1.69
$1.43
$1.58
$1.66
$1.0
$1.5
2017 2018 2019 2020
Est
2021
Goal
2022
GoalMillionsTotal Golf Course Operating Revenue
$1.06 $1.13 $1.16
$1.05
$1.15 $1.19
$0.0
$0.5
$1.0
$1.5
2017 2018 2019 2020
Est
2021
Goal
2022
GoalMillionsGreen Fee Revenue
$402
$449 $456
$380
$430
$470
$-
$100
$200
$300
$400
$500
2017 2018 2019 2020
Est
2021
Goal
2022
GoalThousandsPower Cart & Merchandise Revenue
265
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
4,604,472 4,274,227 4,178,167 5,080,409 5,276,327
2,036,101 2,212,521 2,116,021 2,240,739 2,332,133
Supplies 871,034 878,908 860,358 953,810 913,770
2,272,496 2,310,760 2,296,060 2,579,500 2,667,400
22,964 40,000 40,000 10,000 10,000
64,391 70,900 6,000 - -
17,401 8,500 1,500 - -
2,652,527 2,830,400 2,830,400 2,910,150 2,939,700
$ 12,541,386 $ 12,626,216 $ 12,328,506 $ 13,774,608 $ 14,139,330
Debt Service Interest
Debt Service Principal
001.33 Parks
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Department Employees
001 Parks, Arts and Recreation 2018 2019 2020 2021 2022
Parks FTEs 40.00 41.00 41.00 41.00 41.00
Golf FTEs 7.00 7.00 7.00 7.00 7.00
TOTAL PARKS, ARTS & RECREATION FTEs 47.00 48.00 48.00 48.00 48.00
Full Time Equivalent (FTE)
1.0 FTE - Effective in 2019, 1.0 FTE was added to the Parks, Arts and Recreation Department via Budget Amendment
#4, Ordinance No. 6752. This was for the Resource Navigation Program Coordinator which is a position that is fully
funded by a grant from King County.
266
2021-2022 Preliminary Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Parks, Arts, & Recreation Department is responsible for the budget in the
following special revenue fund:
Fund 120 - Recreation Trails Fund, which accounts for gas tax revenues, with funds restricted for
use in trail improvement projects.
Accomplishments and Objectives
Accumulate and utilize funds if
approved on Reddington Levy trail
or other trail.
Continued accumulations of funds.Use funds to complete portion of
Reddington Levy Trail or Game
Farm Wilderness Trail link.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
65,876 74,425 74,425 79,425 87,125
Motor Vehicle Fuel Tax 7,000 7,000 5,000 7,000 7,000
1,548 - - 700 700
$ 74,425 $ 81,425 $ 79,425 $ 87,125 $ 94,825
- - - - -
74,425 81,425 79,425 87,125 94,825
$ 74,425 $ 81,425 $ 79,425 $ 87,125 $ 94,825
Ending Fund Balance
Total Expenditures
Operating Transfers Out
Investment Income
Total Revenues
Beginning Fund Balance
120 Recreation Trails
Revenues
Expenditures
267
2021-2022 Preliminary Budget Section IV: Operating Budget
MUNICIPAL PARKS CONSTRUCTION
Fund 321 – Municipal Parks Construction accumulates a portion of adult recreation fees for capital
improvements at City parks. The Parks, Arts & Recreation Department is responsible for the budget
in this fund.
Accomplishments and Objectives
Design and permit Phase 1 of
Jacobson Tree Farm Park.
Construct play area at Sunset
Park pending additional funding.
Improve lighting area near
maintenance building at Game
Farm Park.
Complete synthetic turf
replacement project at Game
Farm Park.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Design and construct 104th Street
Park.
Acquire property south of Isaac
Evans Park.
Construct Phase1 (upstairs) of the
Auburn Arts and Culture Center,
contingent on funding.
Improve wayfinding at Les Gove
Park.
Complete playground .
Construct new park, based on
grant funding.
Complete construction of
synthetic turf infield.
Acquisition of Watts property at
Mary Olson Farm if willing seller.
Construct Phase1 (upstairs) of the
Auburn Arts and Culture Center
(old Post Office) contingent on
funding.
Complete Pathway repairs and
missing links at Les Gove Park.
Funding is still pending.
No action to date.
In design.
No action to date.
Constructed Pete Lewis Lake
Nature Park.
Completed.
Pending.
In design and demolition.
Completed.
Complete lighting system.
Complete synthetic turf
replacement project at Game
Farm Park.
Design, repair and replace Auburn
Community and Events Center
drivethrough.
Design and construct bike park at
Cedar Lanes Park.
Complete parking lot
improvements at Brannan Park
and Les Gove south lot.
268
2021-2022 Preliminary Budget Section IV: Operating Budget
Fund Budget
2019
Actual
2020
Adjusted
Budget
2020
Estimate
2021
Budget
2022
Budget
2,019 2,020 2,020 2,021 2,022
615,903 665,416 665,416 819,996 1,031,996
150,803 241,000 241,000 216,000 240,000
- - - - -
472,505 275,000 - - 500,000
75,000 440,000 165,000 568,000 -
League Fees 6,367 8,500 4,630 9,000 9,500
10,515 3,600 - 7,200 6,600
62,624 63,300 63,300 64,800 66,300
4,287 - 1,166 - -
49,259 - - - -
545,840 2,088,719 1,104,669 2,230,800 2,661,550
$ 1,993,103 $ 3,785,535 $ 2,245,181 $ 3,915,796 $ 4,515,946
- - - - -
- - - - -
- 10,000 10,000 5,000 5,000
1,327,688 2,999,633 1,415,185 2,878,800 3,725,050
665,416 775,902 819,996 1,031,996 785,896
$ 1,993,103 $ 3,785,535 $ 2,245,181 $ 3,915,796 $ 4,515,946
Ending Fund Balance
Total Expenditures
Capital Outlay
Expenditures
Operating Transfer In
Total Revenues
321 Municipal Park .
Construction
Revenues
Salaries & Wages
Personnel Benefits
Services & Charges
Investment Income
Rentals & Leases
Contributions & Donations
Beginning Fund Balance
Property Taxes (Prop 2 Levy)
Federal Grants
State Grants
Interlocal Grants
Insurance Recovery
269
2021-2022 Preliminary Budget Section IV: Operating Budget
CEMETERY
Mission
Mountain View Cemetery shall be a sacred place to comfort and strengthen the community through
responsible stewardship and compassionate ministry.
To fulfill this mission we will:
• Be attentive by listening and understanding.
• Be respectful by being courteous, prompt, and caring.
• Be professional by creating and maintaining beautiful grounds.
• Be thorough in documenting records.
• Be dedicated to protecting the faith and trust the community has placed in us.
Department Overview
Mountain View Cemetery, a division of the City of Auburn Parks, Arts & Recreation Department, is a
self-supporting municipal cemetery that does not rely on any tax revenues for operation or
maintenance. Unique to the community, Mountain View Cemetery is a peaceful, quiet, and beautiful
setting, nestled on Auburn's west hill overlooking Mt. Rainier and the Green River Valley. The park-
like setting includes rolling well-kept lawns, landscaped flowering gardens, and other features
attesting to the value of life. A professional staff of six conducts over 300 interments annually and
ensures fiscal responsibility. As an endowed care facility, all above ground structures, roadways, turf
and landscaping are maintained by City staff now and in the future. The Cemetery serves many area
funeral homes and offers a full range of above-ground and below-ground interment options,
including Trigard Burial and Cremation Vaults for families choosing either casket or urn placement
Accomplishments and Objectives
Complete Phase 1 of asphalt
overlay of roads.
Work on the construction of new
open-air 96-crypt mausoleum.
Work on a comprehensive plan to
train temporary employees at the
start of their hire.
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
New architectural design plans
and permits for new mausoleum.
Mausoleum project goes to bid /
secure contractor.
Explore options for new double
depth section in the cemetery.
Phases 1 and 2 of asphalt overlay
of roads was completed in 2020.
Preliminary plans/drawings and
geotechnical testing completed in
April 2020.
Comprehensive plan completed
2019. In 2020, the cemetery will
not be hiring temporary
employ ees.
270
2021-2022 Preliminary Budget Section IV: Operating Budget
2021 – 2022 Working Capital Budget
436 436 436 436 436
OPERATING FUND:466 466 466 466 466
OPERATING REVENUES
343.601 Settings 51,455 50,000 40,000 50,000 53,300
343.602 Openings & Closings 272,320 240,000 235,000 245,000 260,900
343.603 Recordings 15,500 14,000 14,000 15,000 16,000
343.604 Liners 123,561 100,000 110,000 110,000 117,200
343.607 Vases 25,984 25,000 18,000 25,000 26,600
343.609 Lot Sales 521,312 425,000 475,000 475,000 505,900
343.610 Vault Installation 14,875 17,000 10,000 14,000 14,900
343.611 Other 24,825 15,000 12,000 15,000 16,000
343.612 Marker Sales 301,631 200,000 210,000 250,000 266,300
361.110 Investment Income 18,659 1,000 - 4,600 3,300
397.100 Operating Transfers In - 100,000 - - -
367-399 Miscellaneous Revenue (6,527) - - - -
TOTAL OPERATING REVENUES 1,363,595$ 1,187,000$ 1,124,000$ 1,203,600$ 1,280,400$
OPERATING EXPENDITURES
536.000.10 Salaries & Wages 458,170 473,497 473,497 495,692 510,238
536.000.20 Benefits 202,127 291,646 291,646 271,278 282,910
536.000.30 Supplies 245,076 221,700 221,700 261,700 261,700
536.000.40 Services & Charges 149,639 157,400 157,400 157,200 160,400
597.100.55 Operating Transfers Out - 100,000 100,000 - -
536.000.90 Interfund Payments for Service 142,569 196,000 196,000 158,950 170,800
590.100.05 Other Uses 46,656 - - - -
TOTAL OPERATING EXPENDITURES 1,244,237$ 1,440,243$ 1,440,243$ 1,344,820$ 1,386,048
REVENUES LESS EXPENDITURES 119,358$ (253,243)$ (316,243)$ (141,220)$ (105,648)$
BEGINNING WORKING CAPITAL - January 1 702,687 822,045 822,045 505,802 364,582
ENDING WORKING CAPITAL - December 31 822,045 568,802 505,802 364,582 258,934
NET CHANGE IN WORKING CAPITAL (*)119,358$ (253,243)$ (316,243)$ (141,220)$ (105,648)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 5,669 - - 800 1,000
397.100 Operating Transfers In - 155,400 155,400 - -
TOTAL CAPITAL REVENUES 5,669$ 155,400$ 155,400$ 800$ 1,000$
CAPITAL EXPENDITURES
590.100.41 Services & Charges 38 100 - 100 100
590.100.64 Increase In Fixed Assets - Equipment - - - - -
590.100.65 Construction Projects - 405,400 365,400 40,000 -
590.100.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES 38$ 405,500$ 365,400$ 40,100$ 100$
BEGINNING WORKING CAPITAL - January 1 253,352 258,983 258,983 48,983 9,683
ENDING WORKING CAPITAL - December 31 258,983 8,883 48,983 9,683 10,583
NET CHANGE IN WORKING CAPITAL (*)5,631$ (250,100)$ (210,000)$ (39,300)$ 900$
Total Change in Working Capital 124,989$ (503,343)$ (526,243)$ (180,520)$ (104,748)$
(*) Working Capital = Current Assets
minus Current Liabilities
2021
Budget
2022
Budget
436 Cemetery
(includes 466 Cemetery - Capital) 2019
Actual
2020
Adjusted
Budget
2020
Estimate
271
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Employees
436 Cemetery FTEs 2018 2019 2020 2021 2022
Cemetery FTEs 6.00 6.00 6.00 6.00 6.00
TOTAL CEMETERY FTEs 6.00 6.00 6.00 6.00 6.00
Full Time Equivalent (FTE)
272
F.T.E. = Full Time Equivalent
GIS Analyst
GIS Specialist
Technical
Services
Manager
IT Business
Systems
Analyst (4)
Support Specialist
(3) Network Analyst
Director of Innovation and Technology
David Travis
18 F.T.E.
Administrative
Assistant Project Manager Assistant Director
of Innovation and Technology
Systems Analyst Network Engineer (2)
273
274
2021-2022 Preliminary Budget Section IV: Operating Budget
INNOVATION AND TECHNOLOGY
Mission Statement
To be the technology partner of choice for the City of Auburn by helping departments create, build,
and maintain the most innovative, reliable and cost-effective technology solutions and to meet our
customers' growing needs by providing best in class technical support and leadership.
To be the technology thought leaders for the City, to provide innovative technology solutions, to be
rapidly responsive to customer needs, to think regionally and to act locally, and to always place the
needs of our citizens as our top priority.
Department Overview
The Innovation and Technology Department (IT) oversees all technology for the City and is comprised
of three functional divisions: Geographic Information Systems (GIS), Desktop Services, and Network
Services, which includes applications, servers, computers, network devices, printers, phones and
storage services. The department also supports and negotiates with vendors and telecommunications
services and leases. The department manages and administers support to over 430 City staff,
providing technical support for all departments within the City including the Executive branch, provides
direct support for software and hardware technology for over 150 software applications, 3,000
hardware devices on multiple software platforms, and at 12 City locations. The department also
provides various levels of contracted remote and onsite technical services and support for the cities
of Algona and Pacific as well as Valley Regional Fire Service GIS services, on a cost recovery basis.
Auburn’s IT Department is also a Board member for the Community Connectivity Consortium, a
regional group of cities and counties formed to develop a high speed fiber optic communication and
data backbone that circles Lake Washington and connects the cities on a shared high speed network.
Accomplishments and Objectives
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Continue to look at enhanced
features and further integrations for
eGovernment services and internal
citizen technology engagement.
Increase staff access, knowledge,
and skills in the utilization of
technology.
Continue to expand Auburn's
OpenGov and turn on more
datasets and features. In addition,
build "stories" that can present
and share the data in a more user
friendly manner.
Look to add internal-only tools for
budgeting and data exposure now
that the open data platform is
owned by Tyler Technologies.
Work with HR to populate and
promote the NeoGov LEARN
module that will be an online
training for all staff.
Implemented See Click Fix for
citizen reporting and
communication, GovQA for
constituency engagement, MS
Teams for video conferencing and
many other integrations to improve
engagement.
Continued quarterly in-person
trainings and regular web-based
videos for staff. In addition, built
an on-boarding package for new
staff and formed a customer
success team that was assigned
to each department to better
understand their needs.
Added several new datasets,
stories and integrations that allow
more content to be available to
more citizens.
275
2021-2022 Preliminary Budget Section IV: Operating Budget
2019-2020
Goals
Progress Towards
2019-2020 Goals
Major Goals
for 2021-2022
Provide for the public good by
advancing development and
access to new technologies and
information including fiber,
wireless, and economic
development options. Continue to
find key areas that provide
expansion, redundancy, faster
speeds and cost-saving benefits.
Continue to look for partnership
opportunities to find ways to
increase technology to benefit the
community.
Expand wireless broadband
services to low-income students.
Pending council and approval and
budget, expand key areas
identified by the school district.
Continue to gain efficiencies
through the use of technology.
We are always looking to
implement value-adding solutions
to gain efficiencies and savings.
Continue to find standalone
applications and applications that
share similar business process for
integration.
This was done and also used to
decommission applications that
were no longer needed. As an
example, PowerDMS, Lynda.com,
Barracuda, etc.
Continue this on-going effort to
have a modern, value-adding
inventory of applications.
Continue to gain efficiencies
through the use of technology.
Continued this effort by negotiating
existing vendor agreements and
forming partnerships with local
businesses.
Continue this expansion and
upgrade speed/capacity. Look at
connectivity to the cloud to
support other goals.
Expanded infrastructure (including
WiFi), in addition to building a fiber
ring that allows for redundancy
and resiliency.
Connected all City-owned
buildings, and also expanded to
the C3 and other neighboring
cities.
Reduced costs by negotiating
multi-year licensing contracts with
vendors.
While we continue to expand as
mentioned above, this direct
project of wireless broadband to
low-income students was put on
hold. This is because the school
district is directly tackling this,
and Comcast rolled out a specific
plan for it. In addition, after much
research, it was found the need
was not as great as we thought.
Through the 2019-20 biennium, we
were able to eliminate multpile
single-use applications by moving
those functions to enterprise
applications.
Continue to find value-adding, cost-
efficient projects that meet our
Internet of Things (IoT) strategy.
Continued to look at smart
lighting, smart camera, sensors
and other IoT devices that bring
value to the City.
Continue to find value-adding, cost-
efficient projects that meet our
Internet of Things (IoT) strategy.
Continue to work towards a
completely mobile-enabled
workforce. This would allow, with
the appropriate policy and
permissions, a staff member to
work anytime, anywhere.
276
2021-2022 Preliminary Budget Section IV: Operating Budget
The purpose of the Enterprise GIS activity is to create, maintain, store, manipulate, analyze and distribute a collection of geospatial related
data and information to City departments and the public.
Enterprise Network Services
The purpose of the Enterprise Network Services Program is to provide a stable, adaptive network infrastructure and business applications to
City departments, and to manage data so that it is available, secure and accessible.
PERFORMANCE MEASURES - INNOVATION AND TECHNOLOGY
Customer Service Management
Innovation &Technology provides 24/7 support of City computer systems.Requests for services are tracked through our Help Desk.Our
Service Level Agreement (SLA)is to respond within 30 minutes during regular business hours of 7am -5pm.Off hours,we provide
assistance as soon as possible for emergent issues.
Enterprise Geospatial Information Services (eGIS)
75%
90%90%
97%100%100%
0%
20%
40%
60%
80%
100%
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Percentage of Calls Completed in Service Level Agreement
6.55
7.86 8.51 9.00
10.00 10.00
0
2
4
6
8
10
12
2017 2018 2019 2020
Est
2021
Goal
2022
GoalMillionsNumber of Hits on GIS Portal Site
99%98%98%98%99%99%
0%
25%
50%
75%
100%
2017 2018 2019 2020
Est
2021
Goal
2022
Goal
Percentage of Time the Network is Available
277
2021-2022 Preliminary Budget Section IV: Operating Budget
2021 – 2022 Working Capital Budget
518 518 518 518 518
OPERATING FUND:568 568 568 568 568
OPERATING REVENUES
348.800 Interfund Operating Charges 4,875,952 5,339,400 5,339,400 5,382,950 5,591,300
341.800 Intergovernmental Services 98,886 80,000 80,000 60,000 60,000
361.110 Investment Income 53,724 - - 18,800 19,900
397.110 Operating Transfers In 91,565 269,953 135,000 50,000 -
369.900 Miscellaneous Revenue 1,052 - - - -
399.610 Other Revenues 17,466 - - - -
TOTAL OPERATING REVENUES 5,138,645$ 5,689,353$ 5,554,400$ 5,511,750$ 5,671,200$
OPERATING EXPENDITURES
518.880.10 Salaries & Wages 1,679,496 1,666,792 1,680,392 1,848,946 1,922,093
518.880.20 Benefits 628,631 910,149 915,949 887,122 925,139
518.880.30 Supplies 505,132 424,000 424,000 384,500 384,500
518.880.40 Services & Charges 2,053,802 2,405,600 2,405,600 2,377,700 2,387,500
597.100.55 Operating Transfer Out - 500,000 - 500,000 -
590.100.05 Net Increase in Restricted Assets 213,861 - - - -
518.880.90 Interfund Payments for Service 84,211 93,300 93,300 164,100 165,600
TOTAL OPERATING EXPENDITURES 5,165,134$ 5,999,841$ 5,519,241$ 6,162,368$ 5,784,832$
REVENUES LESS EXPENDITURES (26,488) (310,488)$ 35,159$ (650,618)$ (113,632)$
BEGINNING WORKING CAPITAL - January 1 2,235,865 2,209,376 2,209,376 2,244,535 1,593,917
ENDING WORKING CAPITAL - December 31 2,209,376 1,898,888 2,244,535 1,593,917 1,480,285
NET CHANGE IN WORKING CAPITAL (*)(26,488)$ (310,488)$ 35,159$ (650,618)$ (113,632)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 33,143 - - 4,700 3,400
397.110 Operating Transfer In 32,668 525,000 - 575,000 -
TOTAL CAPITAL REVENUES 65,810$ 525,000$ -$ 579,700$ 3,400$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 4,357 - - - -
590.100.20 Benefits 2,277 - - - -
590.100.41 Services & Charges 223 300 300 200 200
597.100.55 Operating Transfers Out - - - - -
590.100.60 Capital Projects & Equipment 139,872 1,186,527 900,000 489,000 414,000
TOTAL CAPITAL EXPENDITURES 146,729$ 1,186,827$ 900,300$ 489,200$ 414,200$
BEGINNING WORKING CAPITAL - January 1 1,526,533 1,445,614 1,445,614 545,314 635,814
ENDING WORKING CAPITAL - December 31 1,445,614 783,787 545,314 635,814 225,014
NET CHANGE IN WORKING CAPITAL (*)(80,918)$ (661,827)$ (900,300)$ 90,500$ (410,800)$
Total Change in Working Capital (107,407)$ (972,315)$ (865,141)$ (560,118)$ (524,432)$
(*) Working Capital = Current Assets
minus Current Liabilities
2021
Budget
2022
Budget
518 Innovation & Technology
(includes 568 IT - Capital) 2019
Actual
2020
Adjusted
Budget
2020
Estimate
278
2021-2022 Preliminary Budget Section IV: Operating Budget
Department Employees
518 Innovation and Technology Department 2018 2019 2020 2021 2022
Innovation and Technology Department FTEs 17.00 18.00 18.00 18.00 18.00
TOTAL IT FTEs 17.00 18.00 18.00 18.00 18.00
Full Time Equivalent (FTE)
1.0 FTE - The 2019/2020 Adopted Budget included an additional IT Business Systems Analyst position.
279
280
2021-2022 Preliminary Budget Section V: Budget Details
SECTION V: BUDGET DETAILS
The following tables, charts and other information is intended to provide further detail and
explanation to the summary budget data presented in other sections of this document.
Tables and Graphs in Order of Presentation
• 2021 Budgeted Revenue by Type, All Funds (Table)
• 2021 Budgeted Expenditures by Object, All Funds (Table)
• 2022 Budgeted Revenue by Type, All Funds (Table)
• 2022 Budgeted Expenditures by Object, All Funds (Table)
• 2021 Budget Summary, Operating Funds (Table)
• 2021 Budget Summary, Capital Funds (Table)
• 2022 Budget Summary, Operating Funds (Table)
• 2022 Budget Summary, Capital Funds (Table)
• Relationship between Fund and City Structure (Table)
• 2021 & 2022 – Budgeted Expenditures by Administrative Structure (Table)
• 2021 – Budgeted General Fund Expenditures by Department (Graph)
• 2022 – Budgeted General Fund Expenditures by Department (Graph)
• 2021 & 2022 – Budgeted General Fund Expenditures by Cost Center (Table)
• 2021 & 2022 – Budgeted Interfund Operating Transfers (Table)
281
2021-2022 Preliminary Budget Section V: Budget Details
2021 Budgeted Revenue by Type, All Funds
Licenses &Charges for Fines &
Permits Services Forfeitures
57,100,000$ 2,029,400$ 4,320,220$ 7,419,290$ 722,200$
Arterial Street - - 2,193,730 500,000 -
Local Street - - - - -
Hotel/Motel Tax 135,000 - - 2,500 -
Arterial Street Preservation 2,040,400 - 741,250 - -
Drug Forfeiture - - - 16,000 125,000
Housing & Community Development - - 600,000 - -
Recreational Trails - - 7,000 - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,130,400 -
City Hall Annex 2010 A&B Bond - - 332,100 - -
Local Revitalization 2010 C&D Bond 250,000 - 98,800 - -
SCORE 2009 A&B Bond - - 488,760 877,340 -
LID #249 - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Park Construction 216,000 - 568,000 9,000 -
Capital Improvements 1,900,000 - 712,010 232,470 -
Local Revitalization - - - - -
Water - - - 16,311,200 -
Sewer - - - 9,601,630 -
Sewer Metro - - - 20,319,350 -
Storm Drainage - - 255,970 10,607,050 -
Solid Waste - - 60,000 16,669,900 -
Airport - - - 474,000 -
Cemetery - - - 1,199,000 -
Insurance - - - - -
Workers' Compensation - - - - -
Facilities - - - 3,580,100 -
Innovation and Technology (includes
Multimedia)- - - 6,653,150 -
Equipment Rental - - - 460,200 -
Fire Pension - - 87,500 - -
SKHHP (South King Housing and
Homelessness Partners)- - - - - PERMANENT FUNDSCemetery Endowment Care - - - 47,500 -
61,696,400$ 2,029,400$ 10,465,340$ 96,110,080$ 847,200$ TOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund Taxes Intergov't
282
2021-2022 Preliminary Budget Section V: Budget Details
2021 Budgeted Revenue by Type, All Funds (continued)
Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
1,092,600$ 162,000$ 25,000$ 19,948,152$ 92,818,862$
Arterial Street 6,200 2,248,150 - 1,015,159 5,963,239
Local Street 10,600 2,350,000 - 1,321,778 3,682,378
Hotel/Motel Tax 1,600 - - 225,286 364,386
Arterial Street Preservation 12,400 - - 1,606,304 4,400,354
Drug Forfeiture 6,600 - - 957,967 1,105,567
Housing & Community Development - - - 42,904 642,904
Recreational Trails 700 - - 79,425 87,125
Business Improvement Area 700 - - 96,325 152,025
Cumulative Reserve 101,000 - - 6,383,315 6,484,315
Mitigation Fees 87,160 - - 12,420,562 13,638,122
City Hall Annex 2010 A&B Bond - 1,313,200 - 4,489 1,649,789
Local Revitalization 2010 C&D Bond 270 225,000 - 33,593 607,663
SCORE 2009 A&B Bond - - - - 1,366,100
LID #249 10 - - 1,669 1,679
LID #350 960 - - 403 1,363
Golf / Cemetery 2016 Refunding - 371,000 - - 371,000
Municipal Park Construction 72,000 2,230,800 - 819,996 3,915,796
Capital Improvements 50,900 1,368,800 - 7,705,844 11,970,024
Local Revitalization 1,000 - - 244,000 245,000
Water 154,000 10,643,610 3,655,200 17,976,656 48,740,666
Sewer 144,700 - 686,800 18,600,338 29,033,468
Sewer Metro 16,600 - - 2,066,136 22,402,086
Storm Drainage 147,900 - 514,100 19,513,159 31,038,179
Solid Waste 45,600 - - 5,753,618 22,529,118
Airport 4,811,900 3,000,000 - 831,334 9,117,234
Cemetery 5,400 - - 554,785 1,759,185
Insurance 12,800 - - 1,741,353 1,754,153
Workers' Compensation 1,124,400 - 15,000 2,382,027 3,521,427
Facilities 133,000 - - 986,936 4,700,036
Innovation and Technology (includes
Multimedia)26,300 625,000 - 3,142,721 10,447,171
Equipment Rental 3,868,100 1,025,420 - 6,488,465 11,842,185
Fire Pension 16,000 - - 2,033,441 2,136,941
SKHHP (South King Housing and
Homelessness Partners)253,100 - - 241,645 494,745 PERMANENT FUNDSCemetery Endowment Care 16,120 - - 1,983,146 2,046,766
12,220,620$ 25,562,980$ 4,896,100$ 137,202,931$ 351,031,051$ TOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund
283
2021-2022 Preliminary Budget Section V: Budget Details
2021 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(60)
Personnel Supplies Services Capital
47,914,527$ 1,642,510$ 22,362,340$ 98,000$
Arterial Street 350,000 - 180,000 4,729,980
Local Street 235,000 - 700 2,115,000
Hotel/Motel Tax 57,760 3,200 116,150 -
Arterial Street Preservation 188,000 - 25,000 2,623,250
Drug Forfeiture 218,074 55,200 78,200 -
Housing & Community Development 214,000 110,000 216,000 60,000
Recreational Trails - - - -
Business Improvement Area - 1,000 89,000 -
Cumulative Reserve - - - -
Mitigation Fees - - 119,200 -
1998 Library Bond - - - -
City Hall Annex 2010 A&B Bond - - - -
Local Revitalization 2010 C&D Bond - - - -
SCORE 2009 A&B Bond - - - -
LID #249 - - - -
LID #350 - - - -
Golf / Cemetery 2016 Refunding - - - -
Municipal Park Construction - - 5,000 2,878,800
Capital Improvements - - - 3,571,120
Local Revitalization - - - 245,000
Water 5,119,307 359,850 4,745,900 9,898,610
Sewer 2,722,638 163,050 3,241,300 3,263,000
Sewer Metro - - 20,331,250 -
Storm Drainage 4,519,576 82,050 2,148,430 4,233,100
Solid Waste - 48,200 16,270,530 -
Airport 369,196 362,000 267,900 2,891,500
Cemetery 766,970 261,700 157,300 40,000
Insurance 175,000 - 7,900 -
Workers' Compensation 250,000 - 461,100 -
Facilities 1,272,321 140,200 1,407,700 -
Innovation and Technology (includes
Multimedia)3,308,220 420,650 2,867,000 489,000
Equipment Rental 1,048,437 1,153,840 570,750 3,247,900
Fire Pension 187,204 - 12,000 -
SKHHP (South King Housing and
Homelessness Partners)- - 307,860 - PERMANENT FUNDSCemetery Endowment Care - - - -
68,916,230$ 4,803,450$ 75,988,510$ 40,384,260$ SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSFund
GENERAL FUND
284
2021-2022 Preliminary Budget Section V: Budget Details
2021 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)Interfund Ending Total
Debt Service Interfund Srv.Transfers Fund Balance Budget
-$ 9,835,400$ 441,300$ 10,524,785$ 92,818,862$
Arterial Street 206,900 69,050 - 427,309 5,963,239
Local Street - 13,250 - 1,318,428 3,682,378
Hotel/Motel Tax - - - 187,276 364,386
Arterial Street Preservation - - 50,000 1,514,104 4,400,354
Drug Forfeiture - 13,400 128,120 612,573 1,105,567
Housing & Community Development - - - 42,904 642,904
Recreational Trails - - - 87,125 87,125
Business Improvement Area - - - 62,025 152,025
Cumulative Reserve - - - 6,484,315 6,484,315
Mitigation Fees - - 4,146,280 9,372,642 13,638,122
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond 1,645,300 - - 4,489 1,649,789
Local Revitalization 2010 C&D Bond 573,800 - - 33,863 607,663
SCORE 2009 A&B Bond 1,366,100 - - - 1,366,100
LID #249 - - - 1,679 1,679
LID #350 - - - 1,363 1,363
Golf / Cemetery 2016 Refunding 371,000 - - - 371,000
Municipal Park Construction - - - 1,031,996 3,915,796
Capital Improvements - - 4,361,600 4,037,304 11,970,024
Local Revitalization - - - - 245,000
Water 2,625,400 1,937,400 11,051,776 13,002,423 48,740,666
Sewer 555,200 1,578,600 383,167 17,126,513 29,033,468
Sewer Metro - - - 2,070,836 22,402,086
Storm Drainage 537,900 2,096,200 444,667 16,976,256 31,038,179
Solid Waste - 632,100 - 5,578,288 22,529,118
Airport 378,100 110,600 3,000,000 1,737,938 9,117,234
Cemetery - 158,950 - 374,265 1,759,185
Insurance - - - 1,571,253 1,754,153
Workers' Compensation - 159,700 6,000 2,644,627 3,521,427
Facilities - 227,900 1,028,070 623,845 4,700,036
Innovation and Technology (includes
Multimedia)- 276,850 500,000 2,585,451 10,447,171
Equipment Rental - 343,750 22,000 5,455,508 11,842,185
Fire Pension - 11,000 - 1,926,737 2,136,941
SKHHP (South King Housing and
Homelessness Partners)- - - 186,885 494,745 PERMANENT FUNDSCemetery Endowment Care - - - 2,046,766 2,046,766
8,259,700$ 17,464,150$ 25,562,980$ 109,651,771$ 351,031,051$ SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSFund
GENERAL FUND
285
2021-2022 Preliminary Budget Section V: Budget Details
2022 Budgeted Revenue by Type, All Funds
Licenses &Charges for Fines &
Permits Services Forfeitures
63,489,100$ 2,264,300$ 4,412,320$ 7,871,830$ 731,400$
Arterial Street - - 1,170,000 1,500,000 -
Local Street - - - - -
Hotel/Motel Tax 165,000 - - 2,500 -
Arterial Street Preservation 2,047,400 - - - -
Drug Forfeiture - - - 18,000 125,000
Housing & Community Development - - 600,000 - -
Recreational Trails - - 7,000 - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,106,400 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - 321,300 - -
Local Revitalization 2010 C&D Bond 250,000 - 93,400 - -
SCORE 2009 A&B Bond - - 475,160 891,540 -
LID #249 - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Park Construction 240,000 - 500,000 9,500 -
Capital Improvements 2,200,000 - 780,000 - -
Local Revitalization - - - - -
Water - - 225,000 16,994,650 -
Sewer - - - 9,912,480 -
Sewer Metro - - - 20,996,400 -
Storm Drainage - - - 10,861,370 -
Solid Waste - - 60,000 18,525,400 -
Airport - - 422,220 484,000 -
Cemetery - - - 1,277,100 -
Insurance - - - - -
Workers' Compensation - - - - -
Facilities - - - 3,578,500 -
Innovation and Technology (includes
Multimedia)- - - 6,881,100 -
Equipment Rental - - - 461,500 -
Fire Pension - - 88,400 - -
SKHHP (South King Housing and
Homelessness Partners)- - - - - PERMANENT FUNDSCemetery Endowment Care - - - 47,500 -
68,446,500$ 2,264,300$ 9,154,800$ 101,419,770$ 856,400$
Fund Taxes Intergov't
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFIDUCIARY FUNDSTOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDS
286
2021-2022 Preliminary Budget Section V: Budget Details
2022 Budgeted Revenue by Type, All Funds (continued)
Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
1,120,300$ 2,024,000$ 25,000$ 10,524,785$ 92,463,035$
Arterial Street 252,100 2,856,200 - 427,309 6,205,609
Local Street 10,500 1,650,000 - 1,318,428 2,978,928
Hotel/Motel Tax 1,400 - - 187,276 356,176
Arterial Street Preservation 11,400 - - 1,514,104 3,572,904
Drug Forfeiture 5,000 - - 612,573 760,573
Housing & Community Development - - - 42,904 642,904
Recreational Trails 700 - - 87,125 94,825
Business Improvement Area 400 - - 62,025 117,425
Cumulative Reserve 80,000 - - 6,484,315 6,564,315
Mitigation Fees 55,500 - - 9,372,642 10,534,542
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - 1,316,000 - 4,489 1,641,789
Local Revitalization 2010 C&D Bond 270 223,700 - 33,863 601,233
SCORE 2009 A&B Bond - - - - 1,366,700
LID #249 10 - - 1,679 1,689
LID #350 10 - - 1,363 1,373
Golf / Cemetery 2016 Refunding - 371,300 - - 371,300
Municipal Park Construction 72,900 2,661,550 - 1,031,996 4,515,946
Capital Improvements 87,400 42,510 - 4,037,304 7,147,214
Local Revitalization - - - - -
Water 121,900 9,224,010 3,183,200 13,002,423 42,751,183
Sewer 132,600 - 703,400 17,126,513 27,874,993
Sewer Metro 16,300 - - 2,070,836 23,083,536
Storm Drainage 126,700 - 526,600 16,976,256 28,490,926
Solid Waste 44,200 - - 5,578,288 24,207,888
Airport 1,048,300 1,400,000 - 1,737,938 5,092,458
Cemetery 4,300 - - 374,265 1,655,665
Insurance 12,000 - - 1,571,253 1,583,253
Workers' Compensation 1,129,900 - 15,000 2,644,627 3,789,527
Facilities 116,000 - - 623,845 4,318,345
Innovation and Technology (includes
Multimedia)26,100 - - 2,585,451 9,492,651
Equipment Rental 3,833,360 - - 5,455,508 9,750,368
Fire Pension 15,200 - - 1,926,737 2,030,337
SKHHP (South King Housing and
Homelessness Partners)252,300 - - 186,885 439,185 PERMANENT FUNDSCemetery Endowment Care 16,630 - - 2,046,766 2,110,896
8,593,680$ 21,769,270$ 4,453,200$ 109,651,771$ 326,609,691$ FIDUCIARY FUNDSTOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund
287
2021-2022 Preliminary Budget Section V: Budget Details
2022 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(60)
Personnel Supplies Services Capital
50,518,026$ 1,587,570$ 23,230,060$ 10,000$
Arterial Street 408,000 - 185,000 5,037,000
Local Street 148,500 - 700 1,501,500
Hotel/Motel Tax 57,760 3,200 116,150 -
Arterial Street Preservation 170,800 - 150,000 1,629,200
Drug Forfeiture 226,731 38,200 78,200 -
Housing & Community Development 225,000 105,000 210,000 60,000
Recreational Trails - - - -
Business Improvement Area - 1,000 89,000 -
Cumulative Reserve - - - -
Mitigation Fees - - 543,700 -
1998 Library Bond - - - -
City Hall Annex 2010 A&B Bond - - - -
Local Revitalization 2010 C&D Bond - - - -
SCORE 2009 A&B Bond - - - -
LID #249 - - - -
LID #350 - - - -
Golf / Cemetery 2016 Refunding - - - -
Municipal Park Construction - - 5,000 3,725,050
Capital Improvements - - - 1,277,510
Local Revitalization - - - -
Water 5,227,814 359,850 4,709,430 8,744,010
Sewer 3,073,136 166,050 3,246,330 3,419,000
Sewer Metro - - 21,008,800 -
Storm Drainage 4,605,561 82,050 2,121,770 4,329,000
Solid Waste - 48,200 18,016,480 -
Airport 379,947 368,000 279,300 1,780,340
Cemetery 793,148 261,700 160,500 -
Insurance 175,000 - 8,200 -
Workers' Compensation 250,000 - 466,900 -
Facilities 1,255,166 140,200 1,384,750 -
Innovation and Technology (includes
Multimedia)3,440,394 420,650 2,877,900 414,000
Equipment Rental 1,084,858 1,044,200 576,950 1,434,900
Fire Pension 192,804 - 7,000 -
SKHHP (South King Housing and
Homelessness Partners)- - 315,450 - PERMANENT FUNDSCemetery Endowment Care - - - -
72,232,645$ 4,625,870$ 79,787,570$ 33,361,510$ TOTAL BUDGETENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSSPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSFund
GENERAL FUND
288
2021-2022 Preliminary Budget Section V: Budget Details
2022 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)Interfund Ending Total
Debt Service Interfund Srv.Tra nsfers Fund Balance Budget
-$ 9,888,060$ 371,300$ 6,858,019$ 92,463,035$
Arterial Street 206,200 56,200 - 313,209 6,205,609
Local Street - 13,800 - 1,314,428 2,978,928
Hotel/Motel Tax - - - 179,066 356,176
Arterial Street Preservation - - 185,000 1,437,904 3,572,904
Drug Forfeiture - 13,400 - 404,042 760,573
Housing & Community Development - - - 42,904 642,904
Recreational Trails - - - 94,825 94,825
Business Improvement Area - - - 27,425 117,425
Cumulative Reserve - - 1,950,000 4,614,315 6,564,315
Mitigation Fees - - 5,307,750 4,683,092 10,534,542
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond 1,637,300 - - 4,489 1,641,789
Local Revitalization 2010 C&D Bond 567,100 - - 34,133 601,233
SCORE 2009 A&B Bond 1,366,700 - - - 1,366,700
LID #249 - - - 1,689 1,689
LID #350 - - - 1,373 1,373
Golf / Cemetery 2016 Refunding 371,300 - - - 371,300
Municipal Park Construction - - - 785,896 4,515,946
Capital Improvements - - 2,411,700 3,458,004 7,147,214
Local Revitalization - - - - -
Water 2,394,000 2,023,350 9,274,010 10,018,719 42,751,183
Sewer 553,600 1,629,750 50,000 15,737,127 27,874,993
Sewer Metro - - - 2,074,736 23,083,536
Storm Drainage 537,400 2,135,300 124,000 14,555,845 28,490,926
Solid Waste - 655,000 - 5,488,208 24,207,888
Airport 336,300 115,400 1,400,000 433,171 5,092,458
Cemetery - 170,800 - 269,517 1,655,665
Insurance - - - 1,400,053 1,583,253
Workers' Compensation - 167,100 - 2,905,527 3,789,527
Facilities - 248,600 695,510 594,119 4,318,345
Innovation and Technology (includes
Multimedia)- 275,700 - 2,064,007 9,492,651
Equipment Rental - 374,400 - 5,235,060 9,750,368
Fire Pension - 11,400 - 1,819,133 2,030,337
SKHHP (South King Housing and
Homelessness Partners)- - - 123,735 439,185 PERMANENT FUNDSCemetery Endowment Care - - - 2,110,896 2,110,896
7,969,900$ 17,778,260$ 21,769,270$ 89,084,666$ 326,609,691$ TOTAL BUDGETENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSSPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSFund
GENERAL FUND
289
2021-2022 Preliminary Budget Section V: Budget Details
2021 Budget Summary, Operating Funds
Beginning
Fund Balance
2021
Resources
2021
Expenditures
Ending
Fund Balance
$19,948,152 $72,870,710 $82,294,077 $10,524,785
Hotel/Motel Tax 225,286 139,100 177,110 187,276
Drug Forfeiture 957,967 147,600 492,994 612,573
Housing & Community Development 42,904 600,000 600,000 42,904
Business Improvement Area 96,325 55,700 90,000 62,025
Cumulative Reserve 6,383,315 101,000 - 6,484,315
City Hall Annex 2010 A&B Bond 4,489 1,645,300 1,645,300 4,489
Local Revitalization 2010 C&D Bond 33,593 574,070 573,800 33,863
LID #249 1,669 10 - 1,679
LID #350 403 960 - 1,363
Golf / Cemetery 2016 Refunding - 371,000 371,000 -
SCORE 2009 A&B Bond - 1,366,100 1,366,100 -
Water 17,088,517 19,149,300 25,067,833 11,169,984
Sewer 7,837,981 9,670,730 8,507,355 9,001,356
Sewer Metro 2,066,136 20,335,950 20,331,250 2,070,836
Storm Drainage 8,943,194 10,686,150 9,366,223 10,263,121
Solid Waste 5,753,618 16,775,500 16,950,830 5,578,288
Airport 810,777 5,285,700 4,487,696 1,608,781
Cemetery 505,802 1,203,600 1,344,820 364,582
Insurance 1,741,353 12,800 182,900 1,571,253
Workers' Compensation 2,382,027 1,139,400 876,800 2,644,627
Facilities 986,936 3,713,100 4,076,191 623,845
Innovation and Technology (includes
Multimedia)2,597,407 6,724,750 7,372,520 1,949,637
Equipment Rental 2,384,056 2,306,800 3,138,077 1,552,779
Fire Pension 2,033,441 103,500 210,204 1,926,737
SKHHP (South King Housing &
Homelessness Partners)241,645 253,100 307,860 186,885 PERMANENT FUNDSCemetery Endowment Care 1,983,146 63,620 - 2,046,766
$85,050,139 $175,295,550 $189,830,940 $70,514,749
TOTAL OPERATING BUDGET $260,345,689 $260,345,689INTERNAL SERVICE FUNDSFIDUCIARY FUNDSTOTAL OPERATING BUDGETSPECIAL REVENUE FUNDSDEBT SERVICEENTERPRISE FUNDSFund
GENERAL FUND
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2021-2022 Preliminary Budget Section V: Budget Details
2021 Budget Summary, Capital Funds
Beginning
Fund Balance
2021
Resources
2021
Expenditures
Ending
Fund Balance
Arterial Street $1,015,159 $4,948,080 $5,535,930 $427,309
Local Street 1,321,778 2,360,600 2,363,950 1,318,428
Arterial Street Preservation 1,606,304 2,794,050 2,886,250 1,514,104
Recreational Trails 79,425 7,700 - 87,125
Mitigation Fees 12,420,562 1,217,560 4,265,480 9,372,642
Municipal Park Construction 819,996 3,095,800 2,883,800 1,031,996
Capital Improvements 7,705,844 4,264,180 7,932,720 4,037,304
Local Revitalization 244,000 1,000 245,000 -
Water 888,139 11,614,710 10,670,410 1,832,439
Sewer 10,762,357 762,400 3,399,600 8,125,157
Storm Drainage 10,569,965 838,870 4,695,700 6,713,135
Airport 20,557 3,000,200 2,891,600 129,157
Cemetery 48,983 800 40,100 9,683
Innovation and Technology 545,314 579,700 489,200 635,814
Equipment Rental 4,104,409 3,046,920 3,248,600 3,902,729
$52,152,792 $38,532,570 $51,548,340 $39,137,022
TOTAL CAPITAL BUDGET
TOTAL CAPITAL BUDGET $90,685,362 $90,685,362CAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFund
SPECIAL REVENUE FUNDS
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2021-2022 Preliminary Budget Section V: Budget Details
2022 Budget Summary, Operating Funds
Beginning
Fund Balance
2022
Resources
2022
Expenditures
Ending
Fund Balance
$10,524,785 $81,938,250 $85,605,016 $6,858,019
Hotel/Motel Tax 187,276 168,900 177,110 179,066
Drug Forfeiture 612,573 148,000 356,531 404,042
Housing & Community Development 42,904 600,000 600,000 42,904
Business Improvement Area 62,025 55,400 90,000 27,425
Cumulative Reserve 6,484,315 80,000 1,950,000 4,614,315
City Hall Annex 2010 A&B Bond 4,489 1,637,300 1,637,300 4,489
Local Revitalization 2010 C&D Bond 33,863 567,370 567,100 34,133
LID #249 1,679 10 - 1,689
LID #350 1,363 10 - 1,373
Golf / Cemetery 2016 Refunding - 371,300 371,300 -
SCORE 2009 A&B Bond - 1,366,700 1,366,700 -
Water 11,169,984 19,298,050 23,266,154 7,201,880
Sewer 9,001,356 9,992,880 8,321,966 10,672,270
Sewer Metro 2,070,836 21,012,700 21,008,800 2,074,736
Storm Drainage 10,263,121 10,951,870 9,283,281 11,931,710
Solid Waste 5,578,288 18,629,600 18,719,680 5,488,208
Airport 1,608,781 1,507,100 2,878,847 237,034
Cemetery 364,582 1,280,400 1,386,048 258,934
Insurance 1,571,253 12,000 183,200 1,400,053
Workers' Compensation 2,644,627 1,144,900 884,000 2,905,527
Facilities 623,845 3,694,500 3,724,226 594,119
Innovation and Technology (includes
Multimedia)1,949,637 6,903,800 7,014,444 1,838,993
Equipment Rental 1,552,779 2,301,100 3,079,708 774,171
Fire Pension 1,926,737 103,600 211,204 1,819,133
SKHHP (South King Housing &
Homelessness Partners)186,885 252,300 315,450 123,735 PERMANENT FUNDSCemetery Endowment Care 2,046,766 64,130 - 2,110,896
$70,514,749 $184,082,170 $192,998,065 $61,598,854
TOTAL OPERATING BUDGET $254,596,919 $254,596,919INTERNAL SERVICE FUNDSFIDUCIARY FUNDSTOTAL OPERATING BUDGETSPECIAL REVENUE FUNDSDEBT SERVICEENTERPRISE FUNDSFund
GENERAL FUND
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2021-2022 Preliminary Budget Section V: Budget Details
2022 Budget Summary, Capital Funds
Beginning
Fund Balance
2022
Resources
2022
Expenditures
Ending
Fund Balance
Arterial Street $427,309 $5,778,300 $5,892,400 $313,209
Local Street 1,318,428 1,660,500 1,664,500 1,314,428
Arterial Street Preservation 1,514,104 2,058,800 2,135,000 1,437,904
Recreational Trails 87,125 7,700 - 94,825
Mitigation Fees 9,372,642 1,161,900 5,851,450 4,683,092
Municipal Park Construction 1,031,996 3,483,950 3,730,050 785,896
Capital Improvements 4,037,304 3,109,910 3,689,210 3,458,004
Local Revitalization - - - -
Water 1,832,439 10,450,710 9,466,310 2,816,839
Sewer 8,125,157 755,600 3,815,900 5,064,857
Storm Drainage 6,713,135 562,800 4,651,800 2,624,135
Airport 129,157 1,847,420 1,780,440 196,137
Cemetery 9,683 1,000 100 10,583
Innovation and Technology 635,814 3,400 414,200 225,014
Equipment Rental 3,902,729 1,993,760 1,435,600 4,460,889
$39,137,022 $32,875,750 $44,526,960 $27,485,812
$72,012,772 $72,012,772
TOTAL CAPITAL BUDGET
TOTAL CAPITAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFund
SPECIAL REVENUE FUNDS
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2021-2022 Preliminary Budget Section V: Budget Details
Relationship between Fund and City Structure
The table below provides a cross-reference of the relationships between individual funds and City
structure. City departments are listed across the top in blue. Below each department unit are the
funds administered by that department, color-coded by fund type.
Mayor and
Council Administration Human
Resources Finance
Debt Service
(multiple)
Fire Pension
Solid Waste
Cemetery
Endowment
Care
General Fund
Hotel/Motel
Tax
General FundGeneral Fund General Fund
Legal
General Fund
Community
Development
General Fund
Mitigation
Fees
Police Public Works Parks &
Recreation Streets
Facilities
Innovation &
Technology
General Fund General Fund General Fund General FundGeneral
Fund
Special
Revenue
Funds
Debt Service
Funds
Enterprise
Funds
Capital
Projects
Funds
Internal
Service
Funds
Other
Funds
Arterial Street
Water
Innovation &
Technology
Capital
Improvements
Drug
Forfeiture
Municipal Park
Construction
InsuranceWorker's
Compensation
Sewer/Metro
Storm Drainage
Airport
Local Street
Arterial Street
Preservation
Multimedia
Equipment
Rental and
Replacement
South King Housing
& Homelessness
Partners
Local
Revitalization
Mayor and
Council
Business
Improvement
Area
Cumulative
Reserve
Recreational
Trails
Cemetery
City of Auburn Funds by Type and Administrative Department
Housing and
Community
Development
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2021-2022 Preliminary Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
Perhaps the most common way of viewing the organization of the City is by administrative structure.
The table on the following page presents the budget from this perspective. Expenditures are
accounted for on the basis of where the authority for the expenditure lies.
The administrative structure is based upon the reporting relationships – what people and functions
are accountable to which department. The criteria of organizing a City administratively are based on
the grouping of specific work tasks or skills into groups with similar or related characteristics. This
creates more efficiency, eliminates duplication of effort, and allows the diversity of City functions to be
managed consistently. For example, it is more efficient for the accounts of the City to be handled
centrally where trained staff can be provided. Likewise, it is more efficient to share engineering skills
than for each utility to have separate engineering staff.
The administrative structure of the City consists of the Mayor and nine department heads. The larger
departments are then subdivided into divisions.
Administrative or Support Departments:
Mayor and Council: Provides overall administration to the entire City. Also includes expenditures
related to the operation of the City Council.
Administration: This department coordinates the priorities of the Mayor and City Council and
ensures that they are addressed and implemented throughout the City organization for the benefit of
its residents and businesses. This department also houses economic development, emergency
management, homelessness response, property management and facilities, and multimedia
services.
Human Resources: This department provides centralized personnel and risk management services
to all City departments and oversees the court and the Workers’ Compensation self-insurance fund.
Finance: Provides centralized budgeting and financial reporting services to all City departments as
well as other administrative services, such as accounting, payroll, and City utility billing and customer
service.
Legal: Provides centralized legal and City Clerk services to all City departments.
Community Development: The Community Development Department provides citywide land use
planning and environmental protection, environmental services, permitting, inspection services, code
compliance, business licenses, and community and human services.
Police: Provides for all police services in the City of Auburn and jail services at the South
Correctional Entity (SCORE).
Public Works: The Public Works Department includes engineering services; water, sewer, and
storm utilities; equipment rental services, street maintenance, street capital construction projects, and
the Auburn Municipal Airport.
Parks, Arts and Recreation: Provides recreational services, senior citizen services, provides arts
and culture, and maintenance of park facilities. The Parks Department also manages the Mountain
View Cemetery, the Auburn Golf Course, and parks construction projects.
Innovation & Technology: Provides management, oversight, and support of all technology within
the City including GIS, desktop, and network applications.
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2021-2022 Preliminary Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
2019 2020 2020 2021 2022
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
Mayor and Council 994,847$ 1,057,296$ 1,023,730$ 1,240,085$ 1,294,391$
994,847 1,057,296 1,023,730 1,240,085 1,294,391
ADMINISTRATION DIRECTOR:
Administration 2,416,125 3,578,081 2,606,621 2,702,779 2,890,240
Hotel/Motel Tax 98,022 205,310 128,700 177,110 177,110
Business Improvement Area 58,474 90,000 89,000 90,000 90,000
Facilities 3,840,554 3,996,062 4,074,660 4,076,191 3,724,226
Multimedia 1,133,776 1,099,870 1,128,750 1,210,152 1,229,612
7,546,952 8,969,323 8,027,731 8,256,232 8,111,188
HUMAN RESOURCES DIRECTOR:
Human Resources 4,511,218 4,841,815 4,729,305 5,027,792 5,114,128
Worker's Compensation 419,843 833,415 528,100 876,800 884,000
4,931,060 5,675,230 5,257,405 5,904,592 5,998,128
FINANCE DIRECTOR:
Finance 3,340,293 3,518,178 3,172,543 3,833,612 3,977,613
Non-Departmental 1,945,345 5,540,333 2,149,533 3,315,070 3,439,520
Cumulative Reserve - 4,142,200 4,042,200 - 1,950,000
Mitigation Fees 1,218,135 5,453,922 2,687,926 4,265,480 5,851,450
Debt Service Funds 2,625,790 4,726,000 2,609,000 3,956,200 3,942,400
Capital Improvements 5,690,627 12,949,781 10,553,663 7,932,720 3,689,210
Local Revitalization 10,738 379,739 137,609 245,000 -
Solid Waste 15,711,487 16,703,552 16,086,177 16,950,830 18,719,680
Insurance 39,950 180,600 180,600 182,900 183,200
Fire Pension 205,900 222,320 208,800 210,204 211,204
Cemetery Endowment Care - 55,400 55,400 - -
30,788,265 53,872,025 41,883,451 40,892,016 41,964,277
CITY ATTORNEY:
Legal 2,679,157 2,894,572 2,661,768 2,916,329 3,023,982
2,679,157 2,894,572 2,661,768 2,916,329 3,023,982
COMMUNITY DEV. DIRECTOR
Community Development 5,071,437 6,404,572 6,329,672 6,152,051 6,327,273
Housing and Community Development 743,806 1,201,550 829,750 600,000 600,000
South King Housing & Homelessness Partners 27,255 432,820 340,800 307,860 315,450
5,842,498 8,038,942 7,500,222 7,059,911 7,242,723
POLICE CHIEF:
SCORE (jail)4,962,413 4,601,000 4,565,100 5,021,600 5,523,800
Police 28,169,338 30,763,024 29,250,462 30,884,021 32,248,650
Drug Forfeiture 296,666 429,456 429,456 492,994 356,531
33,428,417 35,793,480 34,245,018 36,398,615 38,128,981
PUBLIC WORKS DIRECTOR
Public Works 3,713,817 4,426,341 3,992,041 3,334,062 3,428,285
Streets 3,704,589 3,858,677 3,846,877 4,092,068 4,197,804
Arterial Street 2,138,109 11,180,746 6,898,569 5,535,930 5,892,400
Local Street 2,221,077 3,128,834 2,428,834 2,363,950 1,664,500
Arterial Street Preservation 3,928,301 7,209,224 6,412,974 2,886,250 2,135,000
Water 18,573,414 47,138,192 34,269,229 35,738,243 32,732,464
Sewer 9,545,846 12,771,357 11,147,884 11,906,955 12,137,866
Storm Drainage 10,651,429 11,710,820 10,150,566 14,061,923 13,935,081
Sewer Metro 17,896,284 18,397,800 18,089,400 20,331,250 21,008,800
Airport 1,815,211 6,015,841 5,375,237 7,379,296 4,659,287
Equipment Rental 4,066,558 6,745,985 4,601,709 6,386,677 4,515,308
78,254,634 132,583,817 107,213,320 114,016,604 106,306,795
PARKS DIRECTOR:
Parks, Arts & Recreation 12,541,386 12,626,216 12,328,506 13,774,608 14,139,330
Recreational Trails - - - - -
Municipal Park Construction 1,327,688 3,009,633 1,425,185 2,883,800 3,730,050
Cemetery 1,244,275 1,845,743 1,805,643 1,384,920 1,386,148
15,113,348 17,481,592 15,559,334 18,043,328 19,255,528
INNOVATION & TECHNOLOGY DIRECTOR:
Innovation and Technology (includes Multimedia)5,311,862 7,186,668 6,419,541 6,651,568 6,199,032
5,311,862 7,186,668 6,419,541 6,651,568 6,199,032
RESERVES:
General Fund 23,641,160 14,758,802 19,948,152 10,524,785 6,858,019
Special Revenue Funds 32,870,672 21,197,251 24,149,025 20,108,701 13,111,210
Debt Service Funds 39,999 40,139 40,154 41,394 41,684
Capital Funds 14,848,922 7,593,304 8,769,840 5,069,300 4,243,900
Enterprise Funds
Utilities 60,901,659 59,028,275 63,909,907 54,754,316 47,874,635
Airport 1,064,218 843,475 831,334 1,737,938 433,171
Cemetery 1,081,028 577,685 554,785 374,265 269,517
Internal Service Funds 16,459,662 13,415,115 14,741,502 12,880,684 12,198,766
Fiduciary Funds 2,362,386 2,208,846 2,275,086 2,113,622 1,942,868
Permanent Funds 1,989,046 1,978,645 1,983,146 2,046,766 2,110,896
155,258,753 121,641,537 137,202,931 109,651,771 89,084,666
TOTAL ALL FUNDS 340,149,794$ 395,194,482$ 366,994,451$ 351,031,051$ 326,609,691$
296
2021-2022 Preliminary Budget Section V: Budget Details
Budgeted General Fund Expenditures by Department & Cost Center
The next table presents a summary of General Fund expenditures by cost center. A cost center
identifies specific activities within an administrative unit of the City. Since these cost centers
correspond to specific programs operated by the City, this page summarizes the program budgets of
the General Fund.
In 2021, the total public safety budget, which includes Police, Jail, Municipal Court, Probation, and
Civil Service, is 47.6% of the total General Fund. Police services make up 37.5% of the General
Fund; the largest police program being Patrol & Operations. Jail services at the South Correctional
Entity (SCORE) account for 6.1%, while Municipal Court, Probation, and Civil Services total 4.0%.
Parks, Arts and Recreation accounts for 16.7% of the General Fund, with 7.5% dedicated to
recreation and park facilities, and 1.6% to senior services.
The balance of the General Fund budget supports a variety of services – 5.0% has been allocated to
street maintenance; 4.1% to Public Works and engineering services; 7.5% to Community
Development services which include permitting, land use planning, and building code administration;
and the remaining 19.1% is made up of general government services such as Legal, Finance, and
Administration.
The pie charts below and on the next page depict General Fund expenditures for 2021 and 2022 by
department.
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2021-2022 Preliminary Budget Section V: Budget Details
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2021-2022 Preliminary Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center
2019 2020 2020 2021 2022
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
City Council 405,261$ 455,148$ 451,148$ 556,783$ 583,957$
Mayor 589,586 602,148 572,582 683,302 710,434
994,847 1,057,296 1,023,730 1,240,085 1,294,391
ADMINISTRATION:
Administration 847,192 821,652 821,652 835,552 856,067
Emergency Management 260,898 249,507 249,507 258,743 264,650
Economic Development 937,289 1,698,722 827,762 948,321 1,101,404
Homelessness Response 370,746 808,200 707,700 660,163 668,119
2,416,125 3,578,081 2,606,621 2,702,779 2,890,240
HUMAN RESOURCES:
Municipal Court 3,003,955 3,074,111 3,079,211 3,160,261 3,163,945
Personnel & Administration 1,397,961 1,613,080 1,494,770 1,703,599 1,782,168
Civil Service Commission 102,808 134,624 135,324 143,932 148,015
Wellness 6,494 20,000 20,000 20,000 20,000
4,511,218 4,841,815 4,729,305 5,027,792 5,114,128
FINANCE:
Administration 640,335 642,110 642,110 679,091 703,964
Budgeting & Accounting 1,850,470 2,079,875 1,722,340 2,184,768 2,260,201
Finance - Utilities 849,488 796,193 808,093 969,753 1,013,448
3,340,293 3,518,178 3,172,543 3,833,612 3,977,613
LEGAL:
City Clerk 832,851 936,623 874,037 883,029 911,477
Administration 960,253 1,014,551 935,389 1,005,221 1,047,018
Prosecution & Criminal 886,054 943,398 852,342 1,028,079 1,065,487
2,679,157 2,894,572 2,661,768 2,916,329 3,023,982
COMMUNITY DEVELOPMENT:
Building & Permits 1,949,416 2,312,880 2,350,430 2,311,311 2,390,472
Environmental Services 45,501 146,612 146,612 164,555 166,907
Community Services 451,968 456,403 456,403 512,248 532,741
Administration 947,582 1,051,433 1,088,983 965,966 999,351
Planning 1,079,683 1,420,043 1,270,043 1,229,262 1,260,365
Human Services 570,717 599,081 599,081 689,549 691,387
SKHHP 1 26,571 418,120 418,120 279,160 286,050
5,071,437 6,404,572 6,329,672 6,152,051 6,327,273
SCORE (JAIL):
SCORE 4,962,413 4,601,000 4,565,100 5,021,600 5,523,800
4,962,413 4,601,000 4,565,100 5,021,600 5,523,800
POLICE:
Administration 6,742,724 7,292,485 7,027,613 7,388,351 7,607,657
Patrol & Operations 14,152,374 15,807,792 14,968,446 15,521,108 16,214,367
Investigations 4,411,636 4,332,214 4,142,913 4,256,730 4,439,000
Community Programs 1,404,446 1,580,400 1,512,639 2,033,486 2,127,381
Records 1,268,466 1,476,854 1,336,963 1,414,538 1,578,944
Jail - 20,000 20,000 20,000 20,000
Animal Control 189,693 253,279 241,888 249,808 261,301
28,169,338$ 30,763,024$ 29,250,462$ 30,884,021$ 32,248,650$
299
2021-2022 Preliminary Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center (continued)
2019 2020 2020 2021 2022
Actual Adj Budget Est Actual Budget Budget
PUBLIC WORKS:
Engineering 3,713,817 4,426,341 3,992,041$ 3,334,062 3,428,285
3,713,817 4,426,341 3,992,041 3,334,062 3,428,285
PARKS, ARTS & RECREATION:
Cultural Arts 507,567 518,252 518,252 574,439 619,095
Special Events 653,623 537,447 537,447 693,501 708,285
Administration 1,512,329 1,626,247 1,626,247 1,657,594 1,727,056
Senior Center 962,330 924,695 913,495 1,059,829 1,089,173
Senior Resource Hub 2 7,770 392,800 166,290 231,503 236,643
Recreation Administration & Programs 2,437,705 2,167,217 2,177,817 2,597,473 2,674,848
Parks Facilities Rentals 108,861 101,900 101,900 138,500 144,900
Theater 654,419 654,994 583,094 614,735 624,727
Museum 431,763 519,987 519,987 462,803 478,211
Parks Facilities 3,325,978 3,223,941 3,225,241 3,558,054 3,627,967
Golf Maintenance & Operations 924,637 912,107 912,107 1,149,378 1,180,013
Golf Finance Administration 409,952 420,054 420,054 390,430 362,665
Golf Pro Shop 604,451 626,575 626,575 646,369 665,747
12,541,386 12,626,216 12,328,506 13,774,608 14,139,330
STREETS:
Maintenance & Operations 3,116,657 3,219,794 3,235,694 3,357,485 3,417,965
Administration 587,932 638,883 611,183 734,583 779,839
3,704,589 3,858,677 3,846,877 4,092,068 4,197,804
NON-DEPARTMENTAL:
Transfers & Miscellaneous 1,945,345 5,540,333 2,149,533 3,315,070 3,439,520
Ending Fund Balance 23,641,160 14,758,802 19,948,152 10,524,785 6,858,019
25,586,505 20,299,135 22,097,685 13,839,855 10,297,539
TOTAL GENERAL FUND 97,691,124$ 98,868,907$ 96,604,310$ 92,818,862$ 92,463,035$
1 New in 2019, the SKHHP cost center houses expenses for the South King Housing and Homelessness Partners (SKHHP) interlocal agreement. These
expenses are reimbursed by the SKHHP fund.
2 The Senior Resource Hub was established in 2019 with funding from the King County Veterans, Seniors and Human Services Levy.
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2021-2022 Preliminary Budget Section V: Budget Details
Budgeted Interfund Operating Transfers
The next table presents a summary of transfers between funds for items such as payment of debt
service and transfers in support of capital construction projects.
2021 2021 2022 2022
Transfers Out Transfers In Transfers Out Transfers In
001 GENERAL 441,300$ 162,000$ 371,300$ 2,024,000$
102 ARTERIAL STREET - 2,248,150 - 2,856,200
103 LOCAL STREET FUND - 2,350,000 - 1,650,000
105 ARTERIAL STREET PRESERVATION 50,000 - 185,000 -
117 DRUG FORFEITURE 128,120 - - -
122 CUMULATIVE RESERVE FUND - - 1,950,000 -
124 MITIGATION FEES 4,146,280 - 5,307,750 -
230 2010A&B ANNEX DEBT SERVICE - 1,313,200 - 1,316,000
231 2010C&D LOCAL REVITALIZATION - 225,000 - 223,700
276 2016 COMBINED REFUNDING 2005/2006A LTGO - 371,000 - 371,300
321 MUNICIPAL PARK CONSTRUCTION - 2,230,800 - 2,661,550
328 CAPITAL IMPROVEMENT PROJECTS 4,361,600 1,368,800 2,411,700 42,510
430 WATER UTILITY 11,051,776 - 9,274,010 -
431 SEWER UTILITY 383,167 - 50,000 -
432 STORM DRAINAGE UTILITY 444,667 - 124,000 -
434 SOLID WASTE - - - -
435 AIRPORT 3,000,000 - 1,400,000 -
436 CEMETERY - - - -
460 WATER CAPITAL PROJECTS - 10,643,610 - 9,224,010
461 SEWER CAPITAL PROJECTS - - - -
462 STORM DRAINAGE CAPITAL PROJECTS - - - -
465 AIRPORT CAPITAL PROJECTS - 3,000,000 - 1,400,000
466 CEMETERY CAPITAL PROJECTS - - - -
503 WORKERS' COMPENSATION 6,000 - - -
505 FACILITIES 1,028,070 - 695,510 -
518 INNOVATION AND TECHNOLOGY 500,000 50,000 - -
550 EQUIPMENT RENTAL 22,000 - - -
560 EQUIPMENT RENTAL CAPITAL PROJECTS - 1,025,420 - -
568 IT CAPITAL PROJECTS - 575,000 - -
701 CEMETERY ENDOWED CARE FUND - - - -
Total 25,562,980$ 25,562,980$ 21,769,270$ 21,769,270$
Fund Fund Name
301
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SECTION VI: PROGRAM IMPROVEMENTS BY CITY DEPARTMENTS
This section of the budget presents in detail, the program improvements that have been
recommended by the Mayor and City Council during budget deliberations. Each program
improvement consists of the following:
Program Title
The name of the improvement as proposed by the department.
Contact Person
The employee who submitted the request for the improvement.
Duration
Indicates whether the budget for the proposed improvement will end after 20 21-2022 (one-time) or
will continue indefinitely (ongoing).
2021 Cost of Improvement
Estimated cost by the department to implement the program improvement in 2021.
2022 Cost of Improvement
Estimated cost by the department to implement the program improvement in 2022.
Department Name
The department requesting the improvement.
Funding Source
Indicates the fund(s) that have been budgeted to pay for the improvement.
Description of Improvement
A brief summary of the program improvement.
Alternatives
This portion of the proposal describes potential alternatives to the proposed program to assist in
evaluating the proposal’s merits.
Advantages of Approval
The advantages of the proposal relative to the alternatives.
Implications of Denial
A description of what will occur if the proposal is not approved.
Cost of Improvement
Shows the budget for the proposal for each budget year by major expenditure element as well as the
category of fund(s) that will pay for the proposal.
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2021-2022 Program Improvements by Department
The following tables summarize the program improvements that have been included in the 2021-
2022 budget. The recommended levels of funding are indicated under the “Expenditures (net of
revenues)” columns.
Page Request Department FTEs Title 2021 2022
305 AIR.0002 Airport Airport Operations Adjustments 45,600$ 28,100$
306 ASD.0018 Administration City-Owned Real Estate Maintenance and Repair 25,000 25,000
307 ASD.0019 Administration Greater Seattle Partners 30,000 30,000
308 ASD.0020 Administration Port of Seattle Grant Matching Funds 22,500 22,500
309 ENG.0027 Engineering Survey Equipment Replacement and Upgrade 88,000 -
310 ERR.0009 Equipment Rental Overhead Personal Fall Arrest System 60,000 -
311 FAC.0027 Facilities HVAC Equipment Replacement (REET1)1,064,800 -
312 FAC.0028 Facilities HVAC Equipment Replacement 37,510 37,510
313 FIN.0017 Finance 2.0 B&O Tax Specialist 150,500 (4,499,500)
314 FIN.0018 Finance Auburn Customer Portal 50,000 15,000
315 PLN.0053 Planning Human Services Grant Funding 110,000 110,000
316 POL.0034 Police Spillman Support Contractor 35,000 -
317 POL.0035 Police 6 SWAT Take Home Vehicles 464,400 -
318 PRK.0052 Parks John Deere 5090E Utility Tractor & Loader 70,300 -
319 PRK.0053 Parks Arts & Culture Center Operating Budget 51,000 67,100
320 PRK.0055 Parks Community Center Parking Lot Repairs (REET1)250,000 -
321 WTR.0004 Water SCADA Radio System Upgrade 300,000 -
TOTAL 2.0 2,854,610$ (4,164,290)$
PROGRAM IMPROVEMENTS
Expenditures (net of revenues)
OT
or General Other General Other
Page Request Title OG Fund Funds Fund Funds
305 AIR.0002 Airport Operations Adjustments OG -$ 45,600$ -$ 28,100$
306 ASD.0018 City-Owned Real Estate Maintenance and Repair OG 25,000 - 25,000 -
307 ASD.0019 Greater Seattle Partners OG 30,000 - 30,000 -
308 ASD.0020 Port of Seattle Grant Matching Funds OG 22,500 - 22,500 -
309 ENG.0027 Survey Equipment Replacement and Upgrade OG - 88,000 - -
310 ERR.0009 Overhead Personal Fall Arrest System OG - 60,000 - -
311 FAC.0027 HVAC Equipment Replacement (REET1)OG - 1,064,800 - -
312 FAC.0028 HVAC Equipment Replacement OG - 37,510 - 37,510
313 FIN.0017 B&O Tax Specialist OG 150,500 - (4,499,500) -
314 FIN.0018 Auburn Customer Portal OG - 50,000 - 15,000
315 PLN.0053 Human Services Grant Funding OG 110,000 - 110,000 -
316 POL.0034 Spillman Support Contractor OG - 35,000 - -
317 POL.0035 6 SWAT Take Home Vehicles OG - 464,400 69,660 (69,660)
318 PRK.0052 John Deere 5090E Utility Tractor & Loader OG 70,300 - 10,900 (10,900)
319 PRK.0053 Arts & Culture Center Operating Budget OG 51,000 - 67,100 -
320 PRK.0055 Community Center Parking Lot Repairs (REET1)OG - 250,000 - -
321 WTR.0004 SCADA Radio System Upgrade OG - 300,000 - -
TOTAL 459,300$ 2,395,310$ (4,164,340)$ 50$
PROGRAM IMPROVEMENTS BY FUNDING SOURCE
Expenditures (net of revenues)
2021 2022
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Program Title: Contact Person:Duration:
Tim Mensonides Ongoing
Department Name: Funding Source:
Airport
(Public Works)Airport
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds 65,000 Proprietary Funds 80,000
Other Funds - Other Funds -
Total Revenue:65,000$ Total Revenue:80,000$
Expenditures:Expenditures:
1 Wages 5,000 Wages 5,000
2 Benefits - Benefits -
3 Supplies 55,000 Supplies 61,000
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 34,100 Other Services & Charges 42,100
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment 16,500 Machinery & Equipment -
Other - Other -
Total Cost:110,600$ Total Cost:108,100$
Net Cost 45,600$ Net Cost 28,100$
$ 45,600 $ 28,100
REQUEST FOR PROGRAM IMPROVEMENT
AIR.0002
Airport Operations Adjustments
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If this request is not funded, the airport operations budget will continue to have inaccurate expenditure numbers.
For the FOD mats the existing mats will become unusable. This would result in being unable to maintain a FOD
removal program which would potentially decrease safety at the airport.
Description of Improvement:
This request is an update to the airport operations fund based on actual costs since City staff took over full time
management of the airport. The majority of the increase relates to aviation fuel purchases/sales, where the fuel
expense is more than offset by fuel sales. In 2021 there is an additional request to fund the purchase of two Foreign
Object Debris (FOD) mats which will remove and collect debris from the airport's operating surfaces by being towed
behind a vehicle. The airport currently has a mat which is no longer functioning efficiently and is beyond its useful life.
FOD on airport surfaces are a major safety concern for aircraft operations. If this debris is not removed from airport
pavements on a regular basis it can cause major damage to aircraft and potentially result in safety concerns.
Alternatives:
The alternative is to continue with similar budget numbers from 2019/2020 and conduct budget adjustments for the
utility fees, fuel sales, fuel purchases and necessary expenditures.
Advantages of Approval:
This update would put airport operation expenditures in line with actual numbers. It would also allows the airport to
continue and extend its FOD removal and maintenance program, which is a key part of overseeing a safe operating
environment for aircraft at the Auburn Municipal Airport. In addition, it allows for efficient removal of FOD without airport
closures. There are sufficient funds in the airport budget to fund this purchase.
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Program Title: Contact Person:Duration:
Holly Ferry Ongoing
Department Name: Funding Source:
Administration General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 25,000 Other Services & Charges 25,000
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:25,000$ Total Cost:25,000$
Net Cost 25,000$ Net Cost 25,000$
$ 25,000 $ 25,000
REQUEST FOR PROGRAM IMPROVEMENT
ASD.0018
City-Owned Real Estate Maintenance and Repair
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
Without the allocation of the requested funds, City-owned real estate assets will not receive the necessary
maintenance and repairs they are in need of. The assets will continue to deteriorate, ultimately leading to stages of
blight around the City.
Description of Improvement:
The City owns six improved, surface-level asphalt parking lots, two residential properties, a couple of hundred acres of
non-utility, non-parks vacant land and leasehold interest in twenty plus thousand square feet of commercial space
under the care and management of the Administration Department's Economic Development/Real Estate Services
division. Maintenance on these assets is being performed only on an emergency basis with no identified funding
source to pay for the repairs.
This request is being made to provide maintenance, repair, improvements, upkeep and utility costs for City-owned
commercial, residential, land and parking lot properties.
Alternatives:
None
Advantages of Approval:
With this funding, staff will be able to assess, repair and maintain City-owned properties, thereby stopping the assets
from reaching stages of blight, while extending the life cycle of others.
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Program Title: Contact Person:Duration:
Holly Ferry Ongoing
Department Name: Funding Source:
Administration General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 30,000 Other Services & Charges 30,000
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:30,000$ Total Cost:30,000$
Net Cost 30,000$ Net Cost 30,000$
$ 30,000 $ 30,000
REQUEST FOR PROGRAM IMPROVEMENT
ASD.0019
Greater Seattle Partners (Formerly Economic Development
Council of King County
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
The City of Auburn has been a longtime member and has benefited in the past.If we do not continue,we will lose our
representation and the support we now receive.
Description of Improvement:
Annual membership dues increase.
Alternatives:
None
Advantages of Approval:
GSP strengthens and unifies our region's economic development efforts through public-private partnerships, networking
and global engagement.As a member, the City of Auburn is helping to bring business, government and civic sectors
together to attract new investments that promote our region on the global stage.
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Program Title: Contact Person:Duration:
Holly Ferry Ongoing
Department Name: Funding Source:
Administration General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund 65,000 General Fund 65,000
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:65,000$ Total Revenue:65,000$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 87,500 Other Services & Charges 87,500
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:87,500$ Total Cost:87,500$
Net Cost 22,500$ Net Cost 22,500$
$ 22,500 $ 22,500
REQUEST FOR PROGRAM IMPROVEMENT
ASD.0020
Port of Seattle Grant Matching Funds
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If this request is not approved, the City of Auburn will not be able to submit for the Port of Seattle Partnership Grant
funds.
Description of Improvement:
Resolutions #5245 and #5327 were passed in 2016 and 2017,respectively,in support of the City of Auburn engaging in
promoting a partnership with the Port of Seattle to further the region's economic growth.If the City's application is
approved, the City of Auburn would receive $65,000 for eligible economic development activities.
Per the terms of the Grant, the City of Auburn would need to match funding of $22,500 for each of the budget years of
2021 and 2022.In an effort to build on the program established as a result of previous partnership agreements,
Economic Development would administer programming of $22,500.
Alternatives:
None
Advantages of Approval:
Approval of this decision package will allow the City of Auburn to apply for Port of Seattle partnership grant funds.
These funds will go directly to promoting Economic Development activities within the City to increase business
recruitment, small business development, industry retention, expansion assistance, job creation,and to maintain the
operations of the Small Business Incubator.
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Program Title: Contact Person:Duration:
Jacob Sweeting One-Time
Department Name: Funding Source:
Public Works Water, Sewer, Storm, and
Equipment Rental
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund 88,000 General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:88,000$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges - Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment 88,000 Machinery & Equipment -
Other 88,000 Other -
Total Cost:176,000$ Total Cost:-$
Net Cost 88,000$ Net Cost -$
$ 88,000 $ -
REQUEST FOR PROGRAM IMPROVEMENT
ENG.0027
Survey Equipment Replacement and Upgrade
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If this request is not funded, the risks and associated outcomes include:
1) Increased field crew time spent on each project site and longer turn-around times of deliverables.
2) Higher equipment maintenance and/or repair costs and software that is no longer supported.
3) Difficulties accessing reference networks from continued use of unsupported and/or obsolete equipment.
4) Need to download/upload of survey data in the office, reducing the speed that data can be shared and processed.
Description of Improvement:
Purchase new survey equipment to replace aging equipment, to maintain and enhance operational efficiency, expand
our capabilities to meet increasing service requests, and to take advantage of advancements in technology and
geospatial infrastructure. Survey equipment is used to gather field information for the City's capital projects, determine
the location of right-of-way, address issues related to ownership, and provide topographic information.
Alternatives:
Continued use of equipment which may no longer be supported by the vendor in the future; the software is already not
supported. Another alternative would be to purchase other equipment, which would allow the current survey instrument
to operate more efficiently; however, this does not address pending loss of support for the existing equipment or the
lack of support for the software.
Advantages of Approval:
The advantages include capability, mobility, speed and efficiency:
1) Consolidating survey field instruments, controllers and software into one vendor's common, cross-functional
hardware and software platforms.
2) Allowing real-time, cloud based data sharing adding a more mobile dimension to survey workflows.
3) Allowing better reception in dense urban environments and under heavier tree cover.
4) Increasing performance and productivity in the field due to quicker and more accurate measurements.
5) Improving operational service levels and reliability, eliminating faults and downtime caused by current equipment.
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Program Title: Contact Person:Duration:
Tyler Thompson One-Time
Department Name: Funding Source:
Equipment Rental
(Public Works)
Water, Sewer, Storm, and
Workers' Comp Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds 60,000 Other Funds -
Total Revenue:60,000$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges - Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment 60,000 Machinery & Equipment -
Other 60,000 Other -
Total Cost:120,000$ Total Cost:-$
Net Cost 60,000$ Net Cost -$
$ 60,000 $ -
REQUEST FOR PROGRAM IMPROVEMENT
ERR.0009
Overhead Personal Fall Arrest System
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If this program improvement is denied the City will need to continue to sublet repairs, additionally during an emergency
event the vendors may not be available and the equipment would then need to be pulled from service until repairs can
be made, compromising the level of service the city can provide the citizens.
Description of Improvement:
This request is to fund the purchase of an Overhead Personal Fall Arrest System combination Overhead Crane for
Equipment Rental to provide a safe working environment while working on top of large equipment for all departments.
Alternatives:
Because we cannot meet OSHA guidelines for working on top of equipment the city would need to continue to contract
out this type of work for large equipment. The City is then subject to increasing costs of repairs as well as increasing
downtime of vital equipment as there are few vendors that have the ability to perform these repairs.
Advantages of Approval:
If approved the Mechanics would be able to safely perform necessary repairs to the top of Construction Equipment and
Vacuum trucks and the City would be in compliance with OSHA guidelines set forth in 29 CFR 1926.501. This would
decrease the cost of subleting repairs and ensure that the equipment can be repaired and placed back into service with
minimal downtime.
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Program Title: Contact Person:Duration:
Lisa Moore One-Time
Department Name: Funding Source:
Facilities
(Administration)REET 1, Facilities Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds 333,960 Other Funds -
Total Revenue:333,960$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges - Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment 1,064,800 Machinery & Equipment -
Other 333,960 Other -
Total Cost:1,398,760$ Total Cost:-$
Net Cost 1,064,800$ Net Cost -$
$ 1,064,800 $ -
REQUEST FOR PROGRAM IMPROVEMENT
FAC.0027
HVAC Equipment Replacement
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If this is not approved, there is the risk of equipment failure and the chance of not being able to secure parts.
Description of Improvement:
This decision package will fund HVAC system improvements at the following locations:
1) Auburn Senior Center $171,820
2) Mountain View Cemetery 21,780
3) City Hall 730,840
4) Arts & Cultural Center 140,360
Total $1,064,800
Alternatives:
Continue to maintain and repair.
Advantages of Approval:
Energy conservation is the advantage and this would eliminate the risk of not being able to secure replacement parts
and if approved, this would reduce the risk of equipment failure.
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Program Title: Contact Person:Duration:
Lisa Moore One-Time
Department Name: Funding Source:
Facilities
(Administration)Facilities Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds 37,510 Other Funds 37,510
Total Revenue:37,510$ Total Revenue:37,510$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges - Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment 37,510 Machinery & Equipment 37,510
Other 37,510 Other 37,510
Total Cost:75,020$ Total Cost:75,020$
Net Cost 37,510$ Net Cost 37,510$
$ 37,510 $ 37,510
REQUEST FOR PROGRAM IMPROVEMENT
FAC.0028
HVAC Equipment Replacement
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If this is not approved, there is the risk of equipment failure and the chance of not being able to secure parts.
Description of Improvement:
Funding for this decision package will be provided by transfers in from Facilities fund balance. The package will fund
HVAC system improvements at the following locations:
1) Maintenance & Operations $37,510
2) Auburn Ave Theater 37,510
Total $75,020
Alternatives:
Continue to maintain and repair.
Advantages of Approval:
Energy conservation is the advantage and this would eliminate the risk of not being able to secure replacement parts
and if approved, thsi would reduce the risk of equipment failure.
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Program Title: Contact Person:Duration:
Bob Brooks Ongoing
Department Name: Funding Source:
Finance General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund 4,800,000
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:4,800,000$
Expenditures:Expenditures:
1 Wages 89,820 Wages 183,580
2 Benefits 53,780 Benefits 114,520
3 Supplies 5,200 Supplies 200
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 1,700 Other Services & Charges 2,200
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:150,500$ Total Cost:300,500$
Net Cost 150,500$ Net Cost (4,499,500)$
$ 150,500 $ (4,499,500)
REQUEST FOR PROGRAM IMPROVEMENT
FIN.0017
B&O Tax Specialist
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
Without new FTEs to manage this program, the City would be unable to implement and maintain the tax, resulting in a
net loss of about $4.5 million over the 2021-2022 biennium and over $6.4 million per year thereafter.
Description of Improvement:
Accounting FTE and Economic Development FTE to jointly manage the new B&O tax program, including initial setup,
communication with businesses, assistance preparing needed ordinance(s), implementation, and auditing.
Alternatives:
There are no viable alternatives to funding these positions if the City is to implement this needed revenue source.
While it might be possible to contract out this work, that would not make sense from either a financial or management
standpoint.
Advantages of Approval:
These FTEs would manage a new tax program that would bring in roughly $6.4 million per year in new revenues (75%
in 2022 due to lag in receipts).
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Program Title: Contact Person:Duration:
Joan Nelson Ongoing
Department Name: Funding Source:
Finance General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds 50,000 Other Funds 15,000
Total Revenue:50,000$ Total Revenue:15,000$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 50,000 Other Services & Charges 15,000
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other 50,000 Other 15,000
Total Cost:100,000$ Total Cost:30,000$
Net Cost 50,000$ Net Cost 15,000$
$ 50,000 $ 15,000
REQUEST FOR PROGRAM IMPROVEMENT
FIN.0018
Auburn Customer Portal
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If the Sensus Customer Portal is not funded, customers will have to continue to rely on Utility Billing staff for
information regarding their water usage and leak notifications. This is less convenient and in some cases more
wasteful because the customer portal would allow customers to set their own alerts. With the customer portal,if a
customer gets an alert on the weekend that their water is running, a problem could be identified early instead of going
until staff come in on Monday to identify there is an issue.
Description of Improvement:
The City of Auburn has AMI water meters that allow for real-time water reads. City staff currently monitor water use
and identify any issues in a timely manner. The next step is to implement a customer portal where residents and
businesses can access their meter information any time using multi-lingual interfaces on desktop and mobile devices,
including: current usage, usage history and trends, customer-created alert thresholds, and alerts and notifications.
Alternatives:
City staff researched other vendors that provide a similar customer portal product,but determined the Sensus product
met our needs, was less expensive, and would not require a third party.
Advantages of Approval:
Currently, customers call the Utility Billing staff during business hours to ask questions regarding their water usage;
this usually happens after a customer has fixed a leak and they want to know if their water usage has returned to
normal. Some customers want to know how much water is used during specific activities at their home such as
watering their yard. The Customer Portal will allow customers to access their information at their convenience. Other
benefits of the customer portal include: improved transparency and customer service, reduced calls and inquiries, the
ability to send usage alerts, the ability to communicate with customers in their preferred language, and the ability to
provide tips for water conservation and savings.
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Program Title: Contact Person:Duration:
Joy Scott Ongoing
Department Name: Funding Source:
Community Development General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 110,000 Other Services & Charges 110,000
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:110,000$ Total Cost:110,000$
Net Cost 110,000$ Net Cost 110,000$
$ 110,000 $ 110,000
REQUEST FOR PROGRAM IMPROVEMENT
PLN.0053
Human Services Grant Funding
2021 Cost: 2022 Cost:
Implications of Denial:
The City of Auburn has allocated $490,000 annually for competitive human services grants since 2011,despite
consistent population and expenditure growth. The recent pandemic has only exacerbated the need for human services
for many of our residents. Without action to increase funding available through the City's Human Services program,
community need will continue to outpace available community services.
Description of Improvement:
The City of Auburn's Human Services program, through a competitive application process, allocates funding to nonprofit
agencies to provide direct services to community members. Applications submitted to Auburn are reviewed by the
Human Services Committee, a 9-member volunteer board appointed by the Mayor and approved by the City Council.
The committee produces funding recommendations, presenting to the City Council in a scheduled Fall session. Final
allocation amounts are approved and adopted as part of the overall City budget.To ensure that the City is a good
steward of public dollars, agencies must meet eligibility requirements, provide quarterly reports,and undergo regular
monitoring by City staff to assess performance and highlight any areas of concern.
Alternatives:
There are no alternative sources of funding for general human services at this time that have not already been utilized.
Advantages of Approval:
The Human Services Committee, an advisory body to the City Council, submitted a formal recommendation to the
Council in November 2019 to allocate 2% of the City's general fund expenditures to the City's competitive Human
Services funding process, beginning in 2021. Allocating an additional $110,000 would raise this funding level from
below 0.72% of general fund expenditures to almost 0.9%, which would support direct services being made available to
Auburn residents by local nonprofit human service providers.
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2021-2022 Preliminary Budget Section VI: Program Improvements
s
Program Title: Contact Person:Duration:
Mark Caillier One-Time
Department Name: Funding Source:
Police Innovation and Technology
Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 35,000 Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:35,000$ Total Cost:-$
Net Cost 35,000$ Net Cost -$
$ 35,000 $ -
REQUEST FOR PROGRAM IMPROVEMENT
POL.0034
Spillman Support Contractor
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If the package is denied,we will continue to utilize our IT department and Motorola's support. This will result in issues
not being addressed as Motorola support will not make any changes that are specific to an agency unless the majority
of their customers worldwide are requesting the same change.
Description of Improvement:
This is a contracted position with Motorola Solutions to assign a Flex Project Manager to coodinate Motorola's
installation and staff training for our department records management program (Spillman Flex). This contracted
position is supported by the IT staff in order to customize and streamline our current Records Management System
(RMS).
Alternatives:
There are no alternatives as this is RMS specific support.
Advantages of Approval:
Currently, any issues must go through Motorola's support service and any fixes or changes are at the whim of Motorola
depending on the national need for changes. This contracted support position is a direct representative that can make
any fixes or changes needed. The position is contracted on an annual basis and can be renewed yearly if the need is
still present. This position would work directly with our current IT staff.
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s
Program Title: Contact Person:Duration:
Mark Caillier Ongoing
Department Name: Funding Source:
Police Drug Forfeiture Fund,
General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds 128,120 Other Funds 69,660
Total Revenue:128,120$ Total Revenue:69,660$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges - Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment 464,400 Machinery & Equipment -
Other 128,120 Other 69,660
Total Cost:592,520$ Total Cost:69,660$
Net Cost 464,400$ Net Cost -$
$ 464,400 $ -
REQUEST FOR PROGRAM IMPROVEMENT
POL.0035
6 SWAT Take Home Vehicles
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If this request is denied, SWAT will continue to own a van that has reached the end of its useful life and that no longer
is useful on operations as a command post due to team tactics that have changed.
Description of Improvement:
SWAT tactics and techniques have changed significantly over the last 10-15 years. SWAT was originally tasked with
containing an incident location and waiting for a subject to exit. Based on that philosophy PD purchased a mobile
command post in 2005. This mobile command post is reaching the end of service life. Currently the SWAT teams
uses the mobile command post for equipment storage and transport for team members; it is no longer used on
operations as a command post due to changing team tactics.
To improve response times to SWAT incidents, it is proposed to use the funds currently available for the command
post replacement to purchase six vehicles to be assigned to SWAT team members. Using the available funds for the
obsolete command post replacement would require additional funding needed for the purchase of the vehicles; since
the majority of the SWAT warrants and incident responses are narcotics related, it is requested that this one-time
money come from the Drug Forfeiture Fund.
Alternatives:
Alternatives considered including purchasing a new command post, however this is no longer a tactic used by Valley
SWAT.It was also discussed about using the available funds to purchase fewer vehicles however this could run into
contractual equity issues and may result in other compensation issues.
Advantages of Approval:
Since the SWAT van needs replacing, this is a prime opportunity to make our resources relevant and efficient. Auburn
SWAT members currently drive civilian vehicles (that are not equipped for a quick law enforcement response) to the
Auburn Police Station or to GSA to get the SWAT van and/or the armored vehicle before responding to the incident.
This can cause an extended delay for the vehicle to arrive at the scene, creating more risk to the officers, citizens in
the area, and the suspect. This also can cause issues with misplaced equipment and/or tools.
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2021-2022 Preliminary Budget Section VI: Program Improvements
s
Program Title: Contact Person:Duration:
Julie Krueger One-Time
Department Name: Funding Source:
Parks, Arts and
Recreation General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds 70,300 Other Funds 10,900
Total Revenue:70,300$ Total Revenue:10,900$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges - Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment 70,300 Machinery & Equipment -
Other 70,300 Other 10,900
Total Cost:140,600$ Total Cost:10,900$
Net Cost 70,300$ Net Cost -$
$ 70,300 $ -
REQUEST FOR PROGRAM IMPROVEMENT
PRK.0052
John Deere 5090E Utility Tractor & Loader
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
The implications of denial would be putting more wear and maintenance cost on our existing tractor along with Parks
Maintenance being less efficient with services provide.
Description of Improvement:
In winter of 2018,the current Park Maintenance tractor needed repairs that cost too much for the value of the tractor.It
was removed from the fleet. Parks has always had the need for two Utility tractors to provide services, with one tractor
being staged at the Park Maintenance Game Farm Park shop that serves all the south-end parks and the other tractor
staged at the Park Maintenance GSA shop that serves all the central and north-end parks. The shared tractor was
purchased in 2014 and currently has 1,506 hours of use.
Alternatives:
Parks will continue to need to share just one tractor between two shops.
Advantages of Approval:
The advantage of a new tractor would be less hours and maintenance costs on the one remaining tractor. Another
advantage would be more efficiency in the work done with the tractor and the time it takes to transport the tractor
between the two shops for required work in the Parks.
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2021-2022 Preliminary Budget Section VI: Program Improvements
s
Program Title: Contact Person:Duration:
Julie Krueger Ongoing
Department Name: Funding Source:
Parks, Arts and
Recreation General Fund
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund 19,500
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:19,500$
Expenditures:Expenditures:
1 Wages - Wages 45,000
2 Benefits - Benefits 8,100
3 Supplies 51,000 Supplies 5,500
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges - Other Services & Charges 28,000
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:51,000$ Total Cost:86,600$
Net Cost 51,000$ Net Cost 67,100$
$ 51,000 $ 67,100
REQUEST FOR PROGRAM IMPROVEMENT
PRK.0053
Arts & Culture Center Operating Budget
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If this programming plan is not funded, the City and community would lose the energy and support of the community
and we would miss the opportunity to create a vibrant community gathering place, a spark for economic vitality in
Auburn's downtown, and the chance to create an inclusive cultural institution that celebrates arts, diversity and culture.
Description of Improvement:
Since 2016, the Arts Division has been working to raise funds to renovate the historic post office into a the Auburn Arts
& Culture Center. The Division has secured grant funding for interior and exterior renovation work. Parks is now seeking
operations funding to expand current arts programming and create new cultural arts offerings, events, and partnerships.
The new Arts & Culture Center will allow for a larger art gallery space, more robust and competitive art exhibitions, an
experimental gallery space inside the original post office vault, and a community art gallery space to feature student
and local artwork.
Additional new programs for the Arts & Culture Center include an Artist in Residence program, a summer arts festival
and holiday market, and seasonal smaller cultural events to engage the community and celebrate culture and diversity.
Partnerships with local cultural organizations will be formed for the community to learn about and celebrate our diverse
community. The Arts & Culture Center will also include a small gift shop and accommodate event rentals in the main
gallery space and mixed-use classroom.
Alternatives:
The alternative would be to limit the operating budget and the facility would not function in its full capacity, or staff time
and resources would need to be diverted from some of the existing arts programming to support the building.
Advantages of Approval:
Funding this request would provide the greatest possible impact and community benefit for this building renovation.
This facility has the opportunity to become a new regional destination for both residents and tourists, to bring
thousands of people to Auburn's downtown, and to provide an important place for diversity and creativity to thrive.
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2021-2022 Preliminary Budget Section VI: Program Improvements
s
Program Title: Contact Person:Duration:
Julie Krueger One-Time
Department Name: Funding Source:
Parks, Arts and
Recreation REET 1
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds 250,000 Other Funds -
Total Revenue:250,000$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges - Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment 250,000 Machinery & Equipment -
Other 250,000 Other -
Total Cost:500,000$ Total Cost:-$
Net Cost 250,000$ Net Cost -$
$ 250,000 $ -
REQUEST FOR PROGRAM IMPROVEMENT
PRK.0055
Community Center Parking Lot Repairs
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If not repaired or replaced then the pervious concrete will continue to deteriote with heavey traffic and freezing and
thawing. Further deterioration of the surface will result in liabilty exposures for the City.
Description of Improvement:
The main drive at Community and Events Center at Les Gove is signifcanly deteriorating. The pervious concrete is not
holding up to the level of use with facility users, buses, delivery trucks, etc. There are major cracks and settling
throughout the main drive area. The surface creates trip hazards for visitors using the facility.
Alternatives:
Parks staff have explored options for repairing the surface with PW staff and private contractors. From what we have
learned the exisitng pervious concrete will have to be removed and either preplaced with new pervious concrete or
impervious concrete. A potential alternative is to use the existing pervious concete as a base layer and install an
asphlalt overlay,but this option will have to be confirmed by a professional who has experience working with this type
of existing surface.
Advantages of Approval:
Repairing or replacing the surface will will restore the main drive to the Community Center to City standards. Repairs
will ensure the area is safe for people walking across the parking lot.
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2021-2022 Preliminary Budget Section VI: Program Improvements
s
Program Title: Contact Person:Duration:
Josh Flanders One-Time
Department Name: Funding Source:
Water Fund
(Public Works)Water, Sewer, Storm
2021 Cost of Improvement 2022 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
1 Wages - Wages -
2 Benefits - Benefits -
3 Supplies - Supplies -
#Minor Equipment - Minor Equipment -
#Professional Services - Professional Services -
4 Other Services & Charges 300,000 Other Services & Charges -
#Repairs & Maintenance - Repairs & Maintenance -
6 Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:300,000$ Total Cost:-$
Net Cost 300,000$ Net Cost -$
$ 300,000 $ -
REQUEST FOR PROGRAM IMPROVEMENT
WTR.0004
SCADA Radio System Upgrade
2021 Net Cost: 2022 Net Cost:
Implications of Denial:
If the radio system is not upgraded,we will not be able to communicate with stations whose old equipment has failed,
and replacement parts were unavailable. Also, stations that are replaced or added in the future will not have the proper
radio equipment to be controlled through SCADA, due to the inability to locate compatible radio equipment.
Description of Improvement:
The SCADA (Supervisory Control And Data Aquisition) system is responsible for allowing remote operation of Water,
Sewer,and Storm stations throughout the City's Utility system.It also providees alarms for when the stations are not
working correctly or need attention.It is an essential part of a utility's operation. The serial connections radio system
that is currently installed and in use is antiquated and replacement parts are becoming difficult to find. The Radio
system will need to be upgraded with up-to-date (ethernet) equipment. This will include a radio study, a new antenna
with a tower to avoid overlapping signals of existing radios,and programming work.As new pump stations are added to
the system,and as other stations' old serial connection radio equipment stops working, they will need to be switched
to this new radio system.
Alternatives:
Continue to try to locate used radio equipment of the same type currently being used.Or switch over to a fiber network
where available; however, currently fiber is not installed at most sites, and is very expensive to have installed.
Advantages of Approval:
We will have a new,up to date radio system online which will allow us to easily replace old and failing equipment
quickly with minimal down time. This may also provide improved communication times with our pump stations.
321
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2021-2022 Preliminary Budget Section VII: Capital Planning
SECTION VII: CAPITAL PLANNING, PROGRAMMING AND BUDGETING
The capital budget authorizes and provides the basis of control of expenditures for the acquisition
of significant City assets and construction of all capital facilities. This section describes and
summarizes the 2021-2022 budgets for capital outlays, which are expenditures resulting in the
acquisition of or addition to existing capital assets. Capital assets are defined as land,
improvements to land, easements, buildings, building improvements, vehicles, machinery,
equipment, infrastructure, and all other tangible or intangible assets that are used in operations and
that have initial useful lives extending beyond a single reporting period.
The City of Auburn maintains a comprehensive six-year Capital Facilities Plan (CFP) that is
updated annually and incorporates the capital facility improvements in the City’s biennial budget
process. It is considered a companion document to the budget document.
This section of the budget summarizes the Capital Facilities Plan (CFP) showing capital projects
budgeted for 2021 and 2022 along with the capital facilities plan for these projects in the following
four years. Projects are listed in the following seven sections: Transportation projects, Water Utility
projects, Sanitary Sewer projects, Storm Drainage projects, Parks, Arts and Recreation projects,
General Municipal projects and Community Improvements, and Other Proprietary Fund projects.
Each section includes a map highlighting the general location of significant projects, a brief
discussion of each of the projects budgeted for 2021 and 2022 and a six-year summary of projects
showing the cost and funding source. The section also includes a table showing the estimated
impacts of capital projects on future operating expenses (if applicable), and two graphs – one
showing a comparison of revenue sources for 2021 vs. 2022, and another showing the projected
six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2021 – 2026) that is printed
as a separate document. It contains an executive summary along with three chapters. Chapter 1
explains the purpose of the CFP, statutory requirements, and methodology. Chapter 2 outlines the
Goals and Policies related to the provision of capital facilities. Chapter 3 outlines the proposed
capital projects, which include the financing plan and reconciliation of project capacity to level of
service (LOS) standards. Following the financing plan are individual worksheets showing the
project detail. For reconciliation purposes, it is important to note that in many instances the total
project cost will include amounts allocated for salaries, benefits and interfund charges. Each
worksheet, in addition to the project financing, includes a project description, progress summary,
and the estimated impact on future operating budgets once the project is completed, if applicable.
These estimates of future impacts were developed by the individual project managers based on
the project- and location-specific nature of the impacts and not on generic formulas.
323
2021-2022 Preliminary Budget Section VII: Capital Planning
2021 / 2022 Capital Budget:
The following tables and graph summarize the capital facility expenditures and corresponding
funding sources in the 2021-2022 budget.
Total
FUNDING SOURCES - 2021 Fund Federal State Local Other Sources
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 3,085,000$ 1,895,000$ 419,980$ -$ 2,200,000$ 2,848,150$ 10,448,130$
Water Projects 1,713,610 - - - - 8,935,000 10,648,610
Sewer Projects 3,383,000 - - - - - 3,383,000
Storm Drainage Projects 4,427,130 - - 181,970 - 74,000 4,683,100
Parks and Recreation Projects 50,000 - - 568,000 1,280,000 980,800 2,878,800
General Municipal Projects
and Community Improvements 914,470 57,010 655,000 - 2,139,440 2,071,800 5,837,720
Other Proprietary Fund Projects 165,000 - - - - 2,750,000 2,915,000
Total Funding by Source 13,738,210$ 1,952,010$ 1,074,980$ 749,970$ 5,619,440$ 17,659,750$ 40,794,360$
Right Environmental &Long Term Total
EXPENDITURES - 2021 Design of Way Acquisition Monitoring Construction Debt Expenditures
Transportation Projects 2,709,125$ 1,050,000$ -$ 45,000$ 6,437,105$ 206,900$ 10,448,130$
Water Projects 287,000 - 934,810 - 9,426,800 - 10,648,610
Sewer Projects 981,000 - - - 2,402,000 - 3,383,000
Storm Drainage Projects 1,037,000 - 750,000 - 2,896,100 - 4,683,100
Parks and Recreation Projects 77,500 - 830,000 - 1,971,300 - 2,878,800
General Municipal Projects
and Community Improvements 215,525 - - 5,000 4,735,595 881,600 5,837,720
Other Proprietary Fund Projects 312,000 - - - 2,603,000 - 2,915,000
Total Capital Expenditures 5,619,150$ 1,050,000$ 2,514,810$ 50,000$ 30,471,900$ 1,088,500$ 40,794,360$
Total
FUNDING SOURCES - 2022 Fund Federal State Local Other Funding
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 2,480,000$ 450,000$ -$ -$ 1,500,000$ 4,671,200$ 9,101,200$
Water Projects 4,639,010 - 225,000 - - 4,580,000 9,444,010
Sewer Projects 3,799,000 - - - - - 3,799,000
Storm Drainage Projects 4,639,000 - - - - - 4,639,000
Parks and Recreation Projects 50,000 - 500,000 - 30,000 3,145,050 3,725,050
General Municipal Projects
and Community Improvements 37,510 700,000 80,000 - 1,286,700 55,000 2,159,210
Other Proprietary Fund Projects 272,220 400,000 22,220 - - 1,085,900 1,780,340
Total Funding by Source 15,916,740$ 1,550,000$ 827,220$ -$ 2,816,700$ 13,537,150$ 34,647,810$
Right Environmental &Long Term Total
EXPENDITURES - 2022 Design of Way Acquisition Monitoring Construction Debt Expenditures
Transportation Projects 1,672,500$ 1,125,000$ -$ 45,000$ 6,052,500$ 206,200$ 9,101,200$
Water Projects 427,000 - 934,810 - 8,082,200 - 9,444,010
Sewer Projects 827,000 20,000 - - 2,952,000 - 3,799,000
Storm Drainage Projects 425,000 - - - 4,214,000 - 4,639,000
Parks and Recreation Projects 307,500 - 30,000 - 3,387,550 - 3,725,050
General Municipal Projects
and Community Improvements 96,000 - - 5,000 1,176,510 881,700 2,159,210
Other Proprietary Fund Projects 549,440 - - - 1,230,900 - 1,780,340
Total Capital Expenditures 4,304,440$ 1,145,000$ 964,810$ 50,000$ 27,095,660$ 1,087,900$ 34,647,810$
CAPITAL PROJECTS SUMMARY
2021
2022
324
2021-2022 Preliminary Budget Section VII: Capital Planning
325
2021-2022 Preliminary Budget Section VII: Capital Planning
326
2021-2022 Preliminary Budget Section VII: Capital Planning
Transportation Projects
Twenty-eight capital projects totaling $10,448,130 are budgeted for 2021 and twenty-one capital
projects totaling $9,101,200 are budgeted for 2022. The significant projects include the following:
• The 29th St SE/R St SE project ($750,000 in 2021 and $500,000 in 2022) will construct a
second southbound lane between 22nd Street SE and 33rd Street SE and a new signal at
the 29th Street SE intersection. (See Map – “A”)
• The Lakeland Hill Way Preservation project ($1,350,000 in 2021) will grind, patch, and
overlay Lakeland Hills Way from 57th Drive SE to Lake Tapps Pkwy. The project also
includes ADA upgrades to curb ramps and replacement of vehicle detection loops.
(See Map – “B”)
• The Auburn Way S Improvements project ($1,500,000 in 2021 and $750,000 in 2022) will
widen Auburn Way S between Hemlock St SE and Poplar St SE to accommodate two
general purpose lanes in each direction, turn lanes, U-turns, curb, gutter, sidewalk, lighting,
and transit stop improvements. The project will add a new traffic signal near the Chinook
Elementary School. (See Map – “C”)
• The 49th St NE project ($500,000 in 2021 and $1,500,000 in 2022) construct the build-out
of 49th Street NE between Auburn Way N and D Street NE. (See Map – “D”)
• The 2021 Local Street Preservation project ($2,000,000 in 2021) will reconstruct G Street
SE from East Main Street to 4th Street SE and grind and overlay the Riverwalk/Forest
Ridge Neighborhood. The project will also include any needed utility improvements within
the project limits. (See Map – “E”)
• The 2022 Local Street Preservation project ($150,000 in 2021 and $1,500,000 in 2022) will
reconstruct I Street SE from East Main Street to 4th Street SE to include any needed utility
improvements within the project limits.
• The Annual Arterial Street Preservation Progra m ($327,500 in 2019 and $1,650,000 in
2022) preserves classified streets throughout the City. Individual projects may include a
combination of crack seal, overlays, rebuilds, and spot repairs.
1st Street SE and A Street Improvements 2nd Street SE and A Street Intersection
Improvements
327
2021-2022 Preliminary Budget Section VII: Capital Planning
Title Project #
2021
Budget
2022
Budget TIP #Page
10th Street NW/A St MW Intersection Improvements asbd36 - 200,000 I-5 329
29th Street SE/R St SE Intersection Improvements asbd30 750,000 500,000 I-8 329
49th Street NE (Auburn Way N to D St NE)asbd38 500,000 1,500,000 R-8 329
A Street Loop asbd32 - 300,000 R-4 330
A Street NW - Phase 1 (3rd St NW to 14th St NW) c207a0 25,000 25,000 S-1 330
A Street SE Corridor Study cp1110 10,000 - S-3 330
Auburn Way N/1st St NE Signal Replacement cp1927 575,000 - I-1 331
Auburn Way S Improvements (Hemlock St SE to Poplar St SE) cp1622 1,500,000 750,000 R-6 331
Auburn Way S (SR-164) Poplar Curve Safety Improvements cp1901 10,000 - R15 331
Citywide Arterial Bicycle & Safety Improvements asbd07 100,000 - N-3 332
Citywide Pedestrian Accessibility and Safety Program asbd08 50,000 100,000 N-1 332
Downtown Transit Center Access Improvements asbd28 - 125,000 N-6 332
F Street SE Non-Motorized Improvements cp1416 10,000 - N-5 333
Garden Avenue Realignment cp2022 150,000 500,000 R-27 333
Harvey Road NE/8th St NE cp0611 83,700 83,300 I-5 333
M Street NE (E Main St to 4th St NE) asbd12 - 375,000 R-7 334
M Street SE Sidewalk Improvements cp2012 669,980 - N-10 334
M Street Underpass c201a0 123,200 122,900 R-3 334
Regional Growth Center Access Improvements asbd24 410,000 100,000 R-16 335
Riverwalk Drive SE Non-Motorized Improvements asbd26 200,000 950,000 N-9 335
S 272nd/277th Street Corridor Capacity & Non-Motorized Trail Imp. cp1821 20,000 20,000 S-2 335
Stewart Road - City of Pacific asbd25 100,000 - R-24 336
Subtotal Arterial Street Projects 5,286,880 5,651,200
Local Street Improvement Program spbd02 - 150,000 P-2 336
2021 Local Street Preservation cp2019 2,200,000 - P-7 336
2022 Locat Street Preservation cp2101 150,000 1,500,000 P-8 337
Subtotal Local Street Projects 2,350,000 1,650,000
2nd Street SE Preservation cp2003 868,750 - P-3 337
3rd Street SW Bridges Deck Preservation cp2006 120,000 - P-13 337
A Street SE Preservation (37th Street to SE Lakeland Hills Way) spbd09 - 25,000 P-10 338
Arterial Street Preservation Program spbd01 327,500 1,650,000 P-1 338
Auburn Way N Preservation Phase 2 (8th St NE to 22nd St NE) cp1903 10,000 - P-1 338
Auburn Way N Preservation Phase 3 (4th St SE to 8th St NE ) cp1904 10,000 - P-1 339
C Street SW Preservation (W Main St to GSA Signal)spbd06 25,000 100,000 P-11 339
Lake Tapps Pkwy/SumnerTapps Hwy E Preservation spbd08 - 25,000 P-6 339
Lakeland Hill Way Preservation (57th Drive SE to Lake Tapps Pkwy) cp2011 1,350,000 - P-12 339
Lea Hill Bridge Deck Preservation cp2007 100,000 - P-9 340
Subtotal Arterial Street Preservation Projects 2,811,250 1,800,000
Total Transportation Projects 10,448,130 9,101,200
2021 - 2022 Transportation Projects
328
2021-2022 Preliminary Budget Section VII: Capital Planning
Project No: asbd36 (TIP# I-15)Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
Local -
Other (Traffic Impact Fees)200,000 650,000 850,000
Other -
Subtotal - - 200,000 650,000 - - 850,000
Capital Costs:
Design 200,000 200,000
Right of Way -
Construction 650,000 650,000
Subtotal - - 200,000 650,000 - - - 850,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,000
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)750,000 500,000 250,000 3,500,000 5,000,000
Other Sources -
Subtotal - 750,000 500,000 250,000 3,500,000 - - 5,000,000
Capital Costs:
Design 750,000 250,000 1,000,000
Right of Way 250,000 250,000 500,000
Environmental -
Construction 3,500,000 3,500,000
Subtotal - 750,000 500,000 250,000 3,500,000 - - 5,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)-
REET -
Other Sources 500,000 1,500,000 2,000,000
Subtotal - 500,000 1,500,000 - - - - 2,000,000
Capital Costs:
Design 350,000 350,000
Right of Way 150,000 150,000
Construction 1,500,000 1,500,000
Subtotal - 500,000 1,500,000 - - - - 2,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Project Name: 10th Street NW/A Street NW Intersection Improvements
Project Name: 49th Street NE (Auburn Way N to D St NE)
The project will construct a new traffic signal in place of the existing stop-control on the 10th Street NW approach. The project is needed to address a level of service
deficiency at the intersection.
Project No: asbd38 (TIP# R-8)
This project will construct the build-out of 49th Street NE between Auburn Way N and D Street NE. The improvements are funded by private development.
Project Name: 29th St SE/R St SE Intersection Improvements
Project No: asbd30 (TIP# I -8)
The project will construct a second southbound through lane between 22nd Street SE and 33rd Street SE and a new signal at the 29th Street SE intersection. The
improvements are needed to address the existing LOS deficiency at this intersection during the weekday PM peak hour.
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)1,125,000 1,125,000
State -
Other (Traffic Mitigation Fees)300,000 167,000 467,000
REET -
Other Sources 340,000 340,000
Subtotal - - 300,000 167,000 1,465,000 - - 1,932,000
Capital Costs:
Design 300,000 300,000
Right of Way 167,000 167,000
Construction 1,465,000 1,465,000
Subtotal - - 300,000 167,000 1,465,000 - - 1,932,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,000
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)123,276 -
Federal (Grants)6,562,702 -
State -
Other (Traffic Mitigation Fees)1,313,115 25,000 25,000 50,000
REET -
Other Sources 383,381 -
Subtotal 8,382,474 25,000 25,000 - - - - 50,000
Capital Costs:
Design 2,247,331 -
Right of Way 821,341 -
Environmental 313,162 25,000 25,000 50,000
Construction 5,000,640 -
Subtotal 8,382,474 25,000 25,000 - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)1,230 -
Federal (Grants)-
State -
Local -
Other (Traffic Mitigation Fees)105,000 10,000 10,000
Other Sources -
Subtotal 106,230 10,000 - - - - - 10,000
Capital Costs:
Design 106,230 10,000 10,000
Right of Way -
Construction -
Subtotal 106,230 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: c207a0 (TIP# S-1)
The project constructed a new multi-lane arterial from 3rd Street NW to 14th Street NW completing a missing link along the corridor. This project improves mobility and was
tied to corridor development. The project length was approximately three-quarters of a mile. The City purchased ROW from the northern property owner. If the property
develops any access to A St NW, some or a portion of those funds may be reimbursed to the City (total cost was $251,000).
Project Name: A Street SE Corridor Study
Project No: cp1110 (TIP# S -3 )
Study the A Street SE corridor between 6th Street SE and Lakeland Hills Way SE, including 41st Street SE from D Street SE to C Street SW. The study will review safety,
access, and traffic operations.
Project Name: A Street Loop
Project No: asbd32 (TIP# R-4)
The project will construct a new one-way (eastbound) roadway connection between A Street SW/S Division Street and A Street SE. The new intersection with A Street SE will
allow an unsignalized right-turn movement onto southbound A Street SE, providing an alternative to the intersection of 3rd Street SE and A Street SE, which does not meet
adopted LOS standards. The roadway will be constructed as a complete street to accommodate non-motorized road users.
Project Name: A Street NW - Phase 1 (3rd St NW to 14th St NW)
330
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)211,513 525,000 525,000
Federal (Grants)-
State -
Local -
Street Preservation (Fund 105)50,000 50,000
Other Sources -
Subtotal 211,513 575,000 - - - - - 575,000
Capital Costs:
Design 161,513 -
Right of Way 50,000 -
Construction 575,000 575,000
Subtotal 211,513 575,000 - - - - - 575,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)648,750 648,750 3,000,000 1,500,000 5,148,750
Local -
Other (Traffic Impact Fees)101,250 851,250 750,000 1,830,120 1,300,000 4,731,370
REET -
Other Sources 750,000 750,000
Subtotal 750,000 1,500,000 750,000 5,580,120 2,800,000 - - 10,630,120
Capital Costs:
Design 750,000 750,000 750,000
Right of Way 750,000 750,000 1,500,000
Construction 5,580,120 2,800,000 8,380,120
Subtotal 750,000 1,500,000 750,000 5,580,120 2,800,000 - - 10,630,120
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,500
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)5,500 10,000 10,000
Federal (Grants)-
State 262,700 -
Other (Traffic Impact Fees)-
Other (Other Funds)-
Subtotal 268,200 10,000 - - - - - 10,000
Capital Costs:
Design 63,457 -
Right of Way -
Construction 204,743 10,000 10,000
Long Term Debt - - - - - - -
Subtotal 268,200 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
This project will complete design and construct safety improvements at the curve along Auburn Way S in the vicinity of the intersection with Poplar Street. The improvements
would include, illumination, electronic curve ahead warning signage, a high-friction surface treatment for the pavement, guardrail and driveway improvements.
Project Name: Auburn Way S (SR-164) Poplar Curve Safety Improvements
The project will replace the existing traffic signal at the Auburn Way N/1st Street NE signal. The signal was constructed in 1968 and is approaching the end of its service life.
The project scope also includes the construction of ADA improvements, curb-bulbs, and storm improvements.
Project Name: Auburn Way S Improvements (Hemlock St SE to Poplar St SE)
Project No: cp1622 (TIP# R -6)
The project will widen Auburn Way S between Hemlock St SE and Poplar St SE to accommodate two general purpose lanes in each direction, turn lanes, access
management where feasible, U-turns, curb, gutter, sidewalk, illumination, transit stop improvements, a new traffic signal in the vicinity of Chinook Elementary School,
Intelligent Transportation Systems, streetscape and storm improvements. The project length is approximately 0.4 miles. The project is needed to address traffic operations
issues along the corridor.
Project Name: Auburn Way N/1st Street NE Signal Replacement
Project No: cp1927 (TIP# I - 1)
Project No: cp1901 (TIP# R -15)
331
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)4,188 100,000 100,000 100,000 300,000
Federal (Grants)-
State -
Other (Traffic Mitigation Fees)-
REET -
Other Sources -
Subtotal 4,188 100,000 - 100,000 - 100,000 - 300,000
Capital Costs:
Design 10,000 10,000 10,000 30,000
Right of Way -
Construction 4,188 90,000 90,000 90,000 270,000
Subtotal 4,188 100,000 - 100,000 - 100,000 - 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)298,114 50,000 100,000 100,000 100,000 100,000 100,000 550,000
Federal (Grants)-
State -
Other (Traffic Impact Fees)-
REET -
Other Sources - -
Subtotal 298,114 50,000 100,000 100,000 100,000 100,000 100,000 550,000
Capital Costs:
Design 85,139 5,000 10,000 10,000 10,000 10,000 10,000 55,000
Right of Way -
Construction 212,975 45,000 90,000 90,000 90,000 90,000 90,000 495,000
Subtotal 298,114 50,000 100,000 100,000 100,000 100,000 100,000 550,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)25,000 25,000
Federal (Grants)-
State -
Other (Traffic Impact Fees)-
REET -
Other Sources 100,000 100,000
Subtotal - - 125,000 - - - - 125,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 110,000 110,000
Subtotal - - 125,000 - - - - 125,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: asbd08, cp1816, cp1902 (TIP# N -1)
The program will construct small pedestrian improvement projects at locations throughout the City. Projects are prioritized annually based on pedestrian demands, existing
deficiencies, and citizen requests. Program funds reflect remaining budget after allocations to specific pedestrian accessibility and safety projects.
Project No: asbd07, cp1910 (TIP# N -3)
The program will construct bicycle and safety improvements on classified roadways throughout the City. Projects are prioritized bi-annually based upon field studies and
community feedback.
Project No: asbd28 (TIP# N -6)
Project Name: Downtown Transit Center Access Improvements
Project Name: Citywide Pedestrian Accessibility and Safety Program
The project will reconstruct the channelization and curb radii to improve the turning radius for transit vehicles at the northeast corner of A St SW/2nd St SW.
Project Name: Citywide Arterial Bicycle & Safety Improvements
332
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)399,000 10,000 10,000
Federal (Grants)2,520,000 -
State -
Other (Traffic Impact Fees)699,167 -
REET -
Other Sources -
Subtotal 3,618,167 10,000 - - - - - 10,000
Capital Costs:
Design 719,773 -
Right of Way 43,521 -
Construction 2,854,873 10,000 10,000
Subtotal 3,618,167 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $4,100
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)150,000 150,000 500,000 650,000
Other Sources -
Subtotal 150,000 150,000 500,000 - - - - 650,000
Capital Costs:
Design 150,000 -
Right of Way 150,000 150,000
Construction 500,000 500,000
Subtotal 150,000 150,000 500,000 - - - - 650,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,000
Capacity Project: YES Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)1,149,678 83,700 83,300 82,794 82,382 81,990 81,589 495,755
PWTFL 1,527,300 -
Subtotal 2,676,978 83,700 83,300 82,794 82,382 81,990 81,589 495,755
Capital Costs:
Design 327,500 -
Right of Way 200,400 -
Construction 1,203,900
Long Term Debt 945,178 83,700 83,300 82,794 82,382 81,990 81,589 495,755
Subtotal 2,676,978 83,700 83,300 82,794 82,382 81,990 81,589 495,755
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Garden Avenue Realignment
Project No: cp2022 (TIP# R -27)
The project will construct a new east/west connection between Garden Avenue and 104th Avenue SE, and will cul-de-sac Garden Avenue to the north of 8th Street NE. This
will improve traffic operations and safety along 8th Street NE.
The project constructed one eastbound through/right turn-lane on 8th St NE to the west of Harvey Rd and modified traffic signals and traffic channelization to accommodate
the new lane. The additional lane reduced traffic delays and queuing at the intersection of Harvey Rd and 8th St NE in all directions. This project also reconstructed M St NE
from 4th St NE to 8th St NE, a segment of roadway approximately 0.3 miles long with a four-lane cross-section. The reconstruction addressed the existing poor pavement
condition and completed sidewalk gaps.
Project No: cp1416 (TIP# N -5)
The F St SE project includes pavement rehabilitation, installation of curbs, gutters, bike lanes, sidewalks, ADA improvements, utility undergrounding, LED street lighting,
wayfinding signage and a "Bicycle Boulevard" designation of roadway connections between Auburn City Hall and the Les Gove Park Campus. This project improves mobility
and safety along the corridor and will complete a gap in the non-motorized network between Auburn's Downtown and the Les Gove Community Campus. The major
infrastructure improvements are approximately 0.3 miles long and the "Bicycle Boulevard" improvements are just over a mile long.
Project Name: Harvey Rd NE/8th St NE Intersection Improvements
Project No: cp0611 (TIP# I -5)
Project Name: F Street SE Non-Motorized Improvements (Downtown to Les Gove)
333
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)120,000 50,000 400,000 570,000
Street Preservation (Fund 105)185,000 1,220,000 1,405,000
REET 400,000 400,000
Other (Traffic Impact Fees)70,000 465,000 535,000
Other Sources -
Subtotal - - 375,000 50,000 2,485,000 - - 2,910,000
Capital Costs:
Design 375,000 375,000
Right of Way 50,000 50,000
Construction 2,485,000 2,485,000
Subtotal - - 375,000 50,000 2,485,000 - - 2,910,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)14,980 250,000 250,000
State 30,020 419,980 419,980
REET -
Other (Traffic Impact Fees)-
Other Sources -
Subtotal 45,000 669,980 - - - - - 669,980
Capital Costs:
Design 45,000 -
Right of Way -
Construction 669,980 669,980
Subtotal 45,000 669,980 - - - - - 669,980
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)- -
Federal (Grants)862,016 -
State 8,834,297 -
Other (Traffic Impact Fees)5,052,856 123,200 122,900 122,550 122,258 121,965 121,673 734,546
Other (Traffic Mitigation Fees)660,000 -
REET 1,140,001 -
PWTFL 3,284,857 -
Other (Other Agencies)3,126,104 -
Subtotal 22,960,131 123,200 122,900 122,550 122,258 121,965 121,673 734,546
Capital Costs:
Design 2,688,924 -
Right of Way 3,358,443 -
Construction 16,021,908 -
Long Term Debt 890,856 123,200 122,900 122,550 122,258 121,965 121,673 734,546
Subtotal 22,960,131 123,200 122,900 122,550 122,258 121,965 121,673 734,546
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
The project will construct sidewalks along the M Street SE corridor between Auburn Way S and 8th Street SE. The project will complete the missing sections of sidewalk
along the west side of M Street SE between Auburn Way S and 8th Street SE, and will complete the missing segments of sidewalk along the east side between Auburn Way
S and 12th Street SE. The project will construct approximately 2,000 linear feet of new sidewalk to match adjacent widths. The project will also construct ADA compliant curb
ramps and relocate existing utility poles and overhead signage to provide ADA access.
Project Name: M Street NE (E Main St to 4th St NE)
Project No: asbd12 (TIP# R -7)
This project will construct a complete four/five-lane street section on M St NE from south of E Main St to 4th St NE, and reconstruct the signal at E Main St. The project is
needed to improve traffic operations along the M Street NE corridor, and replace the existing pavement which is in poor condition.
Project Name: M Street SE Sidewalk Improvements
Project No: cp2012 (TIP# N -10)
Project No: c201a0 (TIP# R -3)
Project Name: M Street Underpass (3rd St SE to 8th St SE)
Construction of a grade separated railroad crossing of M St SE at the BNSF Stampede Pass tracks. Project was completed in 2014; ongoing budget is for Public Works
Trust Fund Loan debt payment scheduled through 2041.
334
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)325,000 1,300,000 1,625,000
Local -
Other (Traffic Impact Fees)85,000 100,000 200,000 385,000
REET -
Other Sources -
Subtotal - 410,000 100,000 1,500,000 - - - 2,010,000
Capital Costs:
Design 410,000 410,000
Right of Way 100,000 100,000
Construction 1,500,000 - - 1,500,000
Subtotal - 410,000 100,000 1,500,000 - - - 2,010,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)20,000 250,000 270,000
Federal (Grants)180,000 450,000 630,000
Local -
Other (Traffic Impact Fees)-
REET -
Other Sources 250,000 250,000
Subtotal - 200,000 950,000 - - - - 1,150,000
Capital Costs:
Design 200,000 200,000
Right of Way -
Construction 950,000 - - 950,000
Subtotal - 200,000 950,000 - - - - 1,150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000
Project No: cp1821 (TIP# S -2)Capacity Project: YES Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)36,027 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Other Sources -
Subtotal 36,027 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Capital Costs:
Design -
Environmental 36,027 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Construction -
Subtotal 36,027 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Riverwalk Drive SE Non-Motorized Improvements
Project No: asbd26 (TIP# N-9)
The project will construct sidewalks, street lighting, and related storm improvements along the east side of Riverwalk Drive SE between Auburn Way S and Howard Road SE.
This project will close a major gap in the sidewalk system and ties into the proposed improvements on Auburn Way South. The project will also install a RRFB at the
intersection with Howard Road. The project is proposed to be in partnership with the Muckleshoot Indian Tribe.
Project Name: S 272nd/277th St Corridor Capacity & Non-Motorized Trail Improvements
This project will complete the environmental monitoring requirements related to the S 277th St corridor widening project between Auburn Way North and l St NE.
Project Name: Regional Growth Center Access Improvements
Project No: asbd24 (TIP# R-16)
The project will construct a northbound left-turn lane and a northbound/southbound crosswalk at the 3rd Street NE/Auburn Avenue intersection, and realign the 4th Street
NE/Auburn Way N intersection to eliminate the split phase signal operation improving circulation and access. The project will improve traffic operations, safety, and
circulation for both vehicles and non-motorized users.
335
2021-2022 Preliminary Budget Section VII: Capital Planning
Project No: asbd25 (TIP# R -24)Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Mitigation Fees)100,000 100,000
Other Sources -
Subtotal - 100,000 - - - - - 100,000
Capital Costs:
Design -
Right of Way -
Construction 100,000 100,000
Subtotal - 100,000 - - - - - 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Local Street Fund (Fund 103)650,000 -
Sales Tax on Const. (Fund 103)2,644,476 -
REET 2,800,000 -
To Be Determined 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000
Other (Other Funds)450,000 150,000 150,000 150,000 150,000 150,000 750,000
Subtotal 6,544,476 - 150,000 1,650,000 1,650,000 1,650,000 1,650,000 6,750,000
Capital Costs:
Design 864,818 150,000 500,000 500,000 500,000 500,000 2,150,000
Right of Way -
Construction 5,679,658 1,150,000 1,150,000 1,150,000 1,150,000 4,600,000
Subtotal 6,544,476 - 150,000 1,650,000 1,650,000 1,650,000 1,650,000 6,750,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Local Street Fund (Fund 103)-
Sales Tax on Const. (Fund 103)-
REET 2,200,000 2,200,000
To Be Determined -
Other (Other Funds)-
Subtotal - 2,200,000 - - - - - 2,200,000
Capital Costs:
Design -
Right of Way -
Construction 2,200,000 2,200,000
Subtotal - 2,200,000 - - - - - 2,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 2021 Local Street Preservation Project
Project Name: Local Street Improvement Program
Project No: various (TIP# P -2)
Project Name: Stewart Road - City of Pacific (Lake Tapps Parkway Corridor)
Project No: cp2019 (TIP# P -7)
This project will reconstruct G Street SE (from East Main Street to 4th Street SE) and grind and overlay the Riverwalk/Forest Ridge Neighborhood. The scope of work includes
the following: full-depth roadway replacement and/or grind and overlay and any needed utility improvements within the project limits.
This is a City of Pacific project to widen the Stewart Road (Lake Tapps Parkway) Corridor. This is the final segment of widening in the City of Pacific which will tie in with the
City of Sumner's planned final widening segment and new bridge over the White River. Completion of this corridor widening is expected to significantly relieve traffic
congestion in Auburn along the A St SE and C St SW corridors.
The program preserves local (unclassified) streets. Individual projects may include crack sealing, asphalt patching, pre-leveling, asphalt overlays and roadway
reconstruction. The program also funds the biennial collection of pavement condition ratings, conducted in even numbered years. Beginning in 2019 REET funding was
dedicated by council to this program. Beyond 2022, funding for this program is shown as other because a dedicated funding source has not yet been identified, and the use
of REET to fund the program is not sustainable in the long-term. Program funds reflect remaining budget after allocations to specific arterial street preservation projects
which are included as separate projects.
336
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Local Street Fund (Fund 103)-
Sales Tax on Const. (Fund 103)-
REET 1,500,000 1,500,000
To Be Determined -
Other (Other Funds)150,000 150,000
Subtotal - 150,000 1,500,000 - - - - 1,650,000
Capital Costs:
Design 150,000 150,000
Right of Way -
Construction 1,500,000 1,500,000
Subtotal - 150,000 1,500,000 - - - - 1,650,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources: Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)46,000 347,500 347,500
Federal (Grants)69,000 521,250 521,250
Utility Tax (Fund 105)-
Other Sources -
Subtotal 115,000 868,750 - - - - - 868,750
Capital Costs:
Design 115,000 -
Right of Way -
Construction 868,750 868,750
Subtotal 115,000 868,750 - - - - - 868,750
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)-
Federal (Grants)523,540 120,000 120,000
Utility Tax (Fund 105)-
Other Sources -
Subtotal 523,540 120,000 - - - - - 120,000
Capital Costs:
Design 120,000 -
Right of Way -
Construction 403,540 120,000 120,000
Subtotal 523,540 120,000 - - - - - 120,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp2101 (TIP# P -8)
This project will reconstruct I Street SE (from East Main Street to 4th Street SE). The scope of work includes the following: full-depth roadway replacement and any needed
utility improvements within the project limits.
Project No: cp2003 (TIP# P -3)
Project Name: 2nd Street SE Preservation
Project Name: 2022 Local Street Preservation Project
This project will reconstruct 2nd Street SE between A Street SE and Auburn Way S. The reconstruction will utilize full depth reclamation techniques. The project will also
address fixed objects located within the clear zone, remove barriers to ADA access, and install new LED street lighting.
This project will seal and overlay the 3rd Street SW bridge decks in an effort to extend the overall service life of the bridges. The following bridges are included in the project:
3rd Street off-ramp, 3rd Street SW over the BNSF tracks, and 3rd Street SW over A Street SW.
Project No: cp2006 (TIP# P -13)
Project Name: 3rd Street SW Bridges Deck Preservation
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)25,000 100,000 866,130 991,130
Federal (Grants)866,130 866,130
Utility Tax (Fund 105)-
Other Sources -
Subtotal - - 25,000 100,000 1,732,260 - - 1,857,260
Capital Costs:
Design 25,000 75,000 100,000
Right of Way 25,000 25,000
Construction 1,732,260 1,732,260
Subtotal - - 25,000 100,000 1,732,260 - - 1,857,260
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)2,227,332 327,500 1,650,000 606,728 599,514 2,100,000 2,200,000 7,483,742
Federal (Grants)652,858 -
Utility Tax (Fund 105)1,538,600 -
REET 1,948,779
Other Sources 79,343 -
Subtotal 6,446,912 327,500 1,650,000 606,728 599,514 2,100,000 2,200,000 7,483,742
Capital Costs:
Design 510,205 49,125 247,500 91,009 89,927 315,000 330,000 1,122,561
Right of Way - -
Construction 5,936,707 278,375 1,402,500 515,719 509,587 1,785,000 1,870,000 6,361,181
Subtotal 6,446,912 327,500 1,650,000 606,728 599,514 2,100,000 2,200,000 7,483,742
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)521,206 10,000 10,000
Federal (Grants)1,100,000 -
Utility Tax (Fund 105)-
REET
Other Sources -
Subtotal 1,621,206 10,000 - - - - - 10,000
Capital Costs:
Design 153,706 -
Right of Way -
Construction 1,467,500 10,000 10,000
Subtotal 1,621,206 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
This project will grind and overlay Auburn Way N from 8th Street NE to 22nd Street NE, remove unused driveways, and upgrade all curb ramps and pedestrian signals to
meet ADA requirements.
Project Name: Arterial Street Preservation Program
Project No: various, spbd01 (TIP# P -1)
The program preserves classified streets throughout the City. Individual projects may include a combination of crack seal, overlays, rebuilds, and spot repairs. The program
also funds the biennial collection of pavement condition ratings. This program is funded through a 1% utility tax that was adopted by City Council in 2008. Program funds
reflect remaining budget after allocations to specific arterial street preservation projects which are included as separate projects in this TIP.
Project Name: Auburn Way N Preservation Phase 2 (8th St NE to 22nd St NE)
Project No: cp1903 (TIP# P -1)
Project Name: A St SE Preservation (37th Street SE to Lakeland Hills Way)
Project No: spbd09 (TIP# P -10)
The project will grind and overlay A Street SE from 37th Street SE to the Auburn/Pacific City Limit and from the Pacific/Auburn City Limit to the intersection with Lakeland Hills
Way). The project also includes ADA upgrades to curb ramps, pedestrian push buttons, and replacement of vehicle detection loops.
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)965,199 10,000 10,000
Federal (Grants)975,140 -
Other Sources -
Subtotal 1,940,339 10,000 - - - - - 10,000
Capital Costs:
Design 174,614 -
Right of Way -
Construction 1,765,725 10,000 10,000
Subtotal 1,940,339 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)25,000 100,000 1,118,272 1,243,272
Federal (Grants)1,118,272 1,118,272
Other Sources -
Subtotal - 25,000 100,000 2,236,544 - - - 2,361,544
Capital Costs:
Design 25,000 75,000 100,000
Right of Way 25,000 25,000
Construction 2,236,544 2,236,544
Subtotal - 25,000 100,000 2,236,544 - - - 2,361,544
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)25,000 75,000 534,356 634,356
Federal (Grants)750,000 750,000
Other Sources -
Subtotal - - 25,000 75,000 1,284,356 - - 1,384,356
Capital Costs:
Design 25,000 50,000 75,000
Right of Way 25,000 25,000
Construction 1,284,356 1,284,356
Subtotal - - 25,000 75,000 1,284,356 - - 1,384,356
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)100,000 1,350,000 1,350,000
Federal (Grants)-
REET -
Subtotal 100,000 1,350,000 - - - - - 1,350,000
Capital Costs:
Design 100,000 -
Right of Way -
Construction 1,350,000 1,350,000
Subtotal 100,000 1,350,000 - - - - - 1,350,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Lakeland Hill Way Preservation (57th Drive SE to Lake Tapps Pkwy)
Project No: cp2011 (TIP# P-12)
Project No: spbd06 (TIP# P -11)
The project will grind and overlay C Street SW from W Main Street to the GSA signal (approximately 2,000 feet to the south of 15th Street SW). The project also includes ADA
upgrades to curb ramps and pedestrian push buttons, and replacement of vehicle detection loops.
Project Name: Lake Tapps Pkwy/Sumner-Tapps Hwy E Preservation
Project No: spbd08 (TIP# P -6)
The project will grind and overlay the Lake Tapps Parkway/Sumner-Tapps Highway E corridor from the intersection of Lake Tapps Parkway with Lakeland Hills Way to the
intersection of Sumner-Tapps Highway E with 16th Street E (the Auburn City limit). Portions of the corridor include a center two-way left-turn lane which does not require
preservation and would be omitted from the grind and overlay. The project scope also includes upgrades to ADA curb ramps and pedestrian push buttons, and replacement
of vehicle detection at signalized intersections.
Project Name: Auburn Way N Preservation Phase 3 (4th St SE to 8th St NE )
Project No: cp1904 (TIP# P -1)
This project will grind and overlay Auburn Way N from approximately 8th Street NE to approximately 4th St SE, remove unused driveways, and upgrade all curb ramps and
pedestrian signals to meet ADA requirements. detection loops.
Project Name: C Street SW Preservation (W Main St to GSA Signal)
The project will grind, patch, and overlay Lakeland Hills Way from 57th Drive SE to Lake Tapps Pkwy. The project also includes ADA upgrades to curb ramps and
replacement of vehicle detection loops.
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Street Preservation (Fund 105)-
Federal (Grants)547,850 100,000 100,000
REET -
Subtotal 547,850 100,000 - - - - - 100,000
Capital Costs:
Design 80,000 -
Right of Way -
Construction 467,850 100,000 100,000
Subtotal 547,850 100,000 - - - - - 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Arterial Street Fund (Fund 102)1,057,801 965,000 495,000 250,000 500,000 200,000 100,000 2,510,000
Local Street Fund (Fund 103)650,000 - - - - - - -
Street Preservation (Fund 105)3,859,737 2,120,000 1,985,000 1,900,000 3,220,000 2,100,000 2,200,000 13,525,000
Federal (Grants)14,461,856 1,895,000 450,000 5,418,272 4,241,130 - - 12,004,402
State 9,127,017 419,980 - - - - - 419,980
Local - - - - - - - -
REET 5,888,780 2,200,000 1,500,000 - 400,000 - - 4,100,000
PWTFL 4,812,157 - - - - - - -
Sales Tax on Const. (Fund 103) 2,644,476 - - - - - - -
Utility Tax (Fund 105)1,538,600 - - - - - - -
Other (Other Funds)450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Other (Other Agencies)3,126,104 - - - - - - -
Other (Traffic Mitigation Fees) 2,078,115 135,000 325,000 167,000 - - - 627,000
Other (Traffic Impact Fees)7,188,978 2,063,150 2,346,200 3,155,464 5,489,640 223,955 223,262 13,501,671
Other Sources 462,724 500,000 1,850,000 750,000 340,000 - - 3,440,000
To Be Determined - - - 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000
Total 57,346,345 10,448,130 9,101,200 13,290,736 15,840,770 4,173,955 4,173,262 57,028,053
Capital Costs:
Design 9,463,210 2,709,125 1,672,500 736,009 599,927 835,000 840,000 7,392,561
Right of Way 4,473,705 1,050,000 1,125,000 517,000 - - - 2,692,000
Environmental 349,189 45,000 45,000 20,000 20,000 20,000 20,000 170,000
Construction 41,224,207 6,437,105 6,052,500 11,812,383 15,016,203 3,115,000 3,110,000 45,543,191
Long Term Debt 1,836,034 206,900 206,200 205,344 204,640 203,955 203,262 1,230,301
Total 57,346,345 10,448,130 9,101,200 13,290,736 15,840,770 4,173,955 4,173,262 57,028,053
TOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATION
Project Name: Lea Hill Bridge Deck Preservation
Project No: cp2007 (TIP# P-9)
This project will grind and overlay the bridge deck in an effort to extend the overall service life of the bridge.
Transportation Projects 2022 2023 2024 2025 2026 2027 6 Year Total
10th St NW/A St NW Intersection Improvements -$ -$ 1,000$ 1,000$ 1,000$ 1,000$ 4,000$
29th St SE/R St SE Intersection Improvements - - - 500 500 500 1,500
49th St NE (Auburn Way N to D St NE)- 500 500 500 500 500 2,500
A Street Loop - - - 1,000 1,000 1,000 3,000
Auburn Way S Improvements (Hemlock St SE to Poplar St SE)- - - 2,500 2,500 2,500 7,500
F St SE Non-Motorized Improvements (Downtown to Les Gove) 4,100 4,100 4,100 4,100 4,100 4,100 24,600
Garden Avenue Realignment - 1,000 1,000 1,000 1,000 1,000 5,000
M St NE (E. Main St. to 4th St. NE) - - - 500 500 500 1,500
Regional Growth Center Access Improvements - - 500 500 500 500 2,000
Riverwalk Drive SE Non-Motorized Improvements - 2,000 2,000 2,000 2,000 2,000 10,000
Total Transportation Projects 4,100$ 7,600$ 9,100$ 13,600$ 13,600$ 13,600$ 61,600$
Summary of Impacts of 2021 -2022 Capital Projects on Future Operating Expenses
340
2021-2022 Preliminary Budget Section VII: Capital Planning
341
2021-2022 Preliminary Budget Section VII: Capital Planning
342
2021-2022 Preliminary Budget Section VII: Capital Planning
Water Utility Projects
Seventeen capital projects totaling $10,648,610 are budgeted for 2021 and eighteen capital
projects totaling $9,444,010 are budgeted for 2022. A few of the significant projects include the
following:
• The Academy Pump Station #1 Pump Replacement project ($3,000,000 in 2021 and
$609,500 in 2022) will construct a new pump station with 4 pumps to meet peak demands
and fire flow requirements. (See Map – “A”)
• The Coal Creek Springs Transmission Main Replacement ($10,000 in 2021 and
$2,425,000 in 2022) will provide full replacement of the transmission main crossing the
White River via a pedestrian bridge. (See Map – “B”)
• The 2021 Local Street Reconstruction project will construct water main improvements on
G Street SE between E. Main Street and 4th Street SE and in various streets in the
Riverwalk neighborhood.. (See Map – “C”)
• The Lead Service Line Replacement project ($2,900,000 in 2021 and $1,600,000 in 2022)
will remove lead service lines and construct associated roadway restoration throughout the
City.
Green River Pump Station Emergency Power Reservoir 1 Seismic Control Valve project
Station.
343
2021-2022 Preliminary Budget Section VII: Capital Planning
2021 2022
Title Project # Budget Budget Page
104th Park Development cp1619 250,000 - 345
2021 Local Street Reconstruction cp2019 2,520,000 - 345
2022 Local Street Reconstruction cp2101 50,000 800,000 345
Academy Pump Station #1 Pump Replacement cp1916 3,000,000 609,500 346
Cascade Water Alliance Water Purchase cp1914 934,810 934,810 346
Coal Creek Springs Transmission Main Replacement cp1603 10,000 2,425,000 346
Comprehensive Water Plan wabd25 - 263,000 347
Deduct Meter Replacement Program cp1917 515,000 485,000 347
F Street SE Non-Motorized Improvements cp1416 10,000 - 347
Garden Avenue Realignment cp2022 55,000 440,000 348
Lea Hill AC Main Replacement cp1929 10,000 - 348
Lead Service Line Replacement cp1922 2,900,000 1,600,000 348
M Street NW Widening wabd13 - 37,000 349
Meter Vault Replacement cp1807 10,000 - 349
Pipeline Asset Management Study cp1934 10,000 - 349
Reservoir 2 Valves wabd29 - 240,000 350
Reservoir Repair and Replacements wabd12 50,000 62,000 350
Street Utility Improvements wabd01 - 200,000 350
Valley Service Area Reservoir No. 3 wabd26 - 50,000 351
Water Repair & Replacements wabd02 - 100,000 351
Water Resources Protection Program wabd23 26,800 27,700 351
Water Trench Patches Program wabd28 150,000 155,000 352
Well 4 Pump Improvements wabd22 147,000 830,000 352
Well Inspection and Redevelopment Program wabd11 - 185,000 352
Total Water Fund Projects 10,648,610 9,444,010
2021 -2022 Water Fund Projects
344
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 50,000 250,000 250,000
Bond Proceeds -
State Grants -
Local -
Other (PWTF loan)-
Subtotal 50,000 250,000 - - - - - 250,000
Capital Costs:
Design 50,000 -
Right of Way -
Construction 250,000 250,000
Subtotal 50,000 250,000 - - - - - 250,000
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund -
Bond Proceeds 100,000 2,520,000 2,520,000
State Grants -
Local -
Other -
Subtotal 100,000 2,520,000 - - - - - 2,520,000
Capital Costs:
Design 100,000 - - - -
Right of Way -
Construction 2,520,000 - - - 2,520,000
Subtotal 100,000 2,520,000 - - - - - 2,520,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 50,000 100,000 150,000
Bond Proceeds 700,000 700,000
State Grants -
Local -
Other -
Subtotal - 50,000 800,000 - - - - 850,000
Capital Costs:
Design 50,000 - - 50,000
Right of Way -
Construction 800,000 - - 800,000
Subtotal - 50,000 800,000 - - - - 850,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 104th Park Development (104th to 102nd Water Main Loop)
This project will construct a water main between 102nd Avenue SE and 104 Avenue SE is part of a Parks Department project that is developing a new City
park. The new water main will eliminate convert the existing dead-end system to a looped system, as recommended by the Comprehensive Plan.
Project No: cp1619
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 2021 Local Street Reconstruction
Project No: cp2019
This project will construct water main improvements on G Street SE between E. Main Street and 4th Street SE and in various streets in the Riverwalk
neighborhood. The improvements are coordination with the 2021 Local Street Preservation project and include replacing 1,250 feet of 4" cast iron pipe with 8"
ductile iron water main and 43 services on G ST SE. and replacement of 4,360 feet of 6" cast iron pipe and 730 feet of 4" cast iron with 8" ductile iron main and
110 services in the Riverwalk area.
Comprehensive Plan project D-06.
Project Name: 2022 Local Street Reconstruction
Project No: cp2101
This project will construct water main improvements on I Street SE from E. Main Street to 4th Street SE as part of the 2022 Local Street Preservation project.
Improvements include replacement of 1,250 feet of 4" cast iron pipe with 8" ductile iron water main and 40 services.
Comprehensive Plan project D-06.
345
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 609,500 609,500
Bond Proceeds 742,979 3,000,000 3,000,000
State Grants -
Local -
Other -
Subtotal 742,979 3,000,000 609,500 - - - - 3,609,500
Capital Costs:
Design 742,979 - - - -
Right of Way -
Construction 3,000,000 609,500 - - 3,609,500
Subtotal 742,979 3,000,000 609,500 - - - - 3,609,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 1,187,391 934,810 934,810 934,805 934,805 934,805 934,805 5,608,840
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 1,187,391 934,810 934,810 934,805 934,805 934,805 934,805 5,608,840
Capital Costs:
Water Supply Purchase 1,187,391 934,810 934,810 934,805 934,805 934,805 934,805 5,608,840
Right of Way -
Construction -
Subtotal 1,187,391 934,810 934,810 934,805 934,805 934,805 934,805 5,608,840
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 326,520 10,000 10,000
Bond Proceeds -
State Grants 225,000 225,000
Local -
DWSRF Loan 300,001 2,200,000 2,200,000
Subtotal 626,521 10,000 2,425,000 - - - - 2,435,000
Capital Costs:
Design 626,521 10,000 10,000
Right of Way -
Construction 2,425,000 2,425,000
Subtotal 626,521 10,000 2,425,000 - - - - 2,435,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Coal Creek Springs Transmission Main Replacement
Project No: cp1603
The facilities evaluation study conducted in 2013-2014 found a suspected leak on the 24" steel transmission main crossing the White River. This project will
provide for full replacement of the river crossing via a pedestrian bridge. Parks Department will participate in the project by providing funding from grants for
the trail connections to the bridge. This option eliminates the deep blow-off and allows more flexibility for expansion. A future project would rehabilitate the
existing crossing for redundancy.
Comprehensive Plan project D-11.
Financing of System Development Charges for the right to purchase water from Tacoma Public Utilities through the Second Supply Pipeline to meet future
projected demand, based on agreements with Cascade Water Alliance. Council approved the agreements for permanent and reserve wholesale supply in
September 2013. A new agreement with Tacoma was executed in 2014. Budget reflects purchase of permanent supply - payments of $934,805 will continue
from 2020 through 2029. Reserve supply will not be purchased and is not included.
Comprehensive Plan project S-04.
Project Name: Cascade Water Alliance Water Purchase
Project No: cp1914
Project Name: Academy Pump Station #1 Pump Replacement
Project No: cp1916
The pump station is reaching the end of its useful life. The project will construct a new pump station with 4 pumps to meet peak demands and fire flow
requirements. Pump station #1 will be removed and pump station #2 will be used for storage after the pumps are removed. Preliminary design found it to be
more cost effective to build a new pump station and decommission both existing pump stations. The backup power generator will be replaced.
Comprehensive Plan project PS-07.
346
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 122,000 263,000 251,000 20,000 534,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 122,000 - 263,000 251,000 20,000 - - 534,000
Capital Costs:
Design 122,000 -
Right of Way -
Construction 263,000 251,000 20,000 534,000
Subtotal 122,000 - 263,000 251,000 20,000 - - 534,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 36,500 100,000 100,000
Bond Proceeds 476,000 515,000 385,000 900,000
State Grants -
Local -
Other -
Subtotal 512,500 515,000 485,000 - - - - 1,000,000
Capital Costs:
Design 36,500 15,000 15,000
Right of Way -
Construction 476,000 500,000 485,000 985,000
Subtotal 512,500 515,000 485,000 - - - - 1,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 70,880 10,000 10,000
Bond Proceeds 334,000 -
State Grants -
Local -
Other -
Subtotal 404,880 10,000 - - - - - 10,000
Capital Costs:
Design 15,172 -
Right of Way -
Construction 389,708 10,000 10,000
Subtotal 404,880 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Water main improvements constructed in conjunction with F Street SE street improvements.
Comprehensive Plan project D-06.
Project Name: Comprehensive Water Plan
Project No: wabd25
Update the Comprehensive Water Plan as required by Washington Department of Health (DOH) by May 2022. DOH changed WAC to require a 10-year
planning period which is an increase from the 6-year period. Our current plan was approved before the code change, but was written to include the 10-year
period in anticipation of the revised code. We will provide letter to DOH requesting extension of approved plan by the end of 2021. The letter will include a
report of the demand forecast compared to actual demand, and report of the capital improvement plan. If the extension is approved, our next complete plan
will be due in 2025. However, the water plan will need to be updated in conjunction with the City's Comprehensive Plan due in 2024.
Project Name: Deduct Meter Replacement Program
Project No: cp1917
Approximately 200 non-single family irrigation meters within the water system are connected to the customer's supply line on the customer side of the
domestic meter, instead of being directly connected to the water main. Since sewer charges for non-single family customers are based on the domestic
water meter reading and irrigation water does not use the sewer system, customers ask to have the irrigation use deducted from their overall domestic use
for sewer billing purposes. Thus, irrigation meters installed after the domestic meter are referred to as "deduct meters". To improve the billing process,
increase staff efficiencies and eliminate manual calculations in the billing process this project will re-install the irrigation meters to directly connect to the
main. Deduct meters will be converted to irrigation meters to more equitably bill water usage.
Project Name: F Street SE Non-Motorized Improvements
Project No: cp1416
347
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 400,000 55,000 440,000 495,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 400,000 55,000 440,000 - - - - 495,000
Capital Costs:
Design 55,000 55,000
Right of Way 400,000 -
Construction 440,000 440,000
Subtotal 400,000 55,000 440,000 - - - - 495,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 440,000 10,000 10,000
Bond Proceeds 2,466,550 -
State -
Local -
Other -
Subtotal 2,906,550 10,000 - - - - - 10,000
Capital Costs:
Design 240,000 -
Right of Way -
Construction 2,666,550 10,000 - 10,000
Subtotal 2,906,550 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 405,000 405,000
Bond Proceeds 205,000 1,195,000 1,400,000
State Grants -
DWSRF Loan 305,000 2,695,000 2,695,000
Other -
Subtotal 305,000 2,900,000 1,600,000 - - - - 4,500,000
Capital Costs:
Design 305,000 -
Right of Way -
Construction 2,900,000 1,600,000 4,500,000
Subtotal 305,000 2,900,000 1,600,000 - - - - 4,500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp2022
This project will construct water improvements as part of the Garden Avenue Realignment transportation project. The improvements include installation of
1,000 feet of 12" transmission main from the 20" existing main in 8th St NE along Garden Avenue to the location of a future new booster pump station site on
property to be purchased on 102nd Ave SE, and then back to 8th St NE.
Project Name: Garden Avenue Realignment
Project Name: Lea Hill AC Main Replacement
Project No: cp1922
The City has approximately 1,000 service lines with a lead goose-neck connection at the main. State and Federal agencies are planning a 15 year period for
utilities to remove all lead service lines. This project will remove lead service lines and construct associated roadway restoration throughout the City. Any
additional lead service lines that are not removed and replaced with this project will be replaced as part of future rehabilitation and replacement projects.
Project Name: Lead Service Line Replacement
Project No: cp1929
Distribution system repair and replacement project required for meeting peak demands and reducing system losses. Project will replace asbestos cement
(AC) water main in the Lea Hill service area.
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 37,000 320,000 357,000
Bond Proceeds -
State Grants -
DWSRF Loan -
Other -
Subtotal - - 37,000 - 320,000 - - 357,000
Capital Costs:
Design 37,000 37,000
Right of Way -
Construction 320,000 320,000
Subtotal - - 37,000 - 320,000 - - 357,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 326,400 10,000 10,000
Bond Proceeds 900,000 -
State Grants -
Local -
Other -
Subtotal 1,226,400 10,000 - - - - - 10,000
Capital Costs:
Design 120,101 - -
Right of Way -
Construction 1,106,299 10,000 10,000
Subtotal 1,226,400 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 106,000 10,000 10,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 106,000 10,000 - - - - - 10,000
Capital Costs:
Design 106,000 10,000 10,000
Right of Way -
Construction -
Subtotal 106,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Pipeline asset management study will identify the remaining useful life of water mains in the system, prioritize pipe replacements, and develop replacement
costs to phase in the replacements. Transmission and distribution mains along Auburn Way South, C St SW, Lea Hill Road and West Hill Springs will be
evaluated.
Comprehensive Plan project D-10.
Project Name: Pipeline Asset Management Study
Project No: cp1934
Water main improvements constructed in conjunction with streets project: M ST NE widening (E Main to 4th St NE). Work includes replacing 26 services,
connecting to existing 12" ductile main, and abandoning 6" cast main in place.
Comprehensive Plan project D-06.
Project Name: Meter Vault Replacement
Project No: cp1807
Large meter vaults at Washington Elementary School, Cascade Middle School (2 vaults), Forest Ridge Townhomes, Green River Estates, and Neely Station
have lids that are unsafe and vaults that are in need of repair. Project will replace the vaults and upgrade piping as needed.
Project Name: M Street NE Widening
Project No: wabd13
349
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 240,000 760,000 1,000,000
Federal Grants -
State Grants -
Local -
Other -
Subtotal - - 240,000 760,000 - - - 1,000,000
Capital Costs:
Design 240,000 240,000
Right of Way -
Construction 760,000 760,000
Subtotal - - 240,000 760,000 - - - 1,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 100,000 50,000 62,000 64,000 66,000 68,000 70,000 380,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 100,000 50,000 62,000 64,000 66,000 68,000 70,000 380,000
Capital Costs:
Design -
Right of Way -
Construction 100,000 50,000 62,000 64,000 66,000 68,000 70,000 380,000
Subtotal 100,000 50,000 62,000 64,000 66,000 68,000 70,000 380,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 1,500,000 200,000 1,000,000 1,000,000 1,000,000 1,000,000 4,200,000
Bond Proceeds 500,000 -
State Grants -
Local -
Other -
Subtotal 2,000,000 - 200,000 1,000,000 1,000,000 1,000,000 1,000,000 4,200,000
Capital Costs:
Design 100,000 -
Right of Way -
Construction 1,900,000 200,000 1,000,000 1,000,000 1,000,000 1,000,000 4,200,000
Subtotal 2,000,000 - 200,000 1,000,000 1,000,000 1,000,000 1,000,000 4,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Reservoir 2 Valves
This project will replace the existing 20" supply valve with a seismic control valve, and replace the 12" drain valve at Reservoir 2. Both valves will be installed in
a vault. This project was identified as a maintenance issue due to limited access to the valves. The addition of a seismic control will improve the resiliency of
the distribution system.
Project Name: Street Utility Improvements
Project No: wabd01
Water main improvements in coordination with the Local Street Preservation Program and general arterial street improvements.
Project Name: Reservoir Repair and Replacements
Project No: wabd12
General reservoir maintenance and minor improvements.
Comprehensive Plan project R-03.
Project No: wabd29
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 50,000 700,000 750,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - 50,000 - - - 700,000 750,000
Capital Costs:
Design 50,000 50,000
Right of Way 700,000 700,000
Construction -
Subtotal - - 50,000 - - - 700,000 750,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 1,000,000 300,000 1,000,000 300,000 2,600,000
Bond Proceeds 170,000 100,000 100,000
State Grants -
Local -
Other -
Subtotal 170,000 - 100,000 1,000,000 300,000 1,000,000 300,000 2,700,000
Capital Costs:
Design 170,000 100,000 300,000 300,000 700,000
Right of Way -
Construction - 1,000,000 1,000,000 2,000,000
Subtotal 170,000 - 100,000 1,000,000 300,000 1,000,000 300,000 2,700,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 51,400 26,800 27,700 28,500 29,400 30,200 31,200 173,800
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 51,400 26,800 27,700 28,500 29,400 30,200 31,200 173,800
Capital Costs:
Design -
Right of Way -
Construction 51,400 26,800 27,700 28,500 29,400 30,200 31,200 173,800
Subtotal 51,400 26,800 27,700 28,500 29,400 30,200 31,200 173,800
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
A new 1 million gallon storage facility is needed to meet future storage requirements in the Valley Service Area.
Comprehensive Plan project R-04.
Project Name: Water Resources Protection Program (Wellhead Protection)
Project No: wabd23
Project Name: Water Repair & Replacements
Project No: wabd02
Program to fund distribution system repair and replacement projects required for meeting peak demands and reducing system losses. Projects will be
coordinated with the streets and other utility projects.
Comprehensive Plan project D-09.
Annual funding for implementing strategies identified in the Wellhead Protection Plan. Although some tasks will be performed as part of the water operations
budget, other tasks will require consultants with expertise in review and investigation of contaminant sites and other environmental databases, development
of spill response plans, and leaking underground storage tanks.
Comprehensive Plan project S-08.
Project Name: Valley Service Area Reservoir No. 3
Project No: wabd26
351
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 150,000 155,000 160,000 165,000 170,000 175,000 975,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 150,000 155,000 160,000 165,000 170,000 175,000 975,000
Capital Costs:
Design -
Right of Way -
Construction 150,000 155,000 160,000 165,000 170,000 175,000 975,000
Subtotal - 150,000 155,000 160,000 165,000 170,000 175,000 975,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 147,000 830,000 977,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 147,000 830,000 - - - - 977,000
Capital Costs:
Design 147,000 147,000
Right of Way -
Construction 830,000 830,000
Subtotal - 147,000 830,000 - - - - 977,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 150,000 185,000 200,000 385,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 150,000 - 185,000 - - 200,000 - 385,000
Capital Costs:
Design -
Right of Way -
Construction 150,000 - 185,000 - - 200,000 - 385,000
Subtotal 150,000 - 185,000 - - 200,000 - 385,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Water Trench Patches Program
Project No: wabd28
This program provides annual funding for roadway restoration of trench patches from water leak repair and water service installation that are beyond the
scope of work done by maintenance staff.
This project was identified in the Facilities Evaluation Study. The project will include a comprehensive investigation and evaluation of the well operation.
Findings from the evaluation will likely result in replacing the generator with a larger unit, possibly replacing the motor soft starter with a variable frequency
drive (VFD), and replacing aging control valves, gate valves, and air relief system.
Comprehensive Plan project S-22.
Project Name: Well 4 Pump Improvements
Project No: wabd22
Project No: wabd11
Program for inspection and redevelopment of supply wells and springs necessary to ensure production at maximum capacity for efficient utilization.
Comprehensive Plan project S-07.
Project Name: Well Inspection and Redevelopment Program
352
2021-2022 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Water Fund 4,867,091 1,713,610 4,639,010 4,198,305 2,835,205 3,403,005 3,211,005 20,000,140
Bond Proceeds 5,689,529 6,240,000 2,380,000 - - - - 8,620,000
Federal Grants - - - - - - - -
State Grants - - 225,000 - - - - 225,000
Local - - - - - - - -
DWSRF Loan 605,001 2,695,000 2,200,000 - - - - 4,895,000
Other - - - - - - - -
Total 11,161,621 10,648,610 9,444,010 4,198,305 2,835,205 3,403,005 3,211,005 33,740,140
Capital Costs:
Design 2,734,273 287,000 427,000 - 300,000 - 300,000 1,314,000
Water Supply Purchase 1,187,391 934,810 934,810 934,805 934,805 934,805 934,805 5,608,840
Right of Way 400,000 - - - - - 700,000 700,000
Construction 6,839,957 9,426,800 8,082,200 3,263,500 1,600,400 2,468,200 1,276,200 26,117,300
Total 11,161,621 10,648,610 9,444,010 4,198,305 2,835,205 3,403,005 3,211,005 33,740,140
TOTAL CAPITAL COSTS and FUNDING SOURCES - WATER
353
2021-2022 Preliminary Budget Section VII: Capital Planning
354
2021-2022 Preliminary Budget Section VII: Capital Planning
355
2021-2022 Preliminary Budget Section VII: Capital Planning
356
2021-2022 Preliminary Budget Section VII: Capital Planning
Sanitary Sewer Projects
Ten capital projects totaling $3,383,000 are budgeted for 2021 and seven capital projects totaling
$3,799,000 are budgeted for 2022. The significant projects include the following:
• The Rainier Ridge Pump Station Rehabilitation & Replacement project ($450,000 in 2021
and $2,900,000 in 2022) initial phase will examine the alternative of rehabilitating the
station, replacing major component, or replacing the entire station. The proposed funding
anticipates a complete replacement, and will be adjusted pending the alternatives analysis.
(See Map – “A”)
• The 2021 Sewer Repair and Replacement ($2,100,000 in 2021) plans to replace a total of
approximately 2,585 linear feet of 8”-10” diameter sewer line at 9 separate sites, and to
complete 10 spot repairs. (See Map – “B” multiple locations)
• The 2nd Street SE Preservation project ($150,000 in 2021) replaces approximately 450
linear feet of 8” concrete sewer line with 8” PVC and replaces 2 manholes as part of a
street reconstruction project for 2nd Street SE between A Street SE and Auburn Way
South. (See Map – “C”)
• The Street Utility Improvements project ($200,000 in both 2021 and 2022) will replace
sewer lines in coordination with the Local Street Preservation program and the Arterial
Street Preservation program.
357
2021-2022 Preliminary Budget Section VII: Capital Planning
2021 2022
Title Project #Budget Budget Page
2nd Street SE Preservation cp2003 150,000 - 359
2021 Sewer Repair and Replacement cp2010 2,100,000 - 359
Comprehensive Sewer Plan Update sebd12 40,000 140,000 359
F Street SE Non-Motorized Improvements cp1416 10,000 - 360
Inflow and Infiltration Study sebd11 163,000 167,000 360
M Street NE Widening sebd08 - 12,000 360
Manhole Ring and Cover Replacement sebd04 80,000 80,000 361
Pump Station Electrical Improvements cp1812 10,000 - 361
Rainier Ridge Pump Station Rehabilitation/Replacement cp2009 450,000 2,900,000 361
Sanitary Sewer Repair & Replacement/System Imp. Program sebd01 - 300,000 362
Sewer Vactor Decant Facility sebd03 180,000 - 362
Street Utility Improvements sebd02 200,000 200,000 362-
Total Sewer Fund Projects 3,383,000 3,799,000
2021 -2022 Sewer Fund Projects
358
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 30,000 150,000 150,000
Federal -
State -
Local -
REET -
Other -
Subtotal 30,000 150,000 - - - - - 150,000
Capital Costs:
Design 30,000 10,000 10,000
Right of Way -
Construction 140,000 140,000
Subtotal 30,000 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 300,000 2,100,000 2,100,000
Federal -
State -
Local -
REET -
Other -
Subtotal 300,000 2,100,000 - - - - - 2,100,000
Capital Costs:
Design 300,000 100,000 100,000
Right of Way -
Construction 2,000,000 2,000,000
Subtotal 300,000 2,100,000 - - - - - 2,100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 40,000 140,000 50,000 20,000 250,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 40,000 140,000 50,000 20,000 - - 250,000
Capital Costs:
Design - 40,000 140,000 50,000 20,000 250,000
Right of Way -
Construction -
Subtotal - 40,000 140,000 50,000 20,000 - - 250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
This project will prepare an update to the City's Sewer Comprehensive Plan to be adopted by City Council as part of the City's overall Comprehensive
Plan to be completed by June 2024. City staff will prepare portions of the plan and will engage consultants to complete some of the tasks including
hydraulic modeling, financial analysis, and cost estimation.
Comprehensive Plan Project #10.
Project Name: 2nd Street SE Preservation
This project replaces approximately 450 linear feet of 8” concrete sewer line with 8” PVC and replaces 2 manholes as part of a street reconstruction
project for 2nd Street SE between A Street SE and Auburn Way South.
Project No: cp2003
Project Name: 2021 Sewer Repair and Replacement
Project No: cp2010
This project is a continuation of the 2019 Sewer R&R project (CP1805), and proposes to complete the design and construction of the repairs not
completed during the construction phase of that project and to add three new sites. This project plans to replace a total of approximately 2,585 linear
feet of 8”-10” diameter sewer line at 9 separate sites, and to complete 10 spot repairs.
Project Name: Comprehensive Sewer Plan Update
Project No: sebd12
359
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 177,663 10,000 10,000
Federal -
State -
Local -
REET -
Other -
Subtotal 177,663 10,000 - - - - - 10,000
Capital Costs:
Design 19,463 -
Right of Way -
Construction 158,200 10,000 10,000
Subtotal 177,663 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 312,000 163,000 167,000 172,000 502,000
Federal -
State -
Local -
REET -
Other -
Subtotal 312,000 163,000 167,000 172,000 - - - 502,000
Capital Costs:
Design 312,000 163,000 167,000 172,000 502,000
Right of Way -
Construction -
Subtotal 312,000 163,000 167,000 172,000 - - - 502,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 12,000 112,000 124,000
Federal -
State -
Local -
REET -
Other -
Subtotal - - 12,000 - 112,000 - - 124,000
Capital Costs:
Design 12,000 12,000 24,000
Right of Way -
Construction 100,000 100,000
Subtotal - - 12,000 - 112,000 - - 124,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: F Street SE Non-Motorized Improvements
Project No: cp1416
Project Name: M Street NE Widening
Project No: sebd08
Replace approximately 170 LF of 12" and 20 LF of 8" vitrified clay sewer line in M St NE between Main Street and 1st St NE and replace approximately
100 LF of 8" PVC between 2nd and 3rd Street NE to repair a belly at the downstream end of the pipe in conjunction with street improvements.
Project Name: Inflow and Infiltration Study
Project No: sebd11
This project will assess portions of the City Sewer Service Area for infiltration/inflow (I/I) values. Excessive localized I/I can be an indicator of poor sewer
main and side sewer conditions and could contribute to capacity issues in the future. This project will monitor flow in the collection system over several
years. This data will then be used to help identify repair and replacement needs, modeling purposes, and for I/I assessment in future updates to the
Comprehensive Sewer Plan.
Comprehensive Plan Project #9.
Replace approximately 420 LF of 15"-18" diameter clay pipe as part of the City's transportation project: F Street SE Non-Motorized Improvements project.
Constructing this project in association with a road improvement project reduces costs and avoids damage to the new roadway that would occur if the
pipe was not replaced and experienced a failure or blockage.
360
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund - 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Federal -
State -
Local -
Other -
Subtotal - 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Capital Costs:
Design - 8,000 8,000 8,000 8,000 8,000 8,000 48,000
Right of Way -
Construction - 72,000 72,000 72,000 72,000 72,000 72,000 432,000
Subtotal - 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 1,162,484 10,000 10,000
Federal -
State -
Local -
REET -
Other -
Subtotal 1,162,484 10,000 - - - - - 10,000
Capital Costs:
Design 256,085 -
Right of Way -
Construction 906,399 10,000 10,000
Subtotal 1,162,484 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 65,000 450,000 2,900,000 3,350,000
Federal -
State -
Local -
REET -
Other -
Subtotal 65,000 450,000 2,900,000 - - - - 3,350,000
Capital Costs:
Design 65,000 450,000 220,000 670,000
Right of Way -
Construction 2,680,000 2,680,000
Subtotal 65,000 450,000 2,900,000 - - - - 3,350,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Manhole Ring and Cover Replacement
Project No: sebd04
As manholes and roads age and their condition deteriorates, access covers and the rings in which they sit can become loose and/or misaligned, and
can become a road hazard requiring maintenance staff attention and increasing the City's liability. This annual project will replace approximately 50
sewer manhole rings and covers to maintain access to the sewer system and to decrease the likelihood of the manholes becoming road hazards. In
some years, this replacement will be as a stand-alone project, and in some years many of these replacements will be in conjunction with other City
capital projects.
Comprehensive Plan Project #7.
Project Name: Pump Station Electrical Improvements
Project No: cp1812
This project will design and construction improvements to the City's sewer pump stations' electrical systems that were identified by the 2016 Pump
Station Condition Assessment Project. The additions and modifications are intended to increase employee safety as well as operational efficiency.
They include adding dry well control panel disconnects, bringing intrinsically safe wiring up to code, organizing, labelling, and dressing out control panel
boxes, adding dry well HMI computer screens, creating uniform as-built wiring diagrams for each station, as well as several other modifications
identified for specific stations. Funding for this project was derived from the Sewer Pump Station Replacement/Improvement program (sebd05).
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project could decrease the future operating budget by reducing the
need for staff to respond to loose manholes or lids.
Project Name: Rainier Ridge Pump Station Rehabilitation/Replacement
Project No: cp2009
The Rainer Ridge Pump Station was constructed in 1980. Most of the property within its tributary basin has been fully developed, and the station has
very little excess capacity. As such, there is a very short response time in the event of a pump failure, especially during peak use. Additionally, the PVC
force main has had several breaks, and should be replaced. The initial phase of this project will examine the alternatives of rehabilitating the station,
replacing major components, or replacing the entire station. The proposed funding assumes a complete replacement, and will be adjusted pending
the alternatives analysis. Funding for this project was derived from the Sewer Pump Station Replacement/Improvement program (sebd05).
361
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Federal -
State -
Local -
Other -
Subtotal - - 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Capital Costs:
Design 250,000 150,000 250,000 150,000 250,000 1,050,000
Right of Way 20,000 20,000 20,000 60,000
Construction 30,000 1,350,000 30,000 1,350,000 30,000 2,790,000
Subtotal - - 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 180,000 180,000
Federal -
State -
Local -
Other -
Subtotal - 180,000 - - - - - 180,000
Capital Costs:
Design 180,000 180,000
Right of Way -
Construction -
Subtotal - 180,000 - - - - - 180,000
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Capital Costs:
Design 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Right of Way -
Construction 170,000 170,000 170,000 170,000 170,000 170,000 1,020,000
Subtotal - 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Sewer system repair and replacements in coordination with transportation projects.
Comprehensive Plan Project #2.
Project Name: Sanitary Sewer Repair & Replacement
Project No: sebd01
Repair and replace (R&R) broken sewer mains and other facilities. These lines will be identified through television inspection and routine cleaning.
This program includes funding for R&R projects which have not been identified as a separate R&R project or are not associated transportation projects.
Anticipated projects include bi-annual, stand-alone, repair and replacement projects for sewer lines which are broken, misaligned, "bellied" or
otherwise require an inordinate amount of maintenance effort or present a risk of backup or trench failure, and facilities which generate consistent odor
complaints. Additionally, system improvements which enhance the ability to maintain service are included here.
Comprehensive Plan Project #1.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This should decrease the operating budget by correcting the problems
that require operation staff's attention.
Project Name: Street Utility Improvements
Project No: sebd02
Project No: sebd03
Currently the City hauls vactored sewage waste to the County landfill on a biweekly basis. The sewage
sludge is considerably wet, thus Utility funds are paying for the disposal of water. This project consists of a study/analysis to assess the City’s vactor
disposal method and identify a cost-effective alternative to the status quo. Possible recommendations may include maintaining current operations,
constructing a gravity decant facility, incorporating special equipment into the vactor truck to increase decanting ability, purchasing specialized
dewatering machinery, or collaborating with neighboring utilities for the shared use of facilities and equipment.
Comprehensive Plan Project #3.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This should decrease the operating budget by correcting the problems
that require operation staff's attention.
Project Name: Sewer Vactor Decant Facility
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2021-2022 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Sewer Fund 2,047,147 3,383,000 3,799,000 2,002,000 712,000 1,780,000 580,000 12,256,000
Federal - - - - - - - -
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
Total 2,047,147 3,383,000 3,799,000 2,002,000 712,000 1,780,000 580,000 12,256,000
Capital Costs:
Design 982,548 981,000 827,000 410,000 320,000 188,000 288,000 3,014,000
Right of Way - - 20,000 - 20,000 - 20,000 60,000
Construction 1,064,599 2,402,000 2,952,000 1,592,000 372,000 1,592,000 272,000 9,182,000
Total 2,047,147 3,383,000 3,799,000 2,002,000 712,000 1,780,000 580,000 12,256,000
TOTAL CAPITAL COSTS and FUNDING SOURCES - SEWER
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2021-2022 Preliminary Budget Section VII: Capital Planning
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2021-2022 Preliminary Budget Section VII: Capital Planning
365
2021-2022 Preliminary Budget Section VII: Capital Planning
366
2021-2022 Preliminary Budget Section VII: Capital Planning
Storm Drainage Projects
Sixteen capital projects totaling $4,683,100 are budgeted for 2021 and ten capital projects totaling
$4,639,000 are budgeted for 2022. The most significant projects are as follows:
• The D Street SE Storm Improvement project ($508,000 in 2021 and $1,742,000 in 2022)
will fund storm drainage improvements to convey the 25-year flow along D Street SE from
a flooding area due to failing dry wells near the intersection of D Street Se and 25th Street
SE. (See Map – “A”)
• The North Airport Area Improvements project ($175,000 in 2021 and $1,100,000 in 2022)
will eliminate Pond F and underground Pond G within subsurface chambers. (See Map –
“B”)
• The 2021 Storm Renewal project ($1,000,000 in 2021) will provide improvements to the
existing storm drainage system to eliminate known drainage issues and reduce
maintenance at six sites: Eastpoint Storm Pond, Mountain View Cemetery, SE 304th
Street at 108th Ave SE, A St NE near 7th St NE, S 316th Street near 55th Ave S, and south
side of Mill Pond Drive near Oravetz Rd. (See Map – “C”)
•
Storm drainage improvements as part of the Auburn Way North preservation project.
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2021-2022 Preliminary Budget Section VII: Capital Planning
2021 2022
Title Project #Budget Budget Page
2021 Local Street Preservation cp2019 440,000 - 369
2021 Storm Renewal & Replacement cp2017 1,000,000 - 369
23rd Street SE Storm Improvement sdbd17 174,000 596,000 369
37th St. NW Storm Improvement cp1724 208,100 - 370
Auburn Municipal Airport Runway Enhancements cp1516 10,000 - 370
Auburn Way North Preservation Project Phase 3 cp1904 10,000 - 370
Auburn Way North & 1st St. NE Signal Replacement cp1927 200,000 - 371
Comprehensive Storm Drainage Plan Update sdbd16 40,000 140,000 371
D Street SE Storm Improvement sdbd18 508,000 1,742,000 371
M Street NE Widening sdbd20 - 50,000 372
Manhole & Catchbasin Frame and Grate Replacement sdbd21 80,000 80,000 372
North Airport Area Improvements sdbd10 175,000 1,100,000 372
Pipeline Repair & Replacement Program sdbd03 324,000 125,000 373
Riverwalk Drive SE Non-Motorized Improvements sdbd14 68,000 454,000 373
S. 314th St. & 54th Ave S. Storm Improvements Ph. 1 sdbd19 - 102,000 373
S. 330th St. & 46th Pl. S. Storm Improvement cp2018 294,000 - 374
Street Utility Improvements sdbd04 250,000 250,000 374
Vegetation Sorting Facility sdbd12 902,000 - 374-
Total Storm Fund Projects 4,683,100 4,639,000
2021 -2022 Storm Fund Projects
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 60,000 440,000 440,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 60,000 440,000 - - - - - 440,000
Capital Costs:
Design 60,000 - -
Right of Way -
Construction 440,000 440,000
Subtotal 60,000 440,000 - - - - - 440,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 100,000 926,000 926,000
Bond Proceeds -
Federal -
State -
Local -
Other 74,000 74,000
Subtotal 100,000 1,000,000 - - - - - 1,000,000
Capital Costs:
Design 100,000 -
Right of Way -
Construction 1,000,000 1,000,000
Subtotal 100,000 1,000,000 - - - - - 1,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 174,000 596,000 770,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 174,000 596,000 - - - - 770,000
Capital Costs:
Design 174,000 174,000
Right of Way -
Construction 596,000 596,000
Subtotal - 174,000 596,000 - - - - 770,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 2021 Local Street Preservation - G Street SE and Riverwalk/Forest Ridge
This improvement will replace undersized and deteriorated storm line with the street project. Approximately 1,150 feet of 12" storm line with
catchbasins and manholes will be constructed.
Project No: cp1726
Project Name: 2021 Storm Renewal & Replacement Project
Project No: cp2017
This project will provide improvements to the existing storm drainage system to eliminate known drainage issues and reduce maintenance at six
sites: Eastpoint Storm Pond, Mountain View Cemetery, SE 304th Street at 108th Ave SE, A St NE near 7th St NE, S 316th Street near 55th Ave S, and
south side of Mill Pond Drive near Oravetz Rd.
Project Name: 23rd Street SE Storm Improvement
Project No: sdbd17
This project will improve existing drainage conditions in vicinity of 23rd St. SE & K St. SE. Phase 1 includes installation of 600 LF of 15-inch line
along K St. SE from 23rd St. SE to 21st St. SE to alleviate flooding associated with the pedestrian entrance to Pioneer Elementary School. Phase 2
includes installation of 560 LF of 18-inch line along 23rd St. SE from F St. SE to K St. SE. to convey flows to the F St. SE trunkline for discharge into
the 21st St. SE regional infiltration facility. Phases 1 and 2 will be constructed simultaneously.
Comprehensive Plan Project #8 (Phase 1+2).
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 37,845 26,130 26,130
Bond Proceeds -
State -
Local 28,035 181,970 181,970
REET -
Other -
Subtotal 65,880 208,100 - - - - - 208,100
Capital Costs:
Design 65,880 -
Right of Way -
Construction 208,100 208,100
Subtotal 65,880 208,100 - - - - - 208,100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 127,500 10,000 10,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 127,500 10,000 - - - - - 10,000
Capital Costs:
Design 12,500 -
Right of Way -
Construction 115,000 10,000 10,000
Subtotal 127,500 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 190,000 10,000 10,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 190,000 10,000 - - - - - 10,000
Capital Costs:
Design - -
Right of Way -
Construction 190,000 10,000 10,000
Subtotal 190,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 37th St. NW Storm Improvement
Project No: cp1724
This project will replace the damaged and eroded existing pipes spanning the PSE substation access driveway in vicinity of 37th ST. NE near I St
NW. During periods of prolonged heavy flows, this side channel to Mill Creek exceeds the capacity of the combined culverts and backs up onto 37th
St. NW and also impacts the Interurban Trail.
Comprehensive Plan Project #2
Project Name: Auburn Municipal Airport Runway Enhancements
Project No: cp1516
Comprehensive Plan Project #6 includes excavating additional storage capacity in Pond I, replacing the existing inlet pipe to Pond I at a lower
elevation to direct additional flow into Pond I, and installing a backflow preventer at the outlet from the pond. Subsequent storm modeling has
indicated that excess storage exists within the 4 open ponds at the airport but requires a larger inlet pipe to deliver greater flows into the ponds to
maximize the storage. The scope of the project has been revised to include installation of 150 feet of 30" storm pipe to improve the inlet into Pond I,
and 390 feet of 15" storm pipe to direct flows from the north hanger area into Pond I. The new underground stormwater detention system is being
constructed as part of, and funded by, the runway extension.
Project Name: AWN Preservation Project Phase 3
Project No: cp1904
This improvement will construct storm improvements with transportation project CP1904 - AWN Preservation Project Phase 3, including eliminating
cross connection(s) and installing new pipe and manhole(s).
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 200,000 200,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 200,000 - - - - - 200,000
Capital Costs:
Design - -
Right of Way -
Construction 200,000 200,000
Subtotal - 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 40,000 140,000 50,000 20,000 250,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 40,000 140,000 50,000 20,000 - - 250,000
Capital Costs:
Design 40,000 140,000 50,000 20,000 250,000
Right of Way -
Construction -
Subtotal - 40,000 140,000 50,000 20,000 - - 250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 508,000 1,742,000 2,250,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 508,000 1,742,000 - - - - 2,250,000
Capital Costs:
Design 508,000 508,000
Right of Way -
Construction 1,742,000 1,742,000
Subtotal - 508,000 1,742,000 - - - - 2,250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: sdbd18
Project Name: D St. SE Storm Improvement
Project Name: Comprehensive Storm Drainage Plan Update
Project No: sdbd16
This project will prepare an update to the City's Storm Drainage Comprehensive Plan to be adopted by City Council as part of the City's overall
Comprehensive Plan to be completed by June 2024. City staff will prepare portions of the plan and will engage consultants to complete some of the
tasks including hydraulic modeling, financial analysis, and cost estimation.
Comprehensive Plan Project #9.
This project will Install approximately 990 linear feet (LF) 30-inch, 630 LF 24-inch and 1,230 LF 12-inch of new gravity storm drain pipe to convey the
25-year flow along D Street SE from a flooding area that is caused by failing dry wells located near the intersection of D Street SE and 25th Street
SE. Additionally, the project will install approximately 380 LF 12-inch gravity storm drain pipe in F Street SE from 27th to 26th Street SE to complete a
missing line connection. Both of these systems direct flows to the existing 21st Street storm pond.
Comprehensive Plan Project #7.
This project addresses an existing storm-to-sanitary sewer cross connection(s) at the intersection of Auburn Way North and 1st Street SE with
installation of new 12" storm pipes and manholes. The project is being implement with the transportation project that is replacing the traffic signal
and curb ramps at the intersection.
Project Name: Auburn Way North and 1st St NE Signal Replacement
Project No: cp1927
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 50,000 350,000 400,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 50,000 - 350,000 - - 400,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 350,000 350,000
Subtotal - - 50,000 - 350,000 - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion: Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Capital Costs:
Design 8,000 8,000 8,000 8,000 8,000 8,000 48,000
Right of Way -
Construction 72,000 72,000 72,000 72,000 72,000 72,000 432,000
Subtotal - 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 175,000 1,100,000 1,275,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 175,000 1,100,000 - - - - 1,275,000
Capital Costs:
Design 175,000 175,000
Right of Way -
Construction 1,100,000 1,100,000
Subtotal - 175,000 1,100,000 - - - - 1,275,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M Street NE Widening
Project No: sdbd20
This project will construction replace approximately 450 L.F. of undersized and deteriorated storm drain pipe and install approximately 300 feet of
new storm drain pipe with catch basins and manholes storm line. The project will be implemented as part of the transportation project: M Street NE
Widening from E. Main Street to 4th Street NE.
Project Name: Manhole & Catchbasin Frame and Grate Replacement
Project No: sdbd21
As manholes & catchbasins age and their condition deteriorates, frame and grates can become loose and/or misoriented, or due to age are not
meeting standards. This annual project will replace approximately 50 storm manhole and catchbasin frame and grates to maintain access to the
storm system and to decrease the likelihood of the manholes becoming road hazards. In some years, this replacement will be as a stand-alone
project, and in some years many of these replacements will be in conjunction with other City capital projects.
Project Name: North Airport Area Improvements
Project No: sdbd10
This project will eliminate Pond F and underground Pond G within subsurface chambers. Storm modeling for the north auburn airport area has
determined that overall storage capacity is sufficient and will eliminate the existing bird netting and vegetation management for these two ponds.
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion: Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 942,092 324,000 125,000 1,250,000 125,000 1,250,000 125,000 3,199,000
Bond Proceeds -
State -
Local -
REET -
Other (Other Agency)-
Subtotal 942,092 324,000 125,000 1,250,000 125,000 1,250,000 125,000 3,199,000
Capital Costs:
Design 187,891 125,000 125,000 125,000 375,000
Right of Way -
Construction 754,201 324,000 1,250,000 1,250,000 2,824,000
Subtotal 942,092 324,000 125,000 1,250,000 125,000 1,250,000 125,000 3,199,000
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 68,000 454,000 522,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 68,000 454,000 - - - - 522,000
Capital Costs:
Design 68,000 68,000
Right of Way -
Construction 454,000 454,000
Subtotal - 68,000 454,000 - - - - 522,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 102,000 416,000 518,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - - 102,000 416,000 - - - 518,000
Capital Costs:
Design 102,000 102,000
Right of Way -
Construction 416,000 416,000
Subtotal - - 102,000 416,000 - - - 518,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Repair and replacement of aging infrastructure should reduce
operating costs.
Project Name: Pipeline Repair & Replacement Program
Project No: sdbd03
This program provides funding for projects involving replacement of existing infrastructure. These projects support street repairs and other utility
replacement programs, requiring coordination. This program recently funded the 2018 Storm Repair & Replacement Project (cp1823).
Comprehensive Plan Project #1.
This project will construct large diameter storm piping to replace the existing roadside ditch, and expand the Riverwalk ponds to accommodate
increased capacity due to the lost infiltration of the upstream ditch along Riverwalk Drive. The project will be implemented as part of the
transportation project that will construct sidewalks along the east side of Riverwalk Drive SE from Howard Road and Auburn Way South.
Project Name: S. 314th St. & 54th Ave S. Storm Improvement Ph. 1
Project No: sdbd19
As part of the City's efforts to improve the drainage system in the West Hill annexation area, this project will construct improvements near S. 314th
Street. and 54th Avenue S. to redirect flows and implement Low Impact Development (LIID) techniques.
Comprehensive Project #5B Phase 1.
Project Name: Riverwalk Drive SE Non-Motorized Improvements
Project No: sdbd14
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 85,000 294,000 294,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 85,000 294,000 - - - - - 294,000
Capital Costs:
Design 70,000 -
Right of Way 15,000 -
Construction 294,000 294,000
Subtotal 85,000 294,000 - - - - - 294,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion: Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 220,000 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 220,000 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Capital Costs:
Design -
Right of Way -
Construction 220,000 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Subtotal 220,000 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 64,000 902,000 902,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 64,000 902,000 - - - - - 902,000
Capital Costs:
Design 64,000 64,000 64,000
Acquisition 750,000 750,000
Construction 88,000 88,000
Subtotal 64,000 902,000 - - - - - 902,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: S. 330th St. & 46th Pl. S. Storm Improvement
Project No: cp2018
Improve existing drainage conditions for the West Hill annexation areas. This project includes improvements near 330th St. and 46th Pl. S. where
public storm drainage currently discharges within a large open ditch. The improvement will re-route the drainage within the right-of-way to the
existing outfall.
This project will prepare an evaluation of the benefits and costs of acquiring property to use as a vegetation sorting facility prior to disposal or reuse
of materials from storm drainage maintenance activities (e.g., pond and ditch cleaning). The evaluation will identify potential use of a sorting facility
by other City departments and by neighboring jurisdictions as a regional facility. If evaluation shows a reasonable benefit/cost ratio, the project
implementation proceed with property acquisition and site improvements to construct the vegetation sorting facility. Cost includes bin barriers and
sorting equipment to facilitate materials handling and separation.
Comprehensive Plan Project #10.
Project No: sdbd12
Project Name: Street Utility Improvements
Project No: sdbd04
Storm drainage conveyance improvements in coordination with Arterial Preservation and Local Street Preservation improvements.
Project Name: Vegetation Sorting Facility
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2021-2022 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Storm Drainage Fund 1,826,437 4,427,130 4,639,000 2,046,000 825,000 1,580,000 455,000 13,972,130
Bond Proceeds - - - - - - - -
Federal - - - - - - - -
State - - - - - - - -
Local 28,035 181,970 - - - - - 181,970
REET - - - - - - - -
Other - 74,000 - - - - - 74,000
Total 1,854,472 4,683,100 4,639,000 2,046,000 825,000 1,580,000 455,000 14,228,100
Capital Costs:
Design 560,271 1,037,000 425,000 58,000 153,000 8,000 133,000 1,814,000
Right of Way 15,000 - - - - - - -
Acquisition - 750,000 - - - - - 750,000
Construction 1,279,201 2,896,100 4,214,000 1,988,000 672,000 1,572,000 322,000 11,664,100
Total 1,854,472 4,683,100 4,639,000 2,046,000 825,000 1,580,000 455,000 14,228,100
TOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGE
375
2021-2022 Preliminary Budget Section VII: Capital Planning
376
2021-2022 Preliminary Budget Section VII: Capital Planning
377
2021-2022 Preliminary Budget Section VII: Capital Planning
378
2021-2022 Preliminary Budget Section VII: Capital Planning
Parks, Arts and Recreation Projects
Ten projects totaling $2,878,800 are budgeted for 2021 and five capital projects totaling $3,725,050
are budgeted for 2022.
The most significant projects include following:
• The Game Farm Park Improvements project ($1,000,000 in 2021) improved interior lighting
and pathways and provided access from the newly acquired property on southwest corner
of the park. The project will also replace synthetic turf on two full sized soccer fields .
(See Map – “A”)
• The Jacobsen Tree Farm Development project ($3,415,050 in 2022) will develop the 29.3
acre site into a community park. (See Map – “B”)
• The Cedar Lanes Bike Park project ($341,000 in 2021) will construct a bike park and
restroom at Cedar Lanes Park to include an asphalt pump track and skills course .
(See Map – “C”)
• The Community Center Parking Lot Improvements ($250,000 in 2021) will resurface the
main drive that serves the Community and Event Center at Les Gove Park.
(See Map – “D”)
• The West Hill Park Acquisition ($800,000 in 2021) will acquire property on Auburn’s West
Hill area for future park development.
Completion of the Brannan Park Synthetic Infield Project in 2020.
379
2021-2022 Preliminary Budget Section VII: Capital Planning
2021 2022
Title Project #Budget Budget Page
Auburndale Park gpbd01 100,000 - 381
Cedar Lanes Bike Park gpbd28 341,000 - 381
Community Center Parking Lot Improvements gpbd29 250,000 - 381
Fairway Drainage Improvement gpbd19 30,000 30,000 382
Fulmer Park Playground Replacement gpbd25 - 150,000 382
Game Farm Park Improvements cp1924 1,000,000 - 382
Jacobsen Tree Farm Development cp2020 - 3,415,050 383
Lea Hill Mini Soccer Field Turf Replacement gpbd26 50,000 - 383
Miscellaneous Parks Improvements gpbd03 100,000 100,000 383
Park Acquisitions/Development gpbd04 30,000 30,000 384
Sunset Park Improvements cp1921 177,800 - 384
West Hill Park Acquisition gpbd27 800,000 - 384-
Total Municipal Parks Fund Projects 2,878,800 3,725,050
2021 -2022 Municipal Parks Fund Projects
380
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (Park Impact Fee)100,000 100,000
Other (KC Prop 2)-
Subtotal - 100,000 - - - - - 100,000
Capital Costs:
Design 5,000 5,000
Right of Way -
Construction 95,000 95,000
Subtotal - 100,000 - - - - - 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 118,000 118,000
Other (Park Impact Fee)223,000 223,000
Other (KC Prop 2)-
Subtotal - 341,000 - - - - - 341,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 326,000 326,000
Subtotal - 341,000 - - - - - 341,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 1 250,000 250,000
Other (KC Prop 2)-
Subtotal - 250,000 - - - - - 250,000
Capital Costs:
Design -
Right of Way -
Construction 250,000 - 250,000
Subtotal - 250,000 - - - - - 250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Community Center Parking Lot Improvements
Project Name: Cedar Lanes Bike Park
Project No: gpbd28
Project Name: Auburndale Park
Project No: gpbd01
Develop a Master Plan for the Park, install an irrigation system, new play structure and improve signage. Create an entrance to the park from the
east via 110th Ave SE to allow access from the adjacent neighborhoods. Construct new section of trail in the western portion of park.
Project No: gpbd29
Resurface the main drive that serves the Community and Event Center at Les Gove Park. The existing pervious concrete surface is deteriorated
from weather and heavy use. Parks staff will work with Public Works and industry professionals to determine appropriate surfacing.
Costruct a bike park and restroom at Cedar Lanes Park. Bike park to inlcude an asphalt pump track and skills course. Pedestrian trails in the park
will also be improved
381
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion: Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund 1,623 -
Federal -
State -
Local -
REET 2 59,958 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other (Park Impact Fee)-
Subtotal 61,581 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design -
Right of Way -
Construction 61,581 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal 61,581 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (KC Prop 2)100,000 100,000
Other (Private grant)50,000 50,000
Subtotal - - 150,000 - - - - 150,000
Capital Costs:
Design 7,500 7,500
Right of Way -
Construction 142,500 142,500
Subtotal - - 150,000 - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund 13,431 -
Federal -
State -
Local 150,000 -
REET 1 1,000,000 1,000,000
Other (Park Impact Fee)334,010 -
Subtotal 497,441 1,000,000 - - - - - 1,000,000
Capital Costs:
Design 40,000 40,000
Right of Way -
Construction 497,441 960,000 960,000
Subtotal 497,441 1,000,000 - - - - - 1,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Fulmer Park Playground Replacement
Project No: gpbd24
Apply top dressing sand to the first five fairways in order to firm up these landing areas so that the holes are playable year round. Sand will be
applied with a three yard topdressing machine. Sand will be applied bi/weekly at a tenth of an inch of sand throughout the fairways. Fairways will
start to show improvements once four inches of sand are applied.
Project No: gpbd25
Replace aging playground.
Improve interior lighting and pathways and provide access from the newly acquired property on southwest corner of the park. The project will also
replace synthetic turf on two full sized soccer fields.
Project Name: Game Farm Park Improvements
Project No: cp1720, cp1924
Project Name: Fairway Drainage Improvement
382
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund 25,321 -
Federal -
State 500,000 1,000,000 1,500,000
Local 14,000 -
Other (Park Impact Fee)2,581,550 2,000,000 4,581,550
Other (KC Prop 2)333,500 333,500
Other (TBD)2,000,000 2,000,000
Subtotal 39,321 - 3,415,050 - - 5,000,000 - 8,415,050
Capital Costs:
Design 39,321 300,000 500,000 800,000
Right of Way -
Construction 3,115,050 4,500,000 7,615,050
Subtotal 39,321 - 3,415,050 - - 5,000,000 - 8,415,050
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 50,000 50,000
REET 2 -
Other (Park Impact Fee)-
Subtotal - 50,000 - - - - - 50,000
Capital Costs:
Design 2,500 2,500
Right of Way -
Construction 47,500 47,500
Subtotal - 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion: Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 5227
Funding Sources:2 Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund 110,715 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Federal -
State -
Local -
Other (KC Prop 2)-
Other (Park Impact Fee)63,869 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal 174,584 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design -
Property Acquisition -
Construction 174,584 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Subtotal 174,584 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Miscellaneous Parks Improvements
Project Name: Lea Hill Mini Soccer Field Turf Replacement
Project No: gpbd26
Replace synthetic turf in the Kompan mini soccer field. Based on heavy use of this facility surface replacement is expected to be needed at
approximate 5 year intervals.
Project Name: Jacobsen Tree Farm Development
Project No: cp0609, cp2020
Develop the 29.3 acre site into a Community Park. A Master Plan for the park was completed in 2009 and will serve as a roadmap for development
of the site. The newly annexed Lea Hill area of the City is deficient in park acreage.
Project No: gpbd03
Minor park improvements including shelters, roofs, playgrounds, irrigation and restrooms.
383
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion: Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:2 Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 1 656,790 -
Other (KC Prop 2)65,516 30,000 30,000 50,000 125,000 125,000 125,000 485,000
Subtotal 722,306 30,000 30,000 50,000 125,000 125,000 125,000 485,000
Capital Costs:
Design -
Property Acquisition 722,306 30,000 30,000 50,000 125,000 125,000 125,000 485,000
Construction -
Subtotal 722,306 30,000 30,000 50,000 125,000 125,000 125,000 485,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 -
Other (Park Impact Fee)22,235 177,800 177,800
Subtotal 22,235 177,800 - - - - - 177,800
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 22,235 162,800 162,800
Subtotal 22,235 177,800 - - - - - 177,800
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $10,000
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 400,000 400,000
Other (Park Impact Fee)400,000 400,000
Other (KC Prop 2)-
Subtotal - 800,000 - - - - - 800,000
Capital Costs:
Design -
Property Acquisition 800,000 800,000
Construction -
Subtotal - 800,000 - - - - - 800,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Sunset Park Improvements
Project No: cp1921
Expand playground area to include spray park and additional play activities. Coordinate improvements with service club and Lakeland Hills
Homeowners Association.
Project Name: Park Acquisitions/Development
Project No: gpbd04
Project Name: West Hill Park Acquisition
Project No: gpbd27
Acquire property on the West Hill for future park development.
Land and other property acquisitions to occur based on demand and deficiencies including parks, open space, trails, corridors and recreational
facilities.
384
2021-2022 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Municipal Parks Constr. Fund 151,090 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Federal - - - - - - - -
State - - 500,000 - - 1,000,000 - 1,500,000
Local 164,000 568,000 - - - - - 568,000
Other (Park Impact Fee)420,114 950,800 2,631,550 50,000 50,000 2,050,000 50,000 5,782,350
Other (KC Prop 2)65,516 30,000 463,500 50,000 125,000 125,000 125,000 918,500
Other (Park Mitigation Fee)- - - - - - - -
REET 1 656,790 1,250,000 - - - - - 1,250,000
REET 2 59,958 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other (Private grant)- - 50,000 - - - - 50,000
Other (TBD)- - - - - 2,000,000 - 2,000,000
Total 1,517,468 2,878,800 3,725,050 180,000 255,000 5,255,000 255,000 12,548,850
Capital Costs:
Design 39,321 77,500 307,500 - - 500,000 - 885,000
Property Acquisition 722,306 830,000 30,000 50,000 125,000 125,000 125,000 1,285,000
Right of Way - - - - - - - -
Construction 755,841 1,971,300 3,387,550 130,000 130,000 4,630,000 130,000 10,378,850
Total 1,517,468 2,878,800 3,725,050 180,000 255,000 5,255,000 255,000 12,548,850
TOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKS
Parks, Arts and Recreation Projects 2022 2023 2024 2025 2026 2027 6 Year Total
Auburndale Park 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 30,000$
Sunset Park 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Total Parks, Arts and Recreation Projects 15,000$ 15,000$ 15,000$ 15,000$ 15,000$ 15,000$ 90,000$
Summary of Impacts of 2021 -2022 Capital Projects on Future Operating Expenses
385
2021-2022 Preliminary Budget Section VII: Capital Planning
386
2021-2022 Preliminary Budget Section VII: Capital Planning
387
2021-2022 Preliminary Budget Section VII: Capital Planning
388
2021-2022 Preliminary Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
Nineteen General Municipal and Community Improvement projects totaling $5,837,720 are
budgeted in 2021 and ten projects totaling $2,159,210 are budgeted for 2022. Major projects
include the following:
• The HVAC Equipment Replacement project ($1,102,310 in 2021 and $37,510 in 2022) will
replace HVAC Equipment at City Hall, Auburn Senior Center, Mountain View Cemetery,
Arts & Culture Center building, Maintenance and Operations building and the Auburn
Avenue Theater. (See Map – “A”)
• The 104th Avenue Park Development Project ($1,030,500 in 2021) will complete the Master
Plan and fund park improvements including parking, trails, restroom and playground.
(See Map – “B”)
• Annual Traffic Signal Replacement & Improvements ($200,000 in 2021 and $100,000
2022) will fund replacement for traffic signal and Intelligent Transportation System
equipment. This project will also fund minor safety improvements, operations
improvements and Accessible Pedestrian Signal improvements.
• The City Hall Annex Debt Service ($656,600 in 2021 and $658,000 in 2022) for GO Bonds
issued for the City Hall Annex Building.
• The Citywide ADA & Sidewalk Improvements Project ($185,000 in both 2021) will fund
citywide accessibility improvements to the public right-of way sidewalk system including
adding/upgrading curb ramps, removing barriers to access and completing gaps .
• Construction of a Vehicle Maintenance Bay ($470,000 in 2021) for heavy equipment and
large vehicles to improve efficiency and the ability to perform inspections and maintenance
on more than one large vehicle at a time. (See Map – “C”)
• The Lea Hill Safe Routes to Schools ($70,000 in 2021 and $950,000 in 2022) will design
and construct non-motorized improvements along SE 340th St from Hazelwood Elementary
School to 124th Avenue SE and continuing south to Lea Hill Elementary School. The
project will include sidewalk construction along with ADA compliant curb ramps, driveway
aprons and retaining walls associated with the new sidewalks. (See Map – “D”)
• The M&O Fuel Tank Replacement Project ($320,000 in 20 21) will replace three 10,000-
gallon underground tanks that were installed in 1989 with new above ground tanks. This
project will provide future costs savings to the City due to reduced maintenance and
inspections costs.
• Local Revitalization Debt Service ($225,000 in 2021 and $223,700 in 2022) for GO Bonds
issued for the Downtown Promenade Improvements.
• The City Downtown Public Parking Lot Reconfiguration Project ($245,000 in 2021) will
reconfigure the City owned public parking lot between Safeway and Main Street to address
pedestrian and vehicular circulation.
389
2021-2022 Preliminary Budget Section VII: Capital Planning
2021 2022
Title Project #Budget Budget Page
104th Ave. Park Development cp1619 1,030,500 - 391
Annual Traffic Signal Replacement & Improvements gcbd07 200,000 100,000 391
Auburn Arts & Culture Center Renovation cp1612 440,000 - 391
Auburn Way South (SR-164) - Southside Sidewalk Imp.gcbd10 - 95,000 392
City Downtown Public Parking Lot Reconfiguration cp1616 245,000 - 392
City Hall Annex -Debt Service N/A 656,600 658,000 392
City Street Light LED Retrofit cp1920 39,010 - 393
City Wetland Mitigation Projects cp1315 36,600 5,000 393
Citywide ADA & Sidewalk Improvements gcbd01 185,000 - 393
Citywide Street Lighting Improvements gcbd09 50,000 50,000 394
Downtown Plaza Park cp2016 377,700 - 394
Equipment Rental Vehicle Maintenance Bay cp1223 470,000 - 394
Lea Hill Safe Routes to Schools gcbd16 70,000 950,000 395
HVAC Equipment Replacement gcbd17 1,102,310 37,510 395
Local Revitalization -Debt Service N/A 225,000 223,700 395
M&O Fuel Tank Replacement erbd01 320,000 - 396
M&O Lunchroom Expansion erbd02 150,000 - 396
M&O Vehicle Storage Bay Improvements cp0711 200,000 - 396
Neighborhood Traffic Safety Program gcbd06 10,000 10,000 397
Public Art gcbd05 30,000 30,000 397-
Total Municipal & Community Improvement Projects 5,837,720 2,159,210
2021 -2022 General Municipal & Community Improvement Projects
390
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State 565,000 565,000
Local -
Park Impact Fees 66,559 465,500 465,500
REET 2,424 -
Subtotal 68,983 1,030,500 - - - - - 1,030,500
Capital Costs:
Design 68,983 30,500 30,500
Right of Way -
Construction 1,000,000 1,000,000
Subtotal 68,983 1,030,500 - - - - - 1,030,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $12,500
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State -
Local -
REET 378,443 200,000 100,000 200,000 100,000 200,000 200,000 1,000,000
Other -
Subtotal 378,443 200,000 100,000 200,000 100,000 200,000 200,000 1,000,000
Capital Costs:
Design 22,877 -
Right of Way -
Construction 355,566 200,000 100,000 200,000 100,000 200,000 200,000 1,000,000
Subtotal 378,443 200,000 100,000 200,000 100,000 200,000 200,000 1,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State 400,000 90,000 90,000
Local 407,850 500,000 500,000
Park Impact Fees 500,000 350,000 500,000 850,000
REET -
Other-Cumulative Reserve Fund 42,200 -
Subtotal 1,350,050 440,000 - 1,000,000 - - - 1,440,000
Capital Costs:
Design 121,021 75,000 75,000
Right of Way -
Construction 1,229,029 440,000 925,000 1,365,000
Subtotal 1,350,050 440,000 - 1,000,000 - - - 1,440,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $95,000
Project Name: 104th Ave Park Development
Project No: cp1619
Complete Master Plan and construct park improvements identified in the Master Plan. Anticipated improvements include parking, trails, restroom, and playground. Work
associated with permit approvals is also included in the budget.
Project Name: Annual Traffic Signal Replacement & Improvements
Project No: various, gcbd07
The program will replace end of life capital facilities replacement for traffic signal and Intelligent Transportation System equipment including cabinets, video detection
cameras, field network devices, traffic cameras, battery backup components, and other related equipment. The program also includes minor safety improvements, operations
improvements, and Accessible Pedestrian Signal Improvements based on the requirements of the Americans with Disabilities Act (ADA).
Project Name: Auburn Arts & Culture Center Renovation
Project No: cp1612
Renovation to the property and building located at 20 Auburn Avenue (100 Auburn Avenue) Building for the creation of an Arts & Culture Center in downtown Auburn. The
renovation of this building will allow increased access to the arts for all of Auburn residents and visitors. Having a dedicated Art Center alongside the Auburn Avenue Theater
performing arts series has the potential to transform Auburn into an arts tourism destination within the South Puget Sound. This project is a high priority for the City of Auburn
and the purchase of this important building was completed in 2016.
391
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State 80,000 600,000 680,000
Local -
REET 15,000 150,000 165,000
Other -
Subtotal - - 95,000 750,000 - - - 845,000
Capital Costs:
Design 95,000 95,000
Right of Way -
Construction 750,000 750,000
Subtotal - - 95,000 750,000 - - - 845,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Local Revitalization Fund 330 17,329 245,000 245,000
Federal -
State -
Local -
REET -
Other -
Subtotal 17,329 245,000 - - - - - 245,000
Capital Costs:
Design -
Right of Way -
Construction 17,329 245,000 245,000
Subtotal 17,329 245,000 - - - - - 245,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources: 3 Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State -
Local -
REET 1,974,011 656,600 658,000 656,400 656,900 657,000 656,600 3,941,500
Other -
Subtotal 1,974,011 656,600 658,000 656,400 656,900 657,000 656,600 3,941,500
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 1,974,011 656,600 658,000 656,400 656,900 657,000 656,600 3,941,500
Subtotal 1,974,011 656,600 658,000 656,400 656,900 657,000 656,600 3,941,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: City Downtown Public Parking Lot Reconfiguration
Project No: cp1616
Reconfigure the City owned public parking lot between Safeway and Main Street to address pedestrian and vehicular circulation; remove existing landscaping to allow more
flexibility in the parking lot redesign; explore whether more parking stalls can be added to the lot to aid in providing additional customer parking within Downtown Auburn; and
resurface the parking lot.
Project Name: Auburn Way South (SR-164) - Southside Sidewalk Improvements
Project No: various, gcbd10
The project will construct missing sidewalk along the south side of Auburn Way S. The existing sidewalk along the south side currently ends at the intersection with Howard
Road and restarts to the west of the intersection with Muckleshoot Plaza. The sidewalk gap extends for approximately 1,700 feet. The project also includes a Rapid Flashing
Rectangular Beacon (RRFB) across Howard Road to provide a connection from the existing non-motorized facilities to the proposed improvements.
To pay scheduled debt service costs on 2010 General Obligation bonds issued for the City Hall Annex.
Project Name: City Hall Annex Debt Service
Project No: N/A
392
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal 497,990 2,010 2,010
State -
Local -
REET 1,813,000 37,000 37,000
Contributions 350,000 -
Subtotal 2,660,990 39,010 - - - - - 39,010
Capital Costs:
Design 112,294 -
Right of Way -
Construction 2,548,696 39,010 39,010
Subtotal 2,660,990 39,010 - - - - - 39,010
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State -
Local -
REET -
Other -Wetland Mitigation 11,969 36,600 5,000 5,000 5,000 5,000 5,000 61,600
Subtotal 11,969 36,600 5,000 5,000 5,000 5,000 5,000 61,600
Capital Costs:
Design 10,000 10,000
Monitoring 6,868 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Construction 5,101 21,600 21,600
Subtotal 11,969 36,600 5,000 5,000 5,000 5,000 5,000 61,600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State 263,250 -
Local -
REET 576,595 185,000 200,000 200,000 200,000 200,000 985,000
Other-Transportation Fees 40,000 -
Subtotal 879,845 185,000 - 200,000 200,000 200,000 200,000 985,000
Capital Costs:
Design 108,713 20,000 20,000 20,000 20,000 20,000 100,000
Right of Way -
Construction 771,132 165,000 180,000 180,000 180,000 180,000 885,000
Subtotal 879,845 185,000 - 200,000 200,000 200,000 200,000 985,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Annual savings in power usage will is anticipated to be $130,000 per year. Additional
maintenance savings will be realized in the reduction of materials for light replacement and is estimated to be $20,000 per year.
Project Name: City Street Light LED Retrofit
Project No: cp1920
This project will fund an LED retrofit program for all existing City owned (non LED) street lights. New Light fixtures and retrofits will replace our aging light fixtures with 10 year
warrantied fixtures with long life LEDs and will improve lighting uniformity and visibility and is in accordance with the City's current design standards for new street lighting. The
scope also includes street light control options for remote management of the City owned street lights. The project will utilize an approved energy service company (ESCO)
management team.
Project Name: City Wetland Mitigation Projects
Project No: cp1315
This project designs and constructs off-site wetland mitigation in the Auburn Environmental Park for participating development projects as approved through the City's
development review process. Design, construction, monitoring, and maintenance of the mitigation is funded through wetland mitigation fees collected by the City.
Project Name: Citywide ADA & Sidewalk Improvements
The program will construct citywide accessibility improvements to the public right-of-way sidewalk system including adding/upgrading curb ramps, removing barriers to
access and completing gaps. Projects are prioritized annually based on pedestrian demands, existing deficiencies, and citizen requests. Program funds reflect remaining
budget after allocations to specific ADA and sidewalk improvement projects.
Project No: various, gcbd01
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State -
Local -
REET 83,725 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Other -
Subtotal 83,725 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Capital Costs:
Design -
Right of Way -
Construction 83,725 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal 83,725 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State -
Local -
Park Impact Fees 145,230 145,230
Other-Developer Fees 32,160 232,470 232,470
Subtotal 32,160 377,700 - - - - - 377,700
Capital Costs:
Design 32,160 17,025 17,025
Right of Way -
Construction 360,675 360,675
Subtotal 32,160 377,700 - - - - - 377,700
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Equipment Rental Fund 560 29,276 123,000 123,000
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm Funds)347,000 347,000
Subtotal 29,276 470,000 - - - - - 470,000
Capital Costs:
Design 22,000 22,000
Right of Way -
Construction 29,276 448,000 448,000
Subtotal 29,276 470,000 - - - - - 470,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Citywide Street Lighting Improvements
Project No: various, gcbd09
Project Name: Equipment Rental Vehicle Maintenance Bay
Project No: cp1223
Build additional vehicle bay at Equipment Rental shop for heavy equipment and large vehicles to improve efficiency and remove choke points. Adding a large vehicle bay with
a large vehicle lift will enable us to perform inspections and maintenance on more than one large vehicle at a time, this becomes extremely important during emergency
operations such as snow and ice events. The City currently has 2.5 maintenance bays, this project will add one more maintenance bay for a total of 3.5 bays.
The project constructs lighting improvements throughout the City, including upgrading decorative street lights not converted to LED with the 2020 conversion project, and
installing new street lights.
Project Name: Downtown Plaza Park
Project No: cp2016
This project will renovate and improve the plaza area across from City Hall. Improvements will complement the new commercial building store fronts on the adjacent property
that is being constructed in 2020. Improvement will include, but not be limited to seating, plantings, surfacing, and public art.
394
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Facilities Fund 505 371,470 37,510 408,980
Federal -
State -
Local -
REET 730,840 730,840
Other -Auburn School District -
Subtotal - 1,102,310 37,510 - - - - 1,139,820
Capital Costs:
Design -
Right of Way -
Construction 1,102,310 37,510 1,139,820
Subtotal - 1,102,310 37,510 - - - - 1,139,820
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Federal 55,000 700,000 755,000
State -
Local -
REET 15,000 200,000 215,000
Other -Auburn School District 50,000 50,000
Subtotal - 70,000 950,000 - - - - 1,020,000
Capital Costs:
Design 70,000 70,000
Right of Way -
Construction 950,000 950,000
Subtotal - 70,000 950,000 - - - - 1,020,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State -
Local -
REET 678,509 225,000 223,700 222,000 219,800 222,300 219,200 1,332,000
Other -
Subtotal 678,509 225,000 223,700 222,000 219,800 222,300 219,200 1,332,000
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 678,509 225,000 223,700 222,000 219,800 222,300 219,200 1,332,000
Subtotal 678,509 225,000 223,700 222,000 219,800 222,300 219,200 1,332,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Local Revitalization
Project No: N/A
To pay debt service costs on 2010 General Obligation bonds issued for the Downtown Promenade improvements.
Project Name: Lea Hill Safe Routes to Schools
Project No: gcbd16
The project will construct non-motorized improvements along SE 304th St from Hazelwood Elementary School extending east to 124th Ave SE, and along the west side of
124th Ave SE to the south of SE 304th St. The project will complete multiple gaps in the existing non-motorized network. The project will also construct curb and gutter, ADA
compliant curb ramps, driveways aprons and retaining walls associated with the new sidewalks. Utility poles will need to be relocated to accommodate the proposed
sidewalk alignment in some locations. Additional lighting is proposed for pedestrian safety and will be incorporated onto existing/relocated utility poles, and an RRFB will be
installed at the SE 304th St intersection with 116th Ave SE. Ancillary work, including but not limited to, property restoration, grading, storm upgrades, school zone beacon
relocation, channelization, fencing, landscaping and mailbox relocation will be addressed with the project.
Project Name: HVAC Equipment Replacement
Project No: gcbd17
Replace HVAC Equipment at City Hall, Auburn Senior Center, Mountain View Cemetery, Arts & Culture Center building, Maintenance and Operations building and the Auburn
Avenue Theater.
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2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Equipment Rental Fund 560 80,000 80,000
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm Funds)240,000 240,000
Subtotal - 320,000 - - - - - 320,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 295,000 295,000
Subtotal - 320,000 - - - - - 320,000
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Equipment Rental Fund 560 40,000 40,000
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm funds)110,000 110,000
Subtotal - 150,000 - - - - - 150,000
Capital Costs:
Design 10,000 10,000
Right of Way -
Construction 140,000 140,000
Subtotal - 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Equipment Rental Fund 560 5,451 55,000 55,000
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm Funds)- 145,000 145,000
Subtotal 5,451 200,000 - - - - - 200,000
Capital Costs:
Design 10,000 10,000
Right of Way -
Construction 5,451 190,000 190,000
Subtotal 5,451 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M&O Vehicle Storage Bay Improvements
Project No: cp0711
Enclose the 8 existing bays to provide necessary weather protection for street sweepers, vactors, sanding, and snow plow equipment. Construct storage shed to facilitate
removal of portable containers, improving space utilization and traffic flow throughout M&O.
Project Name: M & O Fuel Tank Replacement
Project Name: M & O Lunchroom Expansion
Project No: erbd01
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project should reduce the operating budget due to lower maintenance and inspection
costs.
Replace three 10,000 gallon underground tanks with new above ground tanks. The existing tanks were installed in 1989 and are single wall fiberglass tanks. It will be a
benefit to the City to have the tanks above ground in the future due to the reduced maintenance and inspection cost.
Project No: erbd02
Expansion of the current lunchroom by redesigning the area to accommodate All-Staff meetings, provide for a training facility, lunch room and also serve as the Department
Operations Center (DOC) during an emergency event. In addition, the design will include sliding doors which will allow the area to serve two purposes at once, for example,
one half of the room being used as a DOC and the other half open to employees to use as a lunch/break room.
396
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State -
Local -
REET 86,198 10,000 10,000 10,000 50,000 50,000 50,000 180,000
Other (Traffic Impact)-
Subtotal 86,198 10,000 10,000 10,000 50,000 50,000 50,000 180,000
Capital Costs:
Design 1,000 1,000 1,000 5,000 5,000 5,000 18,000
Right of Way -
Construction 86,198 9,000 9,000 9,000 45,000 45,000 45,000 162,000
Subtotal 86,198 10,000 10,000 10,000 50,000 50,000 50,000 180,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:3 Years 2021 2022 2023 2024 2025 2026 Total
Federal -
State -
Local -
REET 260,500 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other -
Subtotal 260,500 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design 62,500 -
Right of Way -
Construction 198,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal 260,500 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: various, gcbd06
This program will implement low-cost traffic calming strategies, supported by engineering studies as necessary. Projects will be selected annually based on requests from
residents, or police concerns, crash history, and available staff and financial resources.
Project Name: Neighborhood Traffic Safety Program
Project Name: Public Art
Project No: cp1818, gcbd05
The City designates $30,000 annually toward the purchase of public art, for placement at various locations throughout the City.
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2021-2022 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Facilities Fund 505 - 371,470 37,510 - - - - 408,980
Equipment Rental Fund 560 34,727 298,000 - - - - - 298,000
Local Revitalization Fund 330 17,329 245,000 - - - - - 245,000
Federal 497,990 57,010 700,000 - - - - 757,010
State 663,250 655,000 80,000 600,000 - - - 1,335,000
Local 407,850 - - 500,000 - - - 500,000
Park Impact Fees 566,559 960,730 - 500,000 - - - 1,460,730
REET 5,853,405 2,139,440 1,286,700 1,518,400 1,306,700 1,409,300 1,405,800 9,066,340
Contributions 350,000 - - - - - - -
Other -Auburn School District - - 50,000 - - - - 50,000
Other-Developer Fees 32,160 232,470 - - - - - 232,470
Other-Transportation Fees 40,000 - - - - - - -
Other-Cumulative Reserve Fund 42,200 - - - - - - -
Other -Wetland Mitigation 11,969 36,600 5,000 5,000 5,000 5,000 5,000 61,600
Other (Water, Sewer & Storm Funds)- 842,000 - - - - - 842,000
Total 8,517,439 5,837,720 2,159,210 3,123,400 1,311,700 1,414,300 1,410,800 15,257,130
Capital Costs:
Design 528,548 215,525 96,000 96,000 25,000 25,000 25,000 482,525
Right of Way - - - - - - - -
Construction 5,329,503 4,735,595 1,176,510 2,144,000 405,000 505,000 505,000 9,471,105
Monitoring 6,868 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Long-Term Debt Service 2,652,520 881,600 881,700 878,400 876,700 879,300 875,800 5,273,500
Total 8,517,439 5,837,720 2,159,210 3,123,400 1,311,700 1,414,300 1,410,800 15,257,130
TOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTS
General Municipal & Community Imp. Projects 2022 2023 2024 2025 2026 2027 6 Year Total
104th Ave Park Development 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 75,000$
Auburn Arts & Culture Center Renovation - - 95,000 95,000 95,000 95,000 380,000
City Street Light LED Retrofit (Savings)(150,000) (150,000) (150,000) (150,000) (150,000) (150,000) (900,000)
Total General Municipal & Community Imp. Projects (137,500)$ (137,500)$ (42,500)$ (42,500)$ (42,500)$ (42,500)$ (445,000)$
Summary of Impacts of 2021 -2022 Capital Projects on Future Operating Expenses
398
2021-2022 Preliminary Budget Section VII: Capital Planning
399
2021-2022 Preliminary Budget Section VII: Capital Planning
400
2021-2022 Preliminary Budget Section VII: Capital Planning
Other Proprietary Fund Projects
Airport Fund: (See Map – “A”)
Three capital projects totaling $2,875,000 are budgeted for 2021 and six capital project totaling
$1780,340 are budgeted for 2022 in the Airport fund.
The Airport Projects includes the following:
• The Hangar Facility Construction project ($2,750,000 in 2021) will construct a new row of
T- hangars on the Airport’s southeast tie down ramp.
• Open T-Hangar upgrades ($1,060,900 in 2022) will replace or upgrade hangar facilities
and convert two open rows to closed hangars to meet increasing demand for closed units.
• The Annual Repair and Replacement of Airport Facilities Project ($100,000 in 2021 and
$150,000 in 2022) will provide funding for completing various capital repairs at the Airport.
Cemetery Fund: (See Map – “B”)
One capital projects totaling $40,000 is budgeted for 2021 in the Cemetery fund.
• The Mausoleum Building project ($40,000 in 2021) will fund the design phase of a 72 crypt
and 48 niche mausoleum.
The Runway Enhancement project was completed in 2020, extending the length of runway 16/34
for increased safety and utilization.
Completion of the repair and overlay of Cemetery Roads project in 2020.
401
2021-2022 Preliminary Budget Section VII: Capital Planning
2021 2022
Title Project #Budget Budget Page
Annual Airport Pavement Maintenance apbd12 25,000 50,000 403
Annual Repair and Maintenance of Airport Facilities apbd05 100,000 150,000 403
Hangar Facility Construction cp1932 2,750,000 - 403
Jet A Fueling Facility apbd04 - 50,000 404
Open T-Hangar Upgrades apbd14 - 1,060,900 404
Precision Instrument Approach apbd15 - 25,000 404
Runway/Taxiway Rehab, RSA Grading & PAPI project apbd13 - 444,440 405-
Subtotal Airport Fund Projects 2,875,000 1,780,340
Mausoleum Building cp1831 40,000 - 405
Subtotal Cemetery Fund Projects 40,000 -
Total Other Proprietary Fund Projects 2,915,000 1,780,340
2021 -2022 Other Proprietary Fund Projects
402
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion: Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Airport Fund 25,000 25,000 50,000 - 50,000 50,000 100,000 275,000
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal 25,000 25,000 50,000 - 50,000 50,000 100,000 275,000
Capital Costs:
Design 2,000 2,000 5,000 - 5,000 5,000 10,000 27,000
Environmental Assessment -
Construction 23,000 23,000 45,000 - 45,000 45,000 90,000 248,000
Subtotal 25,000 25,000 50,000 - 50,000 50,000 100,000 275,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion: Beyond 2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Airport Fund 200,000 100,000 150,000 500,000 100,000 200,000 238,800 1,288,800
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal 200,000 100,000 150,000 500,000 100,000 200,000 238,800 1,288,800
Capital Costs:
Design 20,000 20,000 25,000 100,000 20,000 40,000 45,000 250,000
Right of Way -
Construction 180,000 80,000 125,000 400,000 80,000 160,000 193,800 1,038,800
Subtotal 200,000 100,000 150,000 500,000 100,000 200,000 238,800 1,288,800
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Airport Fund 50,000 -
Federal -
State -
Local -
Bond Revenue 2,750,000 2,750,000
Other -Public/Private Partnership -
Subtotal 50,000 2,750,000 - - - - - 2,750,000
Capital Costs:
Design 50,000 250,000 250,000
Right of Way -
Construction 2,500,000 2,500,000
Subtotal 50,000 2,750,000 - - - - - 2,750,000
Project Name: Annual Repair and Replacement of Airport Facilities
Project No: apbd05
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project will decrease the need for more costly repairs
and maintenance on older buildings.
Project Name: Hangar Facility Construction
Project No: cp1932
There is significant demand for hangar space in the Puget Sound region. The airport currently has a hangar wait list with over 90 names on
it. This project would construct a new row of T hangars on the Airport's southeast tie down ramp.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Utilization of 3.8 million dollar bond issued in 2021 to fund
construction. In 2022 hangar revenues increase $204,000 annually.
Due to the current conditions of the Facilities at the Airport, this program provides for necessary maintenance and repair work such as slab
sealing, roof replacement, hangar beam replacement, painting, electrical repairs, etc. for buildings identified in the 2018 Facility Condition
Assessment as being in "Fair" to "Good" condition. Repair and maintenance of these facilities will help prolong the service life of these
buildings.
Project Name: Annual Airport Pavement Maintenance
Project No: apbd12
This project will complete pavement maintenance and preservation activities for the Airport Runway, Taxiways and other paved surfaces at
the Auburn Airport to maintain the facilities in adequate operational conditions
403
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Airport Fund - 25,000 175,000 200,000
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership 25,000 175,000 200,000
Subtotal - - 50,000 350,000 - - - 400,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 350,000 350,000
Subtotal - - 50,000 350,000 - - - 400,000
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Airport Fund -
Federal -
State -
Local -
Bond Revenue 1,060,900 1,060,900
Other -Public/Private Partnership -
Subtotal - - 1,060,900 - - - - 1,060,900
Capital Costs:
Design -
Environmental Assessment -
Construction 1,060,900 1,060,900
Subtotal - - 1,060,900 - - - - 1,060,900
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Airport Fund 25,000 25,000 50,000
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - - 25,000 25,000 - - - 50,000
Capital Costs:
Design 25,000 25,000 50,000
Environmental Assessment -
Construction -
Subtotal - - 25,000 25,000 - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Approval process with the FAA to improve the airport's instrument approach.
Project Name: Open T-Hangar Upgrades
Construct any necessary site improvements to accommodate a temporary 2,000 gallon fueling truck for Jet A fuel on site in 2018. Design
and Construct a permanent 12,000 gallon Fuel Tank for Jet A service at Airport in 2022 and 2023 after the runway extension is complete and
demand for Jet A fuel is established. The funding will be split 50% between the airport and a private party.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Jet A Fueling Facility
Project Name: Precision Instrument Approach
Project No: apbd15
Project No: apbd04
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Utilization of 3.8 million dollar bond issued in 2021 to fund
construction. In 2023 hangar revenues increase $100,000 annually.
Project No: apbd14
Due to the current conditions of the hangar facilities at the Airport, this program will replace or upgrade hangar facilities as they reach the
end of their service life. A Facility Condition Assessment was completed in 2018. In 2019 an in depth analysis of the hangars' structure and
roofing was conducted with a recommendation to not replace but upgrade the structures. The demand on the airport is greater for closed
hangars vs open units. This project will convert 2 open rows to closed hangars and increase airport revenues at approximately $100,000
annually. This will allow for 2 open rows to remain on the airport and provide greater hangar options for airport tenants.
404
2021-2022 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Airport Fund 22,220 155,555 177,775
Federal 400,000 2,800,000 3,200,000
State 22,220 155,555 177,775
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - - 444,440 3,111,110 - - - 3,555,550
Capital Costs:
Design 444,440 466,600 911,040
Environmental Assessment -
Construction 2,644,510 2,644,510
Subtotal - - 444,440 3,111,110 - - - 3,555,550
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Cemetery Fund 12,250 40,000 355,000 395,000
Federal -
State -
Local -
Bond Revenue -
Cemetery Endowed Care Fund -
Subtotal 12,250 40,000 - 355,000 - - - 395,000
Capital Costs:
Design 12,250 40,000 - 40,000
Environmental Assessment -
Construction 355,000 355,000
Subtotal 12,250 40,000 - 355,000 - - - 395,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Runway/Taxiway Rehab, RSA Grading & PAPI project
Project Name: Mausoleum Building
Project No: cp1831
Project No: apbd13
This project will complete a Fog seal of on the Airport Taxiways to extend the life of the pavement and complete rehabilitation of the Runway
to prolong the useful life of the Runway. This project will also complete necessary improvements to the property purchased from the Park
and Ride to be in compliance with the FAA requirements for the Runway Safety Area. In addition the project will install Precision Approach
Path Indicator (PAPI) for Runway to replace aging Visual Approach Slope Indicator (VASI) system.
This project will design and construct a 72 crypt and 48 niche mausoleum for above ground internment option. The public has expressed
desire to have this option available as the current mausoleum is at capacity.
405
2021-2022 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2021-2026
Funding Sources:Years 2021 2022 2023 2024 2025 2026 Total
Airport Fund 275,000 125,000 272,220 855,555 150,000 250,000 338,800 1,991,575
Cemetery Fund 12,250 40,000 - 355,000 - - - 395,000
Federal - - 400,000 2,800,000 - - - 3,200,000
State - - 22,220 155,555 - - - 177,775
Local - - - - - - - -
Bond Revenue - 2,750,000 1,060,900 - - - - 3,810,900
Cemetery Endowed Care Fund - - - - - - - -
Other -Public/Private Partnership - - 25,000 175,000 - - - 200,000
Total 287,250 2,915,000 1,780,340 4,341,110 150,000 250,000 338,800 9,775,250
Capital Costs:
Design 84,250 312,000 549,440 591,600 25,000 45,000 55,000 1,578,040
Environmental Assessment - - - - - - - -
Right of Way - - - - - - - -
Construction 203,000 2,603,000 1,230,900 3,749,510 125,000 205,000 283,800 8,197,210
Total 287,250 2,915,000 1,780,340 4,341,110 150,000 250,000 338,800 9,775,250
TOTAL CAPITAL COSTS and FUNDING SOURCES - OTHER PROPRETARY FUNDS
Other Proprietary Projects 2022 2023 2024 2025 2026 2027 6 Year Total
Runway/Taxiway Rehab, RSA Grading & PAPI project -$ -$ 2,000$ 2,000$ 2,000$ 2,000$ 8,000$
-
Total Other Proprietary Projects -$ -$ 2,000$ 2,000$ 2,000$ 2,000$ 8,000$
Summary of Impacts of 2021 -2022 Capital Projects on Future Operating Expenses
406
2021-2022 Preliminary Budget Section VII: Capital Planning
407
408