HomeMy WebLinkAbout2023-2024 Preliminary Budget Book-Updated 10-13-22-Hyperlinked1
projects (general government, water/sewer/storm, and airport capital projects). The citywide preliminary
budget for 2024 is $304,836,791 and 5.6% more than the 2023 budget which is attributed to the net
impact of decreased investments in capital in 2024 offset by increased costs in operations. Sections 1
and 5
include a detailed presentation of the City's budget.
2023-2024 Preliminary Budget Summary
The remainder of this memorandum summarizes the key changes and factors included in the 2023-2024
Preliminary Budget over the 2021-2022 Adopted Budget.
Salaries and Benefits
Salaries and benefits account for 31 -41 % of the City's total expenditures (excluding one-time capital
investments), making it the single most significant cost impact, as well as the main driver ensuring
services are delivered. The budget accounts for every FTE position at 100%, including step increases,
premiums, and benefits. Drivers and assumptions impacting 2023-2024 budgeted salaries and
expenditures:
o 2% of the General Fund's salary/benefit costs are reallocated and funded by capital projects;
o COLA increases are tied to collective bargaining agreements. The Teamsters contract expires at
the end of 2022. At the time of budget development negotiations were underway;
o Unaffiliated salary increases in 2023 and 2024 are assumed to be commensurate with collective
bargaining agreement contracts;
o 10.7% average increase for medical insurance (2023 and 2024);
o 5% increase in dental insurance (2023 and 2024 );
o A reduction from 10.42% to 10.25% for PERS 2 and 3 employer contributions. A slight increase to
10.39% for 2023 was announced by the Department of Retirement systems after salary and
benefit budgets were generated. The increase is minimal and not expected to impact budget
needs for 2023-204;and
o No increases are projected for Labor and Industries industrial insurance or LEOFF 2 rates.
In addition to the normal salary and benefit increases listed above, there are new requests for additional
city-wide FTEs in 2023 and 2024. This includes the addition of 17 new FTEs that coincide with the
proposed Program Improvements (page 287). All staffing changes are noted on page 44 with total
authorized FTEs of 477.75 in 2023 and 482.75 in 2024. The proposed additions are listed below:
2023 -Staffing Additions:
•(2) Maintenance Worker 1 (Vegetation)
•Maintenance Worker 1 (Sewer)
•Project Engineer
•Maintenance Worker 2 (Equipment Rental)
•B&O Program Desk Auditor
•HR Coordinator (conversion from L TE)
•DEi Community Engagement Coordinator
•Museum Curator of Collections (Conversion from L TE)
•Maintenance Worker 1 (Parks -Environmental Park) (Conversion from Seasonal)
•Maintenance Worker 1 (Parks -Maintenance)
•IT Security Engineer
2024 -Staffing Additions:
•Water Resource Technician
•B&O Program Field and Compliance Auditor
•(2) Mechanic 1
•Administrative Assistant1 (Equipment Rental)
The net effect of all staffing changes and salary changes will increase citywide salaries and wages 4.2%
in 2023 to $53.1 million and an additional 3.2% increase in 2024 over 2023 to $54.9 million. Citywide
1 (2) Mechanic and ( 1) Administrative Assistant FT Es are recognized in 2024; these positions are unfunded positions
until 2025-2029 when they will need to be filled, corresponding with the implementation of the Patrol fleet expansion.
2
benefits will have a net decrease 1. 7% in 2023 to $24.2 million in 2023 and increase 7 .9% to $26.1 million
in 2024.
General Fund Budget Highlights
The total General Fund budget is $98.1 million for 2023 and $101.4 million for 2024. The 2023 budget is
14.5% higher than the adopted 2022 budget (only 3.6% higher compared to the amended 2022 budget),
and the 2024 budget is 3.3% higher than 2023 [page 102].
Revenues - The City's General Fund is supported primarily through taxes (75%) and charges for
services (12%). There are four primary taxing sources:
o Property taxes -Property tax growth is limited to 1 % over the prior year, plus new construction.
Property taxes account for about 27% of total General Fund revenues. The forecast assumes
statutory maximum levy increase of 1 % plus new construction, which accounts for $24.0 million
and $24.5 million in 2023 and 2024, respectively [page 84];
o Sales taxes -2022 sales tax revenue is assumed to come in about 12% above budget due to
strong economic conditions. 2023 collections are budgeted assuming a recessionary dip 01
2023, negatively impacting collections 02-04. Total 2023 collections are expected to be slightly
lower than 2020 collections at $20.3 million. A modest recovery is projected to begin by 01 2024,
accounting for $20.6 million in sales tax revenue {page 85];
o Utility Taxes -the General Fund collects taxes on utility services both from city-owned utilities
and privately operated utilities, which accounts for approximately 16% if the General Funds
annual resources. Historically, the City levies a 6% tax on private utilities (1 % going to fund
capital transportation projects) and 10% on city-owned utilities (1 % going to fund capital
transportation projects). The 2023-2024 budget proposal increase the tax rate on city-owned to
11.5%. The increase would not impact the General Fund, but it will generate an additional $1.3
million per year for capital transportation funding [page 85];
o City B&O taxes -The City implemented a business and occupation (B&O) tax in 2022, with the
first taxpayers submitting quarterly returns in April. This revenue is projected to significantly
outperform budget in 2022 and is expected to generate further increased revenues during the
biennium due to the addition of two staff to support auditing and enforcement [page 85].
Expenditures -Budgeted General Fund expenditures are projected to increase by $3.4 million from the
2022 amended budget to the 2023 budget and an additional $3.2 million in 2024. This is attributed to:
o Increased salary and benefit costs. Salaries and benefits account for 56% of the City's General
Fund expenditures and projected increases contribute to the General Fund's overall increase by
60% and 74% in 2023 and 2024, respectively.
o Increased internal service fund (ISF) charges, including services for: IT, facilities maintenance,
equipment replacement and maintenance, and insurance. Total ISF charges increased 27% and
4% in 2023 and 2024, respectively. Drivers for these increases include increased insurance
premiums, salary and benefit costs, one-time projects, and new program requests.
Fund Balance - The projected General Fund balance in projected to decrease to $9.5 million in 2023
and increase again slightly to $10.0 million in 2024. Ending Fund balance meets the City's reserve
requirements through the end of 2024, which ranges between $8.1 million and $12.2 million. The
following is a summary of estimated ending fund balances compared to the City's policy: [pages 58-59 and
118]:
Estimated Ending Minimum Fund Balance oer Policv Maximum Fund Balance oer Policy
Fund Balance 8% Overlunderl 12% Over I under)
2022 Amended $ 16,428,633 $ 8,741,702 $ 7,686,931 $ 13,112,552 $ 3,316,081
2023 Proposed 9,475,710 7,851,468 1,624,242 11,777,202 (2,301,492)
2024 Proposed 10,024,675 8,109,834 1,914,841 12,164,751 (2,140,076)
Future Challenges -Several challenges continue to impact the city and affect available revenues and
expenditures in the 2023-2024 budget. These include:
3
o Inflationary costs increasing faster than available revenue sources;
o Increasing liability insurance rates;
o Growing need for human services (homelessness services and mental health);
o Increasing difficulty attracting and retaining a skilled and diverse workforce; and
o Sustainable, long-term funding for capital street improvements and maintenance
Special Revenue Fund Highlights
The Arterial Street Fund supports major street capital projects. Major projects for 2023 and 2024
include: Auburn Way South improvements, Regional Growth Center access improvements, 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 $9.4 million in 2023 and $12.0 million in 2024 [page 2111;
The Local Street Fund supports the City's Save Our Streets local street transportation program.
Funding for the SOS program in 2023 and 2024 is from a 1 % utility tax on municipal water, sewer, storm,
and solid waste revenues, as well as electric, natural gas, cable, and telephone taxes. 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 2121
The Arterial Street Preservation Fund supports arterial street repairs. Major projects include the annual
Arterial Street preservation program, C Street SW Preservation (W Main St. to GSA Signal), and Main St
NE (E Main St to 4th St NE). This fund is supported by a proposed 1.5% utility tax on water, sewer, storm,
and solid waste utility services as well as grants. The fund's budget totals $4.1 million in 2023 and $5.3
million in 2024 {page 213];
The Community Development Block Grant (CDBG) Fund is funded with an annual grant from CDBG of
$650,000 per year over the two-year period as well as other grant funds as available [page 186];
The Cumulative Reserve Fund serves as the City's general savings or rainy-day fund. This fund is
budgeted to end 2024 with $16.5 million (16% of General Fund budgeted expenditures), which meets the
City's revised reserve funding goals of 11-36%. [page 152];
Capital Project Fund Highlights
The Capital Improvements Fund budget totals $6.3 million in 2023 and $7.2 million in 2024, excluding
ending fund balance. A significant portion of these expenditures are transfers of REET monies to other
funds for street and other construction projects, as well as to fund debt service payments. Major projects
in this fund include the 104th Avenue Park development and the Auburn Arts & Culture Center Renovation
projects [page 157];
The Municipal Parks Construction Fund budget totals $1.3 million in 2023 and $0.8 million in 2024.
Major projects include the Jacobson Tree Farm development, Dykstra Foot Bridge project, and Game
Farm Park improvements [page 251];
Enterprise Fund Highlights
Water, Sewer, and Storm Drainage utilities are funded from user fees and charges, system
development charges, interest earnings, and miscellaneous revenues. Major utility projects in the water
utility include: the Coal Creek Springs transmission main replacement project, Auburn Way South -
Hemlock Street SE to Poplar Street SE water main improvements, and the D Street SE and 23rd Street
SE storm drainage improvements 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 West Main Street pump station upgrade project, the D Street SE storm drainage improvement
project, and annual repair/replacement projects. At the end of 2024, the water utility is budgeted to end
with $4.4 million in working capital; the sewer utility with $9.6 million; and the Storm Drainage utility with
$7.6 million {pages 214, 219, 224];
The Airport Fund expects to receive about $4.1 million in Federal Aviation Administration grants during
2023-2024, which will be used primarily to fund the runway/taxiway rehabilitation project and other
improvements. This fund is budgeted to end 2024 with $217,000 in working capital [page 230];
4
Revenues at the Cemetery Fund are expected to remain essentially flat in 2023 and 2024. This fund is
budgeted to end 2024 with $498,000 in working capital {page 252].
Internal Service Funds
Equipment Rental and Replacement Fund (ERR) has an anticipated ending working capital balance of
$6.8 million in 2024. There are no major capital projects budgeted during the biennium. Major equipment
costs for 2023-2024 include the replacement of City vehicles and the purchase of 49 take-home vehicles
for the Police Department (phased in over a 6-year implementation plan) [page 234];
The Facility Fund is budgeted to end 2024 with $351,000 in working capital. Significant facility
maintenance efforts include replacement of carpet at the Justice Center, upkeep of HVAC equipment at
City-owned buildings, duct cleaning, generator maintenance, and miscellaneous building repair projects
[page 131];
The Innovation and Technology Fund is projected to end 2024 with $3.1 million in working capital.
Significant IT projects in 2023-2024 include new infrastructure installations, new fiber and wireless
expansion and the replacement of the Finance Department's enterprise resource planning (ERP)
software [page 259].
Program Improvements
Total proposed ongoing program improvements total $4.9 million and proposed one-time improvements
total $10.6 million. A summary and detail of the funded program improvements are included in this
budget {page 288].
5
6
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:
2023 - 2024 CITY-WIDE REVENUES BY TYPE: 2023 - 2024 CITY-WIDE EXPENDITURES BY FUND TYPE:
CELEBRATION
Celebrating our diverse cultures, heritage, and
community.
WHERE
YOUR
2022
PROPERTY
TAX
DOLLAR
GOES:
increases in 2023-2024 will be commensurate with labor contracts.
WHERE
YOUR
2022
SALES
TAX
DOLLAR
GOES:
SUSTAINABILITY
Creating a sustainable future for our community.
2023 - 2024
Budget in Brief
Police labor contracts have been negotiated, though the Teamsters' contract is up for renegotiation 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 2023 - 2024 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:
Through the COVID-19 pandemic, City revenues exceeded projections and expenditures were closely constrained. However, severe
and geopolitical events in 2022 are causing uncertainty in projections, and a mild recession is currently anticipated in 2023.
Demand for services ꟷ including public safety, human services, and transportation ꟷ continues to increase faster than expected revenue
There is a growing need in human services (homelessness and mental health).
Salaries and benefits represent 56% of the General Fund budget. Overall, about 86% 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.
$199.5 M
$73.9 M
$6.5 M $18.3 M
$248.2 M
$47.3 M
$0
$100
$200
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Project
Funds
Enterprise
Funds
Internal
Service
FundsMillions
65¢- State 26¢- King County 9¢- City
$ 593.6 MOther
18.8%
Intergovern-
mental
7.8%
Taxes
29.6%
Charges
for
Service
43.8% $ 525.8 M
7
GENERAL FUND REVENUES BY CATEGORY: GENERAL FUND EXPENDITURES BY TYPE:
GENERAL FUND EXPENDITURES BY FUNCTION: GENERAL FUND EXPENDITURES BY DEPARTMENT:
CAPITAL BUDGET SUMMARY (2023 - 2024):
CAPITAL PROJECTSSOURCES AND USES (2023 - 2024):
Major Projects Planned for 2023 - 2024:
Auburn Way S Improvements $ 4.4 M Rainier Ridge Pump Station Rehabilitation/Replacement $ 3.9 M
29th St SE & R St SE Intersection Improvements 3.6 M West Main Street Pump Station Upgrade 3.9 M
Regional Growth Center Access Improvements 2.7 M Airport Runway/Taxiway Rehabilitation 3.6 M
C Street SW Preservation 2.2 M Coal Creek Springs Transmission Main Replacement 3.0 M
Local Street Improvement Program 2.1 M D Street SE Storm Improvements 2.6 M
Arterial Street Preservation Program 1.7 M Auburn Way South Improvements (Water Main) 2.4 M
Local Street Preservation Program 1.5 M Sewer Repair & Replacement/System Improvements Program 1.7 M
M Street NE 1.5 M Pipeline Repair and Replacement Program 1.4 M
SIGNIFICANT NEW PROGRAMS AND INITIATIVES:
Department Duration
Mayor Nancy Backus
Finance Financial ERP Replacement one-time 150,000$ 2,650,000$ Deputy Mayor James Jeyaraj
Public Works Facility Master Plan Ph. 2,3 and 4 one-time - 2,300,000 Council Member Chris Stearns
Parks Auburn Golf Course Driving Range one-time 100,000 1,600,000 Council Member Kate Baldwin
Mayor DEI Program Budget ongoing 236,050 280,300 Council Member Yolanda Trout-Manuel
Finance B&O Program ongoing - - Council Member Robyn Mulenga
Storm 2x Maintenance Worker 1 ongoing 214,640 219,500 Council Member Larry Brown
Airport Airport Operations Adjustments ongoing 169,450 248,300 Council Member Bob Baggett
For more details, the City's 2023 - 2024 budget is posted on the City's website at: http://www.auburnwa.gov/BiennialBudget
2023
Net Cost
2024
Net Cost
Street Projects Other Projects
Program Title ELECTED OFFICIALS:
Personnel
55.5% Operating
Expenses
30.6%
Other Expenses
14%
$ 199.5 M
0.4%
2.6%
9.1%
6.4%
9.5%
71.9%
Fines & Forfeitures
Licenses & Permits
Miscellaneous
Intergovernmental
Charges for Service
Taxes
$ 193.1 M
$7.3 M
$9.5 M
$7.6 M
$7.3 M
$27.9 M
$24.3 M
$35.3 M $80.2 M
Health and Human Services
Physical Environment
Transportation
Economic Environment
Interfunds and Transfers
Culture and Recreation
General Government
Public Safety
$ 199.5 M
$ 199.5 MTransportation
(Arterial
Street) …
Transportation
(Local Street)
4.1%
Transportation
(Arterial Street
Preservation)
8.9%
Water
19.9%Sanitary
Sewer
7.6%
Storm
Drainage
15.3%
Parks, Arts
& Recreation
2.2%
General
Municipal
11.8%
Innovation &
Technology
0.1%
Airport
5.5%
Equipment
Rental
0.0%
Cemetery
0.4%Other
2.9%
$ 96.3 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%
$ 96.3 M
Fund
Balance
48.1%
Grants
15.1%
Local Sources 3.6% REET 2.2%
Other Sources
31.0%
Sources
of
Funds
Design
10.6%
Acquisition 14.1%
ROW/Construction
71.1%
Debt Service/Other 4.3%
Uses
of
Funds
8
Ta ble of Contents
PAGE PAGE
1 265 Section V: Budget Details
1
7
9 266
10 268
22 270
23 272
274
25 Section I: Budget Summary 275
276
277
279
25 280
26 283
29
31 285
33
40 287 Section VI: Proposed Program Improvements
44
49 Section II: Process / Policies
289
49 290
49 291
50 298
51 301
52 304
53 306
55 309
67 311
313
74 315
316
77 Section III: Financial Plan 318
324
78
* Airport
*Cemetery
*Engineering
*Equipment Rental
*Facilities
*Finance
*Human Services
*Innovation & Technology
*Legal
*Mayor
*Community Development
*Police
*Parks, Arts and Recreation
* Storm
*Sewer 326
83 329 Section VII: Capital Planning, Programming,
89
92
95
98
100
101
102 332
104 350
107 366
110 376
388
115 Section IV: Operating Budget 396
408
119
125
137
145
165
171
191
199
239
257
Preface
Provides introductory information, including:Includes tables, charts, and other information that
provide supporting detail and explanation to the
summary budget:
* the budget memorandum to Council
* a budget-in-brief
* the table of contents
* the agenda bills and budget ordinances
* Auburn's vision and mission statement
* the Mayor's transmittal letter
Summarizes the 2023-2024 biennial budget and
provides comparisons to previous years' revenues and
expenditures. Includes:
* 2023 Revenue by Type – All Funds
* 2023 Expenditures by Object – All Funds
* 2024 Revenue by Type – All Funds
* 2024 Expenditures by Object – All Funds
* 2023 Budget Summary – Operating Funds
* 2023 Budget Summary – Capital Funds
* 2024 Budget Summary – Operating Funds
* 2024 Budget Summary – Capital Funds
* Administrative Structure
* Costs by Administrative Structure
* Departmental Expenditures by Cost Center
–General Fund
* Citywide Interfund Operating Transfers
Describes:
* a reader's guide
* the City's financial structure
* a discussion of the general fiscal environment
* key issues affecting the budget
* summary-level budget reports
* comparative budget summaries
* staffing trends Presents the program improvements that have been
recommended by the Mayor and City Council during
budget deliberations:
Provides:
* the City's organization
* basis of budgeting
* budget process
* calendar
* purpose and structure
*components of the budget
* budget policies
* 2021-2022 City-wide goals and accomplishments
and 2023-2024 City-wide goals
* the 2023-2024 budget strategy
and Budget
Summarizes the City's Capital Facilities Plan (CFP)
showing capital projects budgeted for 2019 and 2020 along
wit
h the c
apital
facilities
pl
an for t
hes
e pr
ojects in t
he the
following four years. Projects are listed in the following
following sections:
* Analyses of budgeted revenues and expenditures
*A revenue analysis for each fund type:
- General Fund
- Special Revenue Funds
- Capital Project Funds
- Enterprise Funds
- Internal Service Funds
- 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
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:
* Transportation projects
* Water Utility projects
* Sanitary Sewer projects
* Storm Drainage projects
* Parks, Arts and Recreation projects
* General Municipal projects and Community
Improvements
* Other Proprietary Fund projects
* Mayor and City Council
* Administration
* Human Resources and Risk Management
* Finance
* Legal
*Community Development
* Police Department and SCORE
* Public Works
* Parks, Arts & Recreation
* Innovation & Technology
9
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6879
Date:
October 24, 2022
Department:
Finance
Attachments:
2023-2024 Preliminary Operating
Budget; Ordinance No. 6879 and
Schedule A
Budget Impact:
$315,289,121 – 2023
$316,320,363 – 2024
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6879, establishing the City’s operating budget for
2023-2024.
Background Summary:
Budget Process: In April, the City began the process of developing the budget for the 2023-2024
biennium. This included budget workshops as follows:
- September 19: Budget process, fund review and General Fund overview (workshop #1)
- September 20: General Fund Departments, (continued), capital funds (workshop #2)
- September 27: Internal Service funds and proprietary funds (workshop #3)
During these presentations and workshops, Council provided input and policy guidance to staff.
2023-2024 Preliminary Budget: A copy of the 2023-2024 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 17, 2022.
Capital Budget: Council will adopt the City’s 2023-2024 biennial capital budget separately, with the
approval of Ordinance No. 6879.
Ordinance No. 6879: Council’s approval of Ordinance No. 6879 will establish the City’s 2023-2024
biennial operating budget. As the operating budget has been reviewed by Council during the budget
workshops, adoption of Ordinance 6879 is scheduled as follows:
- November 7: Public hearing.
- November 21: Council adoption.
Staff recommends Council approval of Ordinance No. 6879.
Staff: Thomas
Meeting Date: October 24, 2022 Item Number:
10
-------------------------
Ordinance No. 6879
October 24, 2022
Page 1 of 5
ORDINANCE NO. 6879
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2023-2024
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 2023-2024. 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 21, 2022 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 November 7, 2022, and November 21,
2022 to consider this preliminary operating budget; g) at the meeting held by the City
Council on the November 21, 2022 the City Council considered modifications of the
proposed operating budget and approved the 2023-2024 biennial budget for the City
of Auburn as adopted by this Ordinance as shown on Schedule A.
11
-------------------------
Ordinance No. 6879
October 24, 2022
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
12
-------------------------
Ordinance No. 6879
October 24, 2022
Page 3 of 5
APPROVED AS TO FORM:
____________________________
Kendra Comeau, City Attorney
PUBLISHED:__________________
13
-------------------------
Ordinance No. 6879
October 24, 2022
Page 4 of 5
Schedule A
Beginning
Fund Balance
2023
Resources
2023
Expenditures
Ending
Fund Balance
$16,428,633 $91,190,426 $98,143,349 $9,475,710
Hotel/Motel Tax 480,179 143,900 177,100 446,979
American Rescue Plan Act (ARPA)- 4,030,000 4,030,000 -
Drug Forfeiture 857,236 148,000 392,671 612,565
Housing & Community Development 42,842 650,000 650,000 42,842
Business Improvement Area 97,502 - 90,000 7,502
Cumulative Reserve 30,713,551 80,000 1,391,450 29,402,101
City Hall Annex 2010 A&B Bond - - - -
Local Revitalization 2010 C&D Bond - - - -
2020 LTGO A&B Refunding Bonds 662,707 1,507,600 1,507,600 662,707
LID #249 1,687 10 - 1,697
LID #350 - - - -
Golf / Cemetery 2016 Refunding - 370,700 370,700 -
SCORE 2009 A&B Bond - 1,366,100 1,366,100 -
Water 10,210,632 20,513,410 24,485,990 6,238,052
Sewer 9,299,995 9,573,200 10,346,701 8,526,494
Sewer Metro 3,328,134 20,613,900 20,586,400 3,355,634
Storm Drainage 12,957,725 11,087,600 10,729,632 13,315,693
Solid Waste 2,135,607 26,646,830 26,533,984 2,248,453
Airport 601,969 1,653,800 1,988,188 267,581
Cemetery 1,812,215 1,432,300 2,308,402 936,113
Insurance 1,710,775 12,000 182,500 1,540,275
Workers' Compensation 3,102,720 1,144,900 750,700 3,496,920
Facilities 415,868 4,683,900 4,731,374 368,394
Innovation and Technology (includes
Multimedia)3,155,085 9,046,000 9,173,835 3,027,250
Equipment Rental 1,769,286 3,527,200 3,564,826 1,731,660
Fire Pension 1,790,627 103,600 196,256 1,697,971
SKHHP (South King Housing &
Homelessness Partners)1,668,893 297,400 366,475 1,599,818 PERMANENT FUNDSCemetery Endowment Care 2,158,347 64,130 - 2,222,477
$105,402,215 $209,886,906 $224,064,233 $91,224,888
2023 OPERATING FUNDS BUDGET SUMMARY
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSTOTAL OPERATING BUDGET
TOTAL OPERATING BUDGET $315,289,121 $315,289,121
14
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Ordinance No. 6879
October 24, 2022
Page 5 of 5
Schedule A
Beginning
Fund Balance
2024
Resources
2024
Expenditures
Ending
Fund Balance
$9,475,710 $101,921,889 $101,372,924 $10,024,675
Hotel/Motel Tax 446,979 143,900 177,100 413,779
American Rescue Plan Act (ARPA)- 4,246,866 4,246,866 -
Drug Forfeiture 612,565 148,000 404,917 355,648
Housing & Community Development 42,842 650,000 650,000 42,842
Business Improvement Area 7,502 - 7,502 -
Cumulative Reserve 29,402,101 80,000 12,959,994 16,522,107
City Hall Annex 2010 A&B Bond - - - -
Local Revitalization 2010 C&D Bond - - - -
2020 LTGO A&B Refunding Bonds 662,707 1,504,200 1,504,100 662,807
LID #249 1,697 10 - 1,707
LID #350 - - - -
Golf / Cemetery 2016 Refunding - 374,400 374,400 -
SCORE 2009 A&B Bond - 1,366,200 1,366,200 -
Water 6,238,052 18,963,410 21,242,749 3,958,713
Sewer 8,526,494 9,661,700 10,676,197 7,511,997
Sewer Metro 3,355,634 21,989,300 21,961,800 3,383,134
Storm Drainage 13,315,693 11,160,700 17,964,446 6,511,947
Solid Waste 2,248,453 28,102,400 28,328,158 2,022,695
Airport 267,581 1,938,000 2,107,005 98,576
Cemetery 936,113 1,432,300 1,878,038 490,375
Insurance 1,540,275 12,000 182,500 1,369,775
Workers' Compensation 3,496,920 1,144,900 751,000 3,890,820
Facilities 368,394 4,451,000 4,468,294 351,100
Innovation and Technology (includes
Multimedia)3,027,250 11,696,580 11,755,538 2,968,292
Equipment Rental 1,731,660 3,608,990 3,749,447 1,591,203
Fire Pension 1,697,971 103,600 206,256 1,595,315
SKHHP (South King Housing &
Homelessness Partners)1,599,818 331,000 377,600 1,553,218 PERMANENT FUNDSCemetery Endowment Care 2,222,477 64,130 - 2,286,607
$91,224,888 $225,095,475 $248,713,031 $67,607,332
2024 OPERATING FUNDS BUDGET SUMMARY
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEENTERPRISE FUNDS$316,320,363INTERNAL SERVICE FUNDSFIDUCIARY FUNDSTOTAL OPERATING BUDGET
TOTAL OPERATING BUDGET $316,320,363
15
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6888
Date:
October 24, 2022
Department:
Finance
Attachments:
2023-2024 Preliminary Capital
Budget; Ordinance No. 6888 and
Schedule A
Budget Impact:
$101,762,785 – 2023
$81,734,972 – 2024
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6888, establishing the City’s capital budget for
2023-2024.
Background Summary:
Budget Process: In April, the City began the process of developing the budget for the 2023-2024
biennium. This included budget workshops as follows:
- September 19: Budget process, fund review and General Fund overview (workshop #1)
- September 20: General Fund Departments, (continued), capital funds (workshop #2)
- September 27: Internal Service funds and proprietary funds (workshop #3)
During these presentations and workshops, Council provided input and policy guidance to staff.
2023-2024 Preliminary Budget: A copy of the 2023-2024 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 17, 2022.
Capital Budget: Council will adopt the City’s 2023-2024 biennial capital budget separately, with the
approval of Ordinance No. 6888.
Ordinance No. 6879: Council’s approval of Ordinance No. 6879 will establish the City’s 2023-2024
biennial operating budget. As the operating budget has been reviewed by Council during the budget
workshops, adoption of Ordinance 6879 is scheduled as follows:
- November 7: Public hearing.
- November 21: Council adoption.
Staff recommends Council approval of Ordinance No. 6888.
Staff: Thomas
Meeting Date: October 24, 2022 Item Number:
16
-------------------------
Ordinance No. 6888
October 24, 2022
Page 1 of 5
ORDINANCE NO. 6888
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2023-2024
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 2023-2024. 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 21, 2022 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 November 7, 2022, and November 21,
2022 to consider this preliminary capital budget; g) at the meeting held by the City
17
-------------------------
Ordinance No. 6888
October 24, 2022
Page 2 of 5
Council on the November 21, 2022 the City Council considered modifications of the
proposed operating budget and approved the 2023-2024 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.
18
-------------------------
Ordinance No. 6888
October 24, 2022
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:__________________
19
-------------------------
Ordinance No. 6888
October 24, 2022
Page 4 of 5
Schedule A
Beginning
Fund Balance
2023
Resources
2023
Expenditures
Ending
Fund Balance
Arterial Street $965,783 $9,085,192 $9,360,894 $690,081
Local Street 1,932,689 2,598,000 2,036,300 2,494,389
Arterial Street Preservation 2,699,358 4,041,772 4,100,000 2,641,130
Recreational Trails 95,845 7,100 - 102,945
Mitigation Fees 10,976,167 1,601,200 7,043,982 5,533,385
Municipal Park Construction 816,504 1,545,100 1,347,800 1,013,804
Capital Improvements 13,078,556 6,833,300 6,320,700 13,591,156
Local Revitalization 245,831 256,200 500,000 2,031
Water 3,321,676 10,752,092 13,041,560 1,032,208
Sewer 8,687,557 377,200 5,992,500 3,072,257
Storm Drainage 7,744,442 536,200 6,713,394 1,567,248
Airport 311,215 4,000,755 4,238,390 73,580
Cemetery 7,184 355,100 355,050 7,234
Innovation and Technology 237,354 674,700 585,300 326,754
Equipment Rental 4,508,173 3,470,540 3,096,120 4,882,593
$55,628,334 $46,134,451 $64,731,990 $37,030,795
2023 CAPITAL FUNDS BUDGET SUMMARY
Fund
SPECIAL REVENUE FUNDSCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL CAPITAL BUDGET
TOTAL CAPITAL BUDGET $101,762,785 $101,762,785
20
-------------------------
Ordinance No. 6888
October 24, 2022
Page 5 of 5
Schedule A
Beginning
Fund Balance
2024
Resources
2024
Expenditures
Ending
Fund Balance
Arterial Street $690,081 $11,307,150 $11,968,800 $28,431
Local Street $2,494,389 $2,546,100 $1,951,300 $3,089,189
Arterial Street Preservation $2,641,130 $4,203,100 $5,250,000 $1,594,230
Recreational Trails $102,945 $7,100 $0 $110,045
Mitigation Fees $5,533,385 $1,600,100 $7,003,800 $129,685
Municipal Park Construction 1,013,804 $568,800 $768,500 $814,104
Capital Improvements 13,591,156 $4,099,300 $7,249,500 $10,440,956
Local Revitalization 2,031 $2,082,866 $2,081,866 $3,031
Water 1,032,208 $5,603,310 $6,176,810 $458,708
Sewer 3,072,257 $377,200 $1,344,000 $2,105,457
Storm Drainage 1,567,248 $7,536,200 $8,065,000 $1,038,448
Airport 73,580 $1,145,755 $1,101,210 $118,125
Cemetery 7,234 $100 $50 $7,284
Innovation and Technology 326,754 $603,944 $514,544 $416,154
Equipment Rental 4,882,593 $3,023,152 $2,648,380 $5,257,365
$37,030,795 $44,704,177 $56,123,760 $25,611,212
2024 CAPITAL FUNDS BUDGET SUMMARY
Fund
SPECIAL REVENUE FUNDSCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL CAPITAL BUDGET
TOTAL CAPITAL BUDGET $81,734,972 $81,734,972
21
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.
22
October 17, 2022
Citizens of Auburn
c/o City of Auburn
25 West Main
Auburn, Washington 98001
Re: Transmittal of the 2023-2024 Preliminary Biennial Budget
Dear Citizens of Auburn:
I present to you the preliminary 2023-2024 budget for the City of Auburn. This document
reflects our enduring commitment to using your dollars in a way that honors the values
and priorities that define our city.
This decade has presented challenges, unseen in our lifetime, yet we remain committed
to serving our residents to the fullest while aligning our work to our core values, which
are: safety, economic prosperity, diversity, character, service, and environment. These
standards and our unwavering commitment to protect the capital you have entrusted us
with are the guiding principles of this document.
A municipal budget is a guiding document that speaks to the values and principals of its
residents. It is in many ways the most fundamental embodiment of democracy and tells
the story of what we are truly committed to.
Although the future remains full of uncertainty, we remain resolute in meeting our goals
and have worked tirelessly to ensure that the expenditures outlined here are in line with
that vision.
I thank you for taking the time to review our proposed use of your funds and for your
continued input into how we use these resources to best serve Auburn residents.
Sincerely,
23
24
2023-2024 Preliminary Budget Section I: Budget Summary
SECTION I: BUDGET SUMMARY
This section summarizes the 2023-2024 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 28 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.
25
2023-2024 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 eleven 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.
26
2023-2024 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.
27
2023-2024 Preliminary Budget Section I: Budget Summary
Summary of Financial Structure
All funds are appropriated, see Ordinance No. 6879 and Ordinance No. 6888.
28
2023-2024 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 2021, real property values, which had finally
recovered to pre-recession levels by 2016,
grew an additional 8.5%, and property tax
receipts grew by 3.5%. Retail sales taxes
receipted to the General Fund grew by 15.9%,
and the rate of unemployment in the County
dropped from a high of 15.3% in April 2020 to
a nearly pre-COVID-19 level of 3.0% by the
end of 2021. At the same time, building permit
revenues increased by 54.9% reflecting greatly
improved construction activity relative to 2020,
which was significantly reduced during the
pandemic.
In 2022, the City continued its economic
recovery from the COVID-19 pandemic, with
many revenue sources performing better than
expected. However, 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. Additionally, domestic conditions and geopolitical
events add a significant amount of uncertainty to projections. The country has recorded some of the highest
inflation rates of the last several decades this year, exacerbated by international events such as the war in
Ukraine. 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.
29
2023-2024 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 2023-2024.
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 2023-2024.
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 2023-2024.
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 2023-2024.
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. Beginning July 2021, the State resumed quarterly payments equal to the amount received in June
2020, with gradually decreasing payments and a new sunset date of June 2026. Estimated impact:
projected new revenue for the biennium of $1.0 million per year in 2023-2024.
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 was intended to phase out the streamlined sales tax mitigation payments, but
as mentioned above, certain cities will continue to receive payments through 2026. Estimated impact:
projected new revenues averaging about $0.2 million per year in 2023 and 2024.
30
2023-2024 Preliminary Budget Section I: Budget Summary
Key Issues Affecting the 2023-2024 Budget Process
Key issues for 2023-2024 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 performed significantly better than expected despite the COVID-19 pandemic but
is projected to decrease by about 10.5% in 2023 as economic conditions remain volatile, with a modest
1.5% recovery in 2024.
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 10% in both 2023 and 2024, while dental costs are expected to increase by
5% in both years. State of Washington pension contribution rates are expected to decrease somewhat in
2023 and remain constant in 2024.
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. From 2019-2022, this
was replaced with real estate excise tax (REET) revenues. In the 2023-2024 biennium, this funding will in
turn be replaced by utility tax revenues. The City’s Arterial Streets Preservation program will be funded from
1.5% 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 2023-2024 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 85,700 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 2022 was estimated at $14.5 billion.
For the 2023-2024 budget, the City’s authorized FTEs total 477.75 in 2023 and 482.75 in 2024 (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
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2023-2024 Preliminary Budget Section I: Budget Summary
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 2023-2024 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.
• Upgrading the West Main Street pump station to meet level of service goals.
• Installation of new storm drainage infrastructure along the D Street SE corridor.
• Rehabilitation of the runway and taxiway at the Auburn Municipal Airport.
1 Based upon 2021 sales tax collections
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2023-2024 Preliminary Budget Section I: Budget Summary
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2023 and 2024.
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
• 2023 Budget Summary – All Funds (Table)
• 2023 Summary of Notable Changes in Fund Balance (Table)
• 2023 Budgeted Revenues by Fund, % of Total (Graph)
• 2023 Budgeted Expenditures by Fund, % of Total (Graph)
• 2024 Budgeted Revenues by Fund, % of Total (Graph)
• 2024 Budgeted Expenditures by Fund, % of Total (Graph)
• 2024 Budget Summary – All Funds (Table)
• 2024 Summary of Notable Changes in Fund Balance (Table)
• Comparative Budget Summary, 2021-2024 – All Funds (Table)
• 2023 & 2024 Budgeted Revenue – All Funds (Graph)
• 2023 & 2024 Budgeted Expenditures – All Funds (Graph)
• Comparative Budget Summary, 2021-2024 – General Fund (Table)
• 2023 & 2024 Budgeted Revenue – General Fund (Graph)
• 2023 & 2024 Budgeted Expenditures – General Fund (Graph)
• Population vs. Staff Levels, 2014-2024 (Graph)
• Position Allocation by Department, 2020-2024 (Table)
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2023-2024 Preliminary Budget Section I: Budget Summary
2023 Budget Summary – All Funds
34
2023-2024 Preliminary Budget Section I: Budget Summary
2023 Notable Changes in Fund Balance
Note Fund
Change in
Fund Balance Explanation
a General Fund ($6,952,923)While the budgeted revenues continue to increase during this period, citywide
growth contributes to the expenditures exceeding the anticipated revenues.
The notable change in the General Fund is mainly contributed to the increase
in Interfund Payments for Services. As growth continues, employee salaries
and benefits increase as well.
b Local Street 561,700 Revenues include $2.3 million in utility taxes, and $235,000 in transfers from
other funds, while capital projects are budgeted to be over $2 million.
c Cumulative Reserve (1,311,450) Expenditures increased during this period due to the transferring out of funds
into the General Fund for departmental needs. Largely to provide funding for
the Police Assigned Vehicle Program - POL.0039.
d Mitigation Fees (5,442,782) Fund balance will decrease throughout the biennium due to the spend-down of
transportation and park impact fees received in prior years, which will be used
to fund various capital projects.
e Capital Improvements 512,600 Revenues include $2.2 million in real estate excise tax (REET), $1.7 million in
grants, $2.7 million transfers from other funds and $221,300 miscellaneous
revenue to fund over $6.3 million capital projects.
f Water (6,262,048) 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
projects. The Cascade Water Alliance Water Purchase project requires
pay ment of $934,810 each year through 2029.
g Sewer (6,388,801) Increase in capital projects funded by the Sewer Fund, primarily the Rainier
Ridge Pump Station Rehabilitation/Replacement project ($3.8 million).
h Storm Drainage (5,819,226) Increase in capital projects funded by the Storm Fund, primarily the D Street
SE Storm Improvement and the Pipeline Repair & Replacement Program
projects.
i Airport (572,023) Expenditures and associated revenues in this fund vary from year to year,
largely based on any constrruction projects required. The paydown on debt
service largely impacts the change in balance for the airport.
j Cemetery (876,052) Increase in capital projects funded by the Cemetery Fund, 2023 costs totaled
$355,000 for Cemetery Development-10th Addition and Forest Walk-Phase 3
projects.
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2023-2024 Preliminary Budget Section I: Budget Summary
36
2023-2024 Preliminary Budget Section I: Budget Summary
37
2023-2024 Preliminary Budget Section I: Budget Summary
2024 Budget Summary – All Funds
38
2023-2024 Preliminary Budget Section I: Budget Summary
2024 Notable Changes in Fund Balance
Note
Reference
Fund Change in
Fund Balance
Amount
Comment
a General Fund $548,965 Expenditure growth continues to exceed revenue growth throughout this
period. However, a transfer in of $9.3 million from the Cumulative Reserve fund
contributes to the positive change in balance for the General Fund.
b Arterial Street (661,650) Revenues include $2.2 million in real estate excise tax (REET), $1.7 million in
grants, $2.7 million transfers from other funds and $221,300 miscellaneous
revenue to fund over $6.3 million capital projects.
c Local Street 594,800 Nearly $2.4 million from utility tax revenues plus $150,000 transfers from other
funds are budgeted to fund $1,950,000 in capital projects.
d Arterial Street Preservation (1,046,900) Sales and Utiltily tax revenues over $3.4 million plus $750,000 in grants funded
$5.2 million in expenditures resulting in decrease of fund balance
e Cumulative Reserve (12,879,994) Expenditures increased during this period due to the transferring out of funds
into the General Fund for departmental needs. Largely to provide funding for
cash flow needs of $9.3 million.
f Mitigation Fees (5,403,700) Fund balance will decrease throughout the biennium due to the spend-down of
transportation and park impact fees received in prior years, which will be used
to fund various capital projects.
g Capital Improvements (3,150,200) Increase in capital projects, primarily funding for the Golf Course Driving Range
and Facility Master Plan.
h Water (2,852,839) 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
projects. The Cascade Water Alliance Water Purchase project requires
payment of $934,810 each year through 2029.
i Sewer (1,981,297) Increase in capital projects funded by the Sewer Fund, primarily the Sanitary
Sewer Repair & Replacement Program project.
j Storm Drainage (7,332,546) Increase in capital projects funded by the Storm Fund, primarily the West
Main Street Pump Station Upgrade and R Street SE Improvements projects.
39
2023-2024 Preliminary Budget Section I: Budget Summary
Comparative Budget Summary
2021 2022 2022 2023 2024
Actual Adj. Budget Estimated Budget Budget
REVENUES
Taxes 71,897,683$ 66,646,500$ 73,865,260$ 76,918,828$ 78,656,165$
Licenses and Permits 2,980,103 2,264,300 2,637,775 2,511,364 2,568,898
Intergovernmental 14,007,388 26,556,822 21,353,591 22,516,106 18,280,533
Charges for Services 95,308,590 102,294,900 102,854,031 112,599,626 117,809,987
Fines and Penalties 875,932 1,010,400 506,701 547,975 556,819
Miscellaneous 7,897,281 10,308,172 9,960,302 10,468,324 10,393,720
Other Sources 2,380,876 2,935,000 2,175,084 40,000 40,000
Total Revenues 195,347,852$ 212,016,094$ 213,352,744$ 225,602,223$ 228,306,122$
EXPENDITURES
Salaries & Wages 44,183,914$ 51,004,484$ 48,935,484$ 51,326,741$ 52,965,593$
Benefits 15,823,925 24,570,961 21,281,119 23,358,544 25,194,415
Supplies 4,195,315 5,051,590 4,997,390 4,927,820 5,172,910
Services & Charges 73,277,970 90,313,475 92,988,280 97,471,031 103,974,638
Intergovernmental - - - - -
Capital Outlay 21,532,764 71,717,159 51,363,495 55,908,458 47,213,210
Debt Service 5,681,998 6,938,450 5,571,750 7,338,995 7,335,195
Interfund Payments for Services 16,805,026 17,780,960 17,780,960 22,520,500 22,962,300
Total Expenditures 181,500,913$ 267,377,079$ 242,918,478$ 262,852,089$ 264,818,261$
OTHER FINANCING SOURCES (USES)
Loan Proceeds 39,258$ 1,450,000$ -$ 3,000,000$ -$
Bond Proceeds - - - - -
Proceeds from Sale of Fixed Assets 18,785 2,029,800 41,000 - -
Transfers In 24,711,926 34,321,301 46,344,817 25,944,134 40,018,530
Transfers Out (24,711,926) (34,321,301) (44,414,978) (25,944,134) (40,018,530)
Net Change in Restricted Assets (16,605,745) - - - -
Contributed Capital 13,541,333 2,213,200 2,037,900 1,475,000 1,475,000
Total Financing Sources (Uses)(3,006,369)$ 5,693,000$ 4,008,739$ 4,475,000$ 1,475,000$
Net Change in Fund Balance 10,840,571$ (49,667,985)$ (25,556,995)$ (32,774,866)$ (35,037,139)$
Fund Balances - Beginning 175,854,577 192,497,795 186,587,544 161,030,549 128,255,683
Fund Balances - Ending
Designated 20,043,812 14,294,716 14,823,458 9,330,520 3,866,664
Undesignated 166,651,337 128,535,094 146,207,092 118,925,163 89,351,880
Total Fund Balances - Ending 186,695,149$ 142,829,810$ 161,030,549$ 128,255,683$ 93,218,544$
ALL FUNDS
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2023-2024 Preliminary Budget Section I: Budget Summary
2023 / 2024 Budgeted Revenue – All Funds
2023 / 2024 Budgeted Expenditures – All Funds
41
2023-2024 Preliminary Budget Section I: Budget Summary
Comparative Budget Summary
42
2023-2024 Preliminary Budget Section I: Budget Summary
2023 / 2024 Budgeted Revenue – General Fund
2023 / 2024 Budgeted Expenditures – General Fund
43
2023-2024 Preliminary Budget Section I: Budget Summary
Staffing Trends
Citywide staffing between 2014 and 2021 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 and increased staffing to manage citywide utilities, including
engineering, maintenance and extension of the infrastructure, and infrastructure inspections. The
anticipated population growth for the City of Auburn during the 2023-2024 years is 0.6% each year.
Staffing growth during the 2023-2024 fiscal years closely mirrored the population growth in the City over
the same period of time. A detailed summary of the staffing additions during the 2021-2024 period can be
seen following the tables on the next page.
During the 2023-2024 biennial budget cycle, staffing is expected to increase by 17 FTEs (12 in 2023 and
five FTEs in 2024), 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
2023-2024 biennial budget cycle.
The following page presents current and past staffing levels based on the home department of each FTE.
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2023-2024 Preliminary Budget Section I: Budget Summary
FTE: Full Time Equivalent
Does not include seven elected Council positions.
Three Equipment Rental FTEs are recognized in 2024, but are not expected to be filled until 2025-2029.
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2023-2024 Preliminary Budget Section I: Budget Summary
Changes in the 2021-2024 Budget:
Mayor:
Effective in January 2022, the Outreach Program Coordinator was added and will report to the Mayor.
Administration:
No changes in the authorized number of FTEs in the Administration Department.
Human Resources:
Per the 2023-2024 budget, Human Resources added 1.0 FTE for a HR Coordinator position.
Finance:
In 2021,1.0 FTE was added in 2021 to the Finance Department for a B&O Tax Specialist who will
administer the B&O Tax Program. In 2022, Finance added 1.0 FTE for the Senior Accountant Position.
Per the 2023-2024 budget, Finance will add 1.0 FTE in 2023 for a Desk Auditor position and 1.0 FTE in
2024 for a Field & Compliance Auditor.
Legal:
In 2021, the Legal department added a total of 4.0 FTEs to the department in which 3.0 FTEs are for
Records Clerks and 1.0 FTE is for a City Prosecutor. These positions are to support the Police Body
Camera initiative.
Community Development:
In 2022, the Community Development Department added 1.0 FTE position for a Economic Development
Coordinator and per Budget Amendment #4 the SKHHP Program Coordinator position 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:
In the 2023-2024 budget, the Public Works – Engineering Department will be adding 1.0 FTE for a Project
Engineer.
Parks, Arts and Recreation:
Per the 2023-2024 budget, the Parks, Arts, and Recreation Department will add 3.0 FTEs. 1.0 FTE will
consist of the addition of a Museum Curator of Collections position and 2.0 FTEs will be for Park
Maintenance positions in which 1.0 FTE will be transferred from the Community Development Department.
Public Works - Streets:
In 2022, per Budget Amendment #4 2.0 FTEs were added to the Public Works – Streets Department for
Maintenance Worker positions.
Non-Departmental:
There were no changes in the authorized number of FTEs in the Non-Departmental Department.
Water:
Effective January 2022 per Budget Amendment #4, 1.0 FTE for a GIS Technician was added to the
department.
Sewer:
Per the 2023-2024 budget, the Sewer Department will add 1.0 FTE for a Maintenance Worker 1 position.
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2023-2024 Preliminary Budget Section I: Budget Summary
Storm Drainage:
Per the 2023-2024 budget, the Storm Drainage Department will add 2.0 FTEs for a Maintenance Worker
1 position in 2023 and 1.0 FTE for a Water Resource Technician position.
Airport:
There were no changes to the authorized number of FTEs in the Airport Fund.
Cemetery:
In 2022 per Budget Amendment #5, Ordinance No. 6850, a Cemetery Maintenance Worker position was
added to the department.
Facilities:
There were no changes in the authorized number of FTEs in the Facilities Department.
Multimedia:
In 2021 per Budget Amendment #1, Ordinance No. 6815, the Multimedia Assistant position changed from
0.60 FTE to 0.75 FTE.
Innovation and Technology (IT):
In the 2023-2024 budget, the Innovation and Technology Department will add 1.0 FTE for an IT Security
Engineer position.
Equipment Rental:
In 2021 per Budget Amendment #2, Ordinance No. 6827, 1.0 FTE was added for an Administrative
Specialist – M&O position. The 2023-2024 budget includes the addition of 4.0 FTEs to the Equipment
Rental Department. In 2023, 1.0 FTE will be added for a Mechanic 2 position. In 2024, 2.0 FTE’s will be
for Mechanic positions and 1.0 FTE will be for an Administrative Assistant. However, these three positions
are not anticipated to be filled until 2025-2029, in tandem with the Police patrol fleet expansion.
47
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2023-2024 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 Annual Comprehensive Financial Report.
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2023-2024 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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2023-2024 Preliminary Budget Section II: Process/Policies
2023-2024 Budget Calendar
Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2022
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 provide position control information to Finance.
Departments provide CFP worksheets to Finance.
Departments enter line item budgets into Eden and provide and anticipated
retirements to Finance.
Departments enter decision packages into Eden.
Departments complete department overviews, goals and accomplishments,
performance metrics, and remaining documents and return to Finance.
Finance Department creates Director budget review books.
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 #1: Overview of 2023-2024 General Fund.
City Council Budget Workshop #2: Overview of 2023-2024 General Fund
(continued) and Governmental Capital Funds.
City Council Budget Workshop #3: Overview of 2023-2024 Proprietary,
Internal Service and Fiduciary Funds.
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.
2023
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.
2024 property tax levy is set by ordinance.
CFP amendment and mid-biennial budget modification are adopted by
ordinance.
2024
Initial budget amendment is adopted by ordinance
Mid year budget amendment is adopted by ordinance.
2025 property tax levy is set by ordinance.
Year-end budget amendment is adopted by ordinance.
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2023-2024 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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2023-2024 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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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 and infrastructure.
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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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 2022)
Comprehensive Plan Update
Six Year Capital Facilities Plan Update
Community Development Block Grant Consolidated Plan Update
Parks, Arts and Recreation Plan Update
Scheduled Actions (2023-2024)
Major Comprehensive Plan Update
Comprehensive Transportation Plan Update including non-motorized plan
Water, Sewer, Storm Drainage Comprehensive 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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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 Annual Comprehensive Financial Report
(ACFR) 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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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.
Budget
Compliance
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
Annual Comprehensive Financial Report (ACFR), 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 ACFR 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.
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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.
Budget
Compliance
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 2023-2024
budget is effective from January 1, 2023 through December 31, 2024). 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 2023-2024
budget will include a six-year financial forecast covering the period 2023 through 2028).
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.
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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.
Budget
Compliance
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.
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.
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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.
Budget
Compliance
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.
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.
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Budget
Compliance
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.
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.
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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.
Budget
Compliance
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.
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.
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Budget
Compliance
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. The City is committed to the highest standards of financial management. These
standards should be rooted in predictability and stability. Reserves are established to maintain cash
flow fluctuations for operations that occur during the course of the year, to sustain the City during
economic downturns/recessions; to sustain City services in the event of unanticipated needs,
catastrophic events or natural disasters; and provide resources for large, unfunded General Fund
capital expenditures. The following policies provide definitions for the appropriate level of reserves and
how these resources should be replenished in the event they are used.
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Budget
Compliance
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
11% of General Government operating expenditures, up to a maximum of 36%.
These targets shall be allocated and prioritized as follows:
a. A 5-15% target for stabilization of General Fund operations during counter-
cyclical times and economic downturns and to maintain overall operational
funding when operating expenditures exceed operating revenues.
b. A 5-10%target to protect the City from unforeseen contingencies, catastrophic
events, and general liabilities.
c. A target of one year of general obligation debt service payments.
d. Any amounts transferred into the Cumulative Reserve Fund, in excess of the,
targets listed above, shall provide for general governmental capital programs
the early retirement of debt service. Accumulation of reserves can be made
from a wide variety of sources and can include one-time revenue distributions
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%. Any amount in excess of 20% shall be
transferred to the Cumulative Reserve Fund and used in compliance with the
purposes of the Cumulative Reserve Fund.
b. 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 (contributions to capital excluded). Therefore, each
enterprise fund should maintain an operating reserve of a minimum of 10%
and a target of 20%. Except for:
i. The Water utility fund, which requires a minimum of 20% and a target
of 25% to ensure ongoing system integrity through reinvestment in the
system.
ii. The King County Metro Sewer fund and the Solid waste fund, which
require a minimum of 8% and a target of 12%.
c. Internal Service Funds (IT, Facilities, and Equipment Rental and Replacement)
shall maintain an operating reserve requirement at a minimum of 8% of budgeted
expenditures and a target of 12% of budgeted expenditures.
d. Replacement reserves shall be established for vehicles, large equipment, and
technology infrastructure, should the need for these items 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:
An amount equal to 1.5 times the average annual capital outlay
ii. Innovation and Technology:
An amount equal to 1.5 times the average annual capital outlay
iii. Reserve balances of other funds shall be set during 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.
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B. Summary of Reserve Policies
The following table summarizes reserve management policies by fund type:
Budget
Compliance
C. 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 2023 2024
General Fund 8%12%10%10%
Cumulative Reserve Fund 11%31%31%16%
Fund Minimum Target 2023 2024
Water Fund (Operations)20%25%40%24%
Sewer Fund (Operations)10%20%82%70%
Storm Drainage Fund (Operations)10%20%124%59%
Sewer Metro Fund 8%12%16%15%
Solid Waste Fund 8%12%8%7%
Airport Fund (Operations)10%20%22%13%
Cemetery Fund (Operations)10%20%48%26%
Fund Minimum Target 2023 2024
Facilities Fund (Operations)8%12%9%9%
Innovation & Technology Fund (Operations)8%12%29%27%
Innovation & Technology Fund (Replace): $825K $825K $825K $825K
Equipment Rental & Replacement Fund (Operations 8%12%49%42%
Equipment Rental & Replacement Fund (Replace) $4.3M $4.3M $4.8M $5.3M
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.
Budget
Compliance
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 2023-2024 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: https://www.auburnwa.gov/cms/one.aspx?portalId=11470638&pageId=12522800.
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2021-2022 Citywide Goals and Accomplishments
and 2023-2024 Citywide Goals:
Work on evaluating plans for
needed renovations at the Auburn
Avenue Theater and and create
cost analysis for multiple options
for renovations.
Damage to Auburn Ave. Theater
was created by a fire and
subsequent demolition, causing
the Theater to be red-tagged in
December, 2021. Theater
performances have been moved to
various community venues.
Continue to evaluate next steps for
Art and Performing Art
opportunities to generate activity
in Auburn's downtown core.
Continue course drainage
improvements and fairway sanding
program to ensure year round
playability and power cart access
to golf course.
In 2021, improvements to course
drainage continued with sanding
and aeration with deep tines in the
fairways. Playability during
shoulder seasons is steadily
improving with this program.
To continue into a sixth year of the
sanding and aerifying program on
fairways. Playability continues to
improve during the shoulder
seasons with this program. We
are definitely seeing the benefits of
this for power carts.
Finalize construction on main floor
renovations; continue to seek
funding for Phase 2 basement
renovations.
Construction began on Auburn
Arts & Culture Center in
December 2021 with Phase 1
Main Floor renovations expected
to be complete by December
2022.
Seek funding for Phase 2
basement renovations of Auburn
Arts & Culture Center.
Secure funding for outdoor
recreation opportunities.
Parks received SEEK grants in
2021 and 2022 to implement
outdoor programs for youth. Staff
will continue to look for grant funs
for more outdoor programs.
Secure funding for outdoor
recreation opportunities.
Develop and implement an Equity
and Inclusion Plan to assist in
increasing participation from all of
the community.
Due to COVID-19, this project was
put on hold. However, the
department took steps to target
grant funds and new programs to
the most underserved populations
in Auburn.
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.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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2023-2024 Preliminary Budget Section II: Process/Policies
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.
Hired a second full time staff
member for outreach to unhoused
persons in Auburn, created
internal outreach strategies, stood
up community court and resource
center.
Continue working in partnership
with our regional organizations to
reduce homelessness in Auburn
and participate in the regional
solutions to significantly reduce
homelessness.
Support locally and regionally
coordinated efforts for human
services to meet the basic needs
of our community that include all
aspects of health.
We continue the work within our
diverse communities.
Build support and relationships
with King County to promote easy
access for community’s needed
resources.
Distribute Community Resource
brochure and streamline access to
resource information on the City's
website.
After a thorough review, staff
determined that the model of
singular resource guides can be
both administratively challenging
and difficult for the customer. The
Community Services team worked
to create individual resource flyers
based on area of need and posted
Build out additional Community
Resource guides on the
Community Services website and
develop and implement a
standard for translation for those
guides.
With new housing repair program
model, increase number of clients
served through the program.
During the pandemic, public health
guidelines limited our ability to
complete repairs inside clients'
homes, impacting our overall
number of households served. In
2021, we served 52 households in
the Housing Repair program. We
anticipate serving more
With new housing repair program
model, increase number of clients
served through the program.
Work with private defense
attorneys to exchange discovery
electronically.
We now provide all defense
discovery electronically, unless a
defense attorney refuses to accept
transmission in that method.
Continue electronic discovery.
Support partnerships that will
actively increase the number of
safe and attainable housing
options in Auburn - including
preservation.
Full collaboration with the South
King Housing and Homelessness
Partners (SKHHP) and the South
Sound Housing Affordability
Partners (SSHA3P).
Continue the expansion of the
South King Housing and
Homelessness Partners (SKHHP)
and the South Sound Housing
Affordability Partners (SSHA3P).
GOAL: WELLNESS
Promoting community-wide health and safety wellness.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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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.
Successful go-live of Community
Court in May 2021. Renewed the
public defender contract at 0%
increase for cost. Renewed the
KCDC ILA through 2034.
Work with City stakeholders to
complete a municipal court study.
Continue to partner with King
County District Court on
management of core court
contract and maintenance of
Community Court. Continue
providing public defense services.
Implement new Sensus Customer
Portal so customers can access
their meter information at their
convenience. Provide training for
residents and businesses.
The Sensus Customer Portal was
launched in February 2022. Staff
created a training guide for
residents and businesses to use.
Continue to improve and
streamline budget development
process and enhance budget
document to make it more
readable and useful.
Significantly streamlined multiple
budget development and analysis
processes by introducing or
improving extract-transform-load
and other automation
methodologies.
Continue to implement
modernization of budgeting
processes and analytical
methodologies.
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.
This goal was accomplished in Q3
of 2021.
Develop internal department
programs and methods that
enhance leadership depth and
succession planning.
Streamline process for
interpretation services.
Community Services included
more robust funding in the 21-22
budget that supported our
language translation and
interpretation needs. We have
implemented procedures in our
team, though hope for the
development of a citywide
language access policy so that
th ' i t t
Continue to strengthen tools and
strategies to enhance
communication between the City
of Auburn and customers who
speak a language other than
English.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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.
Staff have been working on a
marketing campaign to be
installed at the Outlet Collection
advertising businesses located
outside the mall.
Continue the new Business
Connect Networking Events and
capitalize on opportunites to
assist existing business to
continue to grown.
Continue to implement ongoing,
short-term and mid-term strategies
specific to business
development/support.
Staff have reached out to local
businesses that are closing stores
in other jurisdictions to encourage
them to relocate in Auburn.
Work closely with Greater Seattle
Partners to develop new business
recruitment and continue to
outreach to small businesses for
growth opportunities.
Implement ongoing, short-term
and mid-term strategies as
outlined under "Delivery, Product,
Place, and Messaging" in the 10-
year Strategic Plan.
Staff have been working with the
Chamber of social media
messaging and marketing.
Continue to provide social media
messaging and marketing. Work
with Consultant on marking videos
to encourage new businesses in
Auburn.
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 c ost-saving
benefits.
Expanded infrastructure (including
WiFi), in addition to upgrading
speed and capacity.
Continue to improve Tier1 and
Tier2 technical support to the
business units.
GOAL: ECONOMY
Encouraging a diverse and thriving marketplace for consumers and businesses.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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2023-2024 Preliminary Budget Section II: Process/Policies
Continue the community building
activities within our culturally
diverse groups in Auburn via
health, safety and policy
initiatives.
Developed and implemented
internal, racial equity advisory
team. Conducting policy review
by using an equity instrument to
identify and remove bias. Insure
that citywide policies include a
focus on equity and are
consistently reviewed for gaps
using equity assessment tool and
that City staff routinely evaluate,
m odify, add t o c itywide policies to
reinforce and build racial equity at
all levels.
Implement Community Based
Advisory Group: The City will
strengthen partnerships and
collaborate with community
members and organizations to
advance and scale racial equity
efforts across the community by
identifying organizations and
community members interested in
working in partnership to address
barriers t o racial equity in the
organization and the Auburn
community.
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.
Continued Public Works
Engineering coordination meetings
with MIT Transportation group
which led to developing and
executing a funding agreement
that has MIT providing a funding
contribution towards 2 City
sidewalk projects and the City
supporting the MIT trails
masterplan project.
Continue to pursue and expand
the Partnership with the
Muckleshoot Indian Tribe (MIT) on
transportation improvements that
have mutual benefit to MIT and the
City.
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.
Implemented blind screening
processes and other HR best
practices, with a focus on diversity
and inclusion initiatives. This
resulted in 43% of new hires in
2021 being representative of
diverse populations, compared to
the current census data of 46%
diverse populations within the City.
Continue to invest in diversity and
inclusion best practices, specific
to HR with a focus on hiring/civil
service processes related to
recruitment, selection, onboarding
and retention.
Finalize construction on main floor
renovations; formalize and seek
funding for operations and
programming; continue to seek
funding for Phase 2 basement
renovations.
Construction began on Auburn
Arts & Culture Center in
December 2021 with Phase 1
Main Floor renovations expected
to be complete by December
2022.
Seek funding for Phase 2
basement renovations of Auburn
Arts & Culture Center.
Work with diverse communities to
create a community-curated
exhibit.
The pandemic slowed much of our
work with community groups. We
were able to cocurate a holiday
exhibit with the King County
Library System and in 2022 have
began partnerships for community
led exhibits in 2023.
Continue working with partners
from diverse communities on
exhibits and public programming.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
GOAL: CELEBRATION
Celebrating our diverse cultures, heritage, and community.
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2023-2024 Preliminary Budget Section II: Process/Policies
Develop and implement a Source
Control Business Inspection
Program by adopting an ordinance
to require use of Source Control
Best Management Practices for
existing businesses and land use
activities, develop a business
inventory, prepare inspection
standard operating procedures and
train staff.
Draft code and a business
inventory have been prepared.
Begin implementation of the
Source Control Business
Inspection Program required by
the National Pollutant Discharge
Elimination System permit.
Work with other City departments
and possibly neighboring
jurisdictions to create an outreach
campaign to reduce illegal
dumping/litter.
Solid Waste Division staff included
information on how to report illegal
dumping and the total tonnage
collected from illegal dumping in
the City's magazine.
Work with other City departments
and possibly neighboring
jurisdictions to create an outreach
campaign to reduce illegal
dumping/litter.
Continue remote learning and
outreach for school program and
business pollution prevention
program until normal operations
resume after the COVID-19
pandemic.
Remote learning and outreach
were discontinued in 2021
following a normal resumption of
activities.
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.
Completed a new contract with a
fuel provider, that provides the
ability to seek out alternative fuels
such as R99 (renewable diesel).
Continue to integrate more
Electric Vehicles into the Cities
fleet, in conjunction with additional
Electric Vehicle charging
infrastructure. While also
adopting Renewable fuels such as
Renewable Diesel and Renewable
Unleaded.
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.
Completed two seasons of flow
monitoring and identified several
areas of higher I/I.
Incorporate the results of City and
King County flow monitoring into
the update of the sewer hydraulic
model, and identify and adopt I/I
reduction strategies as part of the
Comprehensive Sewer Plan
update.
GOAL: ENVIRONMENT
Stewarding our environment.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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2023-2024 Preliminary Budget Section II: Process/Policies
Develop and deploy sustainability
initiatives such as creation of a
Comprehensive Plan Sustainability
Element.
No progress. Reason for no
progress is because the state
legislature has continued to
discuss this concept as a
mandatory state law. The city did
not want to proceed with an
approach until/unless there was
guidance from the state.
Identify and implement
recommendations outlined in the
2021 Housing Action Plan.
Maintain the total City recycling
and compostables diversion rate
at or above 30% (excluding private
vendor recycling and composting
services).
The residential recycling and
compostables diversion rate was
51% in 2020 and 48% in 2021.
Increase the residential recycling
and compostables diversion rate
to 50% in 2023 and 2024.
'Complete water rights evaluation
and develop a plan for water rights
transfer.
Phase 1 of the Mitigation Plan
was submitted to Ecology in 2021.
Complete Phases 2 and 3 of the
water right application Mitigation
Plan by 2024.
Identify 2 park locations to
institute a “pesticide free park”;
and establish an Integrated Pest
Management Program to support
the new “pesticide free parks.”
Work with Council to develop a
financial plan for the short- to
intermediate term as well as a
comprehensive long-term financial
sustainability policy.
Adopted a multiple prong
approach to General Fund
sustainabilty, included the
adoption and implmentation of a
new City Business and
Occupation tax.
GOAL: SUSTAINABILITY
Creating a sustainable future for our community.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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2023-2024 Preliminary Budget Section II: Process/Policies
2023-2024 Budget Strategy
The 2023-2024 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 at a slower pace due, in part,
to higher interest rates, inflation and supply chain issues. 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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2023-2024 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
$6.3 million in 2023 and $7.2 million in 2024, leaving a projected ending fund balance in 2024 of $10.4
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 2021 actual and 2022 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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2023-2024 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 2023-2024 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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2023-2024 Preliminary Budget Section III: Financial Plan
Analysis of 2023-2024 Revenues by Source for All Funds
The graph below presents the total revenues that are anticipated to be available to support City
programs during 2023 and 2024. The table shows the revenue by source of funds from 2021-2024.
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.
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2023-2024 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, utility taxes, business and occupancy tax (effective in 2022), admissions
taxes and gambling taxes. Tax revenue constitutes 30.0% of total expected revenue in 2023 and
29.2% in 2024. 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 impacting 2020-2021 tax revenues slightly, the impact of the pandemic
was not as severe as originally anticipated. In 2023-2024, with the ease of mask mandates tax
revenues are anticipated to continue to increase steadily.
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.
Furthermore, the City implemented a business and occupancy tax program which became effective
in 2022. With the first year of the B&O program live, the estimated revenue for 2022 is $1.65
million. During 2023-2024, the budgeted B&O revenue into the General Fund is $5.5 million in 2023
and $5.6 million in 2024.
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 2023-2024 budget
assumes continued expansion within the City compared to 2022 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 8.8% of revenue in 2023 and
6.8% in 2024. 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. The budgeted amount for the
Intergovernmental revenues in 2023 is $22.5 million and $18.3 million in 2024.
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
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 44.7% and
44.4% of total revenues in 2023 and 2024, respectively. Most 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.
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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 Public Works Trust Fund (PWTF) loans, revenues from developers
for capital system development in the Water, Sewer, and Storm Utility Funds, insurance recoveries
and revenue from the sale of fixed assets. Budgeted revenues in the other sources revenue
category in 2023 totals $4.5 million and $1.5 million in 2024. Of this revenue, $3.0 million in 2023 is
anticipated revenue from the PWTF 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 $10.5 million budgeted in 2023,
$2.3 million is revenue generated for the annual fleet replacement.
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 2023 are budgeted to
be $25.9 million which includes a combination of one-time transfers between the enterprise funds’
operating and the associated capital sub-funds, $5.0 million in transfers for funding for various
water projects, and $1.8 million for various projects in the Municipal Park Construction Fund.
Transfers are budgeted at $40.0 million in 2024. The 2024 budget includes a $9.3 million transfer
into the General Fund from the Cumulative Reserve Fund to support operations, $4.9 million for
projects in the Water Capital Projects Fund, and $7.2 million in transfers for various street projects.
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Analysis of 2023-2024 Budgeted Expenditures for All Funds
The following graph presents the 2023 and 2024 budgeted expenditures of the City by major
category.
Salaries and Benefits
Salaries and benefits are budgeted at approximately $74.7 million in 2023 and $78.2 million in 2024
and are in accordance with current labor agreements for 2023 and 2024. The 2023 budget includes
an increase of 12 FTEs across multiple departments due to city growth and current operational
needs. In addition, the 2024 budget includes an increase of five FTEs, which mainly includes
staffing additions to the Equipment Rental department. There are significant changes in medical
benefits in 2023 and 2024 with increases of 12% in medical and 5% for dental. Pension contribution
rates for PERS Plan 2 and PERS Plan 3, which are set by the State of Washington, will show a
slight increase from 2022 rates to 10.39% for both 2023 and 2024. 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.
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Supplies
Citywide supplies are budgeted at $4.9 million in 2023 and $5.2 million in 2024 and account for
1.7% 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 Mountain View Cemetery.
Services and Charges
The City contracts for professional services as needed. The services and charges are budgeted at
$97.5 million in 2023 and $104.0 million in 2024 and accounts for 33.8% and 34.1% 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 2023 total $55.9 million, or 19.4% of the citywide budget, and capital
projects in 2024 total $47.2 million, or 15.5% 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 2023 and 2024
include the renovation of the Auburn Arts & Culture Center, the replacement of the Coal Creek
Springs Transmission Main, and various street projects.
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 $22.5 million in 2023 and $23.0 million in 2024.
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, Diversity, Equity and Inclusion, and 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 Tax Revenue
Current estimates indicate that the City will receive approximately $67.1 million in tax revenue
during 2022. Total revenues from taxes are anticipated to increase to an estimated $68.8 million in
2023 and $69.9 million in 2024. 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, in
2021-2022 the City increased the tax rate charged in the General Fund for City utilities from 7.0%
to 10.0% (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 $450,000 in 2023 and $790,000 in 2024. In addition, this biennial budget accounts
that the City has implemented a business and occupancy tax program effective in 2022 that is
anticipated to generate approximately $11.0 million annually throughout 2023-2024. 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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Property Taxes
Property taxes remain the largest single source of General Fund revenue for the City, constituting
approximately 26% of total General Fund revenues budgeted in 2023 and 24% in 2024. 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. 2023 and
2024 property tax revenue estimates are $24.0 million and $24.4 million respectfully.
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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 0.85% 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. While the COVID-19 pandemic slightly decreased sales and use taxes in 2020,
revenues were not as impacted as originally anticipated. As projected, the 2023 Sales and Use tax
revenues are assumed to increase by 12.5% from 2021 revenues. Sales and Use tax revenues are
estimated at $20.3 million in 2023 and $20.6 million in 2024.
Business and Occupation (B&O) Tax
The General Fund Six-Year Forecast also includes the citywide adoption of 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. Revenues to the City from
these charges are estimated to be about $5.5 million in 2023 and $5.6 million in 2024.
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 10.0% on the four major City utilities: Water, Sewer,
Storm Drainage, and Solid Waste, of which 1.0% is dedicated to fund local street preservation. As
part of the financial plan (see General Fund Six-Year Forecast on page 102), the 2023-2024
Preliminary Budget assumes that interfund utility taxes will be increased by 1.5% effective January
2023. 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 1.5% 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 3.4% of General Fund revenues in 2023 and
3.1% in 2024. These revenues are budgeted at $3.1 million in 2023 and $3.2 million in 2024 and
compare to a forecast of $2.8 million in 2022. 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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Other General Fund Revenue
Intergovernmental
Various State-shared tax revenues, including streamlined sales tax (through 2026, decreasing
annually), 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
2023 totals $6.2 million, or 6.8% of the General Fund revenue, and the budgeted revenue in 2024
totals $6.1 million, or 6.0% of the General Fund revenue. The decline in revenues from 2021 to
2022 reflects the loss of the streamlined sales tax mitigation monies. The dominant 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, $1.8 million 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. From 2018 to 2019, a change in policy where the City
changed the process for charging for services provided by General Fund support departments
(Human Resources, Legal, Diversity, Equity and Inclusion, 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 $9.0
million in 2023 and $9.4 million in 2024.
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The charges for services category also include 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 $1.4 million in 2023 and $1.5 million in 2024.
Overall, charges for services constitute approximately 9.9% of total General Fund revenue in 2023
and 9.2% of General Fund revenue in 2024.
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 2023 and 2.5% 2024. 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 2023 and 2024 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 2023 and 2024 are budgeted at $2.5 million and $2.6
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 $103.00 annually and
revenues are projected to be approximately $450,000 annually in 2023 and $461,250 in 2024.
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 2023 total $2.6 million and $11.7 million in 2024. The budgeted transfers include
transfers from the Storm Fund in both 2023 and 2024 for the reimbursement of costs associated
with maintaining medians within the City. In addition, the 2023-2024 budget includes a one-time
transfer into the General Fund for $300,000 regarding the replacement and upgrade to the financial
ERP system. The 2024 budget also includes a one-time transfer of $9.3 million from the Cumulative
Reserve Fund for cash flow purposes regarding on-going operations in the General Fund.
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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 remain current with 2022 estimates as the local and global economy continue to
recover from the COVID-19 pandemic. The majority of revenues in this category are derived from
activities that involve gathering - therefore due to ease of restrictions enacted on physical gathering
due to COVID-19, these revenues should return to pre-pandemic levels. Interest revenues are
projected to decline during the 2023-2024 biennial budget cycle, which is due to a combination of
factors including the reduction in interest rates and the reduced General 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 $420,000 annually in both 2023 and 2024.
Other Sources
Other sources within this fund include insurance recoveries and the sale of fixed assets.
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SPECIAL REVENUE FUNDS
The City has eleven 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.
Transfers In
This revenue source consists of transfers from funds to the Special Revenue Funds. Budgeted
transfers in 2023 and 2024 totals $5.3 million and $7.2 million respectively. These transfers
predominately include the transfer of Mitigation revenues to the Arterial Street Fund for street
improvement projects which includes a transfer of $5.1 million in 2023 and $7.0 million in 2024. In
addition, the transfer in revenues also include the transfer of REET 2 revenues from the Capital
Project Fund to the Local Street Fund for local street improvements.
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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 2022 and 2024 is primarily due to the anticipated reduction in grant revenues in the street
funds. A total of $9.5 million is budgeted for intergovernmental revenues in 2023, with $1.2 million
of that being from Federal grants for the C Street SW Preservation Project and $455,000 in State
grant monies for the Riverwalk Drive SE Non-Motorized Improvements project. Of the $9.8 million
budgeted for intergovernmental revenues in 2024, $2.1 million of that is budgeted as a Federal
grant for the street improvement on Hemlock St. SE to Poplar St. SE 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 2023-2024 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 1.5% of the utility tax to the
Arterial Street Preservation Fund. This revenue is budgeted at $1.3 million in both 2023 and 2024.
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 2023 and 2024 as discussed on the prior page.
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. Budgeted revenues for Hotel/Motel tax collections are $140,000 for both 2023
and 2024.
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 2023-2024 are
budgeted conservatively at $1.6 million annually in both 2023 and 2024. In addition, this revenue
source includes $1.3 million budgeted in 2023 and 2024 for transportation impact fees budgeted.
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Miscellaneous
Miscellaneous revenue consists primarily of investment income and developer contributions and is
budgeted at $486,000 in 2023 and $274,300 in 2024. The 2022 budget includes the anticipated
one-time developer contribution of $332,500 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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CAPITAL PROJECT FUNDS
The City maintains three capital project funds: the Municipal Parks 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.
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 2023
and 2024 are $3.9 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 these funds during the 2023-2024 biennial budget include the 104th Avenue
Park Development, improvements to the downtown sidewalks, and the Sunset Park improvements
project.
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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 above,
capital project fund tax revenues in 2021 reached $6.2 million, $5.9 million of this being REET
monies. Due to the surge in the local real estate market, REET revenues collected through 2018
and 2021 were strong. As the COVID-19 pandemic impacted REET revenues in 2022, 2023 and
2024 REET revenues are budgeted to gradually return to pre-pandemic levels.
Intergovernmental
This revenue source is primarily State, Federal and interlocal grant revenues. The Capital
Improvement Projects Fund anticipates the receipt of roughly $2.0 million in 2023. Of these funds,
$528,000 are received from State and Local grants for the Auburn Arts & Culture Center
Renovation. In 2024, the budget amount of $1.4 million is comprised of a Federal grant of $843,000
for the Lea Hill Safe Routes to Schools project and a State grant for pedestrian crossing safety
enhancements in the amount of $560,000.
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 majority of the revenues budgeted in this category in 2023 and 2024 are
from leases generated on cell towers. The increase in revenues projected in 2023 are due to an
anticipated contribution and donation of $75,000 from the Muckleshoot Indian Tribe for the
Southside Sidewalk Improvement project.
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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 $109,500 in 2023 and
$59,500 in 2024. The 2023 budget includes $100,000 in anticipated planning and developer fees
relating to the citywide ADA & Sidewalk Improvement projects.
Other Sources
Other sources within the Capital Project Funds include insurance recoveries.
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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.
Charges for Services
This revenue source represents fees charged by the City’s enterprise funds in return for public
services. Over 80% of the City’s enterprise fund charges for service revenues are collected in the
Water, Sewer, Storm and Solid Waste utility funds; these are expected to total $85.1 million in 2023
and $89.6 million in 2024. Of those revenues, $20.2 million in 2023 and $21.6 million in 2024
represents pass-through charges in the Sewer Fund to pay King County for the treatment and
disposal of the City of Auburn’s sewage.
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. 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 primarily related to fuel
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2023-2024 Preliminary Budget Section III: Financial Plan
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 $9.7 million in 2023 and $12.4 million in 2024. The transfers in within this category in
2023 and 2024 consist of transfers from the Water and Airport operating sub-funds to the capital
sub-funds for capital projects including the Cascade Water Alliance purchase, the Coal Creek
Springs Transmission Main Replacement, and various construction projects at the Auburn
Municipal Airport.
Miscellaneous
Miscellaneous revenue includes financing proceeds to fund capital projects within the Enterprise
Funds 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
budgeted amounts for 2023 and 2024 are $1.4 million and $1.6 million respectfully.
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 2023 budget
includes $3.0 million in anticipated revenue from the Drinking Water State Revolving Fund
(DWSRF) loan. These loan proceeds are budgeted to pay for the majority of the cost of 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 $1.5 million in both 2023 and 2024.
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Intergovernmental
This revenue primarily represents grant revenue. Intergovernmental revenues are budgeted at $4.8
million in 2023 and $765,555 in 2024. The 2023 budget includes $3.4 million in Federal and State
grant revenue anticipated for the Runway/Taxiway Rehabilitation project at the Auburn Municipal
Airport. The 2024 budget also includes $590,000 in Federal grant revenues at the Auburn Municipal
Airport for the T-Hanger and Door Replacement capital projects.
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).
Charges for Services
Charges for services are budgeted at $13.3 million in 2023 and $13.7 million in 2024.
Approximately 40% 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 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.
Miscellaneous
Approximately 45% 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.
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2023-2024 Preliminary Budget Section III: Financial Plan
Transfers In
This revenue source is for transfers from other funds or transfers from the operating sub-fund to the
capital sub-fund. The 2023 budget includes $2.8 million transfer into the internal service funds and
$4.4 million in 2024. The 2023 budget includes a $1.2 million transfer into the Equipment Rental
Fund for capital projects including $720,000 for the replacement of the Police patrol fleet vehicles.
Likewise, the 2024 budget also includes a $805,450 transfer from the Police fund to the Equipment
Rental Capital sub-fund for the Patrol Fleet expansion capital project.
Other Sources
Other sources within the Internal Service Funds include insurance recoveries and the sale of fixed
assets.
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2023-2024 Preliminary Budget Section III: Financial Plan
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.
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 2023 and 2024 are
anticipated contributions from local governments which will be receipted into the SKHHP Fund.
With the interest rates expected to be modest, the 2023 and 2024 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. The City is anticipating annual fire
insurance tax revenues of $88,400 for both 2023 and 2024.
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2023-2024 Preliminary Budget Section III: Financial Plan
PERMANENT FUND
The City has one permanent fund, the Cemetery Endowment Care Fund. City policy provides that a
percentage of the base, pre-tax sales price of each grave, niche or crypt is to be deposited into the
Cemetery Endowment Care Fund for the future maintenance of the Auburn Mountain View
Cemetery once it is full. Resources in this fund are legally restricted to the extent that only earnings,
not principal, may be used to support cemetery capital improvements.
Charges for Services
As provided by City ordinance, 10% of the sale of each grave, niche or crypt is collected for the
future maintenance of the Cemetery.
Miscellaneous
Interest revenue is collected on cash held in this fund. This revenue may be transferred out to the
Cemetery Fund to be used for capital projects.
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2023-2024 Preliminary Budget Section III: Financial Plan
General Fund Six-Year Forecast
The following table, graphic, and discussion presents the City’s six-year forecast of General Fund
revenues and expenditures. The purpose of the forecast is to highlight issues associated with
financial policies and budgetary decisions. It is not intended to be a multi-year budget.
General Fund Six Year Revenue and
Expenditure Forecast 2022-2028 2022
Estimated
2023
Forecast
2024
Forecast
2025
Forecast
2026
Forecast
2027
Forecast
2028
Forecast
Taxes
Property (1)23,539,372$ 24,016,247 24,486,386 24,960,064$ 25,437,266$ 25,917,986$ 26,109,669$
Sales (2)25,966,789 23,235,763 23,585,287 24,287,015 25,009,802 25,754,255 26,521,076
Business & Utility (3)16,724,579 19,764,045 20,104,484 20,976,634 21,261,752 21,561,725 21,875,891
Other 890,120 1,798,073 1,795,508 877,962 893,315 909,152 925,387
Licenses & Permits 2,637,775 2,511,364 2,568,898 2,627,870 2,688,317 2,750,275 2,813,782
Intergovernmental (4)7,005,963 6,162,537 6,136,802 5,756,544 5,625,414 5,990,678 6,389,108
Fees & Charges (5)8,341,632 9,017,146 9,411,337 9,751,041 10,185,664 10,649,123 11,133,809
Fines & Penalties 381,701 422,975 431,819 441,046 450,678 460,731 471,225
Other Sources (6)2,983,659 2,565,692 11,719,188 - - - -
Miscellaneous 1,870,945 1,696,584 1,682,180 1,663,089 1,696,069 1,731,328 1,765,975
Total Revenues 90,342,535$ 91,190,426$ 101,921,889$ 91,341,266$ 93,248,277$ 95,725,251$ 98,005,922$
Salaries and Benefits (7)49,439,045$ 54,176,809$ 56,473,599$ 60,127,751$ 63,837,451$ 67,777,168$ 71,961,200$
Internal Service Charges (8)9,890,760 13,127,700 13,403,400 14,308,737 14,882,214 15,562,058 16,166,212
Capital and Debt Service 10,000 10,000 10,000 10,000 10,000 10,000 10,000
Transfers Out - Cumulative Reserve 18,500,000 - - - - - -
Transfers Out - Other 848,500 632,700 715,635 375,000 375,000 375,000 375,000
Supplies 1,795,190 1,722,175 1,793,115 1,807,754 1,899,778 1,996,486 2,098,117
Professional Services 28,787,775 28,473,965 28,977,175 28,651,293 30,109,790 31,642,532 33,253,298
Total Expenditures 109,271,270$ 98,143,349$ 101,372,924$ 105,280,535$ 111,114,233$ 117,363,244$ 123,863,827$
Ending Fund Balance 16,428,633$ 9,475,710$ 10,024,675$ (3,914,594)$ (18,280,549)$ (36,418,542)$ (58,776,447)$
Residual/Unused Budget 3,500,000 3,500,000 3,500,000 3,500,000
Revised Ending Balance 16,428,633$ $9,475,710 $10,024,675 (414,594)$ (14,780,549) (32,918,542) (55,276,447)
Key 2023-2028 Assumptions:
1) Property Tax increase: 2022-2026 includes a 1.0% statutory increase plus new construction.
2) Retail Sales Tax: 2023 is expected to decline by approximately $2.7M due to a projected mild recession.
The 2024 budget assumes growth of approximately 1.5% with revenues increasing 3% annually
thereafter.
3) Business & Occupancy Tax: This tax became effective in 2022, with expected collections of $1.7
million. It is anticipated that, with the addition of new staff and the maturity of the program, revenue
derived from this tax will increase in the 2023-2024 biennium. Estimated impact: $3.7 million annually.
4) Grants: Several grant awards were received in 2022; these awards will not generally be budgeted in the
2023-2024 biennium until the corresponding grants are awarded. Estimated impact: a reduction of $843K
in 2023 and $261K in 2024.
5) Administrative Support Charges: For the 2023-2024 biennium, the City has reevaluated its
methodology for allocating citywide support charges, with the General Fund recovering a portion of the
expenses incurred by the Human Resources, Finance and Legal departments as revenue to the extent
those activities support the entire City. Estimated impact: $900K annually.
6) Federal Funding: Includes the transfers-in of Coronavirus State and Local Fiscal Recovery Funds
awarded by the Department of the Treasury in 2021, which must be obligated by the end of 2024.
Cumulative Reserve Transfer: 2022 includes an $18.5 million transfer from the General Fund to the
Cumulative Reserve Fund, whereas 2024 includes a $9.3 million transfer in from the Cumulative Reserve
Fund back into the General Fund for cash flow purposes.
7) Salary and Benefit Inflation: 2023-2024 per labor agreements; 2025-2028 includes a 6.2% annual
increase.
8) Internal Service Charges: Due to a change in the allocation methodology of internal service charges, as
well as general cost increases including fuel, vehicles, software licensing and other services, the General
Fund has experienced a significant cost increase. Estimated impact: $3.2 million in 2023 and $276K in
2024.
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General Fund Forecast 2022-2028
-$60
-$40
-$20
$0
$20
$40
$60
$80
$100
$120
2022
Estimate
2023
Forecast
2024
Forecast
2025
Forecast
2026
Forecast
2027
Forecast
2028
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 the
annexation sales tax credit and gaming and admissions 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 2.0% from $14.5
billion in 2022 to $14.8 billion in 2023 and by 2.0% to $15.1 billion in 2024. 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 revenues are forecasted to decrease by 10.5% in early 2023 due to a mild
recession triggered by inflation and geopolitical events. This is expected to begin a slight recovery
of 1.5% in 2024. This includes the revenues anticipated from the passage of EHB 2163 (commonly
referred to as the Marketplace Fairness Act), which will continue to be supplemented by
streamlined sales tax mitigation payments until 2026. This forecast also includes the change in
funding effective in 2019, where sales tax revenue on construction will stay in the General Fund;
this is estimated to be $2.0 million annually. The 2025-2028 forecast assumes a continued
strengthening in the local economy, which is anticipated to increase the pace of annual sales tax
growth of approximately 3.0% 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,
which are expected to increase by 10.0% annually in 2023 and 2024; dental costs are expected to
increase by 5.0% annually over the same period.
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2023-2024 Preliminary Budget Section III: Financial Plan
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 $3.5 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 conservative 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 to 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.
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2023-2024 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, 2021:
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 215,795,907$ 143,863,938$ 359,659,845$ 359,659,845$ 1,078,979,535$
Outstanding Indebtedness (38,474,375) - - - (38,474,375)
Margin Available 177,321,532$ 143,863,938$ 359,659,845$ 359,659,845$ 1,040,505,160$
Source: City of Auburn 2021 ACFR
With A Vote
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). On October 22, 2020, the City refunded two bonds: The 2010 B LTGO and the
2010 D LTGO. The 2020 A LTGO Refunding Bond was the replacement for the 2010 B LTGO
Bond. In addition, the 2020 B LTGO Refunding Bond was the replacement for the 2010 D LTGO
Bond. The City recognized nearly $4,290,000 in net present value savings with the refunding. The
scheduled balance of these bonds as of the end of 2022 is $16,850,000.
In 2016, the City issued $3,867,214 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 scheduled balance of
these bonds as of the end of 2022 is $1,081,209.
The South Correctional Entity (SCORE) was created under an Interlocal Agreement between the
cities of Auburn, Burien, Federal Way, 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 scheduled balance
as of the end of 2022 is $15,888,965.
2 General Obligation Bonds-2020A Refunding 2010B & 2020B Refunding 2010D
3 2006 non-taxable and taxable General Obligation Bonds
4 2005 refunding General Obligation Bonds
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2023-2024 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 $27,570,000 of principal in utility revenue bonds outstanding as of the
end of 2022. 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 2021 was 3.17 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. The scheduled balance of these bonds as of the end of 2022 is $6,635,000.
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. The scheduled balance of
these bonds as of the end of 2022 is $27,570,000.
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 three Utility Public Works Trust Fund Loans that have been used to fund the Auburn
Way South Sanitary Sewer Replacement, and Well 1 improvements projects. The scheduled
balance of these three loans as of the end of 2022 is $2,822,744.
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
scheduled balance of this loan as of the end of 2022 is $121,049.
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 scheduled balance of these two loans as of the end of 2022 is $2,705,166.
Local Improvement District (LID) Bonds
The City’s remaining Local Improvement District, LID #350, was retired in 2019.
5 2010 CIP Revenue Bonds
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2023-2024 Preliminary Budget Section III: Financial Plan
The following debt payment schedule is for all outstanding debt as of December 31, 2022:
Year Principal Interest Principal Interest Principal Interest Principal Interest
2022 1,751,659 1,496,120 2,676,552 1,372,447 - - 4,428,211 2,868,566
2023 1,818,039 1,425,906 2,740,438 1,277,319 - - 4,558,477 2,703,225
2024 1,890,575 1,353,809 2,835,438 1,178,203 - - 4,726,013 2,532,012
2025 1,969,116 1,278,685 2,827,594 1,074,537 - - 4,796,710 2,353,222
2026 1,674,644 1,192,532 2,927,594 966,654 - - 4,602,238 2,159,186
2027 1,754,825 1,108,800 2,826,913 853,984 - - 4,581,738 1,962,784
2028 1,850,006 1,021,060 2,941,913 737,413 - - 4,791,919 1,758,473
2029 1,933,681 928,560 2,971,531 615,392 - - 4,905,212 1,543,952
2030 2,020,850 841,326 3,096,531 488,524 - - 5,117,381 1,329,850
2031 2,113,019 740,282 1,706,531 355,655 - - 3,819,550 1,095,937
2032 2,218,682 645,682 1,771,531 292,586 - - 3,990,213 938,268
2033 2,295,610 556,934 827,992 226,567 - - 3,123,602 783,501
2034 2,384,285 465,110 857,992 197,970 - - 3,242,277 663,080
2035 2,089,707 369,738 887,992 168,172 - - 2,977,699 537,910
2036 2,173,623 286,150 917,992 137,175 - - 3,091,615 423,325
2037 2,257,539 199,206 947,992 104,977 - - 3,205,531 304,183
2038 2,330,973 121,780 982,992 71,580 - - 3,313,965 193,360
2039 1,045,000 41,800 1,017,992 36,781 - - 2,062,992 78,581
2040 - - 116,993 585 - - 116,993 585
2041 - - 116,993 292 - - 116,993 292
2042 - - - - - - - -
Totals 35,571,833$ 14,073,480$ 35,997,496$ 10,156,814$ -$ -$ 71,569,329$ 24,230,294$
General Utility Revenue
Obligation Bonds Bonds, PWTF & DWSRF Loans LID Bonds Total
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 26% and 40% 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, but it has also 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.
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2023-2024 Preliminary Budget Section III: Financial Plan
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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2023-2024 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 2021 through 2024.
Fund Balance 2021 - 2024
Cemetery
General Special Revenue Debt Service Capital Project Fire Relief and Endowment
Fund Funds Funds Funds Pension Fund Care Fund
Actual:
2021 $35,357,368 $37,582,710 $385,815 $15,474,635 $1,989,570 $2,106,447
Estimated Actual:
2022 16,428,633 48,861,154 664,394 14,140,891 1,790,627 2,158,347
Budget:
2023 9,475,710 41,973,920 664,404 14,606,991 1,697,971 2,222,477
2024 10,024,675 22,285,957 664,514 11,258,091 1,595,315 2,286,607
$0
$10
$20
$30
$40
$50
$60
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Funds
Fire Relief
and Pension
Fund
Cemetery
Endowment
FundMillionsFund Balance
City of Auburn: 2021-2024
2021
Actual
2022
Estimated
2023
Budget
2024
Budget
The General Fund’s ending balance decreases significantly from the 2021 actual amount to 2024
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. Although departments typically under spend budgets each year, the long-term General
Fund forecast does not assume residual budget is unused and rolled forward to be utilized in
subsequent years. We expect the General Fund to end 2023 at 9.7% and 2024 at 9.9%, slightly
below the minimum reserve of 11%. However, when including reserves held in the Cumulative
Reserve Fund, 2024 General Fund reserves are projected to be about 26.2% of General Fund
expenditures, slightly more than the midpoint of the fund balance policy of 11-36%.
The sum of special revenue fund balances is projected to decrease between 2021 and 2024 due to
high levels of planned transportation project construction activity, as well as a $9.3 million transfer
from the Cumulative Reserve Fund to the General Fund in 2024. The capital projects fund balance
is projected to decrease between 2021 and 2024, reflecting construction activity and transfers of
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2023-2024 Preliminary Budget Section III: Financial Plan
Real Estate Excise Taxes (REET) for projects in other funds, including $2.3 million for the Facilities
Master Plan and $1.4 million for the Auburn Golf Course driving range in 2024.
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 projected to decrease between 2021 and 2024,
reflecting the completion of significant construction projects. Both the 2023 and 2024 budgets
assume a 7.5% water rate increase effective the first of the year, which will help offset the
increasing costs of service and infrastructure construction and maintenance.
The Sewer Utility working capital balance is projected to decrease over the 2021-to-2024-time frame
due to increasing operations costs as well as the planned completion of significant construction
projects. The 2023-2024 budget does not include an annual rate increase, although an annual rate
increase of 7.5% is planned to fund future capital infrastructure needs and reduce the City’s reliance
on debt funding.
The Storm Drainage Utility working capital balance is projected to decrease between 2021 and 2024
due again to increasing costs of service and infrastructure construction and maintenance. The 2023-
2024 budget does not include an annual rate increase, although an annual rate increase of 6.75% is
planned to fund future capital infrastructure needs and reduce the City’s reliance on debt funding.
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2023-2024 Preliminary Budget Section III: Financial Plan
Working Capital
Enterprise Funds
Sewer Storm Solid
Water Sewer Metro Drainage Waste Airport Cemetery
Actual:
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
2020 24,036,000 21,699,058 2,837,722 22,026,012 5,927,917 1,165,302 1,080,572
2021 21,429,530 20,757,752 3,713,134 23,627,767 3,789,232 1,691,287 1,640,299
Estimated Actual:
2022 13,532,307 17,987,552 3,328,134 20,702,167 2,135,607 913,184 1,819,399
Budget:
2023 7,270,260 11,598,751 3,355,634 14,882,941 2,248,453 341,161 943,347
2024 4,417,421 9,617,454 3,383,134 7,550,395 2,022,695 216,701 497,659
111
2023-2024 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, current rates are set to
expire at the end of 2023, and were last set before the contract with the City’s solid waste hauler
was negotiated. The contract rates had remained artificially low for several years since the previous
contract; the biennial budget assumes that rates will be adjusted to compensate for the increased
hauler expense.
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 2024 at about $217,000. The Airport expects to receive a significant amount of
Federal Aviation Administration (FAA) grant funding in 2023 to complete runway and taxiway
pavement rehabilitation.
Revenues received by the cemetery have been increasing consistently over time, eliminating the
previously budgeted annual transfer from the Cumulative Reserve Fund. However, consistent with
the City’s conservative revenue budgeting strategy, revenues are projected to grow only a modest
amount from prior budgets and remain flat in 2023 and 2024. In combination with increasing costs,
particularly in internal service charges as well as a 2023 transfer to fund cemetery capital projects,
the cemetery is expected to decrease annually in the next biennium.
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 remain stable
throughout the biennium.
The Equipment Rental Fund working capital is projected to decrease between 2021 and 2022, then
increasing during the 2023-2024 biennium primarily due to the timing of the collection of vehicle
replacement funds versus the timing of purchasing replacement vehicles.
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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2023-2024 Preliminary Budget Section III: Financial Plan
Working Capital
Internal Service Funds
Insurance Facilities
Innovation &
Technology Equipment Rental
Workers'
Compensation
Actual:
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
2020 1,789,615 1,134,025 3,603,496 7,236,908 2,440,125
2021 1,768,175 882,828 3,649,189 7,719,649 2,870,620
Estimated Actual:
2022 1,710,775 415,868 3,392,438 6,277,459 3,102,720
Budget:
2023 1,540,275 368,394 3,354,004 6,614,253 3,496,920
2024 1,369,775 351,100 3,384,446 6,848,568 3,890,820
113
114
2023-2024 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 2023-2024 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 2021 and 2022, progress made towards
achieving those goals, and the goals that the department has set for 2023 and 2024.
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.
115
2023-2024 Preliminary Budget Section IV: Operating Budget
The overall organization of the City of Auburn is summarized in the following table:
116
2023-2024 Preliminary Budget Section IV: Operating Budget
117
2023-2024 Preliminary Budget Section IV: Operating Budget
118
F.T.E. = Full Time Equivalent
Anti-Homelessness
Program
Administrator
Outreach Program
Coordinator
Diversity, Equity
and Inclusion
Program Manager
Director of Innovation and
Technology
19 F.T.E.
Director of Administration
19.75 F.T.E.
Director of Community Development
33 F.T.E.
Director of Public Works
149 F.T.E.
Director of Human Resources and
Risk Management
9 F.T.E.
Finance Director
28 F.T.E.
Police Chief
139 F.T.E.
City Attorney
21 F.T.E.
Parks, Arts and Recreation Director
58 F.T.E.
DEI Community
Engagement
Coordinator
Citizens
City Council
Executive Assistant
Council Administrative
Assistant
Mayor
Nancy Backus
477.75 F.T.E. - 2023
482.75 F.T.E. - 2024
119
120
2023-2024 Preliminary Budget Section IV: Operating Budget
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
Mark Caillier
Chief of Police
Ingrid Gaub
Director of Public Works
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2023-2024 Preliminary Budget Section IV: Operating Budget
Accomplishments and Objectives
Strategic
Goal
ECONOMY
WELLNESS
WELLNESS
SERVICE
WELLNESS
Build Racial Equity Awareness &
Capacity: Identify opportunities for
collective learning to develop an
ant i-racist and inclusive
organizational culture that
supports equity, inclusion,
belonging and retention.
Develop and implement
departmental (internal) and
community equity actions and
policy review and updates.
Implement Community Based
Advisory Group: The City will
strengthen partnerships and
collaborate with community
members and organizations to
advance and scale racial equity
efforts across the community by
identifying organizations and
community members interested in
working in partnership to address
barriers to racial equity in the
organization and the Auburn
community.
Equity-focused learning series,
programs, workshops and
resourcces available in various
formats (online/ in-person) for all
employees on an ongoing basis.
Emphasis on maintaining COA-
wide normalizing of racial equity
meaning, principles and action
tools.
CELEBRATION
WELLNESS Continue working in partnership
with our regional organizations to
reduce homelessness in Auburn
and participate in the regional
solutions to significantly reduce
homelessness.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Address homelessness using an
equity lens with intentionality and
accountability that causes a
reduction in the number of
unsheltered individuals within our
City.
Hired a second full time staff
member for outreach to unhoused
persons in Auburn, created
internal outreach strategies, stood
up community court and resource
center.
Build support and relationships
with King County to promote easy
access for community’s needed
resources.
Resume in person activities,
collaborate with other youth
councils to expand the work within
t he community, grow membership
t o ensure all schools are
represented on the AJCC.
Continue the expansion of the
South King Housing and
Homelessness Partners (SKHHP)
and t he South Sound Housing
Affordability Partners (SSHA3P).
Continue national, state and
regional collaborations and
memberships that will allow
A uburn's voice to be heard on
topics of s ignificance for a healthy
and diverse community.
Developed and implemented
internal, racial equity advisory
team. Conducting policy review
by using an equity instrument to
identify and remove bias. Insure
that citywide policies include a
focus on equity and are
consistently reviewed for gaps
using equity assessment tool and
that City staff routinely evaluate,
modify, add to citywide policies to
reinforce and build racial equity at
all levels.
Implement mandatory racial equity
and anti-racism training(s) to
create a shared analysis. The
initial priority was all Directors and
Council members (completed) with
the next highest priority being
managers and supervisors and all
other city employees (complete by
end of 2022). As a result of
completing training, all
departments should be equipped
to regularly discuss importance of
racial equity and how they are
aligning the work and resources of
their department to advance racial
equity.
Support locally and regionally
coordinated efforts for human
services to meet the basic needs
of our community that include all
as pects of health.
Full collaboration with the South
King Housing and Homelessness
Partners (SKHHP) and the South
Sound Housing Affordability
Partners (SSHA3P).
Worked with our partners at
National League of Cities,
Association of Washington Cities,
Sound Cities Association and
others to advocate for public
safety, resources to address
homelessness, equity and more.
Created an AJCC advisory
committee to enhance
communication between the
s chools and the AJCC. Hosted a
youth townhall in collaboration
with the Mayor's office.
We continue the work within our
diverse communities.
Support partnerships that will
actively increase the number of
safe and attainable housing
opt ions in Auburn - including
preservat ion.
Continue national, state and
regional memberships that will
allow Auburn's voice to be heard
on topics of significance for a
healt hy and diverse community.
Support the Auburn Junior City
Council in their work of providing a
youth perspective to City issues
and initiatives.
122
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
494,499 627,864 621,100 730,323 751,039
176,076 243,727 220,700 289,378 314,169
Supplies 2,650 17,500 17,500 21,300 21,500
167,793 496,150 496,150 583,300 603,850
- - - - -
284,102 327,850 327,850 444,100 456,900
$1,125,121 $1,713,091 $1,683,300 $2,068,401 $ 2,147,458 DEPARTMENT TOTAL
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
001.11 Council & Mayor
2023-2024 New Requests:
MAY.0005 (page 313) Ongoing
MAY.0007 (page 314) Ongoing
Department Employees
001 Mayor FTEs*2020 2021 2022 2023 2024
Mayor - Elected 1.00 1.00 1.00 1.00 1.00
Mayor FTEs 3.00 4.00 5.00 6.00 6.00
TOTAL MAYOR FTEs 4.00 5.00 6.00 7.00 7.00
Full Time Equivalent (FTE) Changes:
*Does not include 7 elected Council Members.
1.0 FTE - Per the 2023-2024 budget, this includes 1.0 FTE added in 2023 to the Mayor Department as a DEI
Community Engagement Coordinator focusing on internal relationship management, data tracking and
analysis, assist in the development of ongoing informational and training programming.
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.
1.0 FTE - Per the position reclass in November 2021, the Diversity, Equity and Inclusion Program Manager
was reclassed to report to the Mayor's Office from HR.
1.0 FTE - Effective January 2022, per BA#4 in 2022 - an Outreach Program Coordinator position was
created.
123
124
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
19.75 F.T.E.
Administrative
Assistant
Lead
Custodian
Custodian (5)
Multimedia
Assistant
(0.75 FTE)
Webmaster
Building
Maintenance
Technician (3)
Electrician
125
126
2023-2024 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.
• 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.
• Other services provided by 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.
127
2023-2024 Preliminary Budget Section IV: Operating Budget
Emergency Management Division
Strategic
Goal
WELLNESS
WELLNESS
WELLNESS
WELLNES S
W ELLNESS
WELLNESS
Deliver targeted and general
preparedness presentations to
Auburn community members,
businesses, private care facilities,
and ot her community groups
annually.
Limited presentation opportunities
due to COVID-19 and staff
availability. Participated in
opportuntiies that were available,
including Petpalooza 2022
Provide targeted disaster
preparedness information to
Auburn residents, businesses,
and private care facilities each
y ear.
2021-2022
Goals
Evaluate and Identify equipment
needed for full "remote" EOC
activation, purchase using general
fund or grants.
Maintain readiness of the EOC to
be activated in response to
incidents, including identified
equipment, plans, and a Duty-
Officer program.
Continued to identify and purchase
equipment and supplies for in-
house and remote EOC activation.
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Continue Community Emergency
Response Team (CERT) training
by providing at least 3 classes per
year.
Develop long-term emergency
supplies list based on COVID-19
experience, and purchase
supplies as funding allows.
Provide ongoing, section-specific
training for each of the EOC
sections along with one exercise
per year.
Limited opportunities due to
COVID-19. Emergency
Management will be hosting a
CERT refresher for previous
graduates in September 2022.
Offer at least 2 Community
Emergency Response Team
(CERT) classes to Auburn
community members annually.
Replace aging radios for EOC use,
includes Amateur radios and other
City radios.
Emergency Management
continues to maintain supplies on-
site, including COVID-19 supplies
and other items to support
response and recovery.
The Office of Emergency
Management is participating in the
rollout of the Puget Sound
Emergency Radio Network
(PSERN) and continues to monitor
City and volunteer radio
capabilities and supplies.
Develop and maintain emergency
communication methods and
resources, including radio
equipment, incident-specific pre-
s cripted messages, and other
communication methods as
identified and appropriate.
Limited due to staff availability.
Continued EOC training is in
development for future delivery.
Provide annual section-specific
training for staff members
identified to work in the EOC,
including an EOC exercise.
Develop and maintain a cache of
emergency response supplies,
including general resources and
capability-specific supplies.
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2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Emergency Management
Emergency Management participates 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.
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 Emergency 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
300
--20
200
250
-
100
200
300
400
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Number of Students Attending Disaster Presentations
45
---
40
50
-
20
40
60
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
CERT Students Instructed
1,400
--
500
750
1,000
-
500
1,000
1,500
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Number of Contacts at Public Events
129
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Budget
2021 Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
464,452 474,087 476,900 474,148 490,315
156,861 157,379 152,900 151,414 162,165
Supplies 2,542 19,000 19,000 19,000 19,000
385,384 351,115 351,115 384,400 390,000
163,464 168,800 168,800 236,300 243,800
$ 1,172,704 $ 1,170,381 $ 1,168,715 $1,265,262 $1,305,280
Interfund Payments For Service
DEPARTMENT TOTAL
001.12 Administration
Total
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Department Employees
Administration FTEs 2020 2021 2022 2023 2024
Administration Department 7.00 5.00 5.00 5.00 5.00
Multimedia 3.60 3.75 3.75 3.75 3.75
Facilities 11.00 11.00 11.00 11.00 11.00
TOTAL ADMINSTRATION FTEs 21.60 19.75 19.75 19.75 19.75
Full Time Equivalent (FTE) Changes:
+0.25 FTE - Per BA#4, effective 1/1/2022, the SKHHP Program Coordinator Position was changed from 0.75
FTE to 1.0 FTE.
-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.
1.0 - Per reclass paperwork, effective April 2021 the Economic Development Manager position was
reclassed from the Administration Department to the Community Development Department and was then
reclassed from an Economic Development Manager to an Economic Development Coordinator.
130
2023-2024 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.
Strategic Goals
Not completed due to lack of
use (Covid-19)
ENVIRONMENT
Completed
ENVIRONMENT
On-going
ENVIRONMENT
On-going
ENVIRONMENT
This cannot accurately be
reported due to Covid-19
ENVIRONMENT
Completed Replace T-8 bulbs with LED's citywide.
ENVIRONMENT
Completed Replace HVAC equipment at City Hall.
ENVIRONMENT
On-hold (quotes were over Upgrade Golf Course parking lot lighting with LED.
ENVIRONMENT
Not started Replace flooring (Police) and door hardware at the Justice
Center.
ENVIRONMENT
Not started
ENVIRONMENT
On-hold due to fire
ENVIRONMENT
Funds not approved
ENVIRONMENT
M&O HVAC equipment
replacement.
Theater HVAC equipment
replacement.
R Street Building HVAC
equipment replacement.
Screen and recoat wood floor at the Senior Center.
M&O HVAC equipment replacement.
Senior Center HVAC equipment
replacement.
Cemetery HVAC equipment
replacement.
City Hall HVAC equipment
replacement.
Arts & Cultural Building HVAC
equipment replacement.
Screen and recoat wood floor at
the Senior Center.
Decrease HVAC/electrical work
orders by 10%.
Decrease HVAC/electrical work orders by 10%.
Efficiently and effectively complete
all project management activities
to result in the successful
construction, while completing
t hem on time and within budget.
Efficiently and effectively complete all project management
activities to result in the successful construction, while
completing them on time and within budget.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Screen and recoat wood floor at
the Activity Center.
Screen and recoat wood floor at the Activity Center.
Continue energy conservation
efforts.
Continue energy conservation efforts. Replacement of T-8
bulbs with LEDs.
131
2023-2024 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 c ompleted.If there are is sues with completing any request in a timely manner,
contact will be made with the customer.
1,125
680
871
993 993 993
0
200
400
600
800
1,000
1,200
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
CarteGraph Work Requests
322
227
166
257 249 246 249
0
100
200
300
400
500
2018 2019 2020 2021 2022
Est
2023
Goal
2024
Goal
HVAC and Electrical Work Orders
132
2023-2024 Preliminary Budget Section IV: Operating Budget
2023 – 2024 Working Capital Budget
505 505 505 505 505
OPERATING FUND:- - 565 565
OPERATING REVENUES
348.920 Property Management Services 3,360,608 3,581,200 3,581,200 4,145,400 4,237,500
362.501 Rents & Leases 36,250 37,500 37,500 37,500 37,500
361.110 Investment Income 1,563 8,000 1,300 6,000 6,000
397.100 Operating Transfers In 76,582 150,000 150,000 495,000 170,000
Other Miscellaneous Revenue - - - - -
TOTAL OPERATING REVENUES 3,395,308$ 3,776,700$ 3,770,000$ 4,683,900$ 4,451,000$
OPERATING EXPENDITURES
524.000.10 Salaries & Wages 735,204 789,139 761,200 819,459 853,482
524.000.20 Benefits 143,039 466,027 431,000 458,256 490,563
524.000.30 Supplies 93,687 140,200 140,200 140,200 140,200
524.000.40 Services & Charges 1,500,140 1,960,450 1,960,450 2,154,049 1,851,649
535.000.55 Operating Transfers Out 775,950 945,090 695,510 590,910 552,700
535.000.60 Capital - - - -
590.100.05 Net Increase in Restricted Assets 175,642 - - - -
535.000.90 Interfund Payments for Service 222,843 248,600 248,600 568,500 579,700
TOTAL OPERATING EXPENDITURES 3,646,505$ 4,549,506$ 4,236,960$ 4,731,374$ 4,468,294$
REVENUES LESS EXPENDITURES (251,197)$ (772,806)$ (466,960)$ (47,474)$ (17,294)$
BEGINNING WORKING CAPITAL - January 1 1,134,025 882,828 882,828 415,868 368,394
ENDING WORKING CAPITAL - December 31 882,828 110,022 415,868 368,394 351,100
NET CHANGE IN WORKING CAPITAL (*)(251,197)$ (772,806)$ (466,960)$ (47,474)$ (17,294)$
2023
Budget
2024
Budget
505 Facilities 2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023-2024 New Requests:
FAC.0029 (page 301) One-Time funded with Reserves
FAC.0030 (page 302) One-Time funded with General Fund
FAC.0031 (page 303) One-Time funded with REET
Department Employees
505 Facilities FTEs 2020 2021 2022 2023 2024
Facilities FTEs*11.00 11.00 11.00 11.00 11.00
TOTAL FACILITIES FTEs 11.00 11.00 11.00 11.00 11.00
Full Time Equivalent (FTE)
*These FTEs are already included in the Administration Department's FTE
totals.
1.0 FTE - The 2019/2020 Adopted Budget included an additional Custodian position that was added to
the Facilities Department.
133
2023-2024 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.
Strategic Goals
SERVICE
SERVICE
CELEBRATION
SERVICE
Create a communcations plan
with race and equity at the
forefront. Explore where
miniorty and underserved
members of our community are
getting information and how we
can be there. Add translation
requirements to all our print and
digital content.
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.
In process of rebuilding this
series. In the interim, we created
a section in the Mayor's Update
called "Auburn--Our Story" that
highlights the history of our city.
Revamp the "I Am Auburn"
story gathering process.
Collaborate with our DEI team
and 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. Create social
media and advertising
campaigns to support the
promotion of this series.
Continue efforts to coordinate
messaging between departments
and ensure that public-facing
messaging has consistent tone
and content.
Working in close coordination
with different department teams
to help provide direction on
messaging. There is still and
opportunity do to do more.
Create a style guide that
includes direction on color,
messaging, logo-use, and
content style to help create a
more cohesive brand acros the
city.
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.
We are working to increase
engagement through social
media interactions. We are in the
process of revamping our social
media stratgey, including
potentially bringing on a new tool
to better centralize social media
communciation across the city,
how we approach each channel,
and advertising to increase
reach.
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.
In collaboration with our DEI
manager and the White River
Valley Museum curator, we've
compiled variety of historical
information tell more untold
stories about the minority
community members. There is
still work for us to do regarding
providing translations across our
website and content to be more
equitable.
Add social media engagement
tool to better service our city
across all our different
departments. Create a
communications plan that
outlines our messaging
strategy for different events and
campaigns.
CELEBRATION
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
134
2023-2024 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.
1,511 1,484
769
995 998
1,402
1,583
-
500
1,000
1,500
2,000
2,500
2018 2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Multimedia Work Orders
135
2023-2024 Preliminary Budget Section IV: Operating Budget
2023 – 2024 Working Capital Budget
518 518 518 518 518
OPERATING FUND:- - 568 568
OPERATING REVENUES
348.801 Interfund Multimedia Charges 1,042,815 1,229,800 1,229,800 1,343,800 1,396,700
369.920 Advertising Sales - - - - -
361.111 Investment Income 452 2,800 1,000 2,800 2,800
TOTAL OPERATING REVENUES 1,043,267$ 1,232,600$ 1,230,800$ 1,346,600$ 1,399,500$
OPERATING EXPENDITURES
518.780.10 Salaries & Wages 340,964 371,330 362,100 391,557 410,427
518.780.20 Benefits 74,948 221,832 168,200 196,573 215,995
518.780.30 Supplies 30,972 36,150 36,150 36,150 36,150
518.780.40 Services & Charges 383,574 490,200 490,200 499,100 507,800
597.101.55 Operating Transfer Out - - - - -
518.780.90 Interfund Payments for Service 108,002 110,100 110,100 230,800 236,800
TOTAL OPERATING EXPENDITURES 938,460$ 1,229,612$ 1,166,750$ 1,354,180$ 1,407,172$
REVENUES LESS EXPENDITURES 104,808$ 2,988$ 64,050$ (7,580)$ (7,672)$
BEGINNING WORKING CAPITAL - January 1 243,218 243,519 243,519 307,569 299,989
ENDING WORKING CAPITAL - December 31 348,026 246,507 307,569 299,989 292,317
NET CHANGE IN WORKING CAPITAL (*)104,808$ 2,988$ 64,050$ (7,580)$ (7,672)$
(*) Working Capital = Current
Assets minus Current Liabilities
2023
Budget
2024
Budget
518.00.518.780 Multimedia 2021
Actual
2022
Adjusted
Budget
2022
Estimate
Department Employees
518 Multimedia FTEs 2020 2021 2022 2023 2024
Multimedia FTEs*3.60 3.75 3.75 3.75 3.75
TOTAL IT FTEs 3.60 3.75 3.75 3.75 3.75
Full Time Equivalent (FTE)
*These FTEs are already included in the Administration Department's FTE totals.
p g
FTE to .75 FTE.
136
F.T.E. = Full Time Equivalent
Director of Human Resources and
Risk Management
Candis Martinson
9 F.T.E.
Human Resources
Analysts (2)
Human Resources
Manager
Human Resources
Coordinator (3)
Assistant Director of
Human Resources
Human Resources
Assistant
137
138
2023-2024 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 supports the Inclusive Auburn
Initiative for the City, with the goal to promote inclusion and create opportunities for full participation
for every employee in the City of Auburn, working in conjunction with departments across the City.
Accomplishments and Objectives
Strategic
Goal
SERVICE
WELLNESS
Implemented and successfully
utilized our online learning
management system. Provided
Cit ywide management level
training, and conducted
management and executive
leadership retreats in Spring 2022.
CELEBRATION
CHARACTER
SERVICE
SUSTAINABILITY
WELL NESS
CELEBRATION
CHARACTER
ECONOMY
SERVICE
SUSTAINABILI TY
WELLNESS
Work with City stakeholders to
complete a municipal court study.
Continue to partner with King
County District Court on
management of core court
contract and maintenance of
Community Court. Continue
providing public defense services.
Continue to invest in diversity and
inclusion best practices, specific
to HR with a focus on hiring/civil
service processes related to
recruitment, selection, onboarding
and retention.
Continue to expand the City's
training and development program
through enhancement and
customization of online and in-
person training courses for staff
and supervisors by utilizing
development plans and training
tracks.
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.
Implemented blind screening
processes and other HR best
practices, with a focus on diversity
and inclusion initiatives. This
resulted in 43% of new hires in
2021 being representative of
diverse populations, compared to
the current census data of 46%
diverse populations within the City.
Invest in diversity and inclusion
initiatives in the City; specific to
HR a focus on hiring/civil s ervice
processes related to recruitment,
selection, onboarding and
retention.
Successful go-live of Community
Court in May 2021. Renewed the
public defender contract at 0%
increase for cost. Renewed the
KCDC ILA through 2034.
Expand the City's training and
development program through
enhancement and customization
of online and in-person training
courses for staff and supervisors.
Manage the City's compensation
and benefits program, with focus
on contract negotiations and
managing benefits costs, without
sacrificing overall benefit package
quality.
Successfully negotiated all Police
department collective bargaining
agreements through 2024. The
City received the Well City Award
for 2021 and 2022, resulting in a
2% reduction in benefits
premiums.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Continue to manage the City's
compensation and benefits
program, with focus on contract
negot iations and managing
benefits costs, without sacrificing
overall benefit package quality.
CELEBRATION
ECONOMY
SERVICE
SUSTAINABILITY
WELL NESS
139
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Human Resources and Risk Management Department
Insurance 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 (2023-2024)is to decrease claims and stabilize our
costs, with the hopes of bringing our assessment back down under $1,500,000 annually.
$973,939
$1,456,844
$1,722,026
$2,094,587
$1,750,000
$1,500,000
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Insurance Assessment
140
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Budget
2023-2024 New Requests:
HRR.0003 (page 306) Ongoing
HRR.0004 (page 307) Ongoing
HRR.0005 (page 308) One-Time funded with Reserves
Department Employees
2021 Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
958,044 989,098 989,000 1,064,502 1,115,986
368,474 427,170 344,900 388,237 420,787
Supplies 2,548 9,300 9,300 9,300 9,300
2,574,737 3,607,560 3,607,560 3,515,610 3,523,410
- - - - -
286,512 325,000 325,000 372,600 383,200
$ 4,190,314 $ 5,358,128 $ 5,275,760 $ 5,350,249 $ 5,452,683
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.13 Human Resources
Expenditures
001 Human Resources FTEs 2020 2021 2022 2023 2024
Human Resources FTEs 9.00 8.00 8.00 9.00 9.00
TOTAL HUMAN RESOURCES FTEs 9.00 8.00 8.00 9.00 9.00
Full Time Equivalent (FTE) Changes:
-1.0 FTE - Per the position reclass in November 2021, the Diversity, Equity and Inclusion Program Manager
was reclassed to report to the Mayor's Office.
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 2023-2024 budget, this includes 1.0 FTE added in 2023 to the Human Resources
Department as a Human Resources Coordinator focusing on recruitment of non-benefited positions.
141
2023-2024 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.
142
2023-2024 Preliminary Budget Section IV: Operating Budget
t
2023 – 2024 Working Capital Budget
503 503 503 503 503
OPERATING FUND:
OPERATING REVENUES
369.720 L&I Contributions - EE 57,170 47,500 47,500 47,500 47,500
369.730 L&I Contributions - ER 1,033,972 1,060,800 1,041,500 1,060,800 1,060,800
398.100 Insurance Recoveries 6,129 15,000 5,000 15,000 15,000
361.110 Investment Income 3,465 21,600 12,100 21,600 21,600
388-399 Other Revenue (5,720) - - - -
TOTAL OPERATING REVENUES 1,095,016$ 1,144,900$ 1,106,100$ 1,144,900$ 1,144,900$
OPERATING EXPENDITURES
580.100.10 Salaries & Wages - - - - -
580.100.20 Benefits 93,881 250,000 240,000 250,000 250,000
580.100.30 Supplies - - - - -
580.100.40 Services & Charges 420,289 466,900 466,900 489,500 489,500
580.100.50 Operating Transfer Out - - - - -
590.100.05 Net Increase in Restricted Assets - - - - -
535.000.90 Interfund Payments for Service 150,351 167,100 167,100 11,200 11,500
TOTAL OPERATING EXPENDITURES 664,521$ 884,000$ 874,000$ 750,700$ 751,000$
REVENUES LESS EXPENDITURES 430,495$ 260,900$ 232,100$ 394,200$ 393,900$
BEGINNING WORKING CAPITAL - January 1 2,440,125 2,870,620 2,870,620 3,102,720 3,496,920
ENDING WORKING CAPITAL - December 31 2,870,620 3,131,520 3,102,720 3,496,920 3,890,820
NET CHANGE IN WORKING CAPITAL (*)430,495$ 260,900$ 232,100$ 394,200$ 393,900$
(*) Working Capital = Current
Assets minus Current Liabilities
2023
Budget
2024
Budget
503 Workers' Compensation 2021
Actual
2022
Adjusted
Budget
2022
Estimate
143
144
F.T.E. = Full Time Equivalent
Finance Director
Jamie Thomas
28 F.T.E.
Utility Billing
Services
Manager
Utility Billing and
AMI Supervisor
Tax & Licensing
Auditor
Accountant
(2)
Administrative
Assistant
Solid Waste
Customer
Care
Specialist
Utility Billing
Account
Representative
(3)
Utility Billing
Services
Supervisor
Utility Billing
Account
Specialist
Financial
Operations
Manager
Desk Auditor
Field &
Compliance
Auditor
Senior Accounting
Specialist
Financial
Planning
Manager
Financial
Analyst (3)
Senior Utility
Billing Account
Specialist
Accounting and
Financial
Reporting
Manager
Payroll
Specialist (2)
Senior
Accountant
Accounting
Specialist A/P
and A/R (2)
2023-2024 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
Strategic
Goal
SERVICE
ENVIRONMENT
SERVICE
Work with Council to develop a
financial plan for the short- to
intermediate term as well as a
comprehensive long-term financial
sustainability policy.
Adopted a multiple prong
approach to General Fund
sustainabilty, included the
adoption and implmentation of a
new City Business and
Occupation tax.
SUSTAINABILITY
SERVICE
CELEBRATION
SERVICE
SERVICE
Develop curriculum to include
payroll information and
introduction to be included in new
hire orientations.
Streamline receipt and processing
of PSE invoices by getting
electronic delivery to a shared
email box. This will reduce transit
times and increase timeliness and
efficency. Also looking into the
viability of setting up these types
of accounts on autopay status
using P-cards to reduce the need
to run off-cycle checks.
Ensure all employees become
engaged in the City-wide equity
and inclusion efforts. Identify and
remove barriers within Finance
that perpetuate systemic racism.
Began DEI discussions and
awareness for staff.
Continue conversations and
identifying specific areas for
improvement in Finance.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Implement new Sensus Customer
Portal so customers can access
their meter information at their
convenience. Provide training for
residents and businesses.
In coordination with IT and the City
Clerk, continue to find and
implement electronic records
management solutions for
Accounts Payable, Accounts
Receivable, and Payroll.
Continue to improve and
streamline budget development
process and enhance budget
document to make it more
readable and useful.
The Sensus Customer Portal was
launched in February 2022. Staff
created a training guide for
residents and businesses to use.
Significantly streamlined multiple
budget development and analysis
processes by introducing or
improving extract-transform-load
and other automation
methodologies.
Transitioned the Accounts
Payable and Payroll functions to
be materially paperless, while
maintaining compliance with
records retention policies.
Continue to implement
modernization of budgeting
processes and analytical
methodologies.
In coordination with IT and the City
Clerk, continue to find and
implement electronic records
management solutions for
Accounts Payable, Accounts
Receivable, and Payroll.
147
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Finance Department
Utilities Accounts Receivable Over 90 Days as a Percent of Utility Revenue
Total Invoices Processed
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
118,325 124,564 130,703 136,800 142,800 148,800
-
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Utility Billing Online Payments
0.5%
0.9%0.9%
0.8%0.8%0.7%
0.0%
0.3%
0.5%
0.8%
1.0%
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Accounts Receivable Over 90 Days
(as Percent of Utility Revenues)
22,297
17,683 17,968 18,301 18,649 19,091
15,986
11,167 12,156 12,452 12,722 13,037
-
5,000
10,000
15,000
20,000
25,000
30,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Invoices Processed
Total Invoices Processed Pcard Invoices
148
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Budget
2023-2024 New Requests:
FIN.0019 (page 304) Ongoing
FIN.0020 (page 305) One-Time Funded with Reserves
Department Employees
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
2,116,611 2,555,942 2,149,900 2,703,853 2,914,719
867,527 1,224,571 901,800 1,197,970 1,356,121
Supplies 9,972 13,200 13,200 15,700 15,700
143,774 223,300 223,300 535,600 555,100
- - - - -
196,122 209,300 209,300 595,500 613,400
$3,334,007 $4,226,313 $3,497,500 $5,048,623 $5,455,040
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.14 Finance
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
001 Finance FTEs 2020 2021 2022 2023 2024
Finance FTEs 24.00 25.00 26.00 27.00 28.00
TOTAL FINANCE FTEs 24.00 25.00 26.00 27.00 28.00
Full Time Equivalent (FTE) Changes:
1.0 FTE - Per BA#5 2022, Ordinance No. 6850, a Senior Accountant position was added.
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.
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE added in 2023 to the Finance Department for a
Desk Auditor who will report to the B&O Tax & Licensing Auditor
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE added in 2024 to the Finance Department for a
Field and Compliance Auditor who will report to the B&O Tax & Licensing Auditor.
149
2023-2024 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.
Department Budget
2021 Actual
2022
Adjusted
Budget
2022
Estimate 2023 Budget 2024
Budget
2,021 2,022 2,022 2,023 2,024
454,274 291,990 291,990 463,400 41,400
425,626 1,353,530 1,353,530 930,000 908,300
Supplies 21,518 - - - -
697,290 1,415,200 1,415,200 1,690,200 1,705,400
Operating Transfers Out 4,959,642 848,500 19,348,500 632,700 715,635
10,035 7,500 7,500 7,700 7,700
Designated Ending Fund Balance 593,625 311,445 593,625 593,625 593,625
Undesignated Ending Fund Balance 34,763,743 25,915,048 15,835,008 8,882,085 9,431,050
$41,925,753 $30,143,213 $38,845,353 $ 13,199,710 $13,403,110
Expenditures
001.98 Non Departmental
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
150
2023-2024 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 106 - The American Rescue Plan Act (ARPA) Fund accounts for federal ARPA funding
received by the City through the Coronavirus State and Local Fiscal Recovery Funds (SLFRF)
program.
• 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.
AMERICAN RESCUE PLAN ACT (ARPA) FUND
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
- 5,802,647 - - -
1,572,968 7,375,600 4,901,381 4,030,000 4,246,866
$ 1,572,968 $ 13,178,247 $ 4,901,381 $ 4,030,000 $ 4,246,866
196,596 328,400 328,015 - -
1,376,372 5,708,366 4,573,366 4,030,000 4,246,866
- 7,141,481 - - -
$ 1,572,968 $ 13,178,247 $ 4,901,381 $ 4,030,000 $ 4,246,866
106 American Rescue Plan
Act (ARPA)
Revenues
Services & Charges
Transfer Out
Total Revenues
Expenditures
Beginning Fund Balance
Federal Grants
Ending Fund Balance
Total Expenditures
151
2023-2024 Preliminary Budget Section IV: Operating Budget
CUMULATIVE RESERVE FUND
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
8,622,344 10,553,767 10,553,767 30,713,551 29,402,101
(68,577) 80,000 80,000 80,000 80,000
Miscellaneous - 2,029,800 2,029,784 - -
2,000,000 - 18,500,000 - -
$ 10,553,767 $12,663,567 $31,163,551 $ 30,793,551 $29,482,101
- 2,400,000 450,000 1,391,450 12,959,994
10,553,767 10,263,567 30,713,551 29,402,101 16,522,107
$ 10,553,767 $12,663,567 $31,163,551 $ 30,793,551 $29,482,101
2021 Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
To Fund 328 - Property Purchase - 450,000 450,000 - -
To Gen Fund - ENG.0034 - - - 110,000 145,000
To Gen Fund - FAC.0029 - - - 100,000
To Gen Fund - FIN.0020 - - - 150,000 2,650,000
To Gen Fund - HRR.0005 - - - 206,150 102,050
To Gen Fund - POL.0039 - - - 825,300 762,944
To Gen Fund - Cash Flow Needs - 1,950,000 - - 9,300,000
$ - $ 2,400,000 $ 450,000 $ 1,391,450 $12,959,994
Operating Transfers Out*
Ending Fund Balance
Total Expenditures
Transfers Out Summary*
Total Transfers Out
Beginning Fund Balance
122 Cumulative Reserve
Revenues
Expenditures
Investment Income
Operating Transfers In
Total Revenues
152
2023-2024 Preliminary Budget Section IV: Operating Budget
MITIGATION FEES FUND
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
14,327,805 7,801,794 15,952,663 10,882,950 5,435,168
Beginning Fund Balance - Undesignated 89,217 8,240,086 89,217 93,217 98,217
122,193 153,400 153,400 125,000 125,000
2,422,965 818,000 1,200,000 1,300,000 1,300,000
6 - - - -
5,876 7,200 4,000 5,000 5,000
- - - - -
322,000 127,800 270,000 150,000 150,000
Investment Income 14,945 55,500 35,000 21,200 20,100
- - - - -
17,305,007.23 $ 17,203,780 $ 17,704,280 $ 12,577,367 $ 7,133,485
Professional Services 550,000 68,700 68,700 75,000 75,000
713,127 7,021,094 6,659,413 6,968,982 6,928,800
15,952,662 10,055,054 10,882,950 5,435,168 26,468
89,217 58,932 93,217 98,217 103,217
17,305,007.23 $ 17,203,780 $ 17,704,280 $ 12,577,367 $ 7,133,485
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
To Fund 102 - Impact Fees 580,625 4,595,465 4,217,613 5,028,692 6,403,800
To Fund 102 - Wetland Mitigation - 73,000 -
To Fund 102 - Traffic Mitigation Fees 100,000 100,000 - 150,000
To Fund 105 - Impact Fees - - - - -
To Fund 102 - Fees In Lieu of Services - - - - -
To Fund 321 - Park Impact Fees 2,547 384,322 405,493 477,800 375,000
To Fund 321 - Park Mitigation Fees - 0 - -
To Fund 328 - Traffic Impact Fees -
To Fund 328 - Parks Impact Fees 129,955 1,936,307 1,936,307 1,389,490 -
To Fund 328 - Wetland Mitigation Fees - 5,000 -
$ 713,127 $ 7,021,094 $ 6,659,413 $ 6,968,982 $ 6,928,800
124 Mitigation Fees
Revenues
Traffic Mitigation Fees
Parks Impact Fees
Transfers In
Total Revenues
Beginning Fund Balance - Designated
Fire Impact Fees
Transportation Impact Fees
Truck Impact Fees
School Impact Admin Fees
Ending Fund Balance - Designated
Ending Fund Balance - Undesignated
Total Expenditures
Transfers Out Summary*
Total Transfers Out
Operating Transfers Out*
Expenditures
153
2023-2024 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 five debt service funds: the 2020 LTGO Refunding 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 2020 LTGO Refunding Bond Fund is intended to assume payments previously assigned to the
City Hall Annex Bond Fund and the Local Revitalization Bond Fund, which will be reallocated and
closed in 2021.
The City’s LID Guarantee Fund is 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.
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
92,708 381,987 381,987 662,707 662,707
260,195 250,000 250,000 250,000 250,000
119 270 270 - -
- 414,700 - - -
1,538,200 1,539,700 1,539,700 1,257,600 1,254,200
$ 1,891,222 $ 2,586,657 $ 2,171,957 $ 2,170,307 $ 2,166,907
700,000 735,000 735,000 770,000 805,000
809,235 774,250 774,250 737,600 699,100
381,987 1,077,407 662,707 662,707 662,807
$ 1,891,222 $ 2,586,657 $ 2,171,957 $ 2,170,307 $ 2,166,907
Debt Service Interest
Ending Fund Balance
Total Expenditures
Expenditures
Debt Service Principal
Beginning Fund Balance
LRF Sales Tax Credit
Investment Income
BAB Subsidy
Operating Transfers In
232 LTGO A&B Refunding
Bonds (2020)
Revenues
Total Revenues
154
2023-2024 Preliminary Budget Section IV: Operating Budget
Fund Budget
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
1,676 1,678 1,677 1,687 1,697
2 10 10 10 10
- - - - -
$ 1,677 $ 1,688 $ 1,687 $ 1,697 $ 1,707
- - - -
1,677 1,688 1,687 1,697 1,707
$ 1,677 $ 1,688 $ 1,687 $ 1,697 $ 1,707
Beginning Fund Balance
249 LID Guarantee
Revenues
Expenditures
Operating Transfers Out
Investment Income
Operating Transfer In
Total Revenues
Ending Fund Balance
Total Expenditures
155
2023-2024 Preliminary Budget Section IV: Operating Budget
Fund Budget
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
- - - - -
- - - - -
370,839 371,300 371,300 370,700 374,400
$ 370,839 $ 371,300 $ 371,300 $ 370,700 $ 374,400
341,802 347,700 347,700 352,900 362,400
29,037 23,600 23,600 17,800 12,000
- - - - -
$ 370,839 $ 371,300 $ 371,300 $ 370,700 $ 374,400
276 Golf/Cemetery
Refunding Debt Service
Revenues
Expenditures
Debt Service Principal
Debt Service Interest
Beginning Fund Balance
Investment Income
Operating Transfer In
Total Revenues
Ending Fund Balance
Total Expenditures
156
2023-2024 Preliminary 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.
Fund Budget
2023-2024 New Requests:
ENG.0031 (page 291) One-Time Funded with REET
PRK.0061 (page 323) One-Time Funded with REET and Parks Impact Fees
157
2023-2024 Preliminary Budget
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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.
Fund Budget
158
2023-2024 Preliminary Budget
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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, billing agent
services, and customer service. City staff are responsible for overall contract management. The
City’s new contract with Waste Management was effective October 1, 2021. Under this contract,
Waste Management provides solid waste service to the entire City. The franchise agreement with
Republic Services for annexation areas on West Hill and Lea Hill expired September 30, 2021. The
City has an interlocal agreement with King County for disposal of all solid waste materials generated
within City limits. 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.
Strategic
Goal
SUSTAINABILITY
SUSTAINABILITY
ENVIRONMENT
ENVIRONMENT
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.
Implemented 10-year solid waste
contract with Waste Management.
Waste Management now provides
solid waste collection, billing, and
customer service for the entire
City.
SERVICE
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.
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).
Increase the residential recycling
and compostables diversion rate
to 50% in 2023 and 2024.
Increase the total City recycling
and compostables diversion rate
to 30% (excluding private sector
recycling and composting
services).
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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.
The residential recycling and
compostables diversion rate was
51% in 2020 and 48% in 2021.
As of May 2022, the total City
recycling and compostables
diversion rate is approximately
27% (excluding private vendor
recycling and composting
services).
Solid Waste Division staff included
information on how to report illegal
dumping and the total tonnage
collected from illegal dumping in
the City's magazine.
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.
159
2023-2024 Preliminary Budget
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Performance Measures – Solid Waste Fund
The City of Auburn garbage tonnage declined in 2020 due to impacts from the COVID-19 pandemic.In
2021, tonnage increased as the economy stabilized.We expect tonnage to steadily grow as several
large multifamily complexes are completed.
The City of Auburn recycling and yard waste tonnage increased in 2020 when more residents were
home due to the COVID-19 pandemic. The tonnage declined in 2021, as people started spending more
time outside of their homes.We expect the recycling and yard waste tonnage to maintain similar levels
in the future.
Auburn residents diverted approximately 48% of their waste from the landfill in 2021. The City
anticipates residential diversion will stay steady, which is in line with King County estimates.
Tons of Residential & Commercial Garbage Collected
Residential Diversion Rate
Tons of Recycling & Yard Waste Collected
48,580 47,155 50,654 51,000 51,500 52,000
-
10,000
20,000
30,000
40,000
50,000
60,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Tons of Garbage Collected
19,301 20,447 19,211 19,300 19,400 19,500
-
5,000
10,000
15,000
20,000
25,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Tons of Recycling & Yard Waste Collected
48.8%51.0%48.0%49.0%50.0%50.0%
0%
25%
50%
75%
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Residential Diversion Rate
160
2023-2024 Preliminary Budget
t
2023 – 2024 Working Capital Budget
OPERATING FUND:- - 464 464
OPERATING REVENUES
343.750/751/753 Garbage Service 13,572,720 15,115,500 23,112,500 26,532,630 27,988,200
343.752 Yard Waste 965,690 1,614,600 - - -
343.780/790 Excise Tax & Utility Tax 1,340,186 1,295,300 550 - -
343.770 Household Hazardous Waste 354,499 400,000 - - -
343.760 Late Penalties (1) 100,000 - - -
361.110 Investment Income 5,111 44,200 6,000 44,200 44,200
334 & 337 Grants 38,590 190,000 58,700 70,000 70,000
369-399 Miscellaneous Revenue (31,596) - - - -
TOTAL OPERATING REVENUES 16,245,199$ 18,759,600$ 23,177,750$ 26,646,830$ 28,102,400$
OPERATING EXPENDITURES
537.000.10 Salaries & Wages 68,693 121,500 115,075 125,828 133,859
537.000.20 Benefits (20,767) 73,300 66,200 76,156 81,999
537.000.30 Supplies 8,772 80,200 54,600 48,600 48,600
537.000.40 Services & Charges 17,730,499 18,311,880 23,867,800 26,102,900 27,877,600
537.000.50 Operating Transfer Out - 72,700 72,700 - -
590.100.05 Net Increase in Restricted Assets - - - - -
535.000.90 Interfund Payments for Service 596,687 655,000 655,000 180,500 186,100
TOTAL OPERATING EXPENDITURES 18,383,884$ 19,314,580$ 24,831,375$ 26,533,984$ 28,328,158$
REVENUES LESS EXPENDITURES (2,138,685)$ (554,980)$ (1,653,625)$ 112,846$ (225,758)$
BEGINNING WORKING CAPITAL - January 1 5,927,917 3,789,232 3,789,232 2,135,607 2,248,453
ENDING WORKING CAPITAL - December 31 3,789,232 3,234,252 2,135,607 2,248,453 2,022,695
NET CHANGE IN WORKING CAPITAL (*)(2,138,685)$ (554,980)$ (1,653,625)$ 112,846$ (225,758)$
(*) Working Capital = Current
Assets minus Current Liabilities
2023
Budget
2024
Budget
434 Solid Waste 2021
Actual
2022
Adjusted
Budget
2022
Estimate
161
2023-2024 Preliminary 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.
2023-2024 Working Capital Budget
501 501 501 501 501
OPERATING FUND:- - 561 561
OPERATING REVENUES
397.100 Operating Transfers In - - - - -
361.110 Investment Income 945 12,000 800 12,000 12,000
TOTAL OPERATING REVENUES 945$ 12,000$ 800$ 12,000$ 12,000$
OPERATING EXPENDITURES
517.700.20 Benefits/Unemployment Claims 18,479 175,000 50,000 175,000 175,000
517.700.30 Supplies - - - - -
517.700.40 Services & Charges 3,906 8,200 8,200 7,500 7,500
597.100.50 Operating Transfers Out - - - - -
TOTAL OPERATING EXPENDITURES 22,385$ 183,200$ 58,200$ 182,500$ 182,500$
REVENUES LESS EXPENDITURES (21,440)$ (171,200)$ (57,400)$ (170,500)$ (170,500)$
BEGINNING WORKING CAPITAL - January 1 1,789,615 1,768,175 1,768,175 1,710,775 1,540,275
ENDING WORKING CAPITAL - December 31 1,768,175 1,596,975 1,710,775 1,540,275 1,369,775
NET CHANGE IN WORKING CAPITAL (*)(21,440)$ (171,200)$ (57,400)$ (170,500)$ (170,500)$
(*) Working Capital = Current
Assets minus Current Liabilities
2023
Budget
2024
Budget
501 Insurance 2021
Actual
2022
Adjusted
Budget
2022
Estimate
162
2023-2024 Preliminary Budget
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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.
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023.00 2,024
1,612,128 1,591,243 1,307,243 1,215,904 1,123,248
476,352 398,327 574,723 574,723 574,723
98,371 88,400 104,661 88,400 88,400
Investment Income 19,570 15,200 15,200 15,200 15,200
Unrealized Gain (Loss) on Investment (19,840) - - -
- - - - -
$2,186,582 $2,093,170 $2,001,827 $1,894,227 $1,801,571
186,612 192,804 192,800 191,256 191,256
- - - - -
- 7,000 7,000 5,000 15,000
Interfund Payments for Services 10,400 11,400 11,400 - -
Ending Fund Balance - Designated 1,414,846 1,483,639 1,215,904 1,123,248 1,020,592
574,723 398,327 574,723 574,723 574,723
$2,186,582 $2,093,170 $2,001,827 $1,894,227 $1,801,571
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
163
2023-2024 Preliminary Budget
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.
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023.00 2,024
1,925,182 1,918,600 2,007,357 2,054,857 2,102,357
Beginning Fund Balance - Undesignated 97,079 187,847 99,090 103,490 120,120
Lot Sales 82,175 47,500 47,500 47,500 47,500
2,010 16,630 4,400 16,630 16,630
$ 2,106,447 $ 2,170,577 $ 2,158,347 $ 2,222,477 $ 2,286,607
- - - -
2,007,357 1,986,665 2,054,857 2,102,357 2,149,857
99,090 183,912 103,490 120,120 136,750
$ 2,106,447 $ 2,170,577 $ 2,158,347 $ 2,222,477 $ 2,286,607
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
164
F.T.E. = Full Time Equivalent
Legal Assistant
(2)
City Attorney
Kendra Comeau
21 F.T.E.
City Clerk
City Prosecutor
(4)
Paralegal
Deputy City
Clerk (2)
Senior City Staff
Attorney
Lead Prosecutor
Real Estate
Manager
Deputy City
Attorney
Domestic
Violence
Paralegal
Records Clerk (5)
165
166
2023-2024 Preliminary Budget Section IV: Operating Budget
t
LEGAL DEPARTMENT
Mission Statement
The missions of the Legal Department are to provide accurate and timely legal advice and information
to the City, to represent the City in all civil and criminal litigation, and to provide timely and accurate
customer service, including public records.
The mission statement of the Real Estate Division is to provide reliable service, real estate
management, and optimal utilization of the City’s real estate assets.
Department Overview
The City Attorney’s Office is a full-service legal department consisting of the Civil Division, the
Prosecution Division, Real Estate 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.
The Real Estate Division provides all manners of real estate services to the various City departments,
while also acting as the “owner” of real estate held in in the general fund account. Responsibilities
performed by the Real Estate Division can generally be broken into three main categories; 1) sales
and leasing of real estate where the City has or desires an interest, 2) property rights, management &
maintenance of City owned or controlled real estate; and 3) division management & special projects.
Special projects is further broken down to include two additional sub-focus areas; i) use of real estate
to accomplish the strategic and/or special needs of the City, and ii) identification and application of
non or underperforming real estate owned by the City.
167
2023-2024 Preliminary Budget Section IV: Operating Budget
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Accomplishments and Objectives
Strategic
Goal
SERVICE
WELLNESS
WELLNESS
SERVICE
SERVICE
SERVICE
SERVICE
Work with departments to implement
an electronic signature and contract
routing system.
Implementation of the first three
phases of DocuSign for electronic
signatures and contract routing.
Work with departments to
enhance the electronic signature
and contract review process.
SERVICE
Provide effective and efficient
management through the creation
and establishment of maintenance
plans of all City-related properties
with special focus areas in the
downtown core.
SERVICE
Begin the establishment of a
maintenance and repair budget
capable of supporting future
management plans.
SERVICE
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.
Incorporated workflows for
DocuSign and Contract
Management.
Began the Auburn Community
Court in May of 2021, currently
serving 20 Participants.
Old warrant files are continually
reviewed. The office has gone
entirely paperless and can close
cases more efficiently.
Work internally and with other
departments to create more
efficient workflows for legal review
of contracts, resolutions, and
ordinances.
We now provide all defense
discovery electronically, unless a
defense attorney refuses to accept
transmission in that method.
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.
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.
Completed destruction on two
shared drives. Assisted other
departments with destructions of
their electronic records.
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.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Review and destroy electronic files
from network drives in accordance
with State Retention schedule.
Continue electronic discovery.
Work with other departments to
utilize Laserfiche for City Records.
Continue operating and potentially
expand the Auburn Community
Court focusing on accountability.
Partner with City partners and the
Community for a Municipal Court
study to determine whether our
court system is meeting
community needs.
Continue reviewing old warrant
files and work with Court partners
to increase defendant attendance.
Coordinate with SCORE jail to
enable defendant/case access to
treatment modalities.
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.
Work internally and with other
departments to create more
efficient workflows for legal review
of contracts, resolutions, and
ordinances.
168
2023-2024 Preliminary Budget Section IV: Operating Budget
t
Performance Measures – Legal Department
Resolutions & Ordinances Prepared
Criminal Misdemeanor Cases
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.
77 80
64
75 75 75
39
49
38 40 40 40
0
10
20
30
40
50
60
70
80
90
100
2019 2020 2021 2022
Est
2023
Est
2024
Est
Resolutions & Ordinances Prepared
# of Resolutions # of Ordinances
3,479 3,740
2,758 2,748 2700 2700
0
1,000
2,000
3,000
4,000
5,000
2019 2020 2021 2022
Est
2023
Est
2024
Est
Criminal Misdemeanor Cases Opened
169
2023-2024 Preliminary Budget Section IV: Operating Budget
t
Department Budget
2023-2024 New Requests:
LGL.0006 (page 311) Ongoing
LGL.0007 (page 312) Ongoing
Department Employees
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
1,599,925 2,197,669 1,891,200 2,277,870 2,403,214
667,718 1,031,599 767,600 969,282 1,057,336
Supplies 28,586 14,800 14,800 14,800 14,800
1,591,279 2,578,650 2,578,650 2,656,400 2,672,000
- - - - -
392,174 420,300 420,300 575,400 592,400
$4,279,682 $6,243,018 $5,672,550 $6,493,752 $6,739,750
001.15 Legal
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
001 Legal FTEs 2020 2021 2022 2023 2024
Legal FTEs 16.00 21.00 21.00 21.00 21.00
TOTAL LEGAL FTEs 16.00 21.00 21.00 21.00 21.00
Full Time Equivalent (FTE) Changes:
4.0 FTE's - Per BA#3 2021, Ordinance No. 6836, 3 Records Clerks and 1 City Prosecutor position was
added to support the Police Body Camera initiative.
1.0 FTE - The 2019/2020 Adopted Budget included an additional Records Clerk position.
1.0 FTE - Per reclass paperwork, effective March 2021 the Real Property Analyst position was reclassed
from the Administration Department to the Legal Department and was then reclassed from a Real Property
Analyst to Real Estate Manager.
170
*SKHHP = South King County Housing and Homelessness Partners
F.T.E. = Full Time Equivalent
Human Services
Program
Coordinator
Administrative
Assistant
Development
Services
Manager
Code
Compliance
Manager
Director of Community
Development
Jeff Tate
33.00 F.T.E.
Office
Assistant
Community
Services
Manager
Business
License
Program
Coordinator
SKHHP*
Executive
Manager
Planning
Services
Manager
Long Range
Planner
Development
Review
Engineer (2)
Development
Engineer
Manager
Building Plan
Reviewer (2)
Code
Compliance
Officer (2)
SKHHP* Program
Coordinator
Building
Inspector (2)
Housing Repair
Technician
Human Services
Program
Coordinator
Housing Repair
Program
Coordinator
Economic
Development
Manager
Economic
Development
CoordinatorPermit Center
Technician (3)
Planner (4)
171
172
2023-2024 Preliminary Budget Section IV: Operating Budget
COMMUNITY DEVELOPMENT DEPARTMENT
Mission Statement
To serve the Auburn community by providing consistent, high-quality customer service, and
implementing City Council goals and policies in land use planning, environmental protection, building
safety, development engineering, code enforcement, economic development, human services and
neighborhood programs.
Department Overview
Community Development is comprised of the divisions of Planning, Building, Development
Engineering, Code Enforcement, Economic Development, Licensing, Community Services, and the
Permit Center.
Accomplishments and Objectives
Strategic
Goal
SUSTAINABILITY
SERVICE
CELEBRATION
CHARACTER
ECONOMY
SUSTAINABILITY
SERVICE
CELEBRATION
SUSTAINABILITY
SERVICE
ECONOMY
SERVICE
Develop stronger techniques for
coordinating housing related
policies and issues between
SKHHP, Planning Services,
Community Services, and the
Executive and Legislative
branches of the City.
ECONOMY
SUSTAINABILITY
SERVICE
Finalize the strategy for the State-
mandated periodic update to the
Comprehensive Plan.
This goal was accomplished in Q2
of 2022 and is supported through
successfully obtaining state
Relocate the Multifamily Tax
Exemption program from
downtown to another area of the
ECONOMY
WELLNESS
ECONOMY
SUSTAINABILITY
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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.
This goal was accomplished in Q3
of 2021.
Develop internal department
programs and methods that
enhance leadership depth and
succession planning.
This goal was achieved in Q4 of
2021.
This goals was accomplished in
Q1 of 2021 when SKHHP was fully
staffed and independent.
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).
Identify strategies and action
items that promote broader
access and availability to healthier
food options and healthier
lifestyles.
Transition the City business
licensing into the Washington
State licensing program.
Identify and implement protocols
and practices that are designed to
create more equity within the
community.
Identify and implement protocols
and practices that are designed to
create more equity within the work
place.
Implement additional efforts to
achieve the development cost
recovery fees identifed in 2019.
Identify the two high priority areas
eligible for tax increment financing.
COVID interupted efforts to pursue
this goal during 2020 and 2021.
This goal was accomplished in Q3
of 2022.
173
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Community Development
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.
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.
484
425
515 485 500 500
-
100
200
300
400
500
600
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Building Permits Issued
1,046
776
875 900
1,000 1,000
1,090
742
864 900
1,000 1,000
-
400
800
1,200
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Cases Opened & Closed
Cases Opened Cases Closed
81 74
65 62 58 58
-
20
40
60
80
100
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Number of Days in Permit Processing
174
2023-2024 Preliminary Budget Section IV: Operating Budget
PLANNING DIVISION
The Planning division is responsible for the following:
• Formulating and recommending comprehensive goals on planning, ensuring compliance with the
Growth Management Act, Countywide Planning Policies, and Regional Planning requirements.
• Coordinating with other City departments to ensure City plans and projects are compatible with
the Comprehensive Plan.
• 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 land use, zoning,
environmental, floodplain, shoreline, and land division policies and regulations.
• Management of the City’s Façade Improvement Program.
Strategic
Goal
ECONOMY
SUSTAINABILITY
WELLNESS
CELEBRATION
CHARACTER
WELLNESS
SERVICE
ECONOMY
SUSTAINABILITY
ENVIRONMENT
ECONOMY
CHARACTER
WELLNESS
Identify and implement
recommendations outlined in the
2021 Housing Action Plan.
Complete the State mandated
periodic update to the
Comprehensive Plan by 12/31/24.
Complete an overhaul of the
Downtown Urban Center Plan.
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.
The city had to invest capital funds
into the replacement of the birding
tower at the AEP. This significant
investment precluded the ability to
pursue funding and design efforts
for Phase 2.
Outreach strategies were
eliminated from the Environmental
Services program because of the
inability to offer in person classes
and consultations during the
pandemic.
No progress. Reason for no
progress is because the state
legislature has continued to
discuss this concept as a
mandatory state law. The city did
not want to proceed with an
approach until/unless there was
guidance from the state.
Major Goals
for 2023-2024
2021-2022
Goals
Progress Towards
2021-2022 Goals
BUILDING DIVISION
The Building division is responsible for the following:
• Reviewing public and private development proposals for adherence to building, fire, structural
and property maintenance policies and regulations.
• Performing field inspections to ensure that buildings and property are developed consistent with
approved building plans and structural engineering designs.
• Coordinating with Valley Regional Fire Authority during the review of development proposals.
175
2023-2024 Preliminary Budget Section IV: Operating Budget
DEVELOPMENT ENGINEERING DIVISION
The Development Engineering division is responsible for the following:
• Reviewing public and private development proposals for adherence to clearing and grading,
stormwater, erosion control, utility and transportation policies and regulations.
• Coordinating with Valley Regional Fire Authority and the City’s Public Works Department during
the review of development proposals.
CODE ENFORCEMENT DIVISION
The Code Enforcement division is responsible for the following:
• Respond to internal and external complaints regarding the potential violation of building, land
use, environmental, nuisance, utility, street and licensing codes.
• Coordinate with other City departments and external agencies to determine appropriate policies,
practices and responses.
• Performs field inspections to investigate allegations of complaints and follow up inspections to
aid in the monitoring of compliance efforts.
• Issues notices, citations, liens and other instruments intended to obtain compliance after
voluntary efforts are not successful.
ECONOMIC DEVELOPMENT DIVISION
The Economic Development division is responsible for the following:
• Provide staff support to the Business Improvement Area (BIA) committee, the Tourism Board,
and the Lodging Tax Advisory Committee (LTAC).
• Oversight of economic development grants, contracts, and other agreements.
• Serve as a resource to the business community in their efforts to locate or grow their business
within the City.
• Provide support to comprehensive planning efforts including writing and updating the economic
development element and supporting strategic plans.
176
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
Continue to implement ongoing,
short-term and mid-term strategies
specific to business development ,
relocation and recruitment.
Staff have reached out to local
businesses that are closing stores
in other jurisdictions to encourage
t hem to relocate in Auburn.
Work closely with Greater Seattle
Partners to develop new business
recruitment and continue to
outreach to s mall businesses for
growth opportunities.
ECONOMY
SUSTAINABILITY
SERVICE
ECONOMY
SUSTAINABILITY
SERVICE
CHARACTER
ECONOMY
SUSTAINABILITY
ECONOMY
SUSTAI NABILITY
ECONOMY
SUSTAINABILITY
ECONOMY
SERVICE
SUSTAINABILITY
Continue to implement ongoing,
short-term and mid-term strategies
specific to business outreach and
net working.
Staff have been working on a
marketing campaign to be
installed at the Outlet Collec tion
advertising businesses located
outside the mall.
Continue the new Business
Connect Networking Events and
capitalize on opportunites to
assis t existing business to
continue to grown.ECONOMY
Continue to implement ongoing,
short-term and mid-term strategies
as outlined in the Economic
Development Strategic Plan.
Staff have been working with
Downtown business during the
pandemic to assist them to
provide all information about
changing conditions. We continue
to work to implement a safe and
beautiful area for customers and
employees.ECONOMY
ECONOMY
Staff have been working with the
Chamber of social media
messaging and marketing.
ECONOMY
Establish a long-term
maintenance plan for City parking
lots and implement when the
budget becomes available.
Staff have hired two employees to
weekly clean up the City owned
parking lots and plaza areas.
Continue our partnership with
Trillium to provide part time
employment to keep the BIA area
clean.
Implement ongoing, short-term
and mid-term strategies as
outlined under "Delivery, Product ,
Place, and Messaging" in the 10-
year Strategic Plan.
Create a marketing campaign
inviting new businesses to start up
in Auburn
Continue to provide social media
messaging and marketing. Work
with Consultant on marking videos
to encourage new businesses in
Auburn.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Continue to implement ongoing,
short-term and mid-term strategies
specific to business
development/support.
Staff have worked closely with the
BIA, DAC and Auburn Area
Connect Chamber to provide
networking opportunities, façade
improvement grant opportunities,
and supported a Downtown Clean
Up program.
Continue to work with our partners
(BIA, DAC, GRC SBC, Chamber)
to provide opportunites for
eduction and s upport of Auburn
businesses
Deploy federal ARPA funds by
making investments into a safer
and more secure business
environment
Complete the update to the
Economic Development element
of the comprehensive plan by
12/31/24.
Secure additional grant funding to
help support economic
development activities and
initiatives.
Update the 10 Year Economic
Development Strategic Plan
177
2023-2024 Preliminary Budget Section IV: Operating Budget
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.
5,010 5,037 5,119 5,250 5,500 5,500
-
2,000
4,000
6,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Business Licenses Issued
LICENSING
• Oversight of the City’s business licensing program which includes external coordination with the
Washington State Department of Business Licensing Services, internal coordination associated
with the review of license applications, administration of the annual renewal process, and
management of business license regulations.
• Oversight of the City’s rental licensing program which applies to all multi-family and single family
residential rental properties within the City.
ENVIRONMENTAL SERVICES
• Management of the Auburn Environmental Park which includes maintenance, capital
improvements, and management strategies.
• 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.
178
2023-2024 Preliminary Budget Section IV: Operating Budget
COMMUNITY SERVICES DIVISION
• 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.
• 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.
• Providing staff support to the Human Services Committee, facilitation of a biennial human
services grant program made available to non-profit agencies, and management of human
service contracts.
• 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.
• Administration of the Housing Repair program which 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.
179
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
CELEBRATION
WELLNESS
SERVICE
SERVICE
WELLNESS
CELEBRATE
SERVICE
CELEBRATION
WELLNESS
SERVICE
WELLNESS
SERVICE
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Develop, share and implement
policies and practices that support
the goals identified in the SKHHP
ILA.
We are thrilled to have rolled out a
new program structure in 2022
that works towards this goal. We
have added a "Community Fund"
that allows for the City to act as
project manager for Community-
supported projects that might not
have a sponsoring organization to
be able to access the matching
grant program. We will be
reporting back on program
outcomes once we have
completed a full project cycle.
Community Services staff were
engaged in the early planning
stages of the Resource Center
and Community Court. In 2020 a
staff person was hired in the
Department of Administration to
oversee this work. Community
Services provided all agency
connections and referrals as
requested.
Expand the Human Services
Equity Pilot to all grantees and
Human Services contracts
Continue to strengthen tools and
strategies to enhance
communication between the City
of Auburn and customers who
speak a language other than
English.
Build out additional Community
Resource guides on the
Community Services website and
develop and implement a
standard for translation for those
guides.
Community Services included
more robust funding in the 21-22
budget that supported our
language translation and
interpretation needs. We have
implemented procedures in our
team, though hope for the
development of a citywide
language access policy so that
there's consistency across teams.
After a thorough review, staff
determined that the model of
singular resource guides can be
both administratively challenging
and difficult for the customer. The
Community Services team worked
to create individual resource flyers
based on area of need and posted
on the Auburn website. We are
hoping to enhance this in the
coming year.
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.
Community Services staff have
actively partnered with SKHHP
staff and partner cities to make
progress on the goals articulated
in the SKHHP ILA. SKHHP
released a progress report in 2022
capturing the success of the past
two years that provides greater
insight into this work.
During 2020, Neighborhood
Programs piloted a virtual version
of Civics Academy to
accommodate participation during
the pandemic. We received
feedback from both attendees and
presenters that they felt the
format, which lacked in person
field trips, etc, was not as
engaging as an in person format.
We will continue to explore
opportunities to roll out Civics
Academy to a wider audience and
make it more accessible than the
single annual in-person format
allows.
SUSTAINABILITY
WELLNESS
ECONOMY
SERVICE
Implement tools and strategies to
enhance communication between
the 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.
180
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Community and Human Services
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. We were unable to hold Civics Academy in 2021 due to public health guidelines.
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. Our performance measures were impacted in 2020 and 2021 due to COVID guidelines.
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.We were unable to hold National Night
Out in 2020 and 2021 due to public health guidelines.
Number of Graduates from the City of Auburn Civics Academy
59
40
52
65 65 65
-
20
40
60
80
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Number of Households Served
57
--
50 55 60
-
20
40
60
80
100
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
National Night Out Events Registered
24
11
-
20
25 25
-
5
10
15
20
25
30
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Number of Civics Academy Graduates
181
2023-2024 Preliminary Budget Section IV: Operating Budget
PERMIT CENTER
• Managing the City’s One Stop Permit Center, which includes coordinating with other City
departments on provision of services to new development.
• Administration of the City’s parking permit program.
• Administration of the City’s permitting software system.
Department Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
2,682,570 3,011,774 2,818,900 3,203,009 3,355,776
1,142,725 1,381,968 1,138,100 1,404,214 1,528,570
Supplies 4,856 35,100 35,100 29,600 29,600
1,515,150 3,396,710 3,396,710 2,692,820 2,582,120
765,775 838,150 838,150 979,200 999,800
$ 6,111,076 $ 8,663,702 $ 8,226,960 $ 8,308,843 $ 8,495,866
Salaries & Wages
Personnel Benefits
Services & Charges
001.17 Community
Development
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
2023-2024 New Requests:
PLN.0054 (page 315) One-Time funded with Fund Balance
Department Employees
001 Community Development FTEs 2020 2021 2022 2023 2024
Community Development FTEs 30.75 31.75 33.00 33.00 33.00
TOTAL COMMUNITY DEVELOPMENT FTEs 30.75 31.75 33.00 33.00 33.00
Full Time Equivalent (FTE) Changes:
-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.
1.0 - Per reclass paperwork, effective April 2021 the Economic Development Manager position was
reclassed from the Administration Department to the Community Development Department and was then
reclassed from an Economic Development Manager to an Economic Development Coordinator.
+0.25 FTE - Per BA#4, effective 1/1/2022, the SKHHP Program Coordinator Position was changed from 0.75
FTE to 1.0 FTE.
182
2023-2024 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 Community Development Department is responsible for the budget in the
following special revenue funds:
• Fund 104 – The Hotel/Motel Tax Fund was created in 2001 to collect revenues to support
tourism activities in Auburn. The Economic Development Division is responsible for the
budget in the Hotel/Motel Tax Fund.
• Fund 119 – The Housing & Community Development Fund was created to house activity
related to the Community Development Block Grant (CDBG) Entitlement Program, which
provides annual grants on a formula basis to entitled cities to develop viable urban
communities. This fund is managed by the Human and Community Services Division.
• Fund 121 – The Business Improvement Area Fund was created to house assessments and
support Business Improvement Area activities in downtown Auburn. This fund is managed
by the Economic Development Division.
Hotel/Motel Tax Fund
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
315,807 433,129 433,129 480,179 446,979
149,326 165,000 165,000 140,000 140,000
Film Festival Admission - 2,500 - 2,500 2,500
365 1,400 1,400 1,400 1,400
$ 465,498 $ 602,029 $ 599,529 $ 624,079 $ 590,879
- 48,950 - 48,950 48,950
- 8,810 - 8,800 8,800
- 3,200 3,200 3,200 3,200
32,369 116,150 116,150 116,150 116,150
433,129 424,919 480,179 446,979 413,779
$ 465,498 $ 602,029 $ 599,529 $ 624,079 $ 590,879
Personnel Benefits
Supplies
Services & Charges
104 Hotel Motel Tax
Revenues
Salaries & Wages
Expenditures
Investment Income
Total Revenues
Beginning Fund Balance
Hotel Motel Tax
Ending Fund Balance
Total Expenditures
183
2023-2024 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.
184
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
WELLNESS
SERVICE
WELLNESS
SERVICE
SUSTAINABILITY
WELLNESS
SERVICE
SUSTAINABILITY
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.
The CDBG program continues to
support ADA sidewalk
improvements in low income
residential areas of Auburn. In
2021 the program supported
improved pedestrian accessibility
and safety by funding new
pedestrian curb ramps at the
following locations: 1) NE and SE
corners at the intersection of E St
SE and 10th St SE; 2) NE and SE
corners at the intersection of F St
SE and 10th Pl SE; and 3) NW
and NE corners at the intersection
of E St SE and 11th St SE.
During the pandemic, public health
guidelines limited our ability to
complete repairs inside clients'
homes, impacting our overall
number of households served. In
2021, we served 52 households in
the Housing Repair program. We
anticipate serving more
households in 2022 and beyond
now that we no longer are
restricted by public health orders.
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.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Support program efficiency by
coordinating regional CDBG
planning with other South King
County (SKC) entitlement c ities
and King County.
The Community Services team
continues to work closely with the
King County Consortium to
c oordinate our strategic plans,
funding processes, and activities.
Support program efficiency by
coordinating regional CDBG
planning with other South King
County (SKC) entitlement cities
and King County.
185
2023-2024 Preliminary Budget Section IV: Operating Budget
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
42,325 42,842 42,842 42,842 42,842
1,082,368 1,181,700 1,181,700 650,000 650,000
7,699 163,200 163,200 - -
- - - -
- - - -
$ 1,132,393 $ 1,387,742 $ 1,387,742 $ 692,842 $ 692,842
140,523 188,300 188,300 119,100 119,100
80,792 77,700 77,700 55,900 55,900
Supplies 11,126 230,100 230,100 126,500 126,500
772,646 788,800 788,800 248,500 248,500
84,463 60,000 60,000 100,000 100,000
42,842 42,842 42,842 42,842 42,842
$ 1,132,393 $ 1,387,742 $ 1,387,742 $ 692,842 $ 692,842
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
186
2023-2024 Preliminary Budget Section IV: Operating Budget
BUSINESS IMPROVEMENT AREA (BIA)
Fund 121 – Business Improvement Area Fund (BIA) – To collect assessments and support BIA
activities in downtown Auburn.
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
169,395 186,202 186,202 97,502 7,502
41,621 55,000 1,000 - -
186 400 300 - -
$ 211,202 $ 241,602 $ 187,502 $ 97,502 7,502
- 1,000 1,000 1,000 -
25,000 89,000 89,000 89,000 7,502
186,202 151,602 97,502 7,502 -
$ 211,202 $ 241,602 $ 187,502 $ 97,502 7,502
Ending Fund Balance
Total Expenditures
121 Business .
Improvement Area
Revenues
Services & Charges
Expenditures
Supplies
Investment Income
Total Revenues
Beginning Fund Balance
Business Improvement Area
187
2023-2024 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.
188
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
CHARACTER
ECONOMY
CHARACTER
SERVICE
Provide technical assistance to the City of
Auburn on affordable housing and housing
stability policies, programs, and strategies
Convene groups with Auburn staff and
other regional partners to increase
coordination, collaboration, and
educational opportunities amongst all
regional partners on affordable housing
and homelessness issues
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Provide funding for and seek dedicated
sources of revenue for the SKHHP
Housing Capital Fund which pools
resources from member jurisdictions and
builds support from private and
philanthropic organizations to increase
investment in affordable housing across
South King County
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023.00 2,024
279,673 259,141 259,141 1,668,893 1,599,818
Grants - - - - -
Investment Income 153 800 800 100 100
Contributions and Donations - - - -
251,500 1,856,992 1,856,992 297,300 330,900
$ 531,326 $ 2,116,933 $ 2,116,933 $ 1,966,293 $ 1,930,818
272,185 448,040 448,040 366,475 377,600
259,141 1,668,893 1,668,893 1,599,818 1,553,218
$ 531,326 $ 2,116,933 $ 2,116,933 $ 1,966,293 $ 1,930,818
Ending Fund Balance
Total Expenditures
Services & Charges
Beginning Fund Balance
Operating Contribution Revenue
Total Revenues
654 SKHHP
Revenues
Expenditures
189
190
C.R.T. = Community Response Team
M.I.T. = Muckleshoot Indian Tribe 3
T.N.E.T. = Tahoma Narcotics Enforcement Team 10
F.T.E. = Full Time Equivalent V.N.E.T. = Valley Narcotics Enforcement Team 8
Police Chief
Mark Caillier
139 F.T.E.
Assistant
Police
Chief
Patrol Commander (2)Investigations
Commander
Administrative
Services Commander
Senior
Administrative
Assistant
Public Police
Information Officer
Administrative
Assistant
Patrol
Patrol Sergeant (8)
Patrol Officer (57)
School Resource Officer (3)
Mall Officer (2)
Accreditation/Training
Officer
Records Services
Supervisor (2)
Specialists (8)
Inspectional Services
Commander
Crime
Analyst
Investigations
Administrative
Assistant
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)
Detective (1)
Contract Positions
M.I.T. Officer (1)
191
192
2023-2024 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.
Department Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,023 2,024
- - - -
- - - -
Supplies - - - -
5,583,799 5,523,800 5,523,800 5,600,000 5,700,000
- - - -
- - - -
$5,583,799 $5,523,800 $5,523,800 $5,600,000 $5,700,000
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.20 SCORE
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
193
2023-2024 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.
194
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
WELLNESS
SERVICE
WELLNESS
SUSTAINABILITY
WELLNESS
CELEBRATION
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.
APD applied for and received a
grant to fund an Officer Wellness
Coordinator position. APD is
seeking to turn this into a full time
position in the next budget cycle.
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.
APD has formed a recruiting team,
assigned mentors to potential
hires, as well as worked with the
DEI manager to examine our hiring
practices.
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.
APD conducted emphasis on city
parks using our bicycle officers
and CRT officers. Along with code
additions, officers were able to
provide resources and enforcement
on campers
In order to develop a youthful
organization and plan for the
future, the Police Department will
develop and implement
succession planning.
APD experience unprecedented
turnover and continues to recruit
new officers, while developing
future leadership.
To help maintain a stable
workforce, APD will focus on
innovative ways to address
recruitment and retention of staff.
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.
Proactive police work was
restricted by legislative changes
and uncertainty. This let to large
turnover of staff resulting in very
little unobligated patrol time.
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.
In 2021, APD hired a dedicated
PIO for the department, who has
increased social media presence
through various apps.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
195
2023-2024 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
96.2 95.6 91.8 90.2 90.0 88.0
-
25.0
50.0
75.0
100.0
125.0
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Crimes per 1,000 Citizens
4.39 4.48
4.06 4.15 4.05 4.00
-
1.00
2.00
3.00
4.00
5.00
6.00
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Priority One Response Time
(in Minutes)
925
2,002
1,759
1,930 1,900 1,850
-
500
1,000
1,500
2,000
2,500
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Domestic Violence Incidents
196
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Budget
2023-2024 New Requests:
POL.0039 (page 316) Ongoing and One-Time funded with Reserves
POL.0042 (page 317) Ongoing
Department Employees
2021 Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
15,538,936 17,967,169 17,924,200 18,103,778 18,695,420
5,794,087 7,068,021 5,998,900 7,021,998 7,586,046
Supplies 319,273 316,300 316,300 323,100 421,240
4,371,237 5,782,200 5,782,200 5,268,500 5,625,200
- - - - -
3,401,667 3,422,960 3,422,960 4,789,300 4,873,400
$29,425,200 $34,556,650 $33,444,560 $35,506,676 $37,201,306
001.21 Police
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
001 Police FTEs 2020 2021 2022 2023 2024
Police FTEs 140.00 139.00 139.00 139.00 139.00
TOTAL POLICE FTEs 140.00 139.00 139.00 139.00 139.00
Full Time Equivalent (FTE) Changes:
-1.0 Effective in 2021, ended Police Supernumerary position number 2115-991. This position was originally
activated via BA#1 in 2017 via Ordinance No. 6636 as a Supernumerary Position so that the City could
temporarily backfill for Police Officer who was on long-term loan to the Criminal Justice Training
Commission (CJTC). The contract with CJTC expired in 2021 so this position was deactivated.
197
2023-2024 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
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
Beginning Fund Balance - Undesignated 1,023,501 1,059,837 1,059,836 857,236 612,565
Charges for Services 22,882 18,000 10,000 18,000 18,000
1,823 5,000 8,000 5,000 5,000
Miscellaneous Revenue - - - - -
441,890 125,000 125,000 125,000 125,000
- 6,000 - - -
$ 1,498,048 $ 1,213,837 $ 1,202,836 $1,005,236 $ 760,565
143,719 172,002 156,000 173,662 177,588
55,142 65,729 59,800 65,709 70,529
Supplies 48,409 38,200 38,200 66,200 69,200
52,083 78,200 78,200 71,700 71,700
Intergovernmental 125,458 - - - -
13,400 13,400 13,400 15,400 15,900
1,059,836 846,306 857,236 612,565 355,648
$ 1,498,048 $ 1,213,837 $ 1,202,836 $1,005,236 $ 760,565
Ending Fund Balance - Undesignated
Total Expenditures
Investment Income
Confiscated & Forfeited Property
Total Revenues
117 Drug Forfeiture Fund
Revenues
Personnel Benefits
Services & Charges
Interfund Payments For Service
Expenditures
Salaries & Wages
Operating Transfer In
198
F.T.E. = Full Time Equivalent
Public Works
Administrative
Assistant
Office
Assistant
Engineering
Services Assistant
Director/City
Engineer
Airport
Manager (3)
Administrative
Specialists (2)
Director of Public Works
Ingrid Gaub
145 F.T.E. - 2023 & 149 F.T.E. - 2024
Public Works GIS
Manager (4)
Maintenance and
Operations
Services General
Manager
Street and
Vegetation
Manager (23)
Water Distribution
and Operations
Manager (23)
Sewer/Storm
Drainage
Manager (26)
Fleet/General
Services
Manager (13)
SCADA
Technician
Capital and
Construction
Engineering
Manager (30)
Senior
Transportation
Planner (3)
Senior
Traffic
Engineer (6)
Utilities
Engineering
Manager (10)
199
200
2023-2024 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 for new development.
Department Overview
Public Works includes three service groups: Engineering Services, Maintenance and Operations
Services, 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 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 (105) special revenue funds; and the Water (430 & 460),
Sanitary Sewer (431 & 461), Sewer/King County Metro (433), Storm Drainage (432 & 462), and
Airport (435 & 465) enterprise funds and the Equipment Rental (550 & 560) internal service fund.
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, property
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 City 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.
201
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
SUSTAINABILITY
SUSTAINABILITY
WELLNESS
SUSTAINABILITY
Continue improvements related to
the equity and inclusion goals of
the City. This includes review of
processes and programs to
remove barriers to service for all
customers and continuing to
develop a diverse workforce.
City staff has participated in City
assessments, training, and other
efforts to understand potential
sources of disparate treatment of
certain segments of the
population. In addition, equity
components have been included in
new programs being developed or
in revisions of existing programs.
In addition we are incorporating
new hiring practices to encourage
more diversity in the workforce.
Continue to participate in City
activities to identify opportunities
for improved service to all
customers and staff, especially
customers and staff from
disadvantaged groups for whom
service may be or may have been
inadequate.
CELEBRATION
Evaluate photo enforcement
options to assist in addressing
traffic 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.
Photo enforcement was evaluated
and discussed with City Council.
Request for Proposals was issued
and a vendor selected. City
Council approved vendor contract
for school zone enforcement and
program expected to be underway
in Fall 2022. An equity evaluation
was used in the selection of
camera locations.
Track and report photo
enforcement effectiveness in
improving compliance. Evaluate
expanded use of photo
enforcement for speed
enforcement outside of school
zones and discuss with City
Council for potential
implementation.
WELLNESS
SUSTAINABILITY
A modified traffic calming program
was developed and implemented.
The new program uses an area
wide approach towards traffic
calming and includes an
evaluation of equity.
Historic bid price tool was
developed for staff to track historic
bid item prices for developing cost
estimates. Warning notifications
were added to individual pay items
when they reached the 75% paid
amount.
Finish developing a cost to
complete tool for automating
project cost projections. Begin
enhancements for construction
management, including tracking
and logging inspector daily
reports, inspector weekly reports,
pay estimate field measurement
sheets, and logging electronic
truck tickets. Evaluate options for
introducing Change Orders to the
management tool.
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.
Complete the major update to the
Transportation Comprehensive
Plan incorporating a multi-modal
level of service and equity
considerations into the plan.
SUSTAINABILITY
ECONOMY
ENVIRONMENT
SERVICE
WELLNESS
Study, design, and construct the
first two rounds of the revised
traffic calming program and
evaluate the effectiveness of the
revised program. Plan the 3rd
round of the program. Identify
potential funding for the next 3-
years of the program to replace
the ARPA funds that will be spent
by the end of 2024.
Plan and implement preservation
projects using the funding
allocated by the City Council and
continue to seek and apply for
grants and partnerships to help
supplement the preservation
programs.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Continue to pursue at state and
regional levels new revenue
sources for the City’s arterial
street preservation. This may
potentially include a user fee-
based Street Maintenance Utility
or other options being considered
regionally.
Additional pavement data was
collected in 2021 and analyzed in
2022 to identify funding levels
needed to achieve and sustain
adequate pavement condition. The
City Council formed an ad-hoc
committee that evaluated and
recommended funding approaches
to incorporate into the 2023 - 2024
budget.
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.
Finalize terms of annexation,
prepare annexation
documentation, process through
City Councils, and finalize.
Initial discussions with the City of
Pacific staff occurred and
evaluation of the annexation terms
started. An appraisal of the City of
Pacific owned parcel in the
annexation area was conducted.
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2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Engineering
Number of Private Storm Systems Inspected
The City is required by its National Pollutant Disc harge 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.
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.
Number of Public Work Projects Contracted
17 17 19
10
15 15
-
5
10
15
20
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Number of Projects Contracted
338
480
425 412 430 450
-
100
200
300
400
500
600
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Number of Private Storm Systems Inspected
203
2023-2024 Preliminary Budget Section IV: Operating Budget
Arterial/Collector Pavement Condition Index (PCI)
This performance measure reports on the average pavement condition index (PCI) of the City's arterial and
collector streets. PCI is a 0 to 100 score that reflects the overall condition of roadway pavement. A PCI of 100
is brand new pavement and a PCI of 0 is a roadway where the pavement has turned into gravel and dirt. The
most efficient approach towards prolonging the life of a roadway is to keep the PCI at 70 or above (considered
to be "good condition") for as long as possible. Therefore, the goal of the City's arterial preservation program is
to achieve and sustain an average PCI of 70.
63 61 61 60
70 70
0
20
40
60
80
100
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Number of Arterial/Collector Pavement Condition
Index (PCI)
Department Budget
2021 Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
1,687,834 1,706,136 1,706,136 1,828,758 1,894,899
772,436 865,189 865,189 876,264 952,896
Supplies 15,039 18,800 18,800 132,175 105,775
410,726 862,960 862,960 1,107,995 1,083,825
86,793 - - - -
469,700 492,200 492,200 694,400 707,600
$ 3,442,528 $ 3,945,285 $ 3,945,285 $ 4,639,592 $ 4,744,995
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.32 Engineering
Expenditures
2023-2024 New Requests:
ENG.0033 (page 292) One-Time funded with Fund Balance
ENG.0034 (page 293) One-Time funded with Reserves
ENG.0035 (page 294) One-Time funded with Fund Balance
ENG.0038 (page 296) Ongoing
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2023-2024 Preliminary Budget Section IV: Operating Budget
Department Employees
001 Engineering FTEs 2020 2021 2022 2023 2024
Engineering FTEs 55.00 55.00 55.00 56.00 56.00
TOTAL ENGINEERING FTEs 55.00 55.00 55.00 56.00 56.00
Full Time Equivalent (FTE) Changes:
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE (Project Engineer) added in 2023 to the
Engeering Division in Public Works Dept. The position will work with capital projects.
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2023-2024 Preliminary Budget Section IV: Operating Budget
t
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 approximately 250 centerline miles of streets which is equivalent to over
633 lane miles of roadways to maintain made up of approximately 318 equivalent lane miles of
arterial/collector streets and 315 equivalent lane miles of local streets. 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 pavement markings. In addition,
Maintenance and Operations Services is responsible for general vegetation management along
streets where it is not the adjacent property owner’s responsibility and storm drainage facilities within
the City. Landscaped median islands are maintained by the Parks Department.
*Equivalent Lane Mile = 1 Mile of 12-foot-wide pavement
Strategic
Goal
WELLNESS
SUSTAINABILITY
S USTAINABILITY
SUSTAINABILI TY
CELEBRATION
Continue to update inventory of
new street light systems and
additional existing street lights
that are converted to LED
(downtown decorative and
residential decorative style lights)
as they come on line in our asset
management s ystem.
Over 94% of the Sign Shops
inventory has been added to the
database.
Obtain 100% completion of the
Sign Shop Inventory in our asset
database.
We used new equipment to
eliminate more than 400 trip
hazards without the need to
replace sidewalk panels.
Street light inventory was updated
to reflect cobra-head style street
lights that were converted from
standard fixtures to LED.
Continue to research new
equipment and techniques to
eliminate trip hazards in a more
efficient way.
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
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 workforce.
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.
Obtain 75% completion of the
Sign Shop Inventory in our asset
database.
2021-2022
Goals
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 workforce.
City staff has participated in City
assessments, training, and other
efforts to understand potential
sources of disparate treatment of
certain segments of the
population. In addition we are
incorporating new hiring practices
to encourage more diversity in the
workforce.
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Performance Measures – Street Division
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
ins pec tor 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.
Potholes Repaired within 24 Hours
The Maintenance &Operations Department is responsible for the maintenance and repair of the potholes in
the City.The City’s goal is to have all potholes repaired within 24 hours of being notified to ensure safety and
convenience for the public.
Street Sign Reflectivity
100%100%100%
50%
100%100%
0%
20%
40%
60%
80%
100%
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Percentage of Street Regulatory/Warning Signs
Inspected
95%
80%80%
90%
92%93%
76%
80%
84%
88%
92%
96%
100%
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Percentage of Potholes Repaired
within 24 Hours
207
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t
Department Budget
2021 Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
1,142,221 1,220,222 1,131,700 1,258,112 1,320,130
631,731 675,062 619,800 690,407 742,009
Supplies 198,111 230,800 230,800 210,800 210,800
1,112,573 1,168,970 1,168,970 1,552,500 1,625,900
Capital Outlay - - - - -
727,158 739,000 739,000 923,100 940,500
$ 3,811,794 $ 4,034,054 $ 3,890,270 $ 4,634,919 $ 4,839,339
Salaries & Wages
Personnel Benefits
Services & Charges
001.42 Streets
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Streets FTEs 2020 2021 2022 2023 2024
Streets FTEs 21.00 21.00 23.00 23.00 23.00
TOTAL STREETs FTEs 21.00 21.00 23.00 23.00 23.00
Full Time Equivalent (FTE) Changes:
1.0 FTE - The 2019/2020 Adopted Budget included an additional Maintenance Worker position.
2.0 FTE's - Per Budget Amendment #4 - 2022, two Maintenance Worker positions were approved for the liter
crew. These two positons are funded by the Solid Waste Fund.
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2023-2024 Preliminary Budget Section IV: Operating Budget
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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. Beginning in 2023, any Transportation Benefit District Revenues not
allocated to the 105 Fund may be used to fund arterial and collector system improvements within the
102 Fund.
Fund 103 - Local Street Fund, created in 2005. The original funding source was property taxes, and
from 2013 to 2018 the revenue was from sales tax on construction and from 2019 to 2022 the
revenue was from real estate excise tax (REET) funds. The 2023-2024 budget re-allocates the 1%
utility tax revenue previously restricted to funding the 105 Fund to become the primary revenue
source for the 103 Fund.
Fund 105 – Arterial Street Preservation Fund, previously funded by a 1% utility tax that was adopted
by Council in 2008 and restricted for arterial street repair and preservation projects. Beginning in
2023 this funding source was re-allocated to fund the 103 Fund. A new 1.5% City Utility tax was
adopted in 2022 and starting in 2023 will provide funding restricted to the 105 Fund for arterial street
repair and preservation projects. In addition, in 2022 Transportation Benefit District revenues
generated by a 0.1% Sales and Use Tax was adopted and is used to complete annual funding of
preservation projects.
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2023-2024 Preliminary Budget Section IV: Operating Budget
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Strategic
Goal
SUSTAINABILITY
SUSTAINABILITY
WELLNESS
SUSTAINABILITY
WELLNESS
SUSTAINABILITY
SUSTAINABILITY
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.
Continued Public Works
Engineering coordination meetings
with MIT Transportation group
which led to developing and
executing a funding agreement
that has MIT providing a funding
contribution towards 2 City
sidewalk projects and the City
supporting the MIT trails
masterplan project.
Continue to pursue and expand
the Partnership with the
Muckleshoot Indian Tribe (MIT) on
transportation improvements that
have mutual benefit to MIT and the
City.
WELLNESS
SUSTAINABILITY
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.
City staff has participated in City
assessments, training, and other
efforts to understand potential
sources of disparate treatment of
certain segments of the
population.
Continue to participate in City
activities to identify opportunities
for improved service to all
customers and staff, especially
customers and staff from
disadvantaged groups for whom
service may be or may have been
inadequate.
CELEBRATION
Plan future locations for DMS
signs and expand standard
operating procedures.
Look for other opportunities for
funding and partnership and to
create new shuttle routes within
Auburn.
Plan and implement preservation
projects using the funding
allocated by the City Council.
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.
Secured Sound Transit and King
County Metro Funding and
proceeded with implementation of
three projects (Regional Growth
Center Improvements, East Main
Street/M Street SE Intersection
Flashing Yellow Arrow
Improvement, and Auburn
Ave/2nd NE Pedestrian Crossing
Improvements), that will improve
access to transit and improve
reliability.
Continue to seek partnership
opportunities with Sound Transit to
improve access to transit, speed
and reliability.
Develop tool that provides utility
and street condition information to
program managers to make the
coordination of street and utility
projects more efficient and
effective.
Design and constructed the lead
service line project that included
significant local street preservation
and water funds to realize
efficiencies in re-building or
preserving roadways at the same
time that water main replacements
were being constructed.
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.
DMS signs were installed on 15th
Street NW and Lake Tapps
Parkway. Basic standard
operating procedures were
developed.
Develop and implement plan for
usage of dynamic message signs
(DMS Signs) and for additional
Intelligent Transportation Systems
(ITS) improvements.
The Lakeland Route 497
agreement was renewed and
extended until 2025 with an option
to renew for another 5 years
beyond 2025.
The City Council formed an ad-hoc
committee that evaluated and
recommended funding approaches
to incorporate into the 2023 - 2024
budget. Staff provided
presentations and information to
support these efforts.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
210
2023-2024 Preliminary Budget Section IV: Operating Budget
t
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate 2023 Budget 2024
Budget
2,284,075 2,710,488 2,710,488 965,783 690,081
ROW Vacations 43,000 - - - -
1,483,087 2,551,208 2,164,823 1,125,000 2,061,850
313,594 196,546 239,840 598,000 1,288,500
641,460 620,000 620,000 620,000 620,000
Other Transportation Fees 939,046 1,500,000 - - -
64,681 755,318 855,318 1,300,000 200,000
1,302 2,100 8,000 8,000 8,000
- 300,000 332,500 125,000
740,225 5,415,465 4,877,633 5,101,692 7,003,800
$ 6,510,471 $14,051,125 $11,476,102 $ 10,050,975 $ 11,997,231
374,076 291,400 291,400 - -
175,920 116,600 116,600 - -
171,269 720,000 720,000 190,000 195,000
2,805,304 11,652,168 9,119,919 8,936,994 11,540,000
66,681 56,200 56,200 28,400 29,000
197,376 197,400 197,400 197,400 197,400
9,357 8,800 8,800 8,100 7,400
2,710,488 1,008,557 965,783 690,081 28,431
$ 6,510,471 $14,051,125 $11,476,102 $ 10,050,975 $ 11,997,231
102 Arterial Streets
Revenues
Investment Income
Developer Contributions
Operating Transfers In
Total Revenues
Beginning Fund Balance
Federal Grants
State Grants
State Entitlements (Motor Vehicle Fuel Tax)
Other Governmental Agencies
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Debt Service Principal
Debt Service Interest
Expenditures
Salaries & Wages
Ending Fund Balance
Total Expenditures
211
2023-2024 Preliminary Budget Section IV: Operating Budget
t
Fund 103 - Local Street Fund, was created in 2005. The original funding source was property taxes,
and from 2013 to 2018 the revenue was from sales tax on construction and from 2019 to 2022 the
revenue was from real estate excise tax (REET) funds. The 2023-2024 budget re-allocates the 1%
utility tax revenue previously restricted to funding the 105 Fund to become the primary revenue
source for the 103 Fund
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
3,288,572 3,332,074 3,332,074 1,932,689 2,494,389
- - - 2,347,200 2,380,200
3,341 10,500 10,500 15,800 15,900
1,414,844 1,500,000 1,500,000 - -
Transfer In -ARPA - 636,866 551,866 85,000 -
150,000 935,156 150,000 150,000 150,000
$ 4,856,757 $ 6,414,596 $ 5,544,440 $ 4,530,689 $ 5,040,489
67,797 106,100 106,100 - -
31,950 42,400 42,400 - -
- 700 700 - -
1,411,981 4,124,057 3,448,751 2,035,000 1,950,000
12,955 13,800 13,800 1,300 1,300
3,332,074 2,127,539 1,932,689 2,494,389 3,089,189
$ 4,856,757 $ 6,414,596 $ 5,544,440 $ 4,530,689 $ 5,040,489
Investment Income
Transfer In - from REET1 & REET2
Transfer In - from W/S/SWM Utility
Total Revenues
Beginning Fund Balance
Utility Taxes
103 Local Streets
Revenues
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
Ending Fund Balance
Total Expenditures
212
2023-2024 Preliminary Budget Section IV: Operating Budget
t
Fund 105 - Arterial Street Preservation Fund, previously funded by a 1% utility tax that was adopted
by Council in 2008 and restricted for arterial street repair and preservation projects. Beginning in
2023 this funding source was re-allocated to fund the 103 Fund. A new 1.5% City Utility tax was
adopted in 2022 and starting in 2023 will provide funding restricted to the 105 Fund for arterial street
repair and preservation projects. In addition, in 2022 Transportation Benefit District revenues
generated by a 0.1% Sales and Use Tax was adopted and is used to complete annual funding of
preservation projects.
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
3,385,926 3,133,696 3,133,696 2,699,358 2,641,130
Sales Tax (0.1%) - - - 1,600,000 2,100,000
2,096,510 2,047,400 2,047,400 1,287,500 1,334,300
1,013,817 1,736,394 - 1,118,272 750,000
State Grants 162,769 2,139,857 1,928,004 - -
2,742 11,400 11,400 22,000 18,800
- 258,770 258,770 14,000 -
437,946 - - - -
$ 7,099,710 $ 9,327,517 $ 7,379,270 $ 6,741,130 $ 6,844,230
331,112 122,000 122,000 - -
149,895 48,800 48,800 - -
22,365 150,000 150,000 400,000 400,000
3,394,141 7,336,585 4,174,112 3,700,000 4,850,000
68,500 185,000 185,000 - -
3,133,696 1,485,132 2,699,358 2,641,130 1,594,230
$ 7,099,710 $ 9,327,517 $ 7,379,270 $ 6,741,130 $ 6,844,230
Beginning Fund Balance
Utility Taxes
Federal Grants
Investment Income
Personnel Benefits
Services & Charges
105 Arterial Street
. Preservation
Revenues
Miscellaneous Revenue
Operating Transfer In
Capital Outlay
Transfer Out
Expenditures
Salaries & Wages
Total Revenues
Ending Fund Balance
Total Expenditures
2023-2024 New Requests:
ENG.0036 (page 295) Fund Balance
213
2023-2024 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.
Strategic
Goal
SUSTAINABILITY
SUSTAINABILITY
SUSTAINABILITY
SUSTAINABILITY
WELLNESS
SUSTAINABILITY
Complete filing for an extension of
the required Comprehensive Water
Plan update by May 2022.
Comprehensive Water System
Plan Limited Updated was
submitted to Washington
Department of Health (DOH) in
August 2021. DOH approved plan
update December 2021 and
extended plan approval until May
2026.
SUSTAINABILITY
ENVIRONMENT
Complete construction of the Coal
Creek Springs Transmission Main
Replacement project.
Design and permitting will be
complete in 2022.
Complete construction of the Coal
Creek Springs Transmission Main
Replacement project.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Complete Deduct Meter
Replacement program.
Phase 2 was completed in 2021.
The final phase will be complete in
2022.
Complete water rights evaluation
and develop a plan for water rights
transfer.
Phase 1 of the Mitigation Plan
was submitted to Ecology in 2021.
Complete Phases 2 and 3 of the
water right application Mitigation
Plan by 2024.
Complete construction of the
Academy Pump Station #1
Replacement.
Construction began in 2021 and
will be complete in 2022.
Complete Lead Service Line
Replacement program.
Construction began in 2021 and
will be complete in 2022.
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2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
SUSTAINABILITY
WELLNESS
CELEBRATION
SUSTAINABILITY
Complete Comprehensive Water
System Plan update by December
2024 and receive DOH approval by
June 2024.
SUSTAINABILITY
ECONOMY
ENVIRONMENT
SERVICE
WELLNESS
Complete hydrogeologic
assessment and investigation of
Coal Creek Springs and develop a
plan to utilize the full water right.
SUSTAINABILITY
ENVIRONMENT
Complete inventory of service line
materials on both the public and
private side of the line according to
the revised Lead and Copper Rule
requirements. Make inventory
available to the public by October
2024.
SUSTAINABILITY
SERVICE
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Implement design and
construction of projects funded by
2020 revenue bond issuance.
74% of bond funds were spent by
the end of 2021. Most projects will
finish construction in 2022, with
the remaining finishing in 2023.
Complete the implementation of
the remaining 2020 revenue bond
funded projects
Replace existing water sample
locations with new sampling
stands.
10 new sample stations were
installed in 2022 and added to the
Coliform Monitoring Plan.
Complete replacement of existing
water sample locations with new
sample 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.
City staff has participated in City
assessments, training, and other
efforts to understand potential
sources of disparate treatment of
certain segments of the
population. In addition we are
incorporating new hiring practices
to encourage more diversity in the
workforce.
Review existing policies during the
water comprehensive plan update
and revise as needed to ensure
policies are equitable.
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2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Water Fund
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.
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
6.3%6.4%
8.2%
7.0%6.9%6.8%
0.0%
1.0%
2.0%
3.0%
4.0%
5.0%
6.0%
7.0%
8.0%
9.0%
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
System Losses
(Percent of Production)
4.2
3.5
3.9
3.3 3 3
0
1
2
3
4
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Customer Service Complaints per 1,000 Customer Accounts
158
179 182 175 175 175
-
50
100
150
200
250
300
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Consumption -Gallons/Day
per Residential Connection
216
2023-2024 Preliminary Budget Section IV: Operating Budget
2023 – 2024 Working Capital Budget
430 430 430 430 430
OPERATING FUND:460 460 460 460 460
OPERATING REVENUES
343.400 Water Sales 15,748,210 16,813,640 16,288,400 17,250,000 18,700,000
343.401-900 Other Charges for Service 131,590 181,010 196,500 183,410 183,410
361.110-119 Interest Earnings 21,363 73,400 47,300 50,000 50,000
362.500 Rents, Leases and Concessions 5,623 30,000 31,200 30,000 30,000
Other Miscellaneous Revenue 1,384,330 3,395,000 765,300 3,000,000 -
TOTAL OPERATING REVENUES 17,291,116$ 20,493,050$ 17,328,700$ 20,513,410$ 18,963,410$
OPERATING EXPENDITURES
534.000.10 Salaries & Wages 2,518,963 2,982,226 2,700,000 3,013,021 3,143,810
534.000.20 Benefits 438,570 1,573,588 1,300,000 1,517,608 1,633,579
534.000.30 Supplies 302,704 359,850 359,400 388,825 388,925
534.000.40 Services & Charges 3,916,931 5,764,730 4,500,000 5,443,860 5,899,640
597.100.55 Operating Transfers Out to Capital Subfund 12,476,178 9,233,438 8,178,310 8,934,810 4,934,810
597.100.55 Other Operating Transfers Out 119,472 272,500 272,500 153,066 156,985
548.000.60 Capital 2,504 - - -
590.100.75 Debt Service Principal 1,746,754 1,648,600 1,648,600 1,546,900 1,628,400
534.000.83 Debt Service Interest 663,857 745,400 745,400 928,800 844,800
590.100.05 Net Increase in Restricted Assets 2,251,617 - - - -
534.000.90 Interfund Payments for Service 1,875,793 2,023,350 2,023,350 2,559,100 2,611,800
TOTAL OPERATING EXPENDITURES 26,313,343$ 24,603,682$ 21,727,560$ 24,485,990$ 21,242,749$
REVENUES LESS EXPENDITURES (9,022,227)$ (4,110,632)$ (4,398,860)$ (3,972,580)$ (2,279,339)$
BEGINNING WORKING CAPITAL - January 1 23,631,719 14,609,492 14,609,492 10,210,632 6,238,052
ENDING WORKING CAPITAL - December 31 14,609,491 10,498,860 10,210,632 6,238,052 3,958,713
NET CHANGE IN WORKING CAPITAL (*)(9,022,227)$ (4,110,632)$ (4,398,860)$ (3,972,580)$ (2,279,339)$
CAPITAL FUND:
CAPITAL REVENUES
333.970 Indirect Fed Grants - US Dept of Homeland - 257,150 257,150 941,813 -
334.018 State Grants - Military Dept - 42,850 42,850 206,969 -
361.110 Investment Income 1,427 18,500 10,000 18,500 18,500
361.369 Miscellaneous Revenue 16,346 - - -
379.100 Developer Contributions - - - -
396.101 Capital-System Development 690,769 983,200 650,000 650,000 650,000
397.*Operating Transfers in from Operations 12,476,178 9,233,438 8,178,310 8,934,810 4,934,810
397.*Other Operating Transfers In - (349,094) 272,500 - -
390-399 Other Sources 4,665,340 - - -
TOTAL CAPITAL REVENUES 17,850,060$ 10,186,044$ 9,410,810$ 10,752,092$ 5,603,310$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 258,225 500,000 500,000 - -
590.100.20 Benefits 121,829 200,000 200,000 - -
590.100.40 Services & Charges 148 22,300 22,300 - -
590.100.6 Construction Projects 6,667,524 14,957,874 12,186,873 13,041,560 6,176,810
590.100.05 Net Change in Restricted Assets 4,386,578 - - - -
590.100.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES 11,434,303$ 15,680,174$ 12,909,173$ 13,041,560$ 6,176,810$
BEGINNING WORKING CAPITAL - January 1 404,282 6,820,039 6,820,039 3,321,676 1,032,208
ENDING WORKING CAPITAL - December 31 6,820,039 1,325,909 3,321,676 1,032,208 458,708
NET CHANGE IN WORKING CAPITAL (*)6,415,757$ (5,494,130)$ (3,498,363)$ (2,289,468)$ (573,500)$
Total Change in Working Capital (2,606,471)$ (9,604,762)$ (7,897,223)$ (6,262,048)$ (2,852,839)$
(*) Working Capital = Current Assets
minus Current Liabilities
2024
Budget
430 Water
(includes 460 Water - Capital) 2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
217
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Employees
430 Water FTEs 2020 2021 2022 2023 2024
Water FTEs 23.00 23.00 24.00 24.00 24.00
TOTAL WATER FTEs 23.00 23.00 24.00 24.00 24.00
Full Time Equivalent (FTE)
1.0 FTE - Effective in January 2022 per BA#4 - 2022, a GIS Technician position was authorized.
218
2023-2024 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.
Strategic
Goal
SUSTAINABILITY
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.
Completed two seasons of flow
monitoring and identified several
areas of higher I/I.
Incorporate the results of City and
King County flow monitoring into
the update of the sewer hydraulic
model, and identify and adopt I/I
reduction strategies as part of the
Comprehensive Sewer Plan
update.
ENVIRONMENT
Initiate the 2021 Repair and
Rehabilitation project.
The 2021 Repair and
Rehabilitation project was
completed in 2022.
SUSTAINABILITY
SUSTAINABILITY
ECONOMY
Increase education and outreach
of the Fats, Oils, and Grease
(FOG) Program to reduce
backups, trouble lines, and
maintenance needs.
Maintained current, primarily
reactive, level of outreach,
Increase education and outreach
of the Fats, Oils, and Grease
(FOG) Program and increase
enforcement of grease interceptor
cleaning requirements to reduce
backups, trouble lines, and
maintenance needs.
ENVIRONMENT
SUSTAINABILITY
Prepare growth projections and
update hydraulic modeling for
update to the Comprehensive Plan
for completion and approval in
2024.
Provided flow monitoring data and
updated sewer system data to
consultant and worked with
Community Development to
provide growth projections to
enable future hydraulic modeling.
Incorporate updated model results
and resulting plans for capacity
improvements and expansion into
the Comprehensive Sewer Plan.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Verify/update all available
installation dates, record drawing
references, and materials for the
system's sewer manholes and
sewer mains.
Prepared specific objectives for
our asset inventory effort and
completed one test quarter
section. Began coordination
efforts with new PW GIS Group
Complete data verification/update
for the assets in 50% of the City's
quarter sections.
219
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
Continue to engage with King
County, component agencies, City
staff, and elected leaders to
negotiate a new agreement for
sewage disposal.
While City staff has remained
engaged with County Staff in
many areas including progress
towards the County's Clean Water
Plan, progress toward an updated
sewage disposal agreement has
been slow.
Continue to engage with King
County, component agencies, City
staff, and elected leaders to
negotiate a new agreement for
sewage disposal.
ENVIRONMENT
SERVICE
SUSTAINABILITY
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.
City staff has been proactive in
identifying where opportunities
exist to combine street and utility
improvements.
Upgrade the sewer asset
inventory, condition assessment,
and asset replacement planning to
help the City's efforts to maximize
the efficiency of project planning
and execution.
SUSTAINABILITY
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 workforce.
Continue to participate in City
activities to identify opportunities
for improved service to all
cus tomers and staff, especially
customers and staff from
disadvantaged groups for whom
service may be or may have been
inadequate.
CELEBRATION
Complete the replacement of the
Rainier Ridge Sewer Pump Station
to increase reliability,
maintainability, and capacity of
the station.
SUSTAINABILITY
Complete the update to the
Comprehensive Sewer Plan which
will guide the operation of the
Utility for the next 6-10 years.
SUSTAINABILITY
ECONOMY
ENVIRONMENT
SERVICE
W EL LNESS
City staff has participated in City
assessments, training, and other
efforts to understand potential
sourc es of disparate treatment of
certain segments of the
population. In addition we are
incorporating new hiring practices
to encourage more diversity in the
workforce.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
220
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Sewer Fund
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.
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
201
120
148
195 210 220
0
50
100
150
200
250
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Linear Feet Cleaned
(Thousands of Feet)
214
112 124
145 160
180
0
50
100
150
200
250
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Linear Feet Remotely Inspected
(Thousands of Feet)
1,402
952 857
1,400 1,500 1,500
0
500
1,000
1,500
2,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Manhole Inspections
221
2023-2024 Preliminary Budget Section IV: Operating Budget
2023-2024 Working Capital Budget
431 431 431 431 431
OPERATING FUND:461 461 461 461 461
OPERATING REVENUES
343.500 City Sewer Service 9,041,362 9,772,980 9,291,800 9,392,100 9,475,000
343.501-540 Other Charges for Service 1,213 139,500 145,700 140,000 140,000
361.110-118 Interest Earnings 8,425 80,400 27,500 41,100 46,700
Other Miscellaneous Revenue 465,625 - 23,500 - -
TOTAL OPERATING REVENUES 9,516,625 9,992,880 9,488,500 9,573,200 9,661,700
OPERATING EXPENDITURES
535.000.10 Salaries & Wages 1,558,563 1,782,483 1,782,400 1,877,435 1,975,905
535.000.20 Benefits 305,763 938,653 938,600 935,668 1,018,958
535.000.30 Supplies 106,063 166,050 138,150 201,025 202,495
535.000.40 Services & Charges 3,713,110 4,374,930 4,274,300 4,879,305 5,114,935
597.100.55 Operating Transfers Out to Capital Subfund - - - - -
597.100.55 Other Operating Transfers Out 91,086 586,095 237,000 275,568 157,804
590.100.75 Debt Service Principal 532,534 457,100 457,100 543,800 557,300
535.100.83 Debt Service Interest 72,545 96,500 96,500 126,200 112,100
590.100.05 Net Increase in Restricted Assets 959,000 - - - -
535.000.90 Interfund Payments for Service 1,527,438 1,629,750 1,629,750 1,507,700 1,536,700
TOTAL OPERATING EXPENDITURES 8,868,627 10,031,561 9,553,800 10,346,701 10,676,197
REVENUES LESS EXPENDITURES 647,998 (38,681) (65,300) (773,501) (1,014,497)
BEGINNING WORKING CAPITAL - January 1 8,717,297 9,365,295 9,365,295 9,299,995 8,526,494
ENDING WORKING CAPITAL - December 31 9,365,295 9,326,614 9,299,995 8,526,494 7,511,997
NET CHANGE IN WORKING CAPITAL (*)647,998 (38,681) (65,300) (773,501) (1,014,497)
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 12,227 52,200 52,200 52,200
396.101 Capital-System Development 396,347 703,400 242,000 325,000 325,000
397.100 Operating Transfers in from Operations - - - -
397.100 Other Operating Transfers In - - - -
396.102 Capital-Assess/Area 2,257,393 - - -
361/396/399 Other Revenues (420,142) - - -
TOTAL CAPITAL REVENUES 2,245,826 755,600 242,000 377,200 377,200
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 126,994 271,400 271,400 - -
590.100.20 Benefits 58,212 108,600 108,600 - -
590.100.40 Services & Charges 1,180 16,900 16,900 - -
590.100.60 Construction Projects 1,408,634 6,384,347 2,550,000 5,992,500 1,344,000
590.100.05 Net Change in Restricted Assets 2,240,110 - - -
597.100.55 Operating Transfers Out - - - -
TOTAL CAPITAL EXPENDITURES 3,835,130 6,781,247 2,946,900 5,992,500 1,344,000
BEGINNING WORKING CAPITAL - January 1 12,981,761 11,392,457 11,392,457 8,687,557 3,072,257
ENDING WORKING CAPITAL - December 31 11,392,457 5,366,810 8,687,557 3,072,257 2,105,457
NET CHANGE IN WORKING CAPITAL (*)(1,589,304) (6,025,647) (2,704,900) (5,615,300) (966,800)
Total Change in Working Capital (941,306) (6,064,328) (2,770,200) (6,388,801) (1,981,297)
(*) Working Capital = Current Assets
minus Current Liabilities
2024 Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
431 Sewer
(includes 461 Sewer - Capital)
2023 Budget
2023-2024 New Requests:
SWR.0006 (page 327) One-Time Fund Balance
SWR.0005 (page 326) Ongoing
ENG.0040 (page 297) Ongoing
222
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Employees
431 Sewer FTEs 2020 2021 2022 2023 2024
Sewer FTEs 10.00 10.00 10.00 11.00 12.00
TOTAL SEWER FTEs 10.00 10.00 10.00 11.00 12.00
Full Time Equivalent (FTE) Changes:
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE (Water Resource Technician) added in 2024 to
the Sewer and Storm Utility Division in Public Works Dept.
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE (Maintenance Worker I - CDL Sewer) added in
2023 to the Sewer Division in Public Works Dept.
223
2023-2024 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.
Strategic
Goal
SUSTAINABILITY
SUSTAINABILITY
ENVIRONMENT
SUSTAINABILITY
Remote learning and outreach
were discontinued in 2021
following a normal resumption of
activities.
WELLNESS
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.
Comprehensive coordination
occurs during budget preparation,
ongoing and routine capital project
meetings to ensure that
overlapping needs are realized to
ensure efficient planning and
implementation of projects.
Continue the coordination with
street and utility projects to obtain
efficiency in contracting and
economies of scale.
Continue remote learning and
outreach for school program and
business pollution prevention
program until normal operations
resume after the COVID-19
pandemic.
Complete the 9-year program to
map and document the attributes
of the City's storm drainage
assets by mid-2021.
Due to staff turnover, the program
completion took longer than
anticipated but the initial inventory
has now been completed.
Maintain, modify and add new
storm attributes as needed to
keep the system current.
Continue implementation of the
ditch maintenance program.
Completed preliminary
development of the ditch
maintenance program using asset
management tools to determine
the highest priority ditch
segments.
Continue to develop and
implement the ditch maintenance
program for those ditch segments
determined to be the highest
priority to eliminate potential
impacts to the storm system.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
224
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
Develop and implement a Source
Control Business Inspection
Program by adopting an ordinance
to require use of Source Control
Best Management Practices for
ex isting businesses and land use
activities, develop a business
inventory, prepare inspection
standard operating procedures and
train staff.
Draft code and a business
inventory have been prepared.
Begin implementation of the
Source Control Business
Inspection Program required by
the National Pollutant Discharge
Elimination System permit.
ENVIRONMENT
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 workforce.
Continue to participate in City
activities to identify opportunities
for improved service to all
customers and staff, especially
customers and staff from
disadvantaged groups for whom
servic e may be or may have been
CELEBRATION
Complete the update to the
Comprehensive Storm Drainage
Plan which will guide the operation
of the Utility for the next 6-10
years.
SUSTAINABILITY
ECONOMY
ENVIRONMENT
SERVICE
WELLNESS
Prepare growth projections and
update hydraulic modeling for
update to the Comprehensive Plan
for completion and approval in
2024.
Continue to utilize the existing
hydraulic models to support the
Comprehensive Plan and individual
projects as required to ensure
proper sizing of facilities.
SUSTAINABILITY
The hydraulic model has been
updated as needed to support
individual capital projects.
Examples include the North
Airport Area Storm Improvements,
Riverwalk Drive SE Non-Motorized
Improvement project and the
Regional Growth Center Access
project.
City staff has participated in City
assessments, training, and other
efforts to understand potential
sources of disparate treatment of
certain segments of the
population. In addition we are
incorporating new hiring practices
to encourage more diversity in the
workforce.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
225
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Storm Drainage Fund
This performance measure reflects the prioritization of storm work forces required to meet NPDES requirements for required
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 every two years.The 2023 and 2024 goals are based
on the anticipated annual average required to meet permit conditions.
Tons of Debris Hauled
This perfornance measure tracks the National Pollutant Discharge Elimination System (NPDES)requirement to inspect and clean,
as necessary, all catch basins within the City every two years.The 2023 and 2024 goals are based on the annual average required
to meet NPDES permit conditions.
Percentage of Storm Drainage Ponds Maintained Per Year
1,400
467
1,320 1,216 1,225 1,250
-
500
1,000
1,500
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Tons of Debris Hauled
89%
98%
90%
92%93%
84%
86%
88%
90%
92%
94%
96%
98%
100%
2020 2021 2022
Est
2023
Goal
2024
Goal
Percentage of Ponds Maintained Per Year
5,871 6,394
3,465
4,950 5,250 5,300
-
2,000
4,000
6,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Catch Basin Inspection
226
2023-2024 Preliminary Budget Section IV: Operating Budget
2023 – 2024 Working Capital Budget
432 432 432 432 432
OPERATING FUND:462 462 462 462 462
OPERATING REVENUES
343.830 Storm Service Charge 10,507,427 10,706,170 10,802,500 10,891,700 10,962,800
343.831-840 Other Charges for Service 84,463 155,200 164,100 155,200 155,200
361.110-119 Interest Earnings 10,471 90,500 38,700 40,700 42,700
Other Miscellaneous Revenue 717,359 - 17,200 - -
TOTAL OPERATING REVENUES 11,319,720$ 10,951,870$ 11,022,500$ 11,087,600$ 11,160,700$
OPERATING EXPENDITURES
535.000.10 Salaries & Wages 2,573,240 2,850,129 2,850,100 2,912,987 3,091,111
535.000.20 Benefits 532,487 1,473,432 1,473,400 1,465,237 1,612,599
535.000.30 Supplies 82,159 82,050 82,000 91,025 93,255
535.000.40 Services & Charges 2,025,044 2,598,370 2,598,300 2,675,245 2,706,945
597.100.55 Operating Transfers Out to Capital Subfund - - - - 7,000,000
597.100.55 Other Operating Transfers Out 155,972 660,095 311,000 372,638 233,436
590.100.72 Debt Service Principal 426,973 363,700 363,700 446,800 466,500
535.100.83 Debt Service Interest 152,526 173,700 173,700 213,100 193,100
590.100.05 Net Increase in Restricted Assets 1,509,965 - - - -
535.000.90 Interfund Payments for Service 2,045,985 2,135,300 2,135,300 2,552,600 2,567,500
TOTAL OPERATING EXPENDITURES 9,504,350$ 10,336,776$ 9,987,500$ 10,729,632$ 17,964,446$
REVENUES LESS EXPENDITURES 1,815,370$ 615,094$ 1,035,000$ 357,968$ (6,803,746)$
BEGINNING WORKING CAPITAL - January 1 10,107,355 11,922,725 11,922,725 12,957,725 13,315,693
ENDING WORKING CAPITAL - December 31 11,922,725 12,537,819 12,957,725 13,315,693 6,511,947
NET CHANGE IN WORKING CAPITAL (*)1,815,370$ 615,094$ 1,035,000$ 357,968$ (6,803,746)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 17,559 36,200 36,200 36,200
396.101 Capital-System Development 888,291 526,600 266,200 500,000 500,000
396.104 Capital-Outside Devl 4,476,672 - - -
397.100 Operating Transfers in from Operations - - - 7,000,000
397.100 Other Operating Transfers In - - - -
377.020 Interlocal Grants 96,640 - - -
361/396/399 Other Revenues (62,670) - - -
TOTAL CAPITAL REVENUES 5,416,491$ 562,800$ 266,200$ 536,200$ 7,536,200$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 147,233 221,400 221,400 - -
590.100.20 Benefits 68,022 88,600 88,600 - -
590.100.40 Services & Charges 1,023 12,800 12,800 - -
590.100.60 Construction Projects 937,157 7,542,324 3,904,000 6,713,394 8,065,000
590.100.05 Net Change in Restricted Assets 4,476,672 - - -
590.100.55 Operating Transfers Out - - - -
TOTAL CAPITAL EXPENDITURES 5,630,106$ 7,865,124$ 4,226,800$ 6,713,394$ 8,065,000$
BEGINNING WORKING CAPITAL - January 1 11,918,657 11,705,042 11,705,042 7,744,442 1,567,248
ENDING WORKING CAPITAL - December 31 11,705,042 4,402,718 7,744,442 1,567,248 1,038,448
NET CHANGE IN WORKING CAPITAL (*)(213,615)$ (7,302,324)$ (3,960,600)$ (6,177,194)$ (528,800)$
Total Change in Working Capital 1,601,756$ (6,687,230)$ (2,925,600)$ (5,819,226)$ (7,332,546)$
(*) Working Capital = Current Assets
minus Current Liabilities
2024 Budget
432 Storm Drainage
(includes 462 Storm Drainage - Capital) 2021
Actual
2022
Adjusted
Budget
2022
Estimate 2023 Budget
2023-2024 New Requests:
STM.0009 (page 325) One-Time Fund Balance
STM.0008 (page 324) Ongoing
227
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Employees
432 Storm FTEs 2020 2021 2022 2023 2024
Storm FTEs 12.00 12.00 12.00 14.00 14.00
TOTAL STORM FTEs 12.00 12.00 12.00 14.00 14.00
Full Time Equivalent (FTE) Changes:
2.0 FTE's - Per the 2023-2024 budget, this includes 2.0 FTEs (Maintenance Worker I - CDL Vegetation)
added in 2023 to Street & Vegetation Division in Public Works Dept.
228
2023-2024 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.
Fund Budget
433 433 433 433 433
OPERATING FUND:- - 463 463
OPERATING REVENUES
343.501-531 Metro Service Charge 18,040,260 20,186,200 18,836,500 20,154,200 21,507,500
343.532 Metro Industrial Charge 319,725 810,200 422,200 443,400 465,500
361.110 Interest Earnings 588 16,300 3,000 16,300 16,300
TOTAL OPERATING REVENUES 18,360,573$ 21,012,700$ 19,261,700$ 20,613,900$ 21,989,300$
OPERATING EXPENDITURES
535.800.40 Services & Charges 17,485,161 21,008,800 19,646,700 20,586,400 21,961,800
TOTAL OPERATING EXPENDITURES 17,485,161$ 21,008,800$ 19,646,700$ 20,586,400$ 21,961,800$
REVENUES LESS EXPENDITURES 875,412$ 3,900$ (385,000)$ 27,500$ 27,500$
BEGINNING WORKING CAPITAL - January 1 2,837,722 3,713,134 3,713,134 3,328,134 3,355,634
ENDING WORKING CAPITAL - December 31 3,713,134 3,717,034 3,328,134 3,355,634 3,383,134
NET CHANGE IN WORKING CAPITAL (*)875,412$ 3,900$ (385,000)$ 27,500$ 27,500$
(*) Working Capital = Current Assets
minus Current Liabilities
2023
Budget
2024
Budget 433 Sewer Metro 2021
Actual
2022
Adjusted
Budget
2022
Estimate
229
2023-2024 Preliminary Budget Section IV: Operating Budget
t
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. 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.
Strategic
Goal
SUSTAINABILITY
SUSTAINABILITY
WELLNESS
SUSTAINABILITY
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Work with adjacent properties and
the FAA to address obstructions
and allow a change to the night
restrictions that exist at the
Airport.
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.
Approval occurred to allow
Cascade Helicopters to distribute
Jet A to external Airport
customers via fuel truck. Cascade
provides the airport a monthly
report on fuel sales. Current
demand is minimal.
Continued monitoring of Cascade's
Jet A Fuel sales, if demand
increases to a point a permanent
facility is needed work to identify a
private partner to install and
manage it.
Infrastructure upgrades include
hangar door replacement,
retrofitting existing open hangars
and constructing two new hangar
rows. Pavement maintenance has
also been made a high priority.
Project to be completed in 2022 to
replace outdated hangar doors and
install doors on one open row of
hangars. If FAA funds permit,
additional enclosure of open
hangar rows are planned for the
next 4 years. FAA funding is
programmed to address airfield
pavement. Breaking ground for 2
new hangar rows being
constructed by a developer is
scheduled to take place in
summer 2022.
Infrastructure upgrades include,
retrofitting existing open hangars,
increasing perimeter fence to
improve security and addressing
aging infrastructure. Pavement
maintenance continues to be a
high priority.
Completed in 2021, FAA flight
check is schedule in summer
2022 to remove restrictions and
complete the process.
230
2023-2024 Preliminary Budget Section IV: Operating Budget
t
Strategic
Goal
WELLNESS
SUSTAINABILITY
CELEBRATION
Sustainability
Environment
Work with FAA to determine the
steps and work necessary to
create a viable instrument
approach for the Airport.
After working with the FAA an
improved instrument approach is
scheduled to be completed in
2023.
Complete the implementation of
the improved instrument approach
as approved by FAA in 2022.
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.
The airport hosted multiple tours
to a variety of different groups
representing a wide range of ages
and backgrounds. The airport
continues to hold a yearly airport
internship and community events
which increase the visibility of the
airport to all ages and races. City
staff has participated in City
assessments, training, and other
efforts to understand potential
sources of disparate treatment of
certain segments of the
population. In addition we are
incorporating new hiring practices
to encourage more diversity in the
workforce.
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.
Increase the sustainability of the
airport by creating additional
revenue streams. Realize cost
savings by taking advantage of
clean energy initiatives when they
are available.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
231
2023-2024 Preliminary Budget Section IV: Operating Budget
t
2023 – 2024 Working Capital Budget
2023-2024 New Requests:
AIR.0003 (page 289) Ongoing
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget 435 435 435 435 435
OPERATING FUND:465 465 465 465 465
OPERATING REVENUES
331.201 Grant Revenue 82,000 - - - -
341.930 Airport Security Service 36,363 35,000 35,000 36,000 38,700
344.602 Aviation Fuel Sales 574,432 449,000 500,000 575,000 661,500
362.501 Property Leases 333,437 338,300 338,300 361,800 469,000
362.502 Tie Down & Hangar Rent 651,009 670,400 670,400 666,600 754,400
361.110 Investment Income 1,281 10,400 3,900 10,400 10,400
367.110 Gifts/Pledges - Private Sources 2,500 - - - -
391.800 Intergovernmental Loan - 750,000 - -
369-399 Miscellaneous Revenue 5,515 4,000 6,000 4,000 4,000
TOTAL OPERATING REVENUES 1,686,537$ 2,257,100$ 1,553,600$ 1,653,800$ 1,938,000$
OPERATING EXPENDITURES
546.000.10 Salaries & Wages 252,144 259,083 259,083 306,514 319,178
546.000.20 Benefits 37,172 120,864 117,000 136,824 148,527
546.000.30 Supplies 435,609 368,000 368,000 451,250 517,100
546.000.40 Services & Charges 346,429 364,200 350,000 362,905 386,305
597.100.55 Operating Transfers Out to Capital Subfund 25,000 1,264,100 1,264,100 450,000 450,000
546.000.75 Debt Service Principal - - - 68,495 69,865
546.000.81 Debt Service Interest - - - 15,000 13,630
590.100.05 Net Increase in Restricted Assets (35,870) - - - -
546.000.90 Interfund Payments for Service 108,062 115,400 115,400 197,200 202,400
TOTAL OPERATING EXPENDITURES 1,168,547$ 2,515,595$ 2,473,583$ 1,988,188$ 2,107,005$
REVENUES LESS EXPENDITURES 517,990$ (258,495)$ (919,983)$ (334,388)$ (169,005)$
BEGINNING WORKING CAPITAL - January 1 1,003,962 1,521,952 1,521,952 601,969 267,581
ENDING WORKING CAPITAL - December 31 1,521,953 1,263,457 601,969 267,581 98,576
NET CHANGE IN WORKING CAPITAL (*)517,990$ (258,495)$ (919,983)$ (334,388)$ (169,005)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 261 200 100 200 200
331-334 Federal and State Grants 19,121 1,137,652 922,220 3,550,555 695,555
397.100 Operating Transfer In 25,000 1,288,048 1,264,100 450,000 450,000
369.900 Other Revenues 1,899 25,000 - - -
TOTAL CAPITAL REVENUES 46,280$ 2,450,900$ 2,186,420$ 4,000,755$ 1,145,755$
CAPITAL EXPENDITURES
590.100.40 Services & Charges 28 100 100 100 100
590.100.60 Capital Projects 38,257 2,383,820 2,044,440 4,238,290 1,101,110
590.100.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES 38,285$ 2,383,920$ 2,044,540$ 4,238,390$ 1,101,210$
BEGINNING WORKING CAPITAL - January 1 161,340 169,335 169,335 311,215 73,580
ENDING WORKING CAPITAL - December 31 169,335 236,315 311,215 73,580 118,125
NET CHANGE IN WORKING CAPITAL (*)7,995$ 66,980$ 141,880$ (237,635)$ 44,545$
Total Change in Working Capital 525,985$ (191,515)$ (778,103)$ (572,023)$ (124,460)$
(*) Working Capital = Current Assets
minus Current Liabilities
435 Airport
(includes 465 Airport - Capital)
232
2023-2024 Preliminary Budget Section IV: Operating Budget
t
Department Employees
435 Airport FTEs 2020 2021 2022 2023 2024
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)
233
2023-2024 Preliminary Budget Section IV: Operating Budget
EQUIPMENT RENTAL
Mission Statement
The mission of Equipment Rental is to provide outstanding fleet services regarding safety standards
and reliability of equipment to meet all City departments transportation and equipment needs.
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.
Strategic
Goal
ENVIRONMENT
SUSTAINABILITY
ENVIRONMENT
SUSTAINABILITY
ENVIRONMENT
SUSTAINABILITY
S USTAINABILITY
Completed a new contract with a
fuel provider, that provides the
ability to seek out alternative fuels
such as R99 (renewable diesel).
The project is being designed in
2022 with construction anticipated
in 2023.
Continue to improve fleet fuel
economy and driver safety utilizing
GPS Insight throughout the City's
fleet.
Continue to integrate more
Electric Vehicles into the Cities
fleet, in conjunction with additional
Electric Vehicle charging
infrastructure. While also
adopt ing Renewable fuels such as
Renewable Diesel and Renewable
Unleaded.
Complete the Equipment Rental
remodel project to improve
efficiency and provide the
necessary facilities to meet the
needs of the City for providing fleet
and c entral stores services.
Investigate fuel systems and
options for replacement and
implement the replacement.
Investigate fuel systems and
options for replacement,
incorporate new fleet management
and fuel management software,
and implement the replacement.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Obtained quotes from multiple
vendors and contractors to
upgrade the existing fuel system.
This project will continue in the
2023-2024 budget cycle.
Continue to improve fleet fuel
economy through the expansion of
the current Zonar technology
throughout the City's fleet.
In order to lower the City's
emission rates and continue to
meet standards and federal and
state requirements, 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.
177 GPS Insight devices were
installed in March & April of 2022
replacing the Zonar system. GPS
Insight provides more visibility to
our vehicles use, mechanical
issues and history to improve our
management of the fleet.
234
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
SUSTAINABILITY
SUSTAINABILITY
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 workforce.
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 workforce.
CELEBRATION
Continue to lower unscheduled
maintenance costs through the
process of preventive
maintenance/inspection, effective
long term repairs, and on going
training on advanced technologies
and repairs for staff.
SERVICE
Develop and Implement
preventative measures related to
fleet vandalism, fuel and vehicle
theft to reduce the cost burden to
the City. Improvements may
include security and improved
facility management in addition to
vehicle preventative measures.
SERVICE
SUSTAINABILITY
Continue to research the purchase
of a GM MDI/GDS2 Scan tool.
Subscribe to GM's in house
warranty service to complete
warranty work in-house.
Many ASE certifications have
been received towards the
completion of this goal, however,
more are needed.
Become an ASE-Certified Blue
Shield Repair Facility.
City staff has participated in City
assessments, training, and other
efforts to understand potential
sources of disparate treatment of
certain segments of the
population. In addition we are
incorporating new hiring practices
t o encourage more diversity in the
workforce.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Completed the evaluation of the
number of work orders Chevrolet
completes vs what can be done in-
house.
Become an ASE-Certified Blue
Shield Repair Facility.
Evaluate the benefits and
requirements of becoming a
General Motors in-house warranty
provider.
235
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Equipment Rental Fund
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.
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
8.8 8.9 8.8
9.0 9.0 9.0
8.0
8.5
9.0
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Average Vehicle Life Cycle
In Years
567 582
619 591 605.00 635.00
300
400
500
600
700
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Preventative Maintenance Services Performed
1,619
1,219
1,789 1,800 1,950 2,100
-
500
1,000
1,500
2,000
2,500
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Unscheduled Maintenance Performed
236
2023-2024 Preliminary Budget Section IV: Operating Budget
2023-2024 Working Capital Budget
550 550 550 550 550
OPERATING FUND:560 560 560.00 560 560
OPERATING REVENUES
348.500 Fuel Sales 460,400 461,500 461,500 515,100 515,100
365.100 Interfund Rentals 1,830,000 1,828,600 1,828,600 2,864,600 2,959,400
361.110 Investment Income 2,402 11,000 5,300 11,000 11,000
342-344 Charges for Goods and Services 38,845 - - - -
367-369 Miscellaneous Revenue 4,813 - - - -
395-399 Other Sources 429,952 - - - -
TOTAL OPERATING REVENUES 2,766,411$ 2,301,100$ 2,295,400$ 3,527,200$ 3,608,990$
OPERATING EXPENDITURES
548.100.10 Salaries & Wages 667,044 718,979 692,300 850,031 882,156
548.100.20 Benefits 167,744 391,579 352,900 424,745 454,081
548.100.30 Supplies 1,008,484 1,044,200 1,044,200 1,123,750 1,225,350
548.100.40 Services & Charges 394,779 576,250 576,250 648,100 655,560
597.100.55 Operating Transfer Out 22,000 86,000 86,000 - -
548.100.90 Interfund Payments for Service 331,121 374,400 374,400 518,200 532,300
590.100.05 Net Increase in Restricted Assets 197,874 - - - -
TOTAL OPERATING EXPENDITURES 2,789,045$ 3,191,408$ 3,126,050$ 3,564,826$ 3,749,447$
REVENUES LESS EXPENDITURES (22,634)$ (890,308)$ (830,650)$ (37,626)$ (140,457)$
BEGINNING WORKING CAPITAL - January 1 2,622,570 2,599,936 2,599,936 1,769,286 1,731,660
ENDING WORKING CAPITAL - December 31 2,599,936 1,709,628 1,769,286 1,731,660 1,591,203
NET CHANGE IN WORKING CAPITAL (*)(22,634)$ (890,308)$ (830,650)$ (37,626)$ (140,457)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Interest Revenue 4,688 50,700 13,700 50,700 50,700
365.110 Vehicle Replacement Revenue 1,975,900 1,943,060 1,943,060 2,272,800 2,167,000
395.900 Gain/Loss on Fixed Assets (346,235) - - - -
397.100 Operating Transfers In 291,773 2,580,186 1,641,400 1,147,040 805,452
TOTAL CAPITAL REVENUES 1,926,126$ 4,573,946$ 3,598,160$ 3,470,540$ 3,023,152$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 7,210 - - - -
590.100.20 Benefits 3,313 - - - -
590.100.40 Services & Charges 468 700 700 - -
590.100.64 Increase In Fixed Assets - Equipment 1,735,605 3,983,493 1,809,000 3,076,120 2,648,380
590.100.65 Increase In Fixed Assets - Construction 20,390 2,489,086 2,400,000 20,000 -
590.100.05 Net Increase in Restricted Assets (346,235) - - - -
TOTAL CAPITAL EXPENDITURES 1,420,751$ 6,473,279$ 4,209,700$ 3,096,120$ 2,648,380$
BEGINNING WORKING CAPITAL - January 1 4,614,339 5,119,713 5,119,713 4,508,173 4,882,593
ENDING WORKING CAPITAL - December 31 5,119,713 3,220,380 4,508,173 4,882,593 5,257,365
NET CHANGE IN WORKING CAPITAL (*)505,374$ (1,899,333)$ (611,540)$ 374,420$ 374,772$
Total Change in Working Capital 482,741$ (2,789,641)$ (1,442,190)$ 336,794$ 234,315$
(*) Working Capital = Current Assets
minus Current Liabilities
2024
Budget
550 Equipment Rental
(includes 560 Equipment Rental - Capital) 2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2023-2024 New Requests:
ERR.0010 (page 298) One-Time Fund Balance
ERR.0011 (page 299) One-Time Fund Balance
POL.0039 (page 316) Ongoing
ERR.012 (page 300) Ongoing
237
2023-2024 Preliminary Budget Section IV: Operating Budget
2023-2024 New Requests:
ERR.0010 (page 324) One-Time Fund Balance
ERR.0011 (page 325) One-Time Fund Balance
POL.0039 (page 341) Ongoing
ERR.012 (page 326) Ongoing
Department Employees
550 Equipment Rental FTEs 2020 2021 2022 2023 2024
Equipment Rental FTEs 12.00 13.00 13.00 14.00 17.00
TOTAL EQUIPMENT RENTAL FTEs 12.00 13.00 13.00 14.00 17.00
Full Time Equivalent (FTE) Changes:
1.0 FTE - Effective 6/1/2021, 1.0 FTE was added to ER&R via Budget Amendment #2, Ordinance No. 6827.
This was for the Aministrative Specialist - M&O position.
3.0 FTE's - Per the 2023-2024 Budget, this includes 3.0 FTEs (2 mechanics & 1 administrative assistant)
added in 2024 to the Equipment Rental Division in Public Works Dept. These are considered frozen
positions until 2025.
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE (Mechanic 2) added in 2023 to the Equipment
Rental Division in Public Works Dept.
238
F.T.E. = Full Time Equivalent
Assistant
Golf
Professional
Golf Course
Manager
Administrative
Assistant
Parks, Arts and Recreation
Director
Daryl Faber
58 F.T.E.
Special Events
Coordinator (2)
Arts
Coordinator
Theater
Operations
Coordinator
Recreation
Programs
Manager
Recreation
Program
Coordinator (5)
Registration
Clerk (2)
Teen
Coordinator
Museum Curator
of Collections
Education
Curator
Museum
Director
Parks Planning
& Development
Manager
Maintenance
Worker (4)
Golf Course
Field
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 (5)
Parks
Maintenance
(14)
Recreation
Coordinator (2)
Facility
Assistant (0.5
F.T.E.)
Senior Center
Manager
Cemetery
Supervisor
Resource
Navigation
Program
Supervisor
239
240
2023-2024 Preliminary Budget Section IV: Operating Budget
PARKS, ARTS AND RECREATION DEPARTMENT
Mission Statement
The Parks, Arts & 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 & 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.
Arts & Events Division
Strategic
Goal
CELEBRATION
CELEBRATION
CHARACTER
CHARACTER
Formalize operations and
programming and rental
opportunities.
Outlined programming and rental
options for Auburn Arts and Culture
Center.
Initiate programming and rental
opportunities in the newly opened
Arts and Culture Center as well as
activate the Auburn Arts Alleyway.
CHARACTER
Continue to work with community
partners on cultural programming
for arts and events.
Continue to evaluate next steps for
Art and Performing Art
opportunities to generate activity
in Auburn's downtown core.
Seek funding for Phase 2
basement renovations of Auburn
Arts & Culture Center.
Continue to work with community
partners on joint programming for
arts and events.
Work on evaluating plans for
needed renovations at the Auburn
Avenue Theater and and create
cost analysis for multiple options
for renovations.
Finalize construction on main floor
renovations; continue to seek
funding for Phase 2 basement
renovations.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Customized sponsor packages to
create recognition for businesses
through special events.
Re-tooled all programming to reflect
COVID-related guidelines to
continue art and event activities as
allowed.
Damage to Auburn Ave. Theater
was created by a fire and
subsequent demolition, causing the
Theater to be red-tagged in
December, 2021. Theater
performances have been moved to
various community venues.
Construction began on Auburn Arts
& Culture Center in December 2021
with Phase 1 Main Floor
renovations expected to be
complete by December 2022.
Continue to look at ways to refine
sponsor opportunities for special
events.
Continue to look at ways to
customize sponsor opportunities
related to special events.
241
2023-2024 Preliminary Budget Section IV: Operating Budget
Golf Course Division
Strategic
Goal
CHARACTER
CHARACTER
CHARACTER
CHARACTER
CHARACTER
CHARACTER
Increase participation in club
events to provide better revenues
for the golf course and a better
experience for members.
In 2021, improvements to course
drainage continued with sanding
and aeration with deep tines in the
fairways. Playability during
shoulder seasons is steadily
improving with this program.
In 2021, several forward tees were
constructed to allow a shorter,
more playable course for seniors,
ladies, juniors and beginners.
In 2021, the PGA Junior League
successfully returned after a down
year in 2020 due to covid. In early
2022, The PGA Junior League has
continued to expand with even
more participation now with two full
teams.
In 2021, The Men's Club
participation grew to record levels in
all events thoughout the season.
WA Golf voted The Auburn Men's
Club as "2021 Club of the Year". In
early 2022 the Men's club has
already exceeded participation in
membership and events to levels
higer than 2021.
Promote youth player development
by promoting and managing PGA
Junior League teams at our
facility.
Increase participation and promote
player devolpment for all ages and
skill levels in club and league
events including Men's Club,
Ladies Club, Couples League,
Senior League and Summer Fun
League to provide better revenues
for the golf course and a better
experience for all members.
During greens aeration, promote
local charity fundraising events to
increase revenues and provide
goodwill within the community.
Continue to promote the course for
local charity fundraisers during
semi annual aerations to provide
additional course revenues and
goodwill within the community.
In 2021, the Men's Club Invitational
Open Team Championship was
held in May. The participation was
the highest turnout ever. In 2022,
the same tournament has conitued
to grow with even more
participation. The PGA Pro Am
has also returned after an off year
due to Covid.
In 2021, due to Covid restrictions
and high demand for public play,
most of our local charity fundraisers
were postponed including the semi
annual greens aerartion fundraisers.
Continue to promote the course to
local golfers through PGA pro
ams, and open amateur events.
Continue to promote amateur
events open to the general golfing
public. Also continue to host PGA
pro am to increase participation
from other local golf course
members.
To continue into a sixth year of the
sanding and aerifying program on
fairways. Playability continues to
improve during the shoulder
seasons with this program. We
are definitely seeing the benefits of
this for power carts.
Continue with a few more forward
tees and expand on our turf
nurseries. Continue to add short
grass in areas around greens. This
will give all skill level golfers
different possibilities around the
green.
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 to promote junior golf by
hosting and managing PGA Junior
League teams at our facility.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
242
2023-2024 Preliminary Budget Section IV: Operating Budget
Senior Activity Center Division
Strategic
Goal
CELEBRATION
CHARACTER
WELLNESS
SERVICE
WELLNESS
CHARACTER
WELLNESS
Share City wide equity and
inclusion educational information
with Senior Center Participants.
CELEBRATION
Develop a plan to encourage
participants to return to the Senior
Center following the pandemic.
Soft reopen started July 2021 with
Grand Reopening programs in
September 2021
Updated sponsorship brochure to
reflect the variely of events available
to Sponsors.
Increased our on-line presence with
E mail blasts, Face book posts,
and bimonthly newsletter.
'Participate in Blue Ribbon
Committee and the Community
Round Table.
Research a database program that
will allow us to collect data more
effectively.
2021-2022
Goals
Purchased and started using "My
Senior Center" in January 2021.
Diversify our sponsorship
packages to include virtual
programs, in-house programs,
special events etc.
Continue to share information with
the committee.
Continue to offer 2-3 virtual
opportunities each month in
addition to the in-house
programing offered.
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Reach out to busisnesses to
increase Sponsorships
Participate in a minimum of 2
Community Events to share
information about Senior Center
Programs
Develop a plan to reach out to
people age 50 plus who are
unaware of our programs and
services.
Maintain and grow the social
media presence developed during
COVID-19.
SAIL exercise class offered 2X
week. Virtual Support group 1 X
week.
Facebook page, email blasts, bi
monthly newsletter.
Develop alternative fund raising
plan due to projected loss of
revenues from rummage sale,
extended travel and concession
sales at department-sponsored
special events.
Raised prices for the monthly
Social Dinner. Planning on selling
concessions at Car Shows, Vets
Parade, and 4th of July festival in
2022. Extended travel trips are
planned for 2022 and 2023.
243
2023-2024 Preliminary Budget Section IV: Operating Budget
Senior Center Resource Hub
Strategic
Goal
WELLNESS
WELLNESS
WELLNESS
Consistently networking, educating
and collaboratring with local
resources along with home visits
and meeting with clients at senior
housing.
Retain staff and equally distribute
work load.
Collect better data to measure the
diverse population of seniors being
served.
Resource Navigators to become
trained factilitators for caregiving
supports groups.
Reapply for VSHSL funding,
pending voter approval of Levy.
The Hub team is now comprised of
one full-time Resource Nagivation
Supervisor, two part-time Resource
Navigation Specialists and one full-
time Program Assistant.
Performed outreach with diverse
community organization, including
family liazon w/ Auburn School
Dist. Hired bilingual staff and
attended multiple DEI trainings.
Progress Towards
2021-2022 Goals
2021-2022
Goals
Major Goals
for 2023-2024
Develop and implement an Equity
and Inclusion Plan to assist in
increasing participation from all of
the community.
Develop outreach program to meet
the needs of seniors not currently
coming to the Senior Center.
SUSTAINABILITY
Hire a half-time Resource
Navigator and a half-time
Administrative Assistant for the
Hub.
244
2023-2024 Preliminary Budget Section IV: Operating Budget
Recreation Division
Strategic
Goal
CHARACTER
CHARACTER
CHARACTER
CHARACTER
CHARACTER
Thanks to grant funding, the parks
department is looking to hire
interns for the 2022 summer.
Staff tried to recruit a sponsor for
2021 but due to cutback from
COVID, staff were unable to for
2021. Will try again in 2022.
Major Goals
for 2023-2024
Develop and implement an Equity
and Inclusion Plan to assist in
increasing participation from all of
the community.
Staff implemented ActiveNet's
"FlexReg" program in 2022 which
made online enrollment for summer
camps easier. This will help drive
traffic online.
Parks received SEEK grants in
2021 and 2022 to implement
outdoor programs for youth. Staff
will continue to look for grant funs
for more outdoor programs.
Find a title sponsor for the
Halloween event.
Create an intern program that
aligns with the recreation majors
at the major universites in the
state.
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.
Due to covid, this project was put
on hold. However, the department
took steps to target grant funds and
new programs to the most
underserved populations in Auburn.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Secure sponsorship funding for
Halloween event.
Develop an internship program.
Increase percentage of online
transactions to 45%.
Secure funding for outdoor
recreation opportunities.
245
2023-2024 Preliminary Budget Section IV: Operating Budget
White River Valley Museum and Mary Olson Farm Division
Strategic
Goal
Review and catalog all back-
logged accessions and move all
non-exhibit artifacts and archives
into collection's storage.
Due to lack of staff access to the
collection in 2021 because of the
pandemic this project is still in
progress.
Continue to catalog back logged
accessions and complete a full
inventory of all artifacts on display
in the Museum's permanent
exhibits.
CHARACTER
This goal is well on its way to
completion and is scheduled to be
accomplished by July 2022.
CHARACTER
CHARACTER
Create new educational
curriculums for fieldtrips and
heritage kits.
Continue work with the COA to
present racial history tours for
employees and expand the
program to the greater community.
CHARACTER
Complete HVAC and permanent
exhibit repairs at the Museum.
All small exhibit repairs have been
made and 2/3 of the funding needed
to repair the HVAC has been raised
to date.
Begin strategic planning process
to update the Museum's
permanent exhibits.
SUSTAINABILITY
The pandemic slowed much of our
work with community groups. We
were able to cocurate a holiday
exhibit with the King County Library
System and in 2022 have began
partnerships for community led
ex hibits in 2023.
During the pandemic the Museum
shifted its focus to digital and virtual
offerings, creating brand new virtual
fieldtrips at the Museum and Farm.
Work with diverse communities to
create a community-curated
exhibit.
Continue process of photographing
the collection and making artifacts
accessible to the public via the
Museum's website.
Continue working with partners
from diverse communities on
exhibits and public programming.
Major Goals
for 2023-2024
Photograph 5% of object
collection to add to Museum
website via Past Perfect.
2021-2022
Goals
Progress Towards
2021-2022 Goals
246
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Parks, Arts, & Recreation Department
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.
Volunteer Hours
The Parks,Arts,and Recreation Department 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
41,611
6,955
17,230
28,000
42,000 42,000
-
10,000
20,000
30,000
40,000
50,000
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Volunteer Hours
252
116
153
190 210 220
-
100
200
300
2019 2020 2021 2022
Est
2023
Goal
2024
GoalThousandsParticipation in Classes & Special Events
$508
$170
$420 $421 $430 $440
$-
$200
$400
$600
2019 2020 2021 2022
Est
2023
Goal
2024
GoalThousandsFacility Rental Revenue
247
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Golf Course
Power cart rentals and merchandise sales are closely tied to the number of rounds played,which correlates with fair weather and average
economic conditions.In years with average or better weather and no extenuating circumstances,rounds played and revenues have
continued to show modest growth. Assuming average weather and economic conditions,cart and merchandise revenues should continue
to increase throughout the next budget cycle.
Power Cart & Merchandise Revenue
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. Stable 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
The first five months of 2022 have been significantly impacted by weather patterns which have been cooler and wetter than average.In
addition, economic concerns of inflation and a possible recession continue to put a drag on revenues in the short term.If the weather
shifts to a more neutral pattern, and our economic concerns decrease, green fee revenues should show modest growth throughout the
next budget cycle.
$1.69 $1.70
$1.84
$1.0
$1.5
2019 2020 2021 2022
Est
2023
Goal
2024
GoalMillionsTotal Golf Course Operating Revenue
$1.16 $1.23 $1.29 $1.35 $1.38
$0.0
$0.5
$1.0
$1.5
2019 2020 2021 2022
Est
2023
Goal
2024
GoalMillionsGreen Fee Revenue
$456 $452
$495
$530 $545
$-
$100
$200
$300
$400
$500
2019 2020 2021 2022
Est
2023
Goal
2024
GoalThousandsPower Cart & Merchandise Revenue
248
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Budget
2021 Actual 2022 Adjusted
Budget 2022 Estimate 2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
4,261,759 5,480,227 5,004,900 5,739,836 5,884,664
1,888,531 2,456,833 2,069,900 2,410,056 2,577,638
Supplies 808,371 1,120,190 1,120,190 946,400 945,400
2,228,510 3,381,160 3,381,160 2,886,640 2,910,370
6,500 10,000 10,000 10,000 10,000
2,726,560 2,939,700 2,939,700 3,510,100 3,584,700
$ 11,920,230 $ 15,388,110 $ 14,525,850 $15,503,032 $15,912,772
001.33 Parks
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
2023-2024 New Requests:
PRK.0060 (page 322) One-Time funded with Fund Balance
PRK.0056 (page 318) Ongoing
PRK.0057 (page 319) Ongoing
PRK.0058 (page 320) Ongoing
PRK.0059 (page 321) Ongoing
Department Employees
001 Parks, Arts and Recreation 2020 2021 2022 2023 2024
Parks FTEs 41.00 41.00 41.00 44.00 44.00
Golf FTEs 7.00 7.00 7.00 7.00 7.00
TOTAL PARKS, ARTS & RECREATION FTEs 48.00 48.00 48.00 51.00 51.00
Full Time Equivalent (FTE) Changes:
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE (Museum Curator of Collections) added in 2023
to Museum Division in Parks Dept. Position changed from LTE to FTE.
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE (Park Maintenance Worker 1) added in 2023 to
Maintenance Division in Parks Dept. Position had transfer responsibility from CD Dept.
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE (Park Maintenance Worker 1) added in 2023 to
Maintenance Division in Parks Dept. Position had transfer responsibility from CD Dept.
-0.5 FTE - Effective 9/2020: The Resource Navigation Program Specialist position (0.5 FTE) has been re-
classified as a temporary position.
249
2023-2024 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.
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
81,712 88,795 88,795 95,845 102,945
Motor Vehicle Fuel Tax 7,000 7,000 7,000 7,000 7,000
83 700 50 100 100
$ 88,795 $ 96,495 $ 95,845 $ 102,945 $ 110,045
- - - - -
88,795 96,495 95,845 102,945 110,045
$ 88,795 $ 96,495 $ 95,845 $ 102,945 $ 110,045
Operating Transfers Out
Investment Income
Total Revenues
Beginning Fund Balance
Ending Fund Balance
Total Expenditures
120 Recreation Trails
Revenues
Expenditures
250
2023-2024 Preliminary Budget Section IV: Operating Budget
t
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.
Fund Budget
2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
2024
Budget
2,021 2,022 2,022 2,023 2,024
893,335 1,075,138 1,075,138 816,504 1,013,804
246,303 240,000 275,000 280,000 280,000
- 551,000 384,900 300,000 -
League Fees 4,842 9,500 9,500 9,500 9,500
1,072 6,600 3,500 5,000 5,000
8,136 66,300 112,500 67,800 69,300
- - 1,166 - -
1,032,987 886,801 910,493 882,800 205,000
$ 2,186,675 $ 2,835,339 $ 2,772,197 $ 2,361,604 $ 1,582,604
26,305 - - - -
11,740 - - - -
- 5,000 5,000 5,000 5,000
1,073,493 2,054,030 1,950,693 1,342,800 763,500
1,075,138 776,309 816,504 1,013,804 814,104
$ 2,186,675 $ 2,835,339 $ 2,772,197 $ 2,361,604 $ 1,582,604
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)
Interlocal Grants
Capital Outlay
Expenditures
Operating Transfer In
Total Revenues
Ending Fund Balance
Total Expenditures
251
2023-2024 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 seven 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
areas funeral homes and offers a full range of above-ground and below-ground interment options,
including Wilbert Burial and Cremation Vaults for families choosing either casket or urn placement
Strategic
Goal
CHARACTER
CHARACTER
CHARACTER
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.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
New design and buildout of the
Tenth Addition.
New design and buildout
ForestWalk Cremation Garden
Phase III.
Design and buildout of landscape
natural pond setting ForestWalk.
New mausoleum project
postponed for the immediate
future.
New mausoleum project
postponed for the immediate
future.
This will be part of our new Tenth
Addition development.
252
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Cemetery Fund
By developing cremation gardens in prominent, well-traveled locations, and investing in their aesthetic qualities,we will see the benefit
in terms of increased sales and higher product values. Added to this are the benefits of lower labor requirements and land
conservation.
Revenue From Lot Sales
The most important asset of Mountain View Cemetery is the landscape. Decisions on how and where to memorialize are largely
based on emotion, tempered by practical considerations.A variety of product choices, community events, and local advertising,will
all help drive sales revenue.
Interments
We will continue to focus on new section design to incorporate new ideas and products.Existing property of older sections will be
reexamined and planned for additional inventory as appropriate.
Inurnments
117
147
180
160 175 185
-
50
100
150
200
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Interments
136 126
173
135
155 165
0
50
100
150
200
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Inurnments
$521
$644
$-
$200
$400
$600
2019 2020 2021 2022
Est
2023
Goal
2024
GoalThousandsLot Sale Revenue
253
2023-2024 Preliminary Budget Section IV: Operating Budget
2023 – 2024 Working Capital Budget
436 436 436 436 436
OPERATING FUND:466 466 466 466 466
OPERATING REVENUES
343.601 Settings 66,584 56,300 56,300 55,000 55,000
343.602 Openings & Closings 392,092 260,900 325,000 300,000 300,000
343.603 Recordings 24,195 16,000 16,000 16,000 16,000
343.604 Liners 196,025 117,200 150,000 125,000 125,000
343.607 Vases 32,950 26,600 30,000 30,000 30,000
343.609 Lot Sales 818,668 575,900 650,000 575,000 575,000
343.610 Vault Installation 2,580 14,900 - 10,000 10,000
343.611 Other 23,300 16,000 20,000 18,000 18,000
343.612 Marker Sales 428,376 290,400 350,000 300,000 300,000
361.110 Investment Income 1,350 3,300 3,300 3,300 3,300
367-399 Miscellaneous Revenue 19,553 - - - -
TOTAL OPERATING REVENUES 2,005,673$ 1,377,500$ 1,600,600$ 1,432,300$ 1,432,300$
OPERATING EXPENDITURES
536.000.10 Salaries & Wages 488,454 570,988 528,900 584,176 605,418
536.000.20 Benefits 98,554 319,260 284,600 314,316 338,220
536.000.30 Supplies 323,385 261,700 261,700 340,200 361,500
536.000.40 Services & Charges 163,076 160,400 160,400 200,900 213,600
597.100.55 Operating Transfers Out 38,339 60,700 15,000 518,810 -
536.000.90 Interfund Payments for Service 157,597 170,800 170,800 350,000 359,300
590.100.05 Other Uses 175,642 - - - -
TOTAL OPERATING EXPENDITURES 1,445,047$ 1,543,848$ 1,421,400$ 2,308,402$ 1,878,038
REVENUES LESS EXPENDITURES 560,626$ (166,348)$ 179,200$ (876,102)$ (445,738)$
BEGINNING WORKING CAPITAL - January 1 1,072,389 1,633,015 1,633,015 1,812,215 936,113
ENDING WORKING CAPITAL - December 31 1,633,015 1,466,667 1,812,215 936,113 490,375
NET CHANGE IN WORKING CAPITAL (*)560,626$ (166,348)$ 179,200$ (876,102)$ (445,738)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 8 1,000 100 100
397.100 Operating Transfers In 9,000 45,700 355,000 -
TOTAL CAPITAL REVENUES 9,008$ 46,700$ -$ 355,100$ 100$
CAPITAL EXPENDITURES
590.100.41 Services & Charges 1 100 100 50 50
590.100.64 Increase In Fixed Assets - Equipment - - - - -
590.100.65 Construction Projects 9,906 45,700 - 355,000 -
590.100.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES 9,907$ 45,800$ 100$ 355,050$ 50$
BEGINNING WORKING CAPITAL - January 1 8,183 7,284 7,284 7,184 7,234
ENDING WORKING CAPITAL - December 31 7,285 8,184 7,184 7,234 7,284
NET CHANGE IN WORKING CAPITAL (*)(899)$ 900$ (100)$ 50$ 50$
Total Change in Working Capital 559,728$ (165,448)$ 179,100$ (876,052)$ (445,688)$
(*) Working Capital = Current Assets
minus Current Liabilities
2023
Budget
2024
Budget
436 Cemetery
(includes 466 Cemetery - Capital) 2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023-2024 New Requests:
CEM.0007 (page 290) One-Time Fund Balance
254
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Employees
436 Cemetery FTEs 2020 2021 2022 2023 2024
Cemetery FTEs 6.00 6.00 7.00 7.00 7.00
TOTAL CEMETERY FTEs 6.00 6.00 7.00 7.00 7.00
Full Time Equivalent (FTE)
1.0 FTE - Per BA#5 2022, Ordinance No. 6850, a Cemetery Maintenance Worker position was
added.
255
256
F.T.E. = Full Time Equivalent
Administrative
Assistant Project Manager Systems Analyst
IT Tech Support
Specialist (3)
Director of Innovation and
Technology
David Travis
19 F.T.E.
Assistant Director
of Innovation and
Technology
Senior GIS
Specialist
GIS Analyst
IT Business
Systems
Analyst (4)
Infrastructure
Services
Manager
Network
Engineer (2)
IT Security
Engineer
Network
Analyst
257
258
2023-2024 Preliminary Budget Section IV: Operating Budget
INNOVATION AND TECHNOLOGY
Mission Statement
We are a trusted team of technology professionals striving to provide world-class customer service
and solutions by being highly educated, experienced and passionate about technology and the
people we serve.
Department Overview
The Innovation and Technology Department (IT) oversees all technology for the City and is
comprised of 4 functional divisions: Customer Success, Cyber Defense, Geographic Information
Systems (GIS), and Infrastructure Services.
IT is tasked with proving cutting edge security systems that not only protects the City’s critical
infrastructure but also ensures compliancy to State and Federal requirements. The department also
negotiates with technology vendors for hardware, software, and communications services. The
department manages and administers support to over 470 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 100 software applications, over 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.
259
2023-2024 Preliminary Budget Section IV: Operating Budget
Strategic
Goal
SERVICE
SERVICE
SERVICE
SERVICE
SERVICE
SERVICE
SERVICE
done SERVICE
done
done
Continue to find value-adding, cost-
efficient projects that meet our
Internet of Things (IoT) strategy.
done
done
done
done
Continue to update strategies
around building better fiber
footprints and disparate pathways.
Continue this on-going effort to
have a modern, value-adding
inventory of applications.
done Increase footprint to free public
WiFi.
Continue to establish better
partnerships with business units
allowing increased efficiencies
around their critical line of
business applications.
2021-2022
Goals
Progress Towards
2021-2022 Goals
Major Goals
for 2023-2024
Continue to find ways to reduce
capital expenses by utilizing
sustainable cloud services.
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.
Continue our focus on a mobile-
first and cloud-first strategy.
Continue to gain efficiencies
through the use of technology.
Create better hiring pipelines for
future technical talent and
retention.
Continued this effort by negotiating
existing vendor agreements and
forming partnerships with local
businesses.
Contininue to provide service
delivery redudancy in the event of
catastrophic failures to
Infrastructure Services.
Work with HR to populate and
promote the NeoGov LEARN
module that will be an online
training for all staff.
Look to add internal-only tools for
budgeting and data exposure now
that the open data platform is
owned by Tyler Technologies.
Continue to improve Tier1 and
Tier2 technical support to the
business units.
Continue this expansion and
upgrade speed/capacity. Look at
connectivity to the cloud to
support other goals.
260
2023-2024 Preliminary Budget Section IV: Operating Budget
Performance Measures – Innovation and Technology
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 manage data so that it is available, secure and accessible.
Customer Service Management
Innovation &Technology provides 24/7 support of City computer systems.Requests for services are tracked through our ServiceDesk. Our
Service Level Agreement (SLA)is to respond within 60 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)
90%
97%97%98%100%100%
0%
20%
40%
60%
80%
100%
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Percentage of Calls Completed in Service Level Agreement
8.51
9.85
11.23 12.00 13.00 14.00
0
2
4
6
8
10
12
14
16
2019 2020 2021 2022
Est
2023
Goal
2024
GoalMillionsNumber of Hits on GIS Portal Site
98.0%99.0%99.0%99.0%100.0%100.0%
0%
25%
50%
75%
100%
2019 2020 2021 2022
Est
2023
Goal
2024
Goal
Percentage of Time the Network is Available
261
2023-2024 Preliminary Budget Section IV: Operating Budget
2023 – 2024 Working Capital Budget
2023-2024 New Requests:
IS.0082 (page 310) One-Time Fund Balance
IS.0081 (page 309) Ongoing
518 518 518 518 518
OPERATING FUND:568 568 568 568 568
OPERATING REVENUES
348.800 Interfund Operating Charges 5,263,265 5,591,300 5,591,300 7,260,500 7,471,400
341.800 Intergovernmental Services 52,641 60,000 60,000 60,000 60,000
361.110 Investment Income 2,691 19,900 7,000 19,900 19,900
397.110 Operating Transfers In 57,813 6,000 6,000 359,000 2,745,780
369.900 Miscellaneous Revenue - - - - -
399.610 Other Revenues 58,373 - - - -
TOTAL OPERATING REVENUES 5,434,783$ 5,677,200$ 5,664,300$ 7,699,400$ 10,297,080$
OPERATING EXPENDITURES
518.880.10 Salaries & Wages 1,727,255 1,922,093 1,829,000 2,065,176 2,145,791
518.880.20 Benefits 263,437 925,139 683,400 948,532 1,033,628
518.880.30 Supplies 330,479 445,500 445,500 187,720 167,320
518.880.40 Services & Charges 2,315,350 2,587,500 2,448,300 3,380,327 5,813,027
597.100.55 Operating Transfer Out - 500,000 - 566,000 500,000
590.100.05 Net Increase in Restricted Assets 614,750 - - - -
518.880.90 Interfund Payments for Service 154,444 165,600 165,600 671,900 688,600
TOTAL OPERATING EXPENDITURES 5,405,715$ 6,545,832$ 5,571,800$ 7,819,655$ 10,348,366$
REVENUES LESS EXPENDITURES 29,068 (868,632)$ 92,500$ (120,255)$ (51,286)$
BEGINNING WORKING CAPITAL - January 1 2,621,441 2,755,016 2,755,016 2,847,516 2,727,261
ENDING WORKING CAPITAL - December 31 2,650,509 1,886,384 2,847,516 2,727,261 2,675,975
NET CHANGE IN WORKING CAPITAL (*)29,068$ (868,632)$ 92,500$ (120,255)$ (51,286)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 718 3,400 900 3,400 3,400
397.110 Operating Transfer In 72,338 830,000 330,000 671,300 600,544
TOTAL CAPITAL REVENUES 73,056$ 833,400$ 330,900$ 674,700$ 603,944$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages - - - - -
590.100.20 Benefits - - - - -
590.100.41 Services & Charges 72 200 200 - -
597.100.55 Operating Transfers Out - - - - -
590.100.60 Capital Projects & Equipment 161,168 1,397,667 744,000 585,300 514,544
TOTAL CAPITAL EXPENDITURES 161,240$ 1,397,867$ 744,200$ 585,300$ 514,544$
BEGINNING WORKING CAPITAL - January 1 738,838 650,654 650,654 237,354 326,754
ENDING WORKING CAPITAL - December 31 650,654 86,187 237,354 326,754 416,154
NET CHANGE IN WORKING CAPITAL (*)(88,184)$ (564,467)$ (413,300)$ 89,400$ 89,400$
Total Change in Working Capital (59,116)$ (1,433,099)$ (320,800)$ (30,855)$ 38,114$
(*) Working Capital = Current Assets
minus Current Liabilities
2024
Budget
518 Innovation & Technology
(includes 568 IT - Capital) 2021
Actual
2022
Adjusted
Budget
2022
Estimate
2023
Budget
262
2023-2024 Preliminary Budget Section IV: Operating Budget
Department Employees
518 Innovation and Technology Department FTEs 2020 2021 2022 2023 2024
Innovation and Technology Department FTEs 18.00 18.00 18.00 19.00 19.00
TOTAL IT FTEs 18.00 18.00 18.00 19.00 19.00
Full Time Equivalent (FTE) Changes:
1.0 FTE - The 2019/2020 Adopted Budget included an additional IT Business Systems Analyst position.
1.0 FTE - Per the 2023-2024 Budget, this includes 1.0 FTE (IT Security Engineer) added in 2023 to
Infrastructure Services in IT
263
264
2023-2024 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
• 2023 Budgeted Revenue by Type, All Funds (Table)
• 2023 Budgeted Expenditures by Object, All Funds (Table)
• 2024 Budgeted Revenue by Type, All Funds (Table)
• 2024 Budgeted Expenditures by Object, All Funds (Table)
• 2023 Budget Summary, Operating Funds (Table)
• 2023 Budget Summary, Capital Funds (Table)
• 2024 Budget Summary, Operating Funds (Table)
• 2024 Budget Summary, Capital Funds (Table)
• Relationship between Fund and City Structure (Table)
• 2023 & 2024 – Budgeted Expenditures by Administrative Structure (Table)
• 2023 – Budgeted General Fund Expenditures by Department (Graph)
• 2024 – Budgeted General Fund Expenditures by Department (Graph)
• 2023 & 2024 – Budgeted General Fund Expenditures by Cost Center (Table)
• 2023 & 2024 – Budgeted Interfund Operating Transfers (Table)
265
2023-2024 Preliminary Budget Section V: Budget Details
2023 Budgeted Revenue by Type, All Funds
Licenses &Charges for Fines &
Permits Services Forfeitures
68,814,128$ 2,511,364$ 6,162,537$ 9,017,146$ 422,975$
Arterial Street - - 3,643,000 - -
Local Street 2,347,200 - - - -
Hotel/Motel Tax 140,000 - - 2,500 -
Arterial Street Preservation 2,887,500 - 1,118,272 14,000 -
American Rescue Plan Act (ARPA)- - 4,030,000 - -
Drug Forfeiture - - - 18,000 125,000
Housing & Community Development - - 650,000 - -
Recreational Trails - - 7,000 - -
Business Improvement Area - - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,580,000 -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
2020 LTGO A&B Refunding Bonds 250,000 - - - -
SCORE 2009 A&B Bond - - 62,560 1,303,540 -
LID #249 - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Park Construction 280,000 - 300,000 9,500 -
Capital Improvements 2,200,000 - 1,685,000 100,000 -
Local Revitalization - - - - -
Water - - 1,148,782 17,433,410 -
Sewer - - - 9,532,100 -
Sewer Metro - - - 20,597,600 -
Storm Drainage - - - 11,046,900 -
Solid Waste - - 70,000 26,532,630 -
Airport - - 3,550,555 611,000 -
Cemetery - - - 1,429,000 -
Insurance - - - - -
Workers' Compensation - - - - -
Facilities - - - 4,145,400 -
Innovation and Technology (includes
Multimedia)- - - 8,664,300 -
Equipment Rental - - - 515,100 -
Fire Pension - - 88,400 - -
SKHHP (South King Housing and
Homelessness Partners)- - - - - PERMANENT FUNDSCemetery Endowment Care - - - 47,500 -
76,918,828$ 2,511,364$ 22,516,106$ 112,599,626$ 547,975$ TOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund Taxes Intergov't
266
2023-2024 Preliminary Budget Section V: Budget Details
2023 Budgeted Revenue by Type, All Funds (continued)
Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
1,671,584$ 2,565,692$ 25,000$ 16,428,633$ 107,619,059$
Arterial Street 340,500 5,101,692 - 965,783 10,050,975
Local Street 15,800 235,000 - 1,932,689 4,530,689
Hotel/Motel Tax 1,400 - - 480,179 624,079
Arterial Street Preservation 22,000 - - 2,699,358 6,741,130
American Rescue Plan Act (ARPA)- - - - 4,030,000
Drug Forfeiture 5,000 - - 857,236 1,005,236
Housing & Community Development - - - 42,842 692,842
Recreational Trails 100 - - 95,845 102,945
Business Improvement Area - - - 97,502 97,502
Cumulative Reserve 80,000 - - 30,713,551 30,793,551
Mitigation Fees 21,200 - - 10,976,167 12,577,367
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
2020 LTGO A&B Refunding Bonds - 1,257,600 - 662,707 2,170,307
SCORE 2009 A&B Bond - - - - 1,366,100
LID #249 10 - - 1,687 1,697
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - 370,700 - - 370,700
Municipal Park Construction 72,800 882,800 - 816,504 2,361,604
Capital Improvements 121,300 2,727,000 - 13,078,556 19,911,856
Local Revitalization 1,200 255,000 - 245,831 502,031
Water 98,500 8,934,810 3,650,000 13,532,308 44,797,810
Sewer 93,300 - 325,000 17,987,552 27,937,952
Sewer Metro 16,300 - - 3,328,134 23,942,034
Storm Drainage 76,900 - 500,000 20,702,167 32,325,967
Solid Waste 44,200 - - 2,135,607 28,782,437
Airport 1,043,000 450,000 - 913,184 6,567,739
Cemetery 3,400 355,000 - 1,819,399 3,606,799
Insurance 12,000 - - 1,710,775 1,722,775
Workers' Compensation 1,129,900 - 15,000 3,102,720 4,247,620
Facilities 43,500 495,000 - 415,868 5,099,768
Innovation and Technology (includes
Multimedia)26,100 1,030,300 - 3,392,439 13,113,139
Equipment Rental 5,199,100 1,283,540 - 6,277,459 13,275,199
Fire Pension 15,200 - - 1,790,627 1,894,227
SKHHP (South King Housing and
Homelessness Partners)297,400 - - 1,668,893 1,966,293 PERMANENT FUNDSCemetery Endowment Care 16,630 - - 2,158,347 2,222,477
10,468,324$ 25,944,134$ 4,515,000$ 161,030,549$ 417,051,906$ TOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund
267
2023-2024 Preliminary Budget Section V: Budget Details
2023 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(60)
Personnel Supplies Services Capital
54,176,809$ 1,722,175$ 28,473,965$ 10,000$
Arterial Street - - 190,000 8,936,994
Local Street - - - 2,035,000
Hotel/Motel Tax 57,750 3,200 116,150 -
Arterial Street Preservation - - 400,000 3,700,000
American Rescue Plan Act (ARPA)- - - -
Drug Forfeiture 239,371 66,200 71,700 -
Housing & Community Development 175,000 126,500 248,500 100,000
Recreational Trails - - - -
Business Improvement Area - 1,000 89,000 -
Cumulative Reserve - - - -
Mitigation Fees - - 75,000 -
1998 Library Bond - - - -
City Hall Annex 2010 A&B Bond - - - -
Local Revitalization 2010 C&D Bond - - - -
2020 LTGO A&B Refunding Bonds - - - -
SCORE 2009 A&B Bond - - - -
LID #249 - - - -
LID #350 - - - -
Golf / Cemetery 2016 Refunding - - - -
Municipal Park Construction - - 5,000 1,342,800
Capital Improvements - - - 5,261,500
Local Revitalization - - - 500,000
Water 4,530,629 388,825 5,443,860 13,041,560
Sewer 2,813,103 201,025 4,879,305 5,992,500
Sewer Metro - - 20,586,400 -
Storm Drainage 4,378,224 91,025 2,675,245 6,713,394
Solid Waste 201,984 48,600 26,102,900 -
Airport 443,338 451,250 363,005 4,238,290
Cemetery 898,492 340,200 200,950 355,000
Insurance 175,000 - 7,500 -
Workers' Compensation 250,000 - 489,500 -
Facilities 1,277,715 140,200 2,154,049 -
Innovation and Technology (includes
Multimedia)3,601,838 223,870 3,879,427 585,300
Equipment Rental 1,274,776 1,123,750 648,100 3,096,120
Fire Pension 191,256 - 5,000 -
SKHHP (South King Housing and
Homelessness Partners)- - 366,475 - PERMANENT FUNDSCemetery Endowment Care - - - -
74,685,285$ 4,927,820$ 97,471,031$ 55,908,458$ SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSFund
GENERAL FUND
268
2023-2024 Preliminary Budget Section V: Budget Details
2023 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)Interfund Ending Total
Debt Service Interfund Srv.Transfers Fund Balance Budget
-$ 13,127,700$ 632,700$ 9,475,710$ 107,619,059$
Arterial Street 205,500 28,400 - 690,081 10,050,975
Local Street - 1,300 - 2,494,389 4,530,689
Hotel/Motel Tax - - - 446,979 624,079
Arterial Street Preservation - - - 2,641,130 6,741,130
American Rescue Plan Act (ARPA)- - 4,030,000 - 4,030,000
Drug Forfeiture - 15,400 - 612,565 1,005,236
Housing & Community Development - - - 42,842 692,842
Recreational Trails - - - 102,945 102,945
Business Improvement Area - - - 7,502 97,502
Cumulative Reserve - - 1,391,450 29,402,101 30,793,551
Mitigation Fees - - 6,968,982 5,533,385 12,577,367
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
2020 LTGO A&B Refunding Bonds 1,507,600 - - 662,707 2,170,307
SCORE 2009 A&B Bond 1,366,100 - - - 1,366,100
LID #249 - - - 1,697 1,697
LID #350 - - - - -
Golf / Cemetery 2016 Refunding 370,700 - - - 370,700
Municipal Park Construction - - - 1,013,804 2,361,604
Capital Improvements - - 1,059,200 13,591,156 19,911,856
Local Revitalization - - - 2,031 502,031
Water 2,475,700 2,559,100 9,087,876 7,270,260 44,797,810
Sewer 670,000 1,507,700 275,568 11,598,751 27,937,952
Sewer Metro - - - 3,355,634 23,942,034
Storm Drainage 659,900 2,552,600 372,638 14,882,941 32,325,967
Solid Waste - 180,500 - 2,248,453 28,782,437
Airport 83,495 197,200 450,000 341,161 6,567,739
Cemetery - 350,000 518,810 943,347 3,606,799
Insurance - - - 1,540,275 1,722,775
Workers' Compensation - 11,200 - 3,496,920 4,247,620
Facilities - 568,500 590,910 368,394 5,099,768
Innovation and Technology (includes
Multimedia)- 902,700 566,000 3,354,004 13,113,139
Equipment Rental - 518,200 - 6,614,253 13,275,199
Fire Pension - - - 1,697,971 1,894,227
SKHHP (South King Housing and
Homelessness Partners)- - - 1,599,818 1,966,293 PERMANENT FUNDSCemetery Endowment Care - - - 2,222,477 2,222,477
7,338,995$ 22,520,500$ 25,944,134$ 128,255,683$ 417,051,906$ SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSFund
GENERAL FUND
269
2023-2024 Preliminary Budget Section V: Budget Details
2024 Budgeted Revenue by Type, All Funds
Licenses &Charges for Fines &
Permits Services Forfeitures
69,971,665$ 2,568,898$ 6,136,802$ 9,411,337$ 431,819$
Arterial Street - - 4,170,350 - -
Local Street 2,380,200 - - - -
Hotel/Motel Tax 140,000 - - 2,500 -
Arterial Street Preservation 3,434,300 - 750,000 - -
American Rescue Plan Act (ARPA)- - 4,246,866 - -
Drug Forfeiture - - - 18,000 125,000
Housing & Community Development - - 650,000 - -
Recreational Trails - - 7,000 - -
Business Improvement Area - - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,580,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
2020 LTGO A&B Refunding Bonds 250,000 - - - -
SCORE 2009 A&B Bond - - 62,560 1,303,640 -
LID #249 - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Park Construction 280,000 - - 9,500 -
Capital Improvements 2,200,000 - 1,403,000 50,000 -
Local Revitalization - - - - -
Water - - - 18,883,410 -
Sewer - - - 9,615,000 -
Sewer Metro - - - 21,973,000 -
Storm Drainage - - - 11,118,000 -
Solid Waste - - 70,000 27,988,200 -
Airport - - 695,555 700,200 -
Cemetery - - - 1,429,000 -
Insurance - - - - -
Workers' Compensation - - - - -
Facilities - - - 4,237,500 -
Innovation and Technology (includes
Multimedia)- - - 8,928,100 -
Equipment Rental - - - 515,100 -
Fire Pension - - 88,400 - -
SKHHP (South King Housing and
Homelessness Partners)- - - - - PERMANENT FUNDSCemetery Endowment Care - - - 47,500 -
78,656,165$ 2,568,898$ 18,280,533$ 117,809,987$ 556,819$ FIDUCIARY FUNDSTOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund Taxes Intergov't
270
2023-2024 Preliminary Budget Section V: Budget Details
2024 Budgeted Revenue by Type, All Funds (continued)
Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
1,657,180$ 11,719,188$ 25,000$ 9,475,710$ 111,397,599$
Arterial Street 133,000 7,003,800 - 690,081 11,997,231
Local Street 15,900 150,000 - 2,494,389 5,040,489
Hotel/Motel Tax 1,400 - - 446,979 590,879
Arterial Street Preservation 18,800 - - 2,641,130 6,844,230
American Rescue Plan Act (ARPA)- - - - 4,246,866
Drug Forfeiture 5,000 - - 612,565 760,565
Housing & Community Development - - - 42,842 692,842
Recreational Trails 100 - - 102,945 110,045
Business Improvement Area - - - 7,502 7,502
Cumulative Reserve 80,000 - - 29,402,101 29,482,101
Mitigation Fees 20,100 - - 5,533,385 7,133,485
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
2020 LTGO A&B Refunding Bonds - 1,254,200 - 662,707 2,166,907
SCORE 2009 A&B Bond - - - - 1,366,200
LID #249 10 - - 1,697 1,707
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - 374,400 - - 374,400
Municipal Park Construction 74,300 205,000 - 1,013,804 1,582,604
Capital Improvements 46,300 400,000 - 13,591,156 17,690,456
Local Revitalization 1,000 2,081,866 - 2,031 2,084,897
Water 98,500 4,934,810 650,000 7,270,260 31,836,980
Sewer 98,900 - 325,000 11,598,751 21,637,651
Sewer Metro 16,300 - - 3,355,634 25,344,934
Storm Drainage 78,900 7,000,000 500,000 14,882,941 33,579,841
Solid Waste 44,200 - - 2,248,453 30,350,853
Airport 1,238,000 450,000 - 341,161 3,424,916
Cemetery 3,400 - - 943,347 2,375,747
Insurance 12,000 - - 1,540,275 1,552,275
Workers' Compensation 1,129,900 - 15,000 3,496,920 4,641,820
Facilities 43,500 170,000 - 368,394 4,819,394
Innovation and Technology (includes
Multimedia)26,100 3,346,324 - 3,354,004 15,654,528
Equipment Rental 5,188,100 928,942 - 6,614,253 13,246,395
Fire Pension 15,200 - - 1,697,971 1,801,571
SKHHP (South King Housing and
Homelessness Partners)331,000 - - 1,599,818 1,930,818 PERMANENT FUNDSCemetery Endowment Care 16,630 - - 2,222,477 2,286,607
10,393,720$ 40,018,530$ 1,515,000$ 128,255,683$ 398,055,335$ FIDUCIARY FUNDSTOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund
271
2023-2024 Preliminary Budget Section V: Budget Details
2024 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(60)
Personnel Supplies Services Capital
56,473,599$ 1,793,115$ 28,977,175$ 10,000$
Arterial Street - - 195,000 11,540,000
Local Street - - - 1,950,000
Hotel/Motel Tax 57,750 3,200 116,150 -
Arterial Street Preservation - - 400,000 4,850,000
American Rescue Plan Act (ARPA)- - - -
Drug Forfeiture 248,117 69,200 71,700 -
Housing & Community Development 175,000 126,500 248,500 100,000
Recreational Trails - - - -
Business Improvement Area - - 7,502 -
Cumulative Reserve - - - -
Mitigation Fees - - 75,000 -
1998 Library Bond - - - -
City Hall Annex 2010 A&B Bond - - - -
Local Revitalization 2010 C&D Bond - - - -
2020 LTGO A&B Refunding Bonds - - - -
SCORE 2009 A&B Bond - - - -
LID #249 - - - -
LID #350 - - - -
Golf / Cemetery 2016 Refunding - - - -
Municipal Park Construction - - 5,000 763,500
Capital Improvements - - - 6,068,000
Local Revitalization - - - 2,081,866
Water 4,777,389 388,925 5,899,640 6,176,810
Sewer 2,994,863 202,495 5,114,935 1,344,000
Sewer Metro - - 21,961,800 -
Storm Drainage 4,703,710 93,255 2,706,945 8,065,000
Solid Waste 215,858 48,600 27,877,600 -
Airport 467,705 517,100 386,405 1,101,110
Cemetery 943,638 361,500 213,650 -
Insurance 175,000 - 7,500 -
Workers' Compensation 250,000 - 489,500 -
Facilities 1,344,045 140,200 1,851,649 -
Innovation and Technology (includes
Multimedia)3,805,841 203,470 6,320,827 514,544
Equipment Rental 1,336,237 1,225,350 655,560 2,648,380
Fire Pension 191,256 - 15,000 -
SKHHP (South King Housing and
Homelessness Partners)- - 377,600 - PERMANENT FUNDSCemetery Endowment Care - - - -
78,160,008$ 5,172,910$ 103,974,638$ 47,213,210$ TOTAL BUDGETENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSSPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSFund
GENERAL FUND
272
2023-2024 Preliminary Budget Section V: Budget Details
2024 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)Interfund Ending Total
Debt Service Interfund Srv.Transfers Fund Balance Budget
-$ 13,403,400$ 715,635$ 10,024,675$ 111,397,599$
Arterial Street 204,800 29,000 - 28,431 11,997,231
Local Street - 1,300 - 3,089,189 5,040,489
Hotel/Motel Tax - - - 413,779 590,879
Arterial Street Preservation - - - 1,594,230 6,844,230
American Rescue Plan Act (ARPA)- - 4,246,866 - 4,246,866
Drug Forfeiture - 15,900 - 355,648 760,565
Housing & Community Development - - - 42,842 692,842
Recreational Trails - - - 110,045 110,045
Business Improvement Area - - - - 7,502
Cumulative Reserve - - 12,959,994 16,522,107 29,482,101
Mitigation Fees - - 6,928,800 129,685 7,133,485
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
2020 LTGO A&B Refunding Bonds 1,504,100 - - 662,807 2,166,907
SCORE 2009 A&B Bond 1,366,200 - - - 1,366,200
LID #249 - - - 1,707 1,707
LID #350 - - - - -
Golf / Cemetery 2016 Refunding 374,400 - - - 374,400
Municipal Park Construction - - - 814,104 1,582,604
Capital Improvements - - 1,181,500 10,440,956 17,690,456
Local Revitalization - - - 3,031 2,084,897
Water 2,473,200 2,611,800 5,091,795 4,417,421 31,836,980
Sewer 669,400 1,536,700 157,804 9,617,454 21,637,651
Sewer Metro - - - 3,383,134 25,344,934
Storm Drainage 659,600 2,567,500 7,233,436 7,550,395 33,579,841
Solid Waste - 186,100 - 2,022,695 30,350,853
Airport 83,495 202,400 450,000 216,701 3,424,916
Cemetery - 359,300 - 497,659 2,375,747
Insurance - - - 1,369,775 1,552,275
Workers' Compensation - 11,500 - 3,890,820 4,641,820
Facilities - 579,700 552,700 351,100 4,819,394
Innovation and Technology (includes
Multimedia)- 925,400 500,000 3,384,446 15,654,528
Equipment Rental - 532,300 - 6,848,568 13,246,395
Fire Pension - - - 1,595,315 1,801,571
SKHHP (South King Housing and
Homelessness Partners)- - - 1,553,218 1,930,818 PERMANENT FUNDSCemetery Endowment Care - - - 2,286,607 2,286,607
7,335,195$ 22,962,300$ 40,018,530$ 93,218,544$ 398,055,335$ TOTAL BUDGETENTERPRISE FUNDSINTERNAL SERVICE FUNDSFIDUCIARY FUNDSSPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSFund
GENERAL FUND
273
2023-2024 Preliminary Budget Section V: Budget Details
2023 Budget Summary, Operating Funds
Beginning
Fund Balance
2023
Resources
2023
Expenditures
Ending
Fund Balance
$16,428,633 $91,190,426 $98,143,349 $9,475,710
Hotel/Motel Tax 480,179 143,900 177,100 446,979
American Rescue Plan Act (ARPA)- 4,030,000 4,030,000 -
Drug Forfeiture 857,236 148,000 392,671 612,565
Housing & Community Development 42,842 650,000 650,000 42,842
Business Improvement Area 97,502 - 90,000 7,502
Cumulative Reserve 30,713,551 80,000 1,391,450 29,402,101
City Hall Annex 2010 A&B Bond - - - -
Local Revitalization 2010 C&D Bond - - - -
2020 LTGO A&B Refunding Bonds 662,707 1,507,600 1,507,600 662,707
LID #249 1,687 10 - 1,697
LID #350 - - - -
Golf / Cemetery 2016 Refunding - 370,700 370,700 -
SCORE 2009 A&B Bond - 1,366,100 1,366,100 -
Water 10,210,632 20,513,410 24,485,990 6,238,052
Sewer 9,299,995 9,573,200 10,346,701 8,526,494
Sewer Metro 3,328,134 20,613,900 20,586,400 3,355,634
Storm Drainage 12,957,725 11,087,600 10,729,632 13,315,693
Solid Waste 2,135,607 26,646,830 26,533,984 2,248,453
Airport 601,969 1,653,800 1,988,188 267,581
Cemetery 1,812,215 1,432,300 2,308,402 936,113
Insurance 1,710,775 12,000 182,500 1,540,275
Workers' Compensation 3,102,720 1,144,900 750,700 3,496,920
Facilities 415,868 4,683,900 4,731,374 368,394
Innovation and Technology (includes
Multimedia)3,155,085 9,046,000 9,173,835 3,027,250
Equipment Rental 1,769,286 3,527,200 3,564,826 1,731,660
Fire Pension 1,790,627 103,600 196,256 1,697,971
SKHHP (South King Housing &
Homelessness Partners)1,668,893 297,400 366,475 1,599,818 PERMANENT FUNDSCemetery Endowment Care 2,158,347 64,130 - 2,222,477
$105,402,215 $209,886,906 $224,064,233 $91,224,888INTERNAL SERVICE FUNDSFIDUCIARY FUNDSTOTAL OPERATING BUDGET
TOTAL OPERATING BUDGET $315,289,121 $315,289,121SPECIAL REVENUE FUNDSDEBT SERVICEENTERPRISE FUNDSFund
GENERAL FUND
274
2023-2024 Preliminary Budget Section V: Budget Details
2023 Budget Summary, Capital Funds
Beginning
Fund Balance
2023
Resources
2023
Expenditures
Ending
Fund Balance
Arterial Street $965,783 $9,085,192 $9,360,894 $690,081
Local Street 1,932,689 2,598,000 2,036,300 2,494,389
Arterial Street Preservation 2,699,358 4,041,772 4,100,000 2,641,130
Recreational Trails 95,845 7,100 - 102,945
Mitigation Fees 10,976,167 1,601,200 7,043,982 5,533,385
Municipal Park Construction 816,504 1,545,100 1,347,800 1,013,804
Capital Improvements 13,078,556 6,833,300 6,320,700 13,591,156
Local Revitalization 245,831 256,200 500,000 2,031
Water 3,321,676 10,752,092 13,041,560 1,032,208
Sewer 8,687,557 377,200 5,992,500 3,072,257
Storm Drainage 7,744,442 536,200 6,713,394 1,567,248
Airport 311,215 4,000,755 4,238,390 73,580
Cemetery 7,184 355,100 355,050 7,234
Innovation and Technology 237,354 674,700 585,300 326,754
Equipment Rental 4,508,173 3,470,540 3,096,120 4,882,593
$55,628,334 $46,134,451 $64,731,990 $37,030,795
TOTAL CAPITAL BUDGET
TOTAL CAPITAL BUDGET $101,762,785 $101,762,785CAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFund
SPECIAL REVENUE FUNDS
275
2023-2024 Preliminary Budget Section V: Budget Details
2024 Budget Summary, Operating Funds
Beginning
Fund Balance
2024
Resources
2024
Expenditures
Ending
Fund Balance
$9,475,710 $101,921,889 $101,372,924 $10,024,675
Hotel/Motel Tax 446,979 143,900 177,100 413,779
American Rescue Plan Act (ARPA)- 4,246,866 4,246,866 -
Drug Forfeiture 612,565 148,000 404,917 355,648
Housing & Community Development 42,842 650,000 650,000 42,842
Business Improvement Area 7,502 - 7,502 -
Cumulative Reserve 29,402,101 80,000 12,959,994 16,522,107
City Hall Annex 2010 A&B Bond - - - -
Local Revitalization 2010 C&D Bond - - - -
2020 LTGO A&B Refunding Bonds 662,707 1,504,200 1,504,100 662,807
LID #249 1,697 10 - 1,707
LID #350 - - - -
Golf / Cemetery 2016 Refunding - 374,400 374,400 -
SCORE 2009 A&B Bond - 1,366,200 1,366,200 -
Water 6,238,052 18,963,410 21,242,749 3,958,713
Sewer 8,526,494 9,661,700 10,676,197 7,511,997
Sewer Metro 3,355,634 21,989,300 21,961,800 3,383,134
Storm Drainage 13,315,693 11,160,700 17,964,446 6,511,947
Solid Waste 2,248,453 28,102,400 28,328,158 2,022,695
Airport 267,581 1,938,000 2,107,005 98,576
Cemetery 936,113 1,432,300 1,878,038 490,375
Insurance 1,540,275 12,000 182,500 1,369,775
Workers' Compensation 3,496,920 1,144,900 751,000 3,890,820
Facilities 368,394 4,451,000 4,468,294 351,100
Innovation and Technology (includes
Multimedia)3,027,250 11,696,580 11,755,538 2,968,292
Equipment Rental 1,731,660 3,608,990 3,749,447 1,591,203
Fire Pension 1,697,971 103,600 206,256 1,595,315
SKHHP (South King Housing &
Homelessness Partners)1,599,818 331,000 377,600 1,553,218 PERMANENT FUNDSCemetery Endowment Care 2,222,477 64,130 - 2,286,607
$91,224,888 $225,095,475 $248,713,031 $67,607,332
$316,320,363INTERNAL SERVICE FUNDSFIDUCIARY FUNDSTOTAL OPERATING BUDGET
TOTAL OPERATING BUDGET $316,320,363SPECIAL REVENUE FUNDSDEBT SERVICEENTERPRISE FUNDSFund
GENERAL FUND
276
2023-2024 Preliminary Budget Section V: Budget Details
2024 Budget Summary, Capital Funds
Beginning
Fund Balance
2024
Resources
2024
Expenditures
Ending
Fund Balance
Arterial Street $690,081 $11,307,150 $11,968,800 $28,431
Local Street $2,494,389 $2,546,100 $1,951,300 $3,089,189
Arterial Street Preservation $2,641,130 $4,203,100 $5,250,000 $1,594,230
Recreational Trails $102,945 $7,100 $0 $110,045
Mitigation Fees $5,533,385 $1,600,100 $7,003,800 $129,685
Municipal Park Construction 1,013,804 $568,800 $768,500 $814,104
Capital Improvements 13,591,156 $4,099,300 $7,249,500 $10,440,956
Local Revitalization 2,031 $2,082,866 $2,081,866 $3,031
Water 1,032,208 $5,603,310 $6,176,810 $458,708
Sewer 3,072,257 $377,200 $1,344,000 $2,105,457
Storm Drainage 1,567,248 $7,536,200 $8,065,000 $1,038,448
Airport 73,580 $1,145,755 $1,101,210 $118,125
Cemetery 7,234 $100 $50 $7,284
Innovation and Technology 326,754 $603,944 $514,544 $416,154
Equipment Rental 4,882,593 $3,023,152 $2,648,380 $5,257,365
$37,030,795 $44,704,177 $56,123,760 $25,611,212
$81,734,972 $81,734,972
TOTAL CAPITAL BUDGET
TOTAL CAPITAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSFund
SPECIAL REVENUE FUNDS
277
2023-2024 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 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
(SKHHP)
Local
Revitalization
Mayor and
Council
Cumulative
Reserve
Recreational
Trails
Cemetery
City of Auburn Funds by Type and Administrative Department
Housing and
Community
Development
Hotel/Motel
Tax
Business
Improvement
Area
American
Rescue Plan
Act (ARPA)
278
2023-2024 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 emergency management, 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, long-term financing, payroll, and City utility
billing and customer service.
Legal: Provides centralized legal, oversees property management, and City Clerk services to all City
departments.
Community Development: The Community Development Department provides citywide land use
planning, economic development, 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,
vegetation management, 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.
279
2023-2024 Preliminary Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
2021 2022 2022 2023 2024
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
Mayor and Council 1,125,121$ 1,713,091$ 1,683,300$ 2,068,401$ 2,147,458$
1,125,121 1,713,091 1,683,300 2,068,401 2,147,458
ADMINISTRATION DIRECTOR:
Administration 1,172,704 1,170,381 1,168,715 1,265,262 1,305,280
Facilities 3,646,505 4,549,506 4,236,960 4,731,374 4,468,294
Multimedia 938,460 1,229,612 1,166,750 1,354,180 1,407,172
5,757,668 6,949,499 6,572,425 7,350,816 7,180,746
HUMAN RESOURCES DIRECTOR:
Human Resources 4,190,314 5,358,128 5,275,760 5,350,249 5,452,683
Worker's Compensation 664,521 890,000 874,000 750,700 751,000
4,854,835 6,248,128 6,149,760 6,100,949 6,203,683
FINANCE DIRECTOR:
Finance 3,334,007 4,226,313 3,497,500 5,048,623 5,455,040
Non-Departmental 6,568,384 3,997,099 22,416,720 3,724,000 3,378,435
American Rescue Plan Act (ARPA)1,572,968 6,036,766 4,901,381 4,030,000 4,246,866
Cumulative Reserve - 2,442,200 450,000 1,391,450 12,959,994
Mitigation Fees 1,263,127 7,089,794 6,728,113 7,043,982 7,003,800
Debt Service Funds 1,880,075 3,249,411 1,882,711 3,244,400 3,244,700
Capital Improvements 5,469,353 11,418,618 8,912,400 6,320,700 7,249,500
Local Revitalization 46,361 113,725 113,725 500,000 2,081,866
Solid Waste 18,383,884 19,314,580 24,831,375 26,533,984 28,328,158
Insurance 22,385 183,200 58,200 182,500 182,500
Fire Pension 197,012 211,204 211,200 196,256 206,256
Cemetery Endowment Care - - - - -
38,737,558 58,282,910 74,003,325 58,215,895 74,337,115
CITY ATTORNEY:
Legal 4,279,682 6,243,018 5,672,550 6,493,752 6,739,750
4,279,682 6,243,018 5,672,550 6,493,752 6,739,750
COMMUNITY DEV. DIRECTOR
Hotel/Motel Tax 32,369 177,110 119,350 177,100 177,100
Community Development 6,111,076 8,663,702 8,226,960 8,308,843 8,495,866
Business Improvement Area 25,000 90,000 90,000 90,000 7,502
Housing and Community Development 1,089,551 1,344,900 1,344,900 650,000 650,000
South King Housing & Homelessness Partners 272,185 448,040 448,040 366,475 377,600
7,530,181 10,723,752 10,229,250 9,592,418 9,708,068
POLICE CHIEF:
SCORE (jail)5,583,799 5,523,800 5,523,800 5,600,000 5,700,000
Police 29,425,200 34,556,650 33,444,560 35,506,676 37,201,306
Drug Forfeiture 438,212 454,131 345,600 392,671 404,917
35,447,211 40,534,581 39,313,960 41,499,347 43,306,223
PUBLIC WORKS DIRECTOR
Public Works 3,442,528 3,945,285 3,945,285 4,639,592 4,744,995
Streets 3,811,794 4,034,054 3,890,270 4,634,919 4,839,339
Arterial Street 3,799,983 13,042,568 10,510,319 9,360,894 11,968,800
Local Street 1,524,683 4,287,057 3,611,751 2,036,300 1,951,300
Arterial Street Preservation 3,966,013 7,842,385 4,679,912 4,100,000 5,250,000
Water 37,747,647 40,283,856 34,636,733 37,527,550 27,419,559
Sewer 12,703,757 16,812,808 12,500,700 16,339,201 12,020,197
Storm Drainage 15,134,456 18,201,900 14,214,300 17,443,026 26,029,446
Sewer Metro 17,485,161 21,008,800 19,646,700 20,586,400 21,961,800
Airport 1,206,832 4,899,515 4,518,123 6,226,578 3,208,215
Equipment Rental 4,209,797 9,664,687 7,335,750 6,660,946 6,397,827
105,032,651 144,022,915 119,489,843 129,555,406 125,791,478
PARKS DIRECTOR:
Parks, Arts & Recreation 11,920,230 15,388,110 14,525,850 15,503,032 15,912,772
Recreational Trails - - - - -
Municipal Park Construction 1,111,537 2,059,030 1,955,693 1,347,800 768,500
Cemetery 1,454,954 1,589,648 1,421,500 2,663,452 1,878,088
14,486,721 19,036,788 17,903,043 19,514,284 18,559,360
INNOVATION & TECHNOLOGY DIRECTOR:
Innovation and Technology (excludes Multimedia)5,566,955 7,943,699 6,316,000 8,404,955 10,862,910
5,566,955 7,943,699 6,316,000 8,404,955 10,862,910
RESERVES:
General Fund 35,357,368 26,146,114 16,428,633 9,475,710 10,024,675
Special Revenue Funds 37,582,709 33,573,627 48,861,154 41,973,919 22,285,956
Debt Service Funds 385,815 1,079,095 664,394 664,404 664,514
Capital Funds 15,474,634 10,943,299 14,140,891 14,606,991 11,258,091
Enterprise Funds
Utilities 73,317,415 50,410,015 57,685,767 39,356,039 26,991,099
Airport 1,691,288 1,499,772 913,184 341,161 216,701
Cemetery 1,640,300 1,474,851 1,819,399 943,347 497,659
Internal Service Funds 16,890,461 11,981,601 14,899,260 15,373,846 15,844,709
Fiduciary Funds 2,248,711 3,550,859 3,459,520 3,297,789 3,148,533
Permanent Funds 2,106,447 2,170,577 2,158,347 2,222,477 2,286,607
186,695,148 142,829,810 161,030,549 128,255,683 93,218,544
TOTAL ALL FUNDS 409,513,731$ 444,528,190$ 448,364,005$ 417,051,906$ 398,055,335$
280
2023-2024 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 2023, the total public safety budget, which includes Police, Jail, Municipal Court, Probation, and
Civil Service, is 45.1% of the total General Fund. Police services make up 36.2% of the General
Fund; the largest police program being Patrol & Operations. Jail services at the South Correctional
Entity (SCORE) account for 5.7%, while Municipal Court, Probation, and Civil Services total 3.3%.
Parks, Arts and Recreation accounts for 15.8% of the General Fund, with 6.8% dedicated to
recreation and park facilities, and 1.1% to senior services.
The balance of the General Fund budget supports a variety of services – 4.7% has been allocated to
street maintenance; 4.7% to Public Works and engineering services; 8.5% to Community
Development services which include permitting, land use planning, and building code administration;
and the remaining 13.0% 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 2023 and 2024 by
department.
281
2023-2024 Preliminary Budget Section V: Budget Details
282
2023-2024 Preliminary Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center
2021 2022 2022 2023 2024
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
City Council 447,151$ 583,957$ 566,350$ 392,789$ 406,912$
Mayor 592,012 750,034 740,850 1,022,399 1,052,813
Diversity, Equity and Inclusion 1 85,958 379,100 376,100 653,213 687,733
1,125,121 1,713,091 1,683,300 2,068,401 2,147,458
ADMINISTRATION:
Administration 805,870 864,591 863,792 1,055,322 1,087,881
Emergency Management 185,617 300,789 299,923 209,940 217,399
Economic Development 181,217 5,000 5,000 - -
1,172,704 1,170,381 1,168,715 1,265,262 1,305,280
HUMAN RESOURCES:
Municipal Court 2,457,089 3,163,945 3,160,900 3,038,838 3,040,544
Personnel & Administration 1,622,583 2,026,168 1,908,660 2,135,612 2,229,650
Civil Service Commission 108,943 148,015 186,200 155,799 162,489
Wellness 1,699 20,000 20,000 20,000 20,000
4,190,314 5,358,128 5,275,760 5,350,249 5,452,683
FINANCE:
Administration 632,358 703,964 553,500 1,274,185 1,329,049
Budgeting & Accounting 1,846,989 2,508,901 2,015,900 1,561,888 1,646,327
Financial Planning - - - 1,119,364 1,315,985
Finance - Utilities 854,660 1,013,448 928,100 1,093,186 1,163,679
3,334,007 4,226,313 3,497,500 5,048,623 5,455,040
LEGAL:
City Clerk 1,081,600 1,469,627 1,338,550 1,294,143 1,355,849
Administration 872,238 1,495,918 979,400 1,526,186 1,602,739
Prosecution & Criminal 920,726 794,137 871,400 1,168,085 1,245,894
Property Management 201,284 275,601 275,550 342,171 348,221
Homelessness Outreach 1,203,834 2,207,734 2,207,650 2,163,167 2,187,047
4,279,682 6,243,018 5,672,550 6,493,752 6,739,750
COMMUNITY DEVELOPMENT:
Building & Permits 2,219,222 2,455,472 2,278,150 2,222,521 2,322,893
Animal Control 442 - - - -
Environmental Services 155,599 166,907 164,600 55,391 58,287
Community Services 459,836 532,741 495,450 862,680 751,199
Administration 945,473 1,025,351 963,300 1,845,407 1,931,711
Planning 1,041,076 1,880,965 1,854,400 1,179,707 1,223,778
Economic Development 325,589 1,305,239 1,212,650 632,424 737,466
Human Services 720,213 878,387 876,100 1,155,769 1,107,231
SKHHP 243,627 418,640 382,310 354,944 363,301
6,111,076 8,663,702 8,226,960 8,308,843 8,495,866
SCORE (JAIL):
SCORE 5,583,799 5,523,800 5,523,800 5,600,000 5,700,000
5,583,799 5,523,800 5,523,800 5,600,000 5,700,000
POLICE:
Administration 7,032,317 8,430,057 8,481,400 10,148,091 10,834,449
Patrol & Operations 15,559,347 17,995,767 17,042,160 16,357,509 16,974,146
Investigations 3,584,156 4,055,800 4,233,800 4,438,402 4,606,021
Community Programs 1,795,279 2,214,781 2,109,100 3,049,966 3,187,030
Records 1,293,307 1,578,944 1,416,300 1,243,237 1,320,373
Jail - 20,000 20,000 20,000 20,000
Animal Control 160,795 261,301 141,800 249,471 259,287
29,425,200$ 34,556,650$ 33,444,560$ 35,506,676$ 37,201,306$
283
2023-2024 Preliminary Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center (continued)
2021 2022 2022 2023 2024
Actual Adj Budget Est Actual Budget Budget
PUBLIC WORKS:
Engineering 3,442,528 3,945,285 3,945,285 4,639,592 4,744,995
3,442,528 3,945,285 3,945,285 4,639,592 4,744,995
PARKS, ARTS & RECREATION:
Cultural Arts 358,813 800,055 695,290 586,103 596,139
Special Events 545,192 754,805 714,550 552,923 572,069
Administration 1,555,692 1,777,056 1,711,500 3,610,989 3,782,795
Senior Center 830,524 1,099,173 1,005,100 851,888 883,216
Senior Resource Hub 2 231,763 374,143 374,143 199,018 148,659
Recreation Administration & Programs 1,843,874 2,945,548 2,655,237 2,370,781 2,441,391
Parks Facilities Rentals 37,169 144,900 60,500 144,900 144,900
Theater 623,716 624,727 610,000 386,208 395,684
Museum 393,528 536,111 527,330 516,501 545,639
Parks Facilities 3,195,388 3,777,967 3,665,200 4,347,206 4,392,493
Golf Maintenance & Operations 1,233,144 1,283,413 1,210,300 1,047,953 1,081,128
Golf Finance Administration 380,456 362,665 364,000 91,036 104,317
Golf Pro Shop 690,973 907,547 932,700 797,526 824,342
11,920,230 15,388,110 14,525,850 15,503,032 15,912,772
STREETS:
Maintenance & Operations 3,114,649 3,254,215 3,110,870 3,661,866 3,774,245
Administration 697,145 779,839 779,400 973,053 1,065,094
3,811,794 4,034,054 3,890,270 4,634,919 4,839,339
NON-DEPARTMENTAL:
Transfers & Miscellaneous 6,568,384 3,997,099 22,416,720 3,724,000 3,378,435
Ending Fund Balance 35,357,368 26,146,114 16,428,633 9,475,710 10,024,675
41,925,752 30,143,213 38,845,353 13,199,710 13,403,110
TOTAL GENERAL FUND 116,322,208$ 120,965,744$ 125,699,903$ 107,619,059$ 111,397,599$
1 In 2019, Auburn City Council adopted Inclusive Auburn Initiative (Resolution No. 5427). Program started in 2020.
2 In 2021, Property Management moved from Administration Department to Legal Department.
3 In 2020, Homelessness Outreach program started to provide guidance and referral to homeless people.
284
2023-2024 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.
2023 2023 2024 2024
Transfers Out Transfers In Transfers Out Transfers In
001 GENERAL 632,700$ 2,565,692$ 715,635$ 11,719,188$
102 ARTERIAL STREET - 5,101,692 - 7,003,800
103 LOCAL STREET FUND - 235,000 - 150,000
105 ARTERIAL STREET PRESERVATION - - - -
106 AMERICAN RESCUE PLAN ACT (ARPA)4,030,000 - 4,246,866 -
117 DRUG FORFEITURE - - - -
122 CUMULATIVE RESERVE FUND 1,391,450 - 12,959,994 -
124 MITIGATION FEES 6,968,982 - 6,928,800 -
230 2010A&B ANNEX DEBT SERVICE - - - -
231 2010C&D LOCAL REVITALIZATION - - - -
232 2020 LTGO A&B REFUNDING BONDS - 1,257,600 - 1,254,200
276 2016 COMBINED REFUNDING 2005/2006A LTGO - 370,700 - 374,400
321 MUNICIPAL PARK CONSTRUCTION - 882,800 - 205,000
328 CAPITAL IMPROVEMENT PROJECTS 1,059,200 2,727,000 1,181,500 400,000
330 LOCAL REVITALIZATION - 255,000 - 2,081,866
430 WATER UTILITY 9,087,876 - 5,091,795 -
431 SEWER UTILITY 275,568 - 157,804 -
432 STORM DRAINAGE UTILITY 372,638 - 7,233,436 -
434 SOLID WASTE - - - -
435 AIRPORT 450,000 - 450,000 -
436 CEMETERY 518,810 - - -
460 WATER CAPITAL PROJECTS - 8,934,810 - 4,934,810
461 SEWER CAPITAL PROJECTS - - - -
462 STORM DRAINAGE CAPITAL PROJECTS - - - 7,000,000
465 AIRPORT CAPITAL PROJECTS - 450,000 - 450,000
466 CEMETERY CAPITAL PROJECTS - 355,000 - -
503 WORKERS' COMPENSATION - - - -
505 FACILITIES 590,910 495,000 552,700 170,000
518 INNOVATION AND TECHNOLOGY 566,000 359,000 500,000 2,745,780
550 EQUIPMENT RENTAL - 136,500 - 123,490
560 EQUIPMENT RENTAL CAPITAL PROJECTS - 1,147,040 - 805,452
568 IT CAPITAL PROJECTS - 671,300 - 600,544
701 CEMETERY ENDOWED CARE FUND - - - -
Total 25,944,134$ 25,944,134$ 40,018,530$ 40,018,530$
Fund Fund Name
285
286
2023-2024 Preliminary Budget Section VI: Program Improvements
s
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 is a one-time (OT) request that will end
after 2023-2024 or will be an ongoing (OG) request that will continue beyond 2024.
2023 Cost of Improvement
Estimated cost by the department to implement the program improvement in 2023.
2024 Cost of Improvement
Estimated cost by the department to implement the program improvement in 2024.
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.
287
2023-2024 Preliminary Budget Section VI: Program Improvements
s
2023-2024 Program Improvements by Department
The following tables summarize the program improvements that have been included in the 2023-
2024 budget. The recommended levels of funding are indicated under the “Expenditures (net of
revenues)” columns.
Page #Dept/Name Title 2023 2024 2023 2024 FTE
Potential
Funding Source
290 CEM.0007 Backhoe - - 163,810 - 0.00 436 FB
295 ENG.0036 Roadway Channelization Maintenance - - 200,000 200,000 0.00 Fund 105
298 ERR.0010 ER&R Heavy Duty Truck Lift - - - 135,380 0.00 550 FB
299 ERR.0011 ER&R Shop Roll Up Door Replacement - - 30,250 - 0.00 550 FB
310 IS.0082 Video Cameras at Auburn Golf Course - - 66,000 - 0.00 518 Fund
325 STM.0009 Remote Mower for Vegetation - - 73,900 6,770 0.00 Storm FB
327 SWR.0006 CCTV Camera and Tractor for Sewer - - 53,700 240 0.00 Sewer FB
-$ -$ 587,660$ 342,390$ 0.00
Page #Dept/Name Title 2023 2024 2023 2024 FTE
Potential
Funding Source
289 AIR.0003 Airport Operations Adjustments - - 169,450 248,262 0.00 Airport FB
324 STM.0008 Maint. Worker I - CDL Vegetation (2 FTE)- - 329,740 219,500 2.00 Storm FB
297 ENG.0040 Water Resource Technician - - - 147,184 1.00 S/SD FB
326 SWR.0005 Maintenance Worker I - CDL Sewer (1 FTE)- - 159,825 109,750 1.00 Sewer FB
-$ -$ 659,015$ 724,696$ 4.00
Page #Dept/Name Title 2023 2024 2023 2024 FTE
Potential
Funding Source
292 ENG.0033 Comprehensive Transp. Plan Major Update 50,000 - - - 0.00 General Fund
294 ENG.0035 Signal BBS Batteries 50,000 - - - 0.00 General Fund
302 FAC.0030 Senior Center Exterior Repairs 50,000 - - - 0.00 General Fund
315 PLN.0054 Human Services Equity and Strategic Planning 50,000 - - - 0.00 General Fund
322 PRK.0060 Veterans Park Memorial Repair/Renovation 50,000 - - - 0.00 General Fund
291 ENG.0031 Facility Master Plan Phases 2, 3 and 4 - - - 2,300,000 0.00 REET 1
303 FAC.0031 JC Carpet (PD) and door hardware replacement - - 325,000 - 0.00 REET 1
323 PRK.0061 Auburn Golf Course Driving Range - - 100,000 1,600,000 0.00 REET 1/ Fund 124
293 ENG.0034 Citywide Traffic Signal Re-Lamping - - 110,000 145,000 0.00 Reserve
301 FAC.0029 Golf Course Exterior Repairs - - 100,000 0.00 Reserve
305 FIN.0020 Financial ERP System Replacement - - 150,000 2,650,000 0.00 Reserve
308 HRR.0005 Process Improvements - NEOGOV/HRIS - - 206,150 102,050 0.00 Reserve
316 POL.0039 Patrol Fleet Expansion - Initial Upfit - - 825,300 762,944 0.00 Reserve
250,000$ -$ 1,816,450$ 7,559,994$ 0.00
Page #Dept/Name Title 2023 2024 2023 2024 FTE
Potential
Funding Source
296 ENG.0038 Project Engineer 18,740 16,498 164,910 166,792 1.00 GF FB
300 ERR.0012 Mechanic 2 (1 FTE Position)91,455 82,738 45,045 40,752 1.00 GF FB
304 FIN.0019 B&O PROGRAM - - - - 2.00 New GF Revenue
306 HRR.0003 Transition LTE HR Coordinator to FTE 80,275 85,967 36,065 38,623 1.00 GF FB
307 HRR.0004 Workforce Development 138,000 138,000 62,000 62,000 0.00 GF FB
309 IS.0081 IT Security Engineer 91,375 91,395 45,005 45,015 1.00 GF FB
311 LGL.0006 Repair, Maintenance & Improvements of City 150,000 150,000 - - 0.00 GF FB
312 LGL.0007 King County Inquests 50,000 50,000 - - 0.00 GF FB
313 MAY.0005 FTE DEI Community Engagement Coordinator 101,168 106,108 45,452 47,672 1.00 GF FB
314 MAY.0007 Divesity, Equity & Inclusion Division Budget 162,875 193,407 73,175 86,893 0.00 GF FB
316 POL.0039 Patrol Fleet Expansion - Ongoing - 264,192 - - *3.00 GF FB
317 POL.0042 Police Operations Adjustments 70,100 70,100 - - 0.00 GF FB
318 PRK.0056 Museum Curator of Collections FTE 60,780 66,710 - - 1.00 GF FB
319 PRK.0057 Museum Programming/Operations to Parks Dept 18,830 18,760 - - 0.00 GF FB
320 PRK.0058 FTE Park Maint. Wrk 1/Enviro Park Transfer 990 7,560 - - 1.00 GF FB
321 PRK.0059 FTE Park Maintenance Worker 1 103,901 110,461 - - 1.00 GF FB
1,138,488$ 1,451,897$ 471,653$ 487,746$ 13.00
Grand Total Requests 1,388,488$ 1,451,897$ 3,534,778$ 9,114,826$ 17.00
Non General Fund - 1x
Expenditures ( net of Revenue)
GF Impact All Other Funds
Total
Non General Fund - Ongoing
Expenditures ( net of Revenue)
GF Impact All Other Funds
Total
General Fund - 1x
GF Impact All Other Funds
Total
Expenditures ( net of Revenue)
GF Impact All Other Funds
Total
General Fund - Ongoing
Expenditures ( net of Revenue)
288
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: AIR.0003
Program Name: Airport Operations Adjustments
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This request is an update to the airport operations fund based on actual costs over the past four years
when City employed staff took over full time management of the airport. Most of the fund increase
relates to facility maintenance needs and an increase to aviation fuel purchase/sales.
The increase fuel purchase cost based on recent increases in fuel costs has an offsetting revenue
included in the proposed budget for Fuel Sales that are anticipated.
This decision package also captures the fair market appraisal the airport conducts every 5 years which is
required for the land lease agreements and an increase in seasonal/intern wages as the airport has
found improved efficiencies with hiring seasonal staff instead of using a landscaping contractor.
There is sufficient revenue in the airport operation budget to fund these increases both immediately
and for the long term.
This update would put airport operation expenditures in line with actual costs and addresses the
requirement for the appraisal agreed to in the City's land lease agreements on the Airport property.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 - 169,450 -
2024 - 248,262 -
Total:- 417,712 -
289
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: CEM.0007
Program Name: Cemetery Backhoe
Department: Cemetery
New Program (Y/N): Yes
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This request recommends replacing an existing 26-year-old John Deere Backhoe-Loader with a new
Backhoe-Loader. The existing piece of equipment is often in need of repair at critical times. The
backhoe is used daily for preparing graves as well as general dirt work on the 75-acre site. The
replacement of the existing piece of equipment will allow the cemetery to worry less about continual
breakdowns as well as work more efficiently on burials and general site improvements. Funds for this
acquisition are out of the Cemetery working capital account.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 163,810 -
2024 - - -
Total:- 163,810 -
290
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ENG.0031
Program Name: Facility Master Plan Improvements, Phases 2, 3 and 4
Department: Public Works, Police, Parks
New Program (Y/N): N
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
City Council adopted Resolution 5595, Facility Master Plan, in May of 2021. This budget request is to
begin the design efforts for Phase 2 in 2024. Phases 2, 3 and 4 are anticipated to span from 2024
through 2029 and include the design, property acquisition and construction of improvements for the
Public Works Maintenance and Operations, Parks, Arts and Recreation Maintenance and Operations,
and Police Departments.
Phase 2 is anticipated to occur between 2024-2026 and includes relocation of the Parks green house and
bulk bins to allow the construction of an access connection to 15th Street SW. Construct additional
Parks crew space and renovate the existing building at Game Farm Park. Development of a master site
plan for the Police headquarters property and incorporate the assigned vehicle program proposed to
begin implementation in 2024. In addition, construction of a new Police evidence storage facility is
included. Remove the deed restriction on a portion of the GSA Park Property. Complete the enclosure
of the existing Public Works vehicle storage bay. Construct a new Public Works crew building on the
existing M&O site and provide replacement parking.
Phase 3 is anticipated between 2026-2027 and is anticipated to include renovation of the existing Justice
Center as determined by Phase 2 for Police, modification of the existing Public Works M&O building to
add additional central stores warehousing space and maximize the use of the existing crew and storage
space and renovate the existing Parks building at GSA Park to add storage and crew space.
Phase 4 is anticipated between 2028-2029 and would construct coverage for high valued fleet parking at
Public Works M&O and construction of Parks maintenance and operations satellite facilities.
The 2024-2029 program is estimated to cost a total of $38-41M. It is anticipated that this program will
require the issuance of Bonds by the City Council. If bonds are issued in 2025, the costs expended on
design in 2024 may be reimbursable if certain criterial is met which would refund the General Fund.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - - -
2024 - 2,300,000 -
Total:- 2,300,000 -
291
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ENG.0033
Program Name: Comprehensive Transportation Plan Major Update
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
In 2022, a contract was approved for consultant support for the 2024 Comprehensive Transportation
Plan Update, to include traffic count collection and analysis, multimodal level of service analysis, map
development, layered network development, update of the current travel model and development of
the 20-year travel forecast.
In 2023, additional consultant support is needed in the development of multimodal level of service
standards and planning guidelines, which will identify the types of facilities that would be needed to
accommodate each mode of travel (pedestrian, bicycle, transit, freight, and automobiles) and the data
needed to monitor this level of service to accommodate each mode. To support this effort, this request
is for the consultant to purchase and analyze "Big Data" that will include vehicle speeds, freight related
data, and information about origins and destinations, which will help guide the development of multi-
modal level of service metrics and projects that would help reach the City's goals towards acceptable
level of service for each mode.
This request will provide a comprehensive set of policies and standards to incorporate multimodal level
of service. A multi-modal level of service is more in line with Vision 2050 through the Puget Sound
Regional Council and will allow the City to consider use of Traffic Impact Fees for all projects that
improve any mode of travel and not just vehicular travel. This will also allow the City to prioritize
projects based on a robust set of data and better incorporate equity considerations in how our funding
is allocated to projects. With this additional step in the process, the City will have the tool to improve
the transportation system for all users and inform the policies of the City.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total:50,000 - -
292
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ENG.0034
Program Name: Citywide Traffic Signal Re-Lamping
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
The City converted the traffic signal lights (red, yellow, and green indicators) to LED approximately 20
years ago and has completed one replacement of the lights since their initial installation. LED lights for
traffic signals generally start to dim and fail between 10 to 15 years from their installation. The City’s
maintenance standards are to replace these lights every 7 to 10 years. The purpose of this program
request is to avoid the un-desired safety and traffic operations consequences of waiting until the lights
fail for their replacement. This program improvement will provide for the replacement of all traffic
signal lights throughout the City that are 10 years or older between 2023 and 2024. The intent is for the
City to purchase the replacement lights and contract with Pierce County under our existing service
agreement to install them.
Replacing the traffic system lights at 10-years is the ideal approach as it minimizes the likelihood of
failing lights at the signals and maximizes the cost/benefit of each light. This approach allows the lights
to be systematically replaced according to the City's preventative maintenance schedule rather than
reacting to the lights failing. Using Pierce County for the replacements is advantageous because City
signal maintenance staff currently provide normal preventative maintenance and handle operations for
approximately 165 traffic control devices, therefore their ability to complete a program such as this is
limited. Completing the work by City forces would require a longer duration for the replacement and a
greater risk that some would reach failure before being replaced.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 110,000 -
2024 - 145,000 -
Total:- 255,000 -
293
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ENG.0035
Program Name: Traffic Signal Battery Backup Battery Replacement
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: One Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This request is for additional funds to purchase replacement backup batteries for the Traffic Signal
battery backup systems (BBS) that are in place and reaching the end of their service life. These backup
systems function to keep traffic signals operational in the event of a power outage to the signal from
either inclement weather events or vehicle crash events and improve the safety of the traveling public.
These batteries allow signal maintenance staff to address higher priorities in an event rather than using
critical resources to manage and maintain a generator operation. In addition, the City does not have
enough generators to operate all Traffic Signals this way and many signals would be left dark in an
inclement weather event. Additionally, as batteries become worn and approach the end of their service
lives, they tend to get hot which in some cases can damage the other equipment in the cabinet and the
cabinet itself. Replacing the batteries in accordance with the preventative maintenance schedule allows
the maintenance team to plan and schedule the replacements and reduces the overall costs to the City.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total:50,000 - -
294
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ENG.0036
Program Name: Roadway Channelization Maintenance
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: One Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
Roadway channelization includes paint striping, thermoplastic markings (crosswalks, stop bars), and
raised pavement markers (RPMs). This program improvement would establish budget to re-fresh
roadway channelization throughout the City in 2023 and 2024 using the Transportation Benefit District
Funds within the 105 Arterial Street Preservation Fund. This request is an additional $200,000 to
increase the existing $200,000 budget in the General Fund to a total of $400,000 each year for
channelization maintenance. The Transportation Benefit District funding allows the use of its funds for
the maintenance of arterial and collector streets including channelization.
The existing general fund budget was established more than 10 years ago for paint striping only and has
not been increased. In past years, the roadway striping has cost less than the existing budget amount
and the remaining amount was used to re-fresh thermoplastic markings. However, in the recent years,
the availability of roadway paint has been tight, and costs have increased significantly. The City has
typically hired King County to re-fresh thermoplastic markings and Pierce County to re-fresh paint
striping. The City is still planning to utilize Pierce County for the paint striping (when the County is
available) but no longer utilizes King County for the thermoplastic markings due to a lack of availability
and reliability issues. Costs to hire private contractors for the thermoplastic markings is significantly
more than the cost that King County previously charged. Additionally, Pierce County has not been able
to re-fresh paint striping reliably for the last two years due to paint shortages.
All these factors lead to a need to add $200,000 to the Channelization program budget each year to
complete the necessary work and maintain the safety of the roadways. This request is not currently on-
going because new regulations issued recently may impact the requirements related to the frequency of
re-channelization in the 2025/26 biennium. Therefore, a revised request may be required to carry out
the new mandates in future budget cycles.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 200,000 -
2024 - 200,000 -
Total:- 400,000 -
295
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ENG.0038
Program Name: Project Engineer (1FTE)
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: On-going
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This request is for 1.0 FTE Project Engineer position to be filled in 2023 in the Public Works Department.
This position will provide for management of a variety of assigned capital projects and will allow the
department to meet the current and future workload allocations for budgeted capital projects identified
in the 2022-2027 Capital Facilities Plan (CFP) and the updated 2023-2028 CFP. This position will also
provide project management for projects from other departments that rely on the Engineering Services
Division for support. This position is 80% supported directly by the project budgets included in the CFP.
The remaining 20% is funded by a combination of utility and general fund sources for time not
chargeable to projects.
The CFP includes $135 Million of programmed projects and does not include any future grants the City
may receive. Therefore, there exists significant funds to support this position and the current proposed
CFP requires the addition of this position in order to complete the program. Funding for this position
will be from the design and construction engineering funds allocated from project budgets generally
within the 102 (Arterial Street), 103 (Local Street), 105 (Preservation), 460 (Water), 461 (Sanitary
Sewer), 462 (Storm Drainage) funds, and a small amount from the 328 (General Capital Improvements)
for the small number of the City's capital projects that are general fund supported.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 18,740 164,910 1
2024 16,498 166,792 -
Total:35,238 331,702 1
296
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ENG.0040
Program Name: Water Resource Technician (1FTE)
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: On-going
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
This request is for 1.0 FTE Water Resource Technician position to be filled in 2024 in the Public Works
Department. This position will provide for support of the new source control inspection program
required by the Washington State Department of Ecology National Pollutant Discharge Elimination
System (NPDES) Municipal Stormwater Permit. This position will allow the City to meet its obligations
under the permit including education and outreach, inspections, and enforcement and remain in
compliance with the permit.
This employee will also provide support of for the City's Fats, Oils, and Grease (FOG) reduction program
within the Sewer System. Activities are anticipated to include review of a businesses' FOG Control Plans,
tracking grease trap/grease interceptor cleaning reports, inspecting food service establishments for FOG
related issues, and educating business owners, employees, and residents about discharges to sewer that
increase needed maintenance and contribute to blockages and overflows.
The costs for this position would be split with 75% paid by the storm utility and 25% paid by the sewer
utility.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - - -
2024 - 147,184 1
Total:- 147,184 1
297
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ERR.0010
Program Name: Equipment Rental and Replacement Heavy Duty Truck Lift
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This request is for the installation of a new drive-on heavy duty lift within the Equipment Rental Division
of Public Works increasing the total number of heavy duty lifts to two. The installation of this lift is
anticipated to correspond with the completion of the expansion of the shop space that is already
budgeted and in progress. With the addition of this lift the shop will be able to provide better services
necessary to keep the city’s larger vehicles such as dump trucks, sanders, deicers, and vacuum trucks
operational. In addition, a second heavy duty lift would reduce service turn-around-time, increase
productivity and overall level of services to our city customers and allow us to keep our larger fleet
equipment operational especially during inclement weather events.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 - - -
2024 - 135,380 -
Total:- 135,380 -
298
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ERR.0011
Program Name: Equipment Rental and Replacement Shop Rollup Door Replacement
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
The bay doors on the existing shop space are at the end of their useful life and due to high maintenance
costs have become unreliable and need to be replaced. This request is to replace five 12’ x 14’ bay
doors with new insulated doors. The current doors are the last of the original rollup doors on the
maintenance and operations building to be replaced. Replacement of the doors will also allow the shop
space to be reliably used and will assist in keeping the shop area warmer during times of inclement
weather when the area may be used for 24 hours per day for several days to keep our fleet functioning
in emergency situations.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 30,250 -
2024 - - -
Total:- 30,250 -
299
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: ERR.0012
Program Name: Mechanic 2 (1 FTE)
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: On-going
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This request is for one (1) FTE Maintenance Worker 2 CDL Mechanic in our Equipment Rental Division to
be filled in 2023. This position performs highly skilled mechanical work to repair and maintain gasoline,
diesel and electrically powered units, passenger cars, trucks, heavy duty equipment, trailers and other
power operated equipment including generators, water pumps, VMS boards and other various
equipment. Currently based on NAFA (National Association of Fleet Administrators) vehicle and
equivalency standards the ratios of our existing fleet vehicles and equipment to our existing mechanics
reflects a discrepancy of mechanics needed vs hours needed to maintain the current fleet. While this
position is needed to meet the demands for service for our existing fleet, we also anticipate that our
fleet and equipment will continue to increase over time consistent with the growth over the last 5 years.
An additional Mechanic 2 would help off-set the overload of work on our current Mechanics ensuring all
repairs and maintenance are properly completed in a timely manner and cost effectively. By adding an
additional Mechanic 2 in the shop, we can continue to greatly reduce our repairs and service turn-
around-time. Another advantage is the increase in productivity in the shop will allow us to improve the
quality of repair and overall level of services to our customers. In addition, more in-house fabrication
can be done, decreasing outside vendor costs.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 91,455 45,045 1
2024 82,738 40,752 -
Total:174,193 85,797 1
300
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: FAC.0029
Program Name: Golf Course Exterior Repairs
Department: Administration/Facilities
New Program (Y/N): No
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This project will upgrade the existing lights in the parking lot at the Auburn Golf Course and perform
exterior repairs to the building, such as painting and other maintenance, to further protect the building
and provide better and more cost-effective lighting to the parking lot.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 - 100,000 -
2024 - - -
Total:- 100,000 -
301
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: FAC.0030
Program Name: Senior Activity Center Exterior Repairs
Department: Administration/Facilities
New Program (Y/N): No
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This project is to paint the exterior of the Senior Activity Center building, in order to maintain and
protect the asset.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 50,000 - -
2024 - - -
Total:50,000 - -
302
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: FAC.0031
Program Name: Justice Center carpet replacement and door hardware replacement
Department: Administration/Facilities
New Program (Y/N): No
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This project will replace the carpet and panic button hardware at the Auburn Justice Center in the
section of the building occupied by the Auburn Police Department. The carpet has become extremely
worn and, in some places, coming apart at the seams and requires a complete replacement. The panic
button hardware on the doors also requires replacement as the system is outdated and we are no
longer able to secure parts for repairs.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 - 325,000 -
2024 - - -
Total:- 325,000 -
303
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: FIN.0019
Program Name: B&O Program Support
Department: Finance
New Program (Y/N): No
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
This is a phased request for adding 1 FTE Desk Auditor position in 2023 and adding 1 FTE Field and
Compliance Auditor in 2024. Additionally, this request includes ongoing professional service costs for
the annual subscription for the online reporting portal (FileLocal) and processing paper tax returns via
Retail Lock Box for businesses who opt out of online reporting.
In 2022 (the first effective year of the tax), approximately 50 businesses are reporting on a quarterly
basis (200 returns annually). By April 2023 we anticipate the need to process an estimated 3,000 tax
returns per year. This amount does not include private utility tax, gambling tax, or admission tax
returns, which will now be reported monthly, quarterly, or annually through the new B&O reporting
system. Adding an FTE in 2023 will be essential in handling the complex taxing questions, managing
vendor relationships, updating front end and back-end systems, and processing and auditing the
estimated 3,000+ tax returns received each year. This position will ensure businesses receive timely and
accurate information from the City.
Beginning in 2024, it will be critical to begin conducting field and compliance audits to ensure business
are correctly and completely reporting B&O tax. Further, this position will be responsible for continuing
the City's business education campaign to ensure all businesses with nexus in the City (whether they
have a physical business address in Auburn or not) are fully aware of their reporting and tax liability in
the City. This FTE will ensure all applicable businesses are compliant with the City's B&O tax.
The existing B&O Program Coordinator will oversee and direct the work of the Desk Auditor and Field
Auditor, continue to build and refined processes, amend code as necessary, answer the more complex
and politically sensitive questions and requests from the business community, and work collaboratively
with the financial planning division for long term financial planning and budget to determine if tax rates
and thresholds remain adequate.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - - 1
2024 - - 1
Total:- - 2
304
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: FIN.0020
Program Name: Financial ERP System Replacement
Department: Finance
New Program (Y/N): Yes
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
The City's current ERP system is EDEN. All the City's financial information is recorded and tracked
through EDEN, including full cycle payroll, accounts payable, accounts receivable, budget, capital assets,
project accounting, and most important, the general ledger for 50+ active funds, including the General
Fund. The City last upgraded to EDEN in 2001. The vendor has announced it will no longer support the
system beyond 2025. In addition to the vendor’s announcement, there are three primary issues with
EDEN and a need for a modern general ledger and accounting system:
1. Tyler Technologies (the vendor) has not released EDEN upgrades or product improvements for a few
years. This has become an increasing issue in that Tyler Technologies does not fully or adequately train
staff to support system errors and issues. The City must increasingly "just live with" and create
inefficient workarounds to problems experienced with various modules.
2. The increasing number of ancillary systems that the ERP must coordinate with. As other departments
within the City add new technology to their processes, the ERP system must find a way to coordinate.
In many cases, the technology used by other departments exceeds the capabilities of EDEN and finance
has created manual work around processes to accommodate.
3. Best practices continue to evolve, and EDEN is unable to accommodate these changes. This includes
better processes and systems for: budgeting, annual financial statement preparation and reporting,
project accounting, and electronic records management.
This project will be a multi-year project, likely spanning 3-4 years. The first phase of the project would
begin in 2023 and will include a needs assessment, developing a Request for Proposal (RFP), vendor
selection, and contract negotiations. The second phase will include extensive process mapping. And the
final phase will be implementation transition, implementation, testing, and acceptance.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 - 150,000 -
2024 - 2,650,000 -
Total:- 2,800,000 -
305
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: HRR.0003
Program Name: Transition LTE HR Coordinator to FTE
Department: Human Resources
New Program (Y/N): Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
HR has had one staff member dedicated to Civil Service (Police) recruitment, and one staff member
dedicated to all other formal recruitments for the last three years. The way our staff counts break down,
this assigns 139 FTE positions to our Civil Service Examiner, and 329 FTE positions to another recruiter.
Additionally, HR has not had staff dedicated to helping manage the hiring process for our non-benefited
staff, which has resulted in informal hiring practices that do not align with best practices.
Having an LTE recruiter in 2022 is allowing HR to work toward formalizing non-benefited recruitments to
ensure best practices are followed and data is accurately tracked for statistical purposes, as well as
assign a specific staff member to recruitments for Teamsters employees (98 FTEs). In addition, because
this team member is coordinating recruitments for Teamsters staff, it has been discussed with the
Finance Department that it will be funded partially by utilities /other funds. *Note: these FTE counts do
not include any new employees added during the 2023-2024 budget process.
Being able to more evenly balance the work of the recruitment team means that HR will be able to focus
on process improvements that align with the City's Inclusive Auburn Initiative, and the goal to have the
City workforce more accurately reflect the communities it serves. Ensuring that best practices are
managed in all hiring processes, not just Civil Service or Unaffiliated recruitments, will protect the City
from liability. From a risk management perspective, these focuses for recruiters are overdue and
extremely necessary to ensure employment law compliance (regarding discrimination, Equal Pay Act, I-9
compliance, onboarding and training compliance, negligent hiring, etc.). In addition, HR will be able to
implement internship programs, as well as focus on making non-benefited positions a pipeline into full-
time employment. If this position is not transitioned to an FTE in 2023, HR will not be able to meet the
demands of all departments' hiring requests and needs. The timeline to hire will increase significantly,
which will negatively impact any and all departments with one or more vacancies.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 80,275 36,065 1
2024 85,967 38,623 -
Total:166,242 74,688 1
306
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: HRR.0004
Program Name: Workforce Development
Department: Human Resources
New Program (Y/N): Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
The City has made great strides in our efforts to improve our recruitment processes and employee
retention through a DEI lens. However, these efforts have been funded by one-time monies through
budget amendment requests. HR is continually learning of best practices for how to recruit, engage,
support, and retain colleagues of diverse backgrounds, and need to commit ongoing funding to ensure
the City is successful in these efforts. In an effort to build community relationships as well as pipelines to
full-time, benefited employment, HR would like to create a formal internship program for departments
that may wish to engage students for part-time work. In June 2018, it was identified that the City
needed to implement a Citywide training program, but no funds were allocated at that time. The HR
Department has done its best with the funds it has for its own staff to absorb training costs, utilizing as
many free training opportunities through WCIA and other providers as possible, and submitting requests
for reimbursements any time the option is available. Additionally, HR has been asked to develop
employee relations/differences trainings for supervisors/employees for retention of staff, de-escalation
training, as well as ongoing requests as issues throughout the City come up, to give employees and
supervisors instantaneous tools they need to effectively perform their jobs and respond to ever-
changing employee needs. To continue with the Mayor's direction and truly implement a citywide
training program, HR is requesting funds to certify staff in programs that will allow HR to present
sessions internally, as well as purchase materials for those trainings. Another important part of the
citywide training program is management retreats, which returned in the Spring of 2022. HR often
receives requests for certifications during the tuition reimbursement process, and programs that are not
directly related to a degree are not approved per City policy. HR feels that certifications that benefit
staff in their current job or have been identified as necessary for succession planning could also be
covered utilizing the funds dedicated to the citywide program if departments are not able to cover with
their own training budget.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 138,000 62,000 -
2024 138,000 62,000 -
Total:276,000 124,000 -
307
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: HRR.0005
Program Name: Process Improvements – NEOGOV/HRIS
Department: Human Resources
New Program (Y/N): Y
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
The HR department would like to implement a more user-friendly Human Resources Information System
(HRIS) program. HR has requested the initial funding in 2023 to come out of the HR budget, and then
asks that the 2024 subscription renewals (as all other NEOGOV modules have been set up) to come from
the IT budget for consistency. NEOGOV has worked consistently over the years to improve their user
experience, and by adding these additional modules HR is minimizing the different locations in which
employees must navigate to complete basic tasks. This will improve the overall employee experience, as
well as make pay period processes between HR and Payroll more streamlined and cleaner, as
documents will all be generated electronically and available for self-service. One of the best features of
all the NEOGOV modules is that they are user friendly and can be accessed via a smart phone or tablet,
as well as on a computer. Employees will feel more empowered by having all required information in
one place under the Unified Self Service dashboard, which shows all tasks that they are required to do,
as well as "quick action" links, which will allow employees to quickly do things that would have required
the intranet, printing a PDF, completing and signing forms, sending them via interoffice or physically
delivery to HR, and then having HR process and provide to the Payroll team for their processing of the
document. With these new enhancements, forms will be completed and routed through the system,
which will allow HR to download and provide to Payroll more easily, and/or provide Payroll staff with
view access to the same processes to improve the overall system. This system would allow HR to
generate personnel updates electronically and have built in back-up approval processes to minimize
delays in the process if Directors are unavailable or out of the office. (HR is currently routing personnel
changes through Adobe Sign, which often gets caught in Mimecast or missed in emails, to obtain the
required signatures for these changes - Department Director, HR Director, Mayor). Many of our
temporary employees are utilizing a paper timecard, which means room for error when written down,
room for error when entered into the Employee Services timecard system by another staff member, and
then room for error when Payroll must manually add additional pay types or hours.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 - 206,150 -
2024 - 102,050 -
Total:- 308,200 -
308
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: IS.0081
Program Name: IT Security Engineer
Department: Innovation & Technology
New Program (Y/N): Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
This position would be an addition to the Network Engineer team within IT and will focus on all things
related to cybersecurity including awareness, protection, and mitigation. The biggest advantage for
program improvement would be having a single point of contact for cybersecurity. This includes a focus
on prevention and detection. This role would help with disaster recovery, insurance coverages, audits,
compliance and much more.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 91,375 45,005 1
2024 91,395 45,015 -
Total:182,770 90,020 1
309
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: IS.0082
Program Name: Video Cameras at Auburn Golf Course
Department: Innovation & Technology
New Program (Y/N): Y
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
This request is to implement video cameras at the Auburn Golf Course parking lot. These cameras
would tie into the City's existing camera system and be available to Police and other City staff in the
event of an incident.
The primary advantage would be having cameras that record video of all activity in the parking lot that
could be reviewed and used if needed. In addition, putting up cameras has historically deterred bad
actors.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 66,000 -
2024 - - -
Total:- 66,000 -
310
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: LGL.0006
Program Name: Repair, Maintenance & Improvements of City-owned (non-park, non-utility) Property
Department: Legal
New Program (Y/N): No
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
The City owns six improved surface and structured parking lots, two residential properties, hundreds of
acres of non-utility, non-park, vacant property, which includes critical and sensitive areas, and leasehold
interest in twenty-three thousand square feet of commercial space. A previous decision package
(ASD.0018) in the amount of $50,000 ($25,000 annually) was passed as part of the 2021-2022 budget
adoption to maintain City-owned parking lots, residential properties, and to conduct the work of the Real
Estate Division, however, this amount must be increased due to the needs of the City.
In 2021 the City spent $86,600 dollars on required repairs, maintenance, and improvements on City-
owned real estate. These repairs were absolutely necessary. By April of 2022, the City had spent its entire
maintenance budget for the year. Funding for additional repairs exceeding the initial repair budget has
been accomplished through budget adjustment requests and funding participation from other departments.
Funding this program at this level will increase the budget for repairs, maintenance, and non-capitalized
improvements by an additional $75,000 annually ($150,000 total). The increased funding will dedicate a
more appropriate amount of funding with which to make needed repairs and improvements and provide
for better maintained assets. In addition, having better maintained assets will reduce the City’s risk and
liability exposure, provide for a safer and more pleasant community experience, and promote activation,
use, and economic development.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 150,000 - -
2024 150,000 - -
Total:300,000 - -
311
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: LGL.0007
Program Name: King County Inquests
Department: Legal
New Program (Y/N): Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
In 2021, the King County Executive made significant changes to the King County Inquest process. In
summary, after a death occurs in the course of an officer conducting their law enforcement duties, the
King County Prosecutor’s Office (KCPAO) receives materials from the investigating independent agency
members, the KCPAO reviews those materials, and then the KCPAO makes a recommendation to the
King County Executive as to whether an inquest should be held. If ordered, an Inquest Administrator is
assigned, and the case is set for an inquest trial.
Based on the recent changes to the inquest process, the City now requires new resources to engage in
discovery, hire expert witnesses and investigators, conduct depositions, interview witnesses, and conduct
multi-week inquest trials. The City of Auburn currently has two inquests in the “queue” requiring
adequate funding.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 50,000 - -
2024 50,000 - -
Total:100,000 - -
312
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: MAY.0005
Program Name: Diversity, Equity & Inclusion Program Coordinator
Department: Mayor
New Program (Y/N): Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
This request is for a FTE Equity, Diversity & Inclusion (DEI) Program Coordinator who will primarily
perform internal relationship management, data tracking and analysis, assist in the development of
ongoing informational and training programming, support of existing diversity initiatives including, but
not limited to the Employee Advisory Committee, training, onboarding, City events, and development of
employee retention improvements and organizational culture development. This position will assist and
support new initiatives or projects that will enhance diversity, equity, and inclusion within the
organization including collaboration with other departments such as Human Resources (HR) on
recruitment efforts and continuous improvements for hiring processes.
Working with the City's Chief Equity Officer, the Equity, Diversity & Inclusion Coordinator will help
review the City consultants' assessments and recommendations including staff surveys, stakeholder
interviews, focus groups, workforce data analysis and document reviews. They will assist in managing a
strategic plan project implementation with a task force comprised of community volunteers and city
staff to create a DEI Strategic Action Plan.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 101,168 45,452 1
2024 106,108 47,672 -
Total:207,276 93,124 1
313
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: MAY.0007
Program Name: Diversity, Equity & Inclusion Department Budget
Department: Mayor
New Program (Y/N): Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase Level of Service
Net Cost:
Description of Program:
This is a new budget/funding request for financing the Inclusive Auburn Initiative set forth in Resolution
#5427 to build organizational commitment and infrastructure across functions of the City of Auburn to
demonstrably advance DEI-based transformation. This initiative is not currently funded through an
ongoing budget and is completely funded through one-time monies. The City has committed to
implementing both internal and external engagement, policies, and processes to meet organization-
wide diversity objectives, goals, and data tracking and analysis. This budget request is to support
diversity and infuse equity, and inclusion in all our organizational practices through a comprehensive DEI
program for the City, to include components of in-person and online training for all staff, committees,
and boards including train-the trainer services for select staff.
On July 15, 2019, the City Council soundly approved Resolution #5427 Inclusive Auburn Initiative to
accomplish the following goals:
• Eliminate systemic causes of disparities, racial and otherwise, in the City of Auburn
• Promote inclusion and create opportunities for full participation for every resident and
business in the City of Auburn
• Reduce, and eventually eliminate, disparities of outcomes in our community
We know that many groups of people in our community and within our organization have faced historic
and ongoing marginalization due to their race, ethnicity, religion, gender identity, sexual orientation,
disability, socioeconomic background, citizenship status, or other identities and lived experiences. These
groups are often under-represented in leadership and engagement processes due to overt exclusion
and/or systemic physical, social, and financial barriers. Even when the public is engaged, their voices
may not equally influence action, as differences in power and privilege play out not only in the
engagement process, but also in the way final decisions are made.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 162,875 73,175 -
2024 193,407 86,893 -
Total:356,282 160,068 -
314
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: PLN.0054
Program Name: Human Services Program Needs Assessment
Department: Community Development
New Program (Y/N): Y
One-time or Ongoing: One Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This program improvement supports the City’s obligation to complete a 5-year update to the
Community Needs Assessment. The Needs Assessment is a requirement in order to for the City to
maintain its annual federal Community Development Block Grant (CDBG) funding allocation. The City
receives between $600,000 and $650,000 each year from the federal government for this program. A
stipulation for receiving these funds is that the City carry out a Community Needs Assessment which
guides how CDBG funds will be spent within the community under the HUD mandated Consolidated
Plan. This $50,000 investment is required every 5 years and results in a cumulative allocation of $3
million to $3.25 million to the City of Auburn, which funds projects such as the Housing Home Repair
program and sidewalk/ramp replacements in order to achieve ADA compliance. This $50,000
investment results in a minimum 60-fold return on investment.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total:50,000 - -
315
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: POL.0039
Program Name: Assigned Vehicle Program
Department: Police
New Program (Y/N): Yes
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase and Maintain
Net Cost:
Description of Program:
This program will allow for the implementation of an assigned vehicle for Patrol Officers within the
Auburn Police Department. It provides for a 6-year implementation plan for the purchase of 49
additional patrol vehicles which would be individually assigned to officers and include 5 spares. This
program was initiated based on several factors. Benefits to the community include improved response
times for call out situations (Crime scene, de-escalation negotiations, staffing, etc.). Multiple studies
show operational and efficiency benefits once the program is in place including, more time on shift for
officers due to shift preparation at home versus at work, improved response times to disaster type
emergencies, increase visibility in Auburn neighborhoods for those officers residing within Auburn, and
rendering public service and enforcement while traveling to and from the city, among others. To
achieve these benefits, the assigned vehicles will be required to be taken home which will have the
added benefit of reducing parking needs for Police and reduce the need for future improvements for the
implementation of the Facility Master Plan.
Currently Auburn is the only department in the region that lacks an assigned vehicle program, which
hinders our ongoing effort to recruit and retain officers. The State and region currently suffer from a
lack of available police officers and Auburn must be able to compete in this limited market for
candidates. Not being competitive will see a projected reduction in staff, leading to reduced services to
the community.
The FTE’s needed for this improvement are phased in beginning in 2025 as the fleet increases. By the
end of the 6-year implementation plan, Public Works (M&O), requires 2 additional mechanics and 1
support staff to maintain and manage the additional vehicles. The approval of these FTE’s will be
included in the initial budget, but frozen (unfilled) until they are needed in future years which is
anticipated to be in 2025, 2027 and 2029.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 - 825,300 -
2024 264,192 762,944 3
Total:264,192 1,588,244 3
316
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: POL.0042
Program Name: Police Operations Adjustments
Department: Police
New Program (Y/N): No
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This request is to update the Police Department general operations budget based on actual cost
increases over the last two budget cycles. The increases have occurred in several areas due to a variety
of issues. These include State mandated training as outlined in new RCW’s and other requirements for
law enforcement, increased State mandated costs for new recruits to attend the basic police academy,
increased costs to participate in Valley SWAT (regional SWAT team), which includes ammunition and our
portion of the Valley trainer position. This position rotates every two years, with the current position
being staffed by a Kent officer. The other Valley Cities composing the team share the cost to fund the
position.
The other additional increases relate to towing of various vehicles related to City services. Costs related
to towing have increased due to recent Court decisions, affecting relations with the Police Departments
contracted tow companies. The increase helps offset the additional cost incurred.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 70,100 - -
2024 70,100 - -
Total:140,200 - -
317
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: PRK.0056
Program Name: Transition Limited Term Museum Curator of Collections to FTE
Department: Parks, Arts Recreation
New Program (Y/N): Yes
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
BA #5 increased the 1500-hour Curator of Collections position to a Limited Term 40-hour employee.
This decision package will maintain the 40 hour a week position as approved in BA #5 and transition the
employee to an FTE. This position provides services include collections care, historical research requests
as well as over 50 COA employee requests annual for historical research related to projects.
Implementing this decision package will allow the COA to continue to receive on demand historical
research and continue its history-based DEI training. Having an LTE at 40 hours in 2022 allowed for the
training of all COA employees position in DEI related local history as well as making this local historical
look at DEI available to other entities.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 60,780 - 1
2024 66,710 - -
Total:127,490 - 1
318
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: PRK.0057
Program Name: Museum Programming/Operations to Parks Department
Department: Parks
New Program (Y/N): yes
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This program improvement initiates a plan where the programming, admissions, rentals, field trip
revenues and associated expenses of the White River Valley Museum Society will become revenues and
expenditures of the City of Auburn. In addition, under separate action and concurrence of the Society,
the City of Auburn will take ownership and or lease of the building. The Museum Society (501c3) will
retain ownership of the collection, apply for grants that benefit the museum and farm, manage the
membership and individual donors as well as continue to fundraise for the Museum and Farm.
Registration for WRVM programs as well as staffing for all programs will operate similar to all other
Recreation and Senior Center programs.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 18,830 - -
2024 18,760 - -
Total:37,590 - -
319
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: PRK.0058
Program Name: FTE Parks Maintencence Worker 1 from contracted Environmental Park Expenditures
Department: Parks
New Program (Y/N): Yes
One-time or Ongoing: on-going
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
DP 0058 transfers from Community Development to the Parks Department responsibility as well as
expenditure authority as it relates to the maintenance of the Auburn Environmental Park. This will
move maintenance tasks from a contracted service through Community Development to the Parks
Department in the form of a new FTE. The Parks Department is better equipped to provide this service
and will be able to increase the level of service at the Environmental Park to one consistent with the
other parks in the City system.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 990 - 1
2024 7,560 -
Total:8,550 - 1
320
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: PRK.0059
Program Name: FTE Parks Maintencence Worker 1
Department: Parks
New Program (Y/N): Yes
One-time or Ongoing: on-going
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
This program improvement recommends the addition of 1 Maintenance Worker to the Parks
Maintenance Division. This division oversees 35 developed public spaces, open space area, trails, plazas
as well as median landscapes. In addition it provides support for both COA Special Events as well as
private park events and rentals. Over the past 10 years numerous parks, open spaces areas and events
have been added to the inventory and demand for Parks Maintencence. In addition, over 20,000 new
residents have been added that also increases usage. Covid has also created a huge increase in park
usage as it was deemed a safe/healthy experience. In the last 10 years the division has only increased
by 1 FTE who focuses on Medians and Horticulture. This increase will place the department in a position
to better maintain the parks at an acceptable service level, increase litter and restroom patrols as well
as increase frequency of typical Maintencence services.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 103,901 - 1
2024 110,461 -
Total:214,362 - 1
321
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: PRK.0060
Program Name: Veterans Park Memorial Repair
Department: Parks
New Program (Y/N): Yes
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
Veterans Park features a beautiful Veterans Memorial. After 20+ years the brick plaza, featuring over
1200 personalized bricks has deteriorated. A “softer” sandstone brick was used on the memorial plaza
and due to weather, maintenance, and age, most of the bricks are illegible. This project will remove
existing, purchase, engrave and reinstall new memorial bricks. Outside funding will also be sought, and if
successful, the Capital Project Account will be reimbursed.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total:50,000 - -
322
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: PRK.0061
Program Name: Auburn Golf Course Driving Range
Department: Parks
New Program (Y/N): Yes
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program: The Auburn Golf Course is a leading public play golf course in the region,
experiencing over 50,000 rounds annually as well as the host of 4 High School teams, numerous leagues,
and fundraising events. This project will add an approximate 14 bay driving range w/ 100-foot nets to
the northwest area of the golf course, where currently a casual hitting area is stationed. This facility will
both increase revenues and continue to grow the ever-expanding game of golf through an expanded
lesson and practice area. When complete, this capital improvement will increase revenues by
approximately $200,000 annually. The addition of a driving range is by far most requested improvement
desired at the golf course. Partnerships for use will also be pursued with the First Tee of Greater Seattle
as well as other non-profits who assist in growing the game of golf in low-income and diverse
communities.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FT E (s)
2023 - 100,000 -
2024 - 1,600,000 -
Total:- 1,700,000 -
323
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: STM.0008
Program Name: Maintenance Worker 1 – CDL, Vegetation (2 FTEs)
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: On-going
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
This request is for two (2) FTEs Maintenance Worker I - CDL positions in the Vegetation Division of Public
Works to be filled in 2023 and 1 vehicle to be purchased in 2023. These two positions and vehicle are
necessary to complete required maintenance activities on the storm system due to the addition of
storm ponds completed by Development and Capital projects. This will allow the department to meet
current and future workload obligations to maintain the vegetation on the ponds and right-of-ways to
meet current level of service and standards and the regulations of the Washington State Department of
Ecology National Pollutant Discharge Elimination System (NPDES) Municipal Stormwater Permit. These
positions will allow the City to meet its obligations under the permit including inspections and
maintenance and remain in compliance with the permit. These positions are funded by the Storm Utility
Fund.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 329,740 2
2024 - 219,500 -
Total:- 549,240 2
324
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: STM.0009
Program Name: Remote Mower for Vegetation
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Description of Program:
To ensure the safety of staff and improve efficiencies, the Vegetation Division of Public Works requires a
remote-operated slope mower. This equipment will expand beyond our current equipment's
capabilities and allow our staff to safely maintain steep slopes and difficult terrain. Currently, the
maintenance of these steep slope areas requires the use of hand tools and multiple staff to ensure safe
working conditions and be responsive in the case of an accident. The remote mower will allow staff to
operate the equipment from a safe location and reduce the time and staff necessary to manage the
vegetation on these steep slopes. Maintenance of these steep slopes within our Storm Drainage system
are a requirement of the Washington State Department of Ecology National Pollutant Discharge
Elimination System (NPDES) Municipal Stormwater Permit. This equipment will allow the City to meet
its obligations under the permit related to maintenance and remain in compliance with the permit. This
equipment is proposed to be funded by the Storm Fund.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 73,900 -
2024 - 6,770 -
Total:- 80,670 -
325
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: SWR.0005
Program Name: Maintenance Worker 1 – CDL, Sewer (1 FTE)
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
This request is for one (1) Maintenance Worker I - CDL position in the Sewer Division of Public Works to
be filled in 2023 and a vehicle to be purchased in 2023. This position is required to staff a second sewer
jetting crew to perform routine cleaning of wet wells more effectively and efficiently, reducing the staff
time and resources required to complete these critical tasks that keep our sewer system functioning,
and increasing system capacity. In addition, a second crew will reduce the current frequency of sewer
backups and/or overflows. Sewer backups and/or overflows can be costly to the City due to the
potential cleanup of hazardous material both in the public way and potentially on private
property/buildings and the repair work that may be required on private property to address the cause of
the backup.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 159,825 1
2024 - 109,750 -
Total:- 269,575 1
326
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package #: SWR.0006
Program Name: CCTV Camera and Tractor for Sewer
Department: Public Works
New Program (Y/N): Y
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Increase
Net Cost:
Description of Program:
This improvement will provide an additional CCTV camera and tractor to supplement the existing CCTV
program within the sanitary sewer system. The additional equipment would allow video inspections of
the existing sewer lines to be done at multiple sites and provides reliability of equipment during times
the equipment may be down due to routine service or repair needs. It would also allow each assembly
to be configured for a specific pipe size/material increasing staff efficiency when mobilizing to complete
this work on a regular basis. This will increase the ability to inspect the sewer system by 10-20%.
Increased inspection of the system will also assist in identifying problem lines earlier and allow a
proactive response before a sewer backup/overflow occurs and to work with our local business on
addressing Fats, Oils and Grease (FOG) buildups from their operations. Sewer backups and/or overflows
can be costly to the City due to the potential cleanup of hazardous material both in the public way and
potentially on private property/buildings and the repair work that may be required on private property
to address the cause of the backup.
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 53,700 -
2024 - 240 -
Total:- 53,940 -
327
328
2023-2024 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 2023-2024 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.
The Public Works Department is responsible for planning and implementing capital projects that
repair, replace, and expand the City’s streets, utilities, and airport infrastructure. The planning of
capital projects starts with the City’s Comprehensive Plan that includes elements for transportation,
utilities, and the airport. The Comprehensive Plan identifies projects and programs that are needed
within the planning horizon (usually 20-years). Each year, the projects and programs in the
Comprehensive Plan are reviewed to determine which are a priority for inclusion in the City’s
Capital Facilities Plan. The projects are selected based on current and emerging needs, project
costs, and available or anticipated funding. The selected projects are included in the Draft Capital
Facilities Plan for consideration and adoption by the City Council. Implementation of the near-term
projects are then included in the Biennial budget as appropriate for adoption by the City Council.
This section of the budget summarizes the Capital Facilities Plan (CFP) showing capital projects
budgeted for 2023 and 2024 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 2023 and 2024 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 2023 vs. 2024, and another showing the projected
six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2023 – 2028) 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.
329
2023-2024 Preliminary Budget Section VII: Capital Planning
2023 / 2024 Capital Budget:
The following tables and graph summarize the capital facility expenditures and corresponding
funding sources in the 2023-2024 budget.
Total
FUNDING SOURCES - 2023 Fund Federal State Local Other Sources
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 3,374,418$ 3,543,272$ 598,000$ 1,385,000$ -$ 5,976,648$ 14,877,338$
Water Projects 8,892,779 1,148,781 - - - 3,000,000 13,041,560
Sewer Projects 5,992,500 - - - - - 5,992,500
Storm Drainage Projects 6,713,394 - - - - - 6,713,394
Parks and Recreation Projects 50,000 - - 300,000 30,000 962,800 1,342,800
General Municipal Projects
and Community Improvements 302,510 70,000 1,087,000 528,000 1,703,700 3,119,490 6,810,700
Other Proprietary Fund Projects 1,042,735 3,370,000 180,555 - - - 4,593,290
Total Funding by Source 26,368,336$ 8,132,053$ 1,865,555$ 2,213,000$ 1,733,700$ 13,058,938$ 53,371,582$
Right Environmental & Demolition & Long Term Total
EXPENDITURES - 2023 Design of Way Acquisition Monitoring Construction Debt Expenditures
Transportation Projects 2,431,268$ 795,000$ -$ 148,000$ 11,297,726$ 205,344$ 14,877,338$
Water Projects 1,196,000 - 934,810 - 10,910,750 - 13,041,560
Sewer Projects 631,000 - - - 5,361,500 - 5,992,500
Storm Drainage Projects 1,453,000 - - - 5,260,394 - 6,713,394
Parks and Recreation Projects 35,000 - 50,000 - 1,257,800 - 1,342,800
General Municipal Projects
and Community Improvements 1,141,400 - - - 4,965,100 704,200 6,810,700
Other Proprietary Fund Projects 464,180 - - - 4,129,110 - 4,593,290
Total Capital Expenditures 7,351,848$ 795,000$ 984,810$ 148,000$ 43,182,380$ 909,544$ 53,371,582$
Total
FUNDING SOURCES - 2024 Fund Federal State Local Other Funding
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 5,499,856$ 2,811,850$ 1,288,500$ 200,000$ 450,000$ 8,294,444$ 18,544,650$
Water Projects 6,176,810 - - - - - 6,176,810
Sewer Projects 1,344,000 - - - - - 1,344,000
Storm Drainage Projects 7,665,000 - - - - 400,000 8,065,000
Parks and Recreation Projects 50,000 - - - 30,000 683,500 763,500
General Municipal Projects
and Community Improvements - 843,000 560,000 - 4,916,500 2,531,866 8,851,366
Other Proprietary Fund Projects 405,555 690,000 5,555 - - - 1,101,110
Total Funding by Source 21,141,221$ 4,344,850$ 1,854,055$ 200,000$ 5,396,500$ 11,909,810$ 44,846,436$
Right Environmental & Demolition & Long Term Total
EXPENDITURES - 2024 Design of Way Acquisition Monitoring Construction Debt Expenditures
Transportation Projects 1,253,000$ 318,000$ -$ 75,000$ 16,694,000$ 204,650$ 18,544,650$
Water Projects 975,000 - 934,810 - 4,267,000 - 6,176,810
Sewer Projects 793,000 21,000 - - 530,000 - 1,344,000
Storm Drainage Projects 358,000 50,000 825,000 - 6,832,000 - 8,065,000
Parks and Recreation Projects 458,500 - 125,000 - 180,000 - 763,500
General Municipal Projects
and Community Improvements 2,360,000 - - - 5,789,866 701,500 8,851,366
Other Proprietary Fund Projects 186,110 - - - 915,000 - 1,101,110
Total Capital Expenditures 6,383,610$ 389,000$ 1,884,810$ 75,000$ 35,207,866$ 906,150$ 44,846,436$
CAPITAL PROJECTS SUMMARY
2023
2024
330
2023-2024 Preliminary Budget Section VII: Capital Planning
Fund
Balance
Federal Sources
State Sources
REET
Other
Sources
Design
Right of Way
Environmental
& Monitoring
Construction
Long Term Debt
Transportation
Water
Sewer
Storm
Drainage
Parks & Rec
Municipal
Buildings &
Community
Improvements
Other
Proprietary
Fund Projects
Local Sources
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
$100
Sources
of Funds
Uses
of Funds
Project
TypesMillionsAcquisition
Capital Projects Summary
(2023-2024)
331
2023-2024 Preliminary Budget Section VII: Capital Planning
332
2023-2024 Preliminary Budget Section VII: Capital Planning
Transportation Projects
Thirty-one capital projects totaling $14,877,338 are budgeted for 2023 and twenty-two capital
projects totaling $18,544,650 are budgeted for 2024. The significant projects include the following:
• The Regional Growth Center Access Improvements project ($2,685,000 in 2023) will
construct a northbound left-turn lane and northbound/southbound crosswalk at the 3rd
Street NE and Auburn Avenue Intersection. The project will improve traffic operations,
safety, and circulation for both vehicles and non-motorized users. (See Map – “A”)
• The Auburn Way S Improvements project ($400,000 in 2023 and $4,000,000 in 2024) 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 – “B”)
• The M Street NE project from E Main St. to 4th St. NE ($250,000 in 2023 and $2,900,000
in 2024) will construct a complete four/five-lane street section and reconstruct the signal
on E Main Street. (See Map – “C”)
• The C Street SW Preservation project ($2,236,544 in 2023) will grind and overlay C Street
SW from W Main Street to the GSA signal. The project also includes ADA upgrades to
curb ramps and pedestrian push buttons. (See Map – “D”)
Lakeland Hills Way Preservation project Lea Hill Bridge Deck replacement
333
2023-2024 Preliminary Budget Section VII: Capital Planning
Title Project #
2023
Budget
2024
Budget TIP #Page
10t h S treet NE Non-Motorized Improvements asbd39 187,000 5,000 N-3 335
10th Street NW/A St MW Intersection Improvements cp2207 1,015,000 - I-15 335
2022 Arterial Pedestrian and Bike Safety Project cp2119 10,000 - N-13 335
37th Street SE Safe Routes to Schools asbd40 86,500 448,500 N-12 336
A Street Loop cp2117 1,195,000 - R-4 336
A Street NW - Phase 2 (West Main St to 3rd St NW) asbd41 - 350,000 R-5 336
Auburn Way N/1st St NE Signal Replacement cp1927 50,000 - I-1 337
Auburn Way S/6th Street SE Intersection Improvements asbd43 414,000 21,000 I-11 337
Auburn Way S Improvements (Hemlock St SE to Poplar St SE)cp1622 400,000 4,000,000 R-6 337
Evergreen Heights Elementary Sidewalks cp2221 71,500 1,050,500 N-8 338
Garden Avenue Realignment cp2022 704,348 - R-27 338
Harvey Road NE/8th St NE cp0611 82,794 82,392 I-5 338
High Friction Surface Treatment cp2112 10,000 - R-10 339
Lea Hill ITS Expansion asbd42 - 100,000 I-9 339
M Street NE (E Main St to 4th St NE) cp2210 250,000 2,900,000 R-7 339
M Street Underpass c201a0 122,550 122,258 R-3 340
Non-Motorized Safety Program asbd08 150,000 150,000 N-1 340
R St SE & 21st St SE intersection Safety Improvements cp1918 185,000 115,000 I-10 340
R St SE/ 29th St SE Intersection Improvements cp2116 250,000 4,000,000 I-8 341
Regional Growth Center Access Improvements cp2110 2,685,000 - R-16 341
Riverwalk Drive SE Non-Motorized Improvements cp2121 1,303,646 - N-9 341
S 272nd/277th Street Corridor Capacity & Non-Motorized Trail Imp.cp1821 148,000 75,000 S-2 342
SE 304th St/132nd Ave SE Roundabout asbd44 250,000 50,000 I-13 342
Stewart Road - City of Sumner asbd45 - 150,000 R-2 342
Subtotal Arterial Street Projects 9,570,338 13,619,650
Local Street Improvement Program spbd02 450,000 1,600,000 P-2 343
D Street SE and 23rd Street SE Storm Improvements cp2125 85,000 350,000 343
2023 Local Street Preservation Project cp2101 1,500,000 - P-16 343
Subtotal Local Street Projects 2,035,000 1,950,000
2nd Street SE Preservation cp2003 10,000 - P-3 344
2023 Arterial Preservation Project spbd11 378,456 - P-15 344
4th Street SE Preservation (Auburn Way S to L Street SE)cp2102 50,000 - P-14 344
A Street SE Preservation (37th Street to SE Lakeland Hills Way)spbd09 197,000 27,000 P-10 345
Arterial Street Preservation Program spbd01 250,000 1,465,644 P-1 345
C Street SW Preservation (GSA Signal to Ellingson Road SE)spbd10 - 198,000 P-7 345
C Street SW Preservation (W Main St to GSA Signal)cp2123 2,236,544 - P-11 346
Lake Tapps Pkwy/SumnerTapps Hwy E Preservation spbd08 150,000 1,284,356 P-6 346
Subtotal Arterial Street Preservation Projects 3,272,000 2,975,000
Total Transportation Projects 14,877,338 18,544,650
2023 - 2024 Transportation Projects
334
2023-2024 Preliminary Budget Section VII: Capital Planning
Project No: asbd39 (TIP# N-3)Capacity Project: NO Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)134,000 5,000 132,000 271,000
Federal (Grants)839,000 839,000
Local -
Other (Traffic Impact Fees)-
Street Preservation (Fund 105)53,000 388,000 441,000
Subtotal - 187,000 5,000 1,359,000 - - 1,551,000
Capital Costs:
Design 187,000 187,000
Right of Way 5,000 5,000
Construction 1,359,000 1,359,000
Subtotal - 187,000 5,000 1,359,000 - - - 1,551,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,000
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)250,000 1,015,000 1,015,000
Other Sources -
Subtotal 250,000 1,015,000 - - - - - 1,015,000
Capital Costs:
Design 250,000 -
Right of Way -
Environmental -
Construction 1,015,000 1,015,000
Subtotal 250,000 1,015,000 - - - - - 1,015,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)330,000 10,000 10,000
Federal (Grants)-
State 75,000 -
Other (Traffic Impact Fees)-
REET -
Other Sources -
Subtotal 405,000 10,000 - - - - - 10,000
Capital Costs:
Design 35,689 -
Right of Way -
Construction 369,311 10,000 10,000
Subtotal 405,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
The project will implement a suite of non-motorized improvements along 10th Street NE between B Street NW and Auburn Way N. The proposed improvements include rechannelization the
roadway to convert the existing four-lane cross section to a three lanes section with bike lanes and a center two-way left-turn lane, changes to the existing intersection control at the intersection
with A Street NE, and the installation of a new north/south crosswalk to the east of the A Street NE intersection. The new crosswalk is proposed to be enhanced with a median island and a
Rectangular Rapid Flashing Beacon (RRFB). The existing signal at D Street NE will require modification to match the new roadway cross section. The pavement is also proposed to be replaced
to support the rechannelization of the roadway and addition of on-street bicycle facilities. Local preservation funds are proposed to be utilized to fund the majority of the cost of the pavement
replacement, beyond the needs identified above, and are not included in the grant request.
Project No: cp2119 (TIP# N-13)
This project was developed as part of the Non-Motorized Safety Program (TIP N-1), and will replace curb ramps on 15th Street NE adjacent to the King County Park and Ride facilities, remove
curb returns and install sidewalk on A Street SE between 21st Street SE and 29th Street SE (near Oldcastle Precast), replace overhead flashers on enhanced crossing of East Main Street near
Washington Elementary with a rapid rectangular flashing beacon (RRFB) system, install a new RRFB system near Gildo Rey Elementary across 37th Street SE.
Project Name: 10th Street NW/A Street NW Intersection Improvements
Project Name: 10th Street NE Non-Motorized Improvements
Project No: cp2207 (TIP# I -15)
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. The project will also evaluate intersection control, channelization, and pedestrian crossing improvements along 10th Street NW to the east of the intersection.
Project Name: 2022 Arterial Pedestrian and Bike Safety Project
335
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State 86,500 448,500 535,000
Other (Traffic Mitigation Fees)-
REET -
Other Sources -
Subtotal - 86,500 448,500 - - - - 535,000
Capital Costs:
Design 86,500 86,500
Right of Way -
Construction 448,500 448,500
Subtotal - 86,500 448,500 - - - - 535,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)1,125,000 1,125,000
State -
Local 340,000 -
Other (Traffic Impact Fees)400,000 70,000 70,000
Other Sources -
Subtotal 740,000 1,195,000 - - - - - 1,195,000
Capital Costs:
Design 300,000 -
Right of Way 100,000 70,000 70,000
Environmental -
Construction 340,000 1,125,000 1,125,000
Subtotal 740,000 1,195,000 - - - - - 1,195,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,000
Capacity Project: YES Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Local 200,000 1,325,000 1,525,000
Other (Traffic Impact Fees)150,000 150,000
Other Sources 1,325,000 1,325,000
Subtotal - - 350,000 2,650,000 - - - 3,000,000
Capital Costs:
Design 250,000 250,000
Right of Way 100,000 100,000
Construction 2,650,000 2,650,000
Subtotal - - 350,000 2,650,000 - - - 3,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Project Name: A Street NW, Phase 2 (W Main St to 3rd St NW)
Project No: asbd41 (TIP# R -5 )
The project will widen A Street NW to create a three-lane roadway section between W Main St and 3rd St NW. This project will improve the connection between the A St NW Extension, (Phase
1) and Auburn Station and Central Business District. This project could be partially or fully funded by development and/or Sound Transit's parking garage/access improvements. The project is
approximately 0.2 miles long.
Project No: asbd40 (TIP# N-12)
The project will complete a gap in the existing non-motorized system along 37th Street SE between M Street SE and the 37th Street trail which connects to R Street SE. Existing sidewalks are
provided along M Street SE to the north of 37th Street SE, and along 37th Street SE to the west of M Street SE. Sidewalks existing along both sides of the R Street SE corridor, and are proposed
to be upgraded with the R Street SE/29th Street SE improvement project. A new pedestrian crossing at the trail connection to R Street SE is also proposed. The new crossing will be enhanced
with an RRFB. This project will install curb and gutter, storm improvements, street light upgrades, and a 7.5 foot sidewalk along the north side of 37th Street SE. New ADA ramps will be provided
at side street intersections, aprons will be added at driveway approaches, and existing utility poles will be relocated or removed as needed.
Project No: cp2117 (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: 37th Street SE Safe Routes to Schools
Project Name: A Street Loop
336
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)1,146,157 25,000 25,000
Federal (Grants)-
State -
Local -
Street Preservation (Fund 105)250,000 25,000 25,000
Other Sources -
Subtotal 1,396,157 50,000 - - - - - 50,000
Capital Costs:
Design 164,256 -
Right of Way - -
Construction 1,231,901 50,000 50,000
Subtotal 1,396,157 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)1,357,000 1,357,000
Local -
Other (Traffic Impact Fees)414,000 21,000 212,000 647,000
REET -
Other Sources -
Subtotal - 414,000 21,000 1,569,000 - - - 2,004,000
Capital Costs:
Design 414,000 414,000
Right of Way 21,000 21,000
Construction 1,569,000 1,569,000
Subtotal - 414,000 21,000 1,569,000 - - - 2,004,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: YES Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)200,000 200,000
Federal (Grants)1,297,500 2,061,850 1,546,385 3,608,235
State -
Other (Traffic Impact Fees)1,710,091 400,000 1,738,150 1,453,615 3,591,765
Other (ARPA)150,000 -
Subtotal 3,157,591 400,000 4,000,000 3,000,000 - - - 7,400,000
Capital Costs:
Design 2,357,591 -
Right of Way 800,000 400,000 400,000
Construction 4,000,000 3,000,000 7,000,000
Long Term Debt - - - -
Subtotal 3,157,591 400,000 4,000,000 3,000,000 - - - 7,400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,500
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 S Improvements (Hemlock St SE to Poplar St SE)
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/6th Street SE Intersection Improvements
Project Name: Auburn Way N/1st Street NE Signal Replacement
Project No: cp1927 (TIP# I - 1)
Project No: cp1622 (TIP# R -6)
Project No: asbd43 (TIP# I -11)
The project will construct a dedicated southbound right-turn lane on SR 164 (Auburn Way S) at the intersection with 6th Street SE. This will allow the rechannelization of the westbound SR 18 off-
ramp to allow dual left-turns and better accommodate the high number of vehicles making the southbound right-turn from SR 164 to 6th Street SE to access the A Street SE corridor.
The project will also modify two existing State signals to accommodate the re-channelization and additional lane, revise street lighting and ITS infrastructure as needed, replace the existing
sidewalk where SR 164 is being widened, and include additional channelization changes as appropriate.
The project will address an existing level of service deficiency at the intersection, reduce queues on the off-ramp, improve access from SR 18 and SR 164 to A Street SE, and improve the
efficiency of the SR 18/SR 164 interchange.
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2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)15,000 210,500 225,500
Federal (Grants)-
State 56,500 840,000 896,500
Other (Traffic Mitigation Fees)-
REET -
Other Sources -
Subtotal - 71,500 1,050,500 - - - - 1,122,000
Capital Costs:
Design -
Right of Way -
Construction 71,500 1,050,500 1,122,000
Subtotal - 71,500 1,050,500 - - - - 1,122,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)245,652 704,348 704,348
REET -
Other Sources - -
Subtotal 245,652 704,348 - - - - - 704,348
Capital Costs:
Design 170,652 -
Right of Way 75,000 -
Construction 704,348 704,348
Subtotal 245,652 704,348 - - - - - 704,348
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,000
Capacity Project: YES Anticipated Year of Completion:2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)1,316,472 82,794 82,392 81,990 81,589 81,187 80,785 490,737
REET -
PWTFL 1,527,300 -
Subtotal 2,843,772 82,794 82,392 81,990 81,589 81,187 80,785 490,737
Capital Costs:
Design 327,500 -
Right of Way 200,400 -
Construction 1,203,900
Long Term Debt 1,111,972 82,794 82,392 81,990 81,589 81,187 80,785 490,737
Subtotal 2,843,772 82,794 82,392 81,990 81,589 81,187 80,785 490,737
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp2221 (TIP# N -8)
The project will construct a new sidewalk along the north side of S 316th Street between the end of the existing sidewalk at 56th Avenue S and 51st Avenue S to the west (approximately 1,250
feet). The project will also construct curb and gutter, storm improvements, and street lighting. The storm utility is contributing a portion of the utility costs which are shown in the Storm Capital
Facilities Plan.
Project Name: Garden Avenue Realignment
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 was completed
in 2010. Ongoing budget is for Public Works Trust Fund Loan debt payments scheduled through 2028.
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.
Project Name: Evergreen Heights Elementary Sidewalks
Project No: cp0611 (TIP# I -5)
Project Name: Harvey Rd NE/8th St NE Intersection Improvements
338
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)707 10,000 10,000
Federal (Grants)794,200 -
State -
Other (Traffic Impact Fees)-
REET -
Other Sources -
Subtotal 794,907 10,000 - - - - - 10,000
Capital Costs:
Design 60,000 -
Right of Way - -
Construction 734,907 10,000 10,000
Subtotal 794,907 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)50,000 250,000 300,000
REET 50,000 250,000 300,000
Subtotal - - 100,000 500,000 - - - 600,000
Capital Costs:
Design 100,000 100,000
Right of Way -
Construction 500,000 500,000
Subtotal - - 100,000 500,000 - - - 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)120,000 175,000 500,000 675,000
Street Preservation (Fund 105)185,000 1,500,000 1,500,000
REET 400,000 400,000
Other (Traffic Impact Fees)70,000 75,000 500,000 575,000
Other Sources -
Subtotal 375,000 250,000 2,900,000 - - - - 3,150,000
Capital Costs:
Design 375,000 200,000 200,000
Right of Way 50,000 50,000
Construction 2,900,000 2,900,000
Subtotal 375,000 250,000 2,900,000 - - - - 3,150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Project Name: Lea Hill ITS Expansion
Project No: asbd42 (TIP# I -9)
This project will extend new City of Auburn fiber east along SE 304th St from 124th Ave SE to 132nd Ave SE and connect to the signal with SE 304th St. This will support communication to
School zone beacons on both SE 304th SE and 132nd Ave SE, one traffic signal, one battery backup, and ITS cameras.
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 No: cp2112 (TIP# R -10)
The project will install a high friction surface treatment (HFST) at six different curved roadway segments throughout the City. The HFST involves the application of fine/rough aggregate to the
pavement using a polymer binder to increase pavement friction. The higher pavement friction helps motorists maintain better control in both dry and wet driving conditions, reducing the potential
for a crash.
Project Name: M Street NE (E Main St to 4th St NE)
Project No: cp2210 (TIP# R -7)
Project Name: High Friction Surface Treatment
339
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)- -
Federal (Grants)862,016 -
State 8,834,297 -
Other (Traffic Impact Fees)5,446,616 122,550 122,258 121,965 121,673 121,380 121,088 730,914
Other (Traffic Mitigation Fees)660,000 -
REET 1,140,000 -
PWTFL 3,284,857 -
Other (Other Agencies)3,126,104 -
Subtotal 23,353,890 122,550 122,258 121,965 121,673 121,380 121,088 730,914
Capital Costs:
Design 2,688,924 -
Right of Way 3,358,442 -
Construction 16,171,908 -
Long Term Debt 1,134,616 122,550 122,258 121,965 121,673 121,380 121,088 730,914
Subtotal 23,353,890 122,550 122,258 121,965 121,673 121,380 121,088 730,914
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)279,743 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Federal (Grants)-
Local -
Other (Traffic Impact Fees)-
REET -
Other Sources 179,596 -
Subtotal 459,339 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Capital Costs:
Design 111,924 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Right of Way -
Construction 347,415 120,000 120,000 120,000 120,000 120,000 120,000 720,000
Subtotal 459,339 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)1,167,451 1,167,451
Local -
Other (Traffic Impact Fees)74,348 185,000 115,000 200,000 500,000
REET -
Other Sources -
Subtotal 74,348 185,000 115,000 1,367,451 - - - 1,667,451
Capital Costs:
Design 74,348 185,000 185,000
Right of Way 115,000 115,000
Construction 1,367,451 - - 1,367,451
Subtotal 74,348 185,000 115,000 1,367,451 - - - 1,667,451
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,000
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.
Project Name: Non-Motorized Safety Program
Project No: asbd08 (TIP# N-1)
The program will construct non-motorized safety improvement projects at locations throughout the City. Projects are prioritized based on pedestrian and bicycle demands, existing deficiencies,
field studies and community requests. Common improvements installed by this program include, but are not limited to, RRFBs, signage, striping, raised crosswalk, bicycle lanes, etc.
Project Name: R Street SE & 21st Street SE Intersection Safety Improvements
Project No: cp1918 (TIP# I-10)
The project will construct a single lane roundabout in place of the existing east/west stop-control on 21st Street SE. The project is needed to address an existing LOS deficiency, and will improve
safety at the intersection.
340
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
Local -
Other (Traffic Impact Fees)1,250,000 250,000 3,500,000 3,750,000
Street Preservation (Fund 105)100,000 375,000 375,000
Other Sources 125,000 125,000
Subtotal 1,350,000 250,000 4,000,000 - - - - 4,250,000
Capital Costs:
Design 1,100,000 -
Right of Way 250,000 250,000 250,000
Construction 4,000,000 - - 4,000,000
Subtotal 1,350,000 250,000 4,000,000 - - - - 4,250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)325,000 1,300,000 1,300,000
Local 1,385,000 1,385,000
Other (Traffic Impact Fees)185,000 -
REET -
Other Sources -
Subtotal 510,000 2,685,000 - - - - - 2,685,000
Capital Costs:
Design 410,000 -
Right of Way 100,000 -
Construction 2,685,000 - - 2,685,000
Subtotal 510,000 2,685,000 - - - - - 2,685,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)166,354 166,146 166,146
State 180,000 455,000 455,000
Local -
Other (Traffic Impact Fees)-
Street Preservation (Fund 105)50,000 350,000 350,000
Other Sources 332,500 332,500
Subtotal 396,354 1,303,646 - - - - - 1,303,646
Capital Costs:
Design 396,354 -
Right of Way -
Construction 1,303,646 - - 1,303,646
Subtotal 396,354 1,303,646 - - - - - 1,303,646
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000
Project No: cp2116 (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. The project will also preserve the pavement and rechannelize R Street SE between 33rd Street SE and
the White River Bridge.
Project Name: Riverwalk Drive SE Non-Motorized Improvements
Project No: cp2121 (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 gap in the sidewalk system completing a non-motorized connection between the R Street SE and Auburn Way S. 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 No: cp2110 (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.
Project Name: Regional Growth Center Access Improvements
Project Name: R St SE/ 29th St SE Intersection Improvements
341
2023-2024 Preliminary Budget Section VII: Capital Planning
Project No: cp1821 (TIP# S -2)Capacity Project: YES Anticipated Year of Completion:2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)37,213 75,000 75,000 20,000 20,000 20,000 20,000 230,000
Other (Other Funds)73,000 73,000
Subtotal 37,213 148,000 75,000 20,000 20,000 20,000 20,000 303,000
Capital Costs:
Design -
Environmental 37,213 148,000 75,000 20,000 20,000 20,000 20,000 303,000
Construction -
Subtotal 37,213 148,000 75,000 20,000 20,000 20,000 20,000 303,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: asbd44 (TIP# I -13)Capacity Project: YES Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Mitigation Fees)250,000 50,000 1,200,000 1,500,000
Other Sources -
Subtotal - 250,000 50,000 1,200,000 - - - 1,500,000
Capital Costs:
Design 250,000 250,000
Right of Way 50,000 50,000
Construction 1,200,000 1,200,000
Subtotal - 250,000 50,000 1,200,000 - - - 1,500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1.000
Project No: asbd45 (TIP# R -2)Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Mitigation Fees)150,000 150,000
Other Sources -
Subtotal - - 150,000 - - - - 150,000
Capital Costs:
Design -
Right of Way -
Construction 150,000 150,000
Subtotal - - 150,000 - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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: SE 304th St/132nd Ave SE Roundabout
The project will construct a single-lane roundabout at the SE 304th Street intersection with 132nd Avenue SE on Lea Hill. The roundabout will replace the existing stop-controlled on the SE 304th
Street approach. The project is needed to address a level of service deficiency at the intersection.
Project Name: Stewart Road - Sumner (Lake Tapps Parkway Corridor)
This is a City of Sumner project to widen the Stewart Road (Lake Tapps Parkway) Corridor. The project will replace the existing bridge over the White River with a new wider one. Completion of
this corridor widening is expected to significantly relieve traffic congestion in Auburn along the A St SE and C St SW corridors.
342
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Local Street Fund (Fund 103)- 300,000 1,450,000 1,800,000 1,800,000 1,800,000 1,800,000 8,950,000
REET 2,339,650 -
Other (ARPA)501,866 -
To Be Determined -
Other (Other Funds)450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Subtotal 3,291,516 450,000 1,600,000 1,950,000 1,950,000 1,950,000 1,950,000 9,850,000
Capital Costs:
Design 524,425 450,000 400,000 400,000 400,000 400,000 400,000 2,450,000
Right of Way -
Construction 2,767,091 1,200,000 1,550,000 1,550,000 1,550,000 1,550,000 7,400,000
Subtotal 3,291,516 450,000 1,600,000 1,950,000 1,950,000 1,950,000 1,950,000 9,850,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Local Street Fund (Fund 103)350,000 350,000
REET -
Other (ARPA)50,000 85,000 85,000
To Be Determined -
Other (Other Funds)-
Subtotal 50,000 85,000 350,000 - - - 435,000
Capital Costs:
Design 50,000 -
Right of Way -
Construction 85,000 350,000 435,000
Subtotal 50,000 85,000 350,000 - - - - 435,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Local Street Fund (Fund 103)31,669 1,500,000 1,500,000
REET 538,000 -
To Be Determined -
Other (Other Funds)-
Subtotal 569,669 1,500,000 - - - - - 1,500,000
Capital Costs:
Design 569,669 -
Right of Way -
Construction 1,500,000 1,500,000
Subtotal 569,669 1,500,000 - - - - - 1,500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp2125 (TIP# P -8)
Project No: cp2101 (TIP# P -16)
This project includes the preservation of: Olympic Street SE between 33rd Street SE & 37th Street SE, 13th Street between A Street SE and B Street SE, 14th Street SE between A Street SE
and B Street SE, and 17th Street SE to the west of Dogwood Street SE. The project will grind and overlay the pavement, with localized full depth pavement patching as necessary. ADA ramps
will be upgraded, and sidewalk/curb & gutter will be replaced where damaged. Utility needs for the project are limited to minor storm upgrades, no water or sewer improvements have been
identified.
Project Name: D Street SE and 23rd Street SE Storm Improvements
Project Name: Local Street Improvement Program
Project No: various (TIP# P -2)
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. 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 long term. Program funds reflect remaining budget after allocations to
specific local street preservation projects, which are included as separate projects in this TIP.
The project will replace additional pavement on D Street SE and 23rd Street SE and is part of the scope of a larger storm project. The project will replace the remaining portions of pavement not
required to be restored as part of the utility replacement. The project will reconstruct D Street SE between 21st Street SE and 23rd Street SE and between 25th Street SE and 27th Street SE.
The project will also use ARPA funding to install curb, gutter and sidewalk along the east side of K Street SE to the south of 21st Street SE. This will complete a gap between 21st Street SE and
existing sidewalk completed as part of the replacement of Pioneer Elementary School.
Project Name: 2023 Local Street Preservation Project
343
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation (Fund 105)408,216 10,000 10,000
Federal (Grants)438,162 -
Other Sources 225,000 -
Subtotal 1,071,378 10,000 - - - - - 10,000
Capital Costs:
Design 153,335 -
Right of Way -
Construction 918,043 10,000 10,000
Subtotal 1,071,378 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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation (Fund 105)50,000 -
Federal (Grants)-
Transportation Benefit District 378,456 378,456
Subtotal 50,000 378,456 - - - - - 378,456
Capital Costs:
Design 50,000 56,768 56,768
Right of Way -
Construction - 321,688 321,688
Subtotal 50,000 378,456 - - - - - 378,456
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation (Fund 105)1,215,000 50,000 50,000
Federal (Grants)-
State 1,687,835 -
Local Street Fund (Fund 103)32,000 -
Subtotal 2,934,835 50,000 - - - - - 50,000
Capital Costs:
Design 338,983 -
Right of Way -
Construction 2,595,852 50,000 50,000
Subtotal 2,934,835 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 4th Street SE Preservation (Auburn Way S to L Street SE)
Project No: cp2102 (TIP# P -14)
This project will replace pavement and utilities on 4th Street SE from Auburn Way South to L Street SE. A pavement grind and overlay is planned between Auburn Way South and D Street SE.
Full depth pavement reclamation is planned from D Street SE to L Street SE. The project will also include replacement of City utilities, removal of sidewalk obstructions, replacement of sidewalk
and curb ramps as needed to address ADA requirements, and other improvements.
Project No: cp2003 (TIP# P -3)
Project Name: 2nd Street SE Preservation
This project was developed as part of the Arterial Preservation Program (P-1) and 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 was developed as part of the Arterial Preservation Program (P-1), and will implement crack sealing on various classified streets throughout the City. Sealing cracks will prolong the life
of the pavement by preventing water intrusion into the pavement structure.
Project No: spbd11 (TIP# P -15)
Project Name: 2023 Arterial Preservation Project
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2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation (Fund 105)183,000 27,000 210,000
Federal (Grants)905,000 905,000
Transportation Benefit District 854,000 854,000
Other Sources 14,000 51,000 65,000
Subtotal - 197,000 27,000 1,810,000 - - - 2,034,000
Capital Costs:
Design 197,000 197,000
Right of Way 27,000 27,000
Construction 1,810,000 1,810,000
Subtotal - 197,000 27,000 1,810,000 - - - 2,034,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation (Fund 105)661,214 -
City Utility Tax & Sales Tax 250,000 1,465,644 2,674,000 3,120,000 4,000,000 3,950,000 15,459,644
Transportation Benefit District 900,000 900,000 1,800,000
REET 813,020
Other Sources 16,346 -
Subtotal 1,490,580 250,000 1,465,644 2,674,000 3,120,000 4,900,000 4,850,000 17,259,644
Capital Costs:
Design 155,129 250,000 275,000 300,000 325,000 350,000 375000 1,875,000
Right of Way -
Construction 1,335,451 1,190,644 2,374,000 2,795,000 4,550,000 4,475,000 15,384,644
Subtotal 1,490,580 250,000 1,465,644 2,674,000 3,120,000 4,900,000 4,850,000 17,259,644
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation (Fund 105)198,000 198,000
Federal (Grants)865,000 865,000
Transportation Benefit District 28,000 865,000 893,000
Subtotal - - 198,000 28,000 1,730,000 - - 1,956,000
Capital Costs:
Design 198,000 198,000
Right of Way 28,000 28,000
Construction 1,730,000 1,730,000
Subtotal - - 198,000 28,000 1,730,000 - - 1,956,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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 currently 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. Program Funding is proposed to be modified in 2023 to be from a 1.5% City Utiltiy
tax and Transportation Benefit District funds.
Project Name: C Street SW Preservation (GSA Signal to Ellingson Road SE)
Project No: spbd10 (TIP# P -7)
The project will grind and overlay C Street SW from the GSA signal (approximately 2,000 feet to the south of 15th Street SW) to Ellingson Road SE. The project also includes ADA upgrades to
curb ramps and pedestrian push buttons, and replacement vehicle detection.
Project Name: A St SE Preservation (37th Street SE to Lakeland Hills Way)
Project No: various, spbd09 (TIP# P -10)
The project will grind and overlay A Street SE from 37th Street SE to the intersection with Lakeland Hills Way (the southern paving limit is to the north of the Lakeland Hills intersection which is
included in the regional application for East Valley Highway widening). The project limits include a portion of A Street SE which is located in the City of Pacific. Auburn and Pacific are partnering
on the project to include this segment as part of the project. The project also includes ADA upgrades to curb ramps, pedestrian push buttons, and replacement of vehicle detection at signalized
intersections.
Project Name: Arterial Street Preservation Program
Project No: various (TIP# P -1)
345
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation (Fund 105)125,000 68,272 68,272
Federal (Grants)1,118,272 1,118,272
Transportation Benefit District 1,050,000 1,050,000
Subtotal 125,000 2,236,544 - - - - - 2,236,544
Capital Costs:
Design 100,000 -
Right of Way 25,000 -
Construction 2,236,544 2,236,544
Subtotal 125,000 2,236,544 - - - - - 2,236,544
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation (Fund 105)25,000 150,000 534,356 684,356
Federal (Grants)750,000 750,000
Other Sources -
Subtotal 25,000 150,000 1,284,356 - - - - 1,434,356
Capital Costs:
Design 25,000 125,000 125,000
Right of Way 25,000 25,000
Construction 1,284,356 1,284,356
Subtotal 25,000 150,000 1,284,356 - - - - 1,434,356
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund (Fund 102)2,042,961 685,146 1,065,500 282,000 150,000 150,000 150,000 2,482,646
Local Street Fund (Fund 103)63,669 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 10,800,000
Street Preservation (Fund 105)3,069,430 889,272 2,634,356 388,000 - - - 3,911,628
City Utility Tax & Sales Tax - 250,000 1,465,644 2,674,000 3,120,000 4,000,000 3,950,000 15,459,644
Transportation Benefit District - 1,428,456 - 882,000 865,000 900,000 900,000 4,975,456
Federal (Grants)3,716,878 3,543,272 2,811,850 5,814,836 865,000 - - 13,034,958
State 10,777,132 598,000 1,288,500 - - - - 1,886,500
Local 340,000 1,385,000 200,000 1,325,000 - - - 2,910,000
REET 4,830,670 - 450,000 250,000 - - - 700,000
PWTFL 4,812,157 - - - - - - -
Other (ARPA)701,866 85,000 - - - - - 85,000
Other (Other Funds)450,000 223,000 150,000 150,000 150,000 150,000 150,000 973,000
Other (Other Agencies)3,126,104 - - - - - - -
Other (Traffic Mitigation Fees)660,000 250,000 200,000 1,200,000 - - - 1,650,000
Other (Traffic Impact Fees)10,985,392 3,393,692 6,353,800 2,339,570 223,262 222,567 221,873 12,754,764
Other Sources 420,942 346,500 125,000 1,376,000 - - - 1,847,500
To Be Determined - - - - - - - -
Total 45,997,201 14,877,338 18,544,650 18,481,406 7,173,262 7,222,567 7,171,873 73,471,096
Capital Costs:
Design 10,788,779 2,431,268 1,253,000 730,000 755,000 780,000 805,000 6,754,268
Right of Way 4,908,842 795,000 318,000 28,000 - - - 1,141,000
Environmental 37,213 148,000 75,000 20,000 20,000 20,000 20,000 303,000
Construction 28,015,779 11,297,726 16,694,000 17,499,451 6,195,000 6,220,000 6,145,000 64,051,177
Long Term Debt 2,246,588 205,344 204,650 203,955 203,262 202,567 201,873 1,221,651
Total 45,997,201 14,877,338 18,544,650 18,481,406 7,173,262 7,222,567 7,171,873 73,471,096
Project No: cp2123 (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: C Street SW Preservation (W Main St to GSA Signal)
TOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATION
346
2023-2024 Preliminary Budget Section VII: Capital Planning
Transportation Projects 2024 2025 2026 2027 2028 2029 6 Year Total
10th St NW/A St NW Intersection Improvements -$ -$ 1,000$ 1,000$ 1,000$ 1,000$ 4,000$
10th Street NW/A Street NW Intersection Improvements 500 500 500 500 500 500 3,000
A Street Loop 1,000 1,000 1,000 1,000 1,000 1,000 6,000
A Street NW, Phase 2 (W Main St to 3rd St NW) - - 500 500 500 500 2,000
Auburn Way S/6th Street SE Intersection Improvements - - 500 500 500 500 2,000
Auburn Way S Improvements (Hemlock St SE to Poplar St SE)- - 2,500 2,500 2,500 2,500 10,000
Garden Avenue Realignment 1,000 1,000 1,000 1,000 1,000 1,000 6,000
Lea Hill ITS Expansion - - 500 500 500 500 2,000
M Street NE (E Main St to 4th St NE) - - 500 500 500 500 2,000
R Street SE & 21st Street SE Intersection Safety Improvements - - 1,000 1,000 1,000 1,000 4,000
R St SE/ 29th St SE Intersection Improvements - 500 500 500 500 500 2,500
Regional Growth Center Access Improvements 500 500 500 500 500 500 3,000
Riverwalk Drive SE Non-Motorized Improvements 2,000 2,000 2,000 2,000 2,000 2,000 12,000
SE 304th St/132nd Ave SE Roundabout - - 1,000 1,000 1,000 1,000 4,000
Total Transportation Projects 5,000$ 5,500$ 13,000$ 13,000$ 13,000$ 13,000$ 62,500$
Summary of Impacts of 2023 -2024 Capital Projects on Future Operating Expenses
347
2023-2024 Preliminary Budget Section VII: Capital Planning
348
2023-2024 Preliminary Budget Section VII: Capital Planning
349
2023-2024 Preliminary Budget Section VII: Capital Planning
350
2023-2024 Preliminary Budget Section VII: Capital Planning
Water Utility Projects
Twenty-seven capital projects totaling $13,041,560 are budgeted for 2023 and fifteen capital
projects totaling $6,176,810 are budgeted for 2024. A few of the significant projects include the
following:
• The Reservoirs 4 and 8 Seismic Rehabilitation project ($1,255,750 in 2023) will install
seismic control valves on outlet piping on reservoirs 4A, 4B,8A and 8B. (See Map – “A”)
• The Coal Creek Springs Transmission Main Replacement ($3,000,000 in 2023) will provide
full replacement of the transmission main crossing the White River via a pedestrian bridge.
(See Map – “B”)
• In addition to storm drainage and other facility improvements, the D Street SE and 23rd
Street SE Storm Improvements project ($1,540,000 in 2023) will replace and construct
water main improvements. (See Map – “C”)
• The Auburn Way South -Hemlock St SE to Poplar St SE ($2,1,76,000 in 2023 and
$256,000 in 2024) will replace approximately 2,300 feet of cast iron line with ductile iron
water main. (See Map – “D”)
Academy Pump Station #1 Pump Replacement project
351
2023-2024 Preliminary Budget Section VII: Capital Planning
2023 2024
Title Project #Budget Budget Page
4th Street SE Preservation cp2102 20,000 - 353
104th Avenue SE PRV Replacement wabd33 75,000 350,000 353
104th Park Development (104th to 102nd Water Main Loop)cp1619 250,000 - 353
112th Pl SE Water Main Replacement wabd30 - 155,000 354
Academy Pump Station #1 Pump Replacement cp1916 10,000 - 354
Algona Well 1 Decommissioning wabd08 50,000 - 354
Auburn Way South - Hemlock Street SE to Poplar Street SE cp1622 2,176,000 256,000 355
Braunwood Building Roof Replace wabd34 40,000 - 355
C St SW Preservation cp2123 900,000 - 355
Cascade Water Alliance Water Purchase cp1914 934,810 934,810 356
Coal Creek Springs Rehabilitation cp2209 450,000 - 356
Coal Creek Springs Transmission Main Replacement cp1603 3,000,000 - 356
Comprehensive Water Plan cp2134 251,000 20,000 357
D St SE and 23rd Street SE Storm Improvements cp2125 1,540,000 - 357
Deduct Meter Replacement Program, Phases 1 through 3 cp1917, cp2001, 10,000 - 357
Fulmer Treatment Facility VFD Replacements wabd32 175,000 - 358
Garden Avenue Realignment cp2022 450,000 - 358
Intertie Booster Pump Station Generator Pigtail wabd36 75,000 - 358
Lead Service Line Replacement cp1922 10,000 - 359
M Street NE Widening cp2210 25,000 - 359
On-Site Chlorine Generation Systems (OSEC) at Wells 1 and 4 wabd35 - 275,000 359
R Street SE Improvements cp2116 60,000 1,000,000 360
Reservoir 2 Valves wabd29 760,000 - 360
Reservoir Repair and Replacements wabd12 64,000 66,000 360
Reservoirs 4 and 8 Seismic Rehabilitation cp2219 1,255,750 - 361
Street Utility Improvements wabd01 - 1,300,000 361
Water Repair & Replacements wabd02 - 325,000 361
Water Resources Protection Program (Wellhead Protection)wabd23 30,000 30,000 362
Water Trench Patches Program wabd28 160,000 165,000 362
Well 4 Electrical Improvements wabd37 - 200,000 362
Well 4 Facility Improvements cp2021 20,000 - 363
West Hill Springs Transmission Main Replacement wabd31 250,000 850,000 363
West Hill Springs Water Quality Improvements wabd38 - 250,000 363
Total Water Fund Projects Total Costs 13,041,560 6,176,810
2023 -2024 Water Fund Projects
352
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: No Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 1,120,000 20,000 20,000
Bond Proceeds 200,000 -
State Grants -
Local -
Other (PWTF loan)-
Subtotal 1,320,000 20,000 - - - - - 20,000
Capital Costs:
Design 87,648 -
Right of Way -
Construction 1,232,352 20,000 20,000
Subtotal 1,320,000 20,000 - - - - - 20,000
Capacity Project: No Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 75,000 350,000 425,000
Bond Proceeds - - -
State Grants -
Local -
Other -
Subtotal - 75,000 350,000 - - - - 425,000
Capital Costs:
Design - 75,000 - - 75,000
Right of Way -
Construction - 350,000 - - 350,000
Subtotal - 75,000 350,000 - - - - 425,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 50,000 250,000 250,000
Bond Proceeds -
State Grants -
Local -
Other -
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
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 4th Street SE Preservation
Along with the street reconstruction and other utility improvements, replace approximately 1,700 LF of 6" cast iron pipe between F St SE and L St Se with 8" ductile iron pipe.
Replace approximately 630LF of 8" cast iron pipe between D St SE and F St SE with 8" ductile iron pipe.
Project No: cp2102
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 104th Avenue SE PRV Replacement
Project No: wabd33
The PRV station located at 104th Ave SE south of SE 302nd St (aka, cobble Creek Upper) is in a manhole that is difficult to access for repairs. The galvanized piping is
corroded and may have a small leak. The station will be replaced with a new vault, valves and piping near the existing location.
Project Name: 104th Park Development (104th to 102nd Water Main Loop)
Project No: cp1619
This project will construct a water main between 102nd Avenue SE and 104 Avenue SE as 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.
353
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: No Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 155,000 1,845,000 2,000,000
Bond Proceeds - - -
State Grants -
Local -
Other -
Subtotal - - 155,000 1,845,000 - - - 2,000,000
Capital Costs:
Design - - 155,000 - - 155,000
Right of Way -
Construction - - 1,845,000 - - 1,845,000
Subtotal - - 155,000 1,845,000 - - - 2,000,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 609,490 10,000 - - - - - 10,000
Bond Proceeds 3,742,979 -
State Grants -
Local -
Other -
Subtotal 4,352,469 10,000 - - - - - 10,000
Capital Costs:
Design 665,849 - - - - - - -
Right of Way -
Construction 3,686,620 10,000 10,000
Subtotal 4,352,469 10,000 - - - - - 10,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund - 50,000 50,000
Bond Proceeds -
State Grants - -
Local -
DWSRF Loan - - -
Subtotal - 50,000 - - - - - 50,000
Capital Costs:
Design - 50,000 50,000
Right of Way -
Construction - -
Subtotal - 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
The Algona well has been temporarily abandoned and all related facilities removed. This project will have the well properly decommissioned by a State of Washington-
licensed well driller, once the water rights have been transferred to an alternate source.
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.
Project Name: Academy Pump Station #1 Pump Replacement
Project No: cp1916
Project Name: 112th Pl SE Water Main Replacement
Project No: wabd30
The 6" cast iron main along 112th Pl SE experienced three breaks within 30 days in December 2021 and January 2022. The project will replace approximately 2,715 LF of 4"
and 6" cast iron with 8" ductile iron.
Project Name: Algona Well 1 Decommissioning
Project No: wabd08
354
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: No Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 66,000 2,176,000 256,000 - - 2,432,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 66,000 2,176,000 256,000 - - - - 2,432,000
Capital Costs:
Design 66,000 -
Right of Way - -
Construction 2,176,000 256,000 - - 2,432,000
Subtotal 66,000 2,176,000 256,000 - - - - 2,432,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund - 40,000 - 40,000
Bond Proceeds - - - -
State Grants -
Local -
Other -
Subtotal - 40,000 - - - - - 40,000
Capital Costs:
Design - 10,000 10,000
Right of Way -
Construction - 30,000 - 30,000
Subtotal - 40,000 - - - - - 40,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 455,000 900,000 900,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 455,000 900,000 - - - - - 900,000
Capital Costs:
Design 75,000 -
Right of Way -
Construction 380,000 900,000 900,000
Subtotal 455,000 900,000 - - - - - 900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Way South - Hemlock Street SE to Poplar Street SE
Project No: CP1622
Water main improvements constructed in conjunction with Auburn Way South street improvements. Project will replace approximately 2,300 feet of 10" cast iron line with 12"
ductile Iron water main.
Project Name: Braunwood Building Roof Replace
Project No: wabd34
The roof on the Braunwood building is the original constructed in 1997. The asphalt shingles will be replaced with a metal roof for longer life.
Project Name: C St SW Preservation
Project No: cp2123
Along with the street reconstruction and other utility improvements, replace approximately 300 LF of 8" cast ion pipe with 12" ductile iron pipe and replace 560 LF of 16" cast
iron pipe with 16" ductile iron pipe, along with valves fire hydrants and services.
355
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Capital Costs:
Design -
Water Supply Purchase 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Construction -
Subtotal 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 50,000 450,000 1,125,509 2,873,424 888,026 5,336,959
Bond Proceeds - -
State -
Local -
Other -
50,000 450,000 - - 1,125,509 2,873,424 888,026 5,336,959
Capital Costs:
Design 50,000 450,000 500,000 950,000
Right of Way -
Construction - 625,509 2,873,424 888,026 4,386,959
Subtotal 50,000 450,000 - - 1,125,509 2,873,424 888,026 5,336,959
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 593,520 -
Bond Proceeds -
State Grants -
DWSRF Loan 1,000,000 3,000,000 3,000,000
Other -
Subtotal 1,593,520 3,000,000 - - - - - 3,000,000
Capital Costs:
Design 980,292 -
Right of Way -
Construction 613,228 3,000,000 3,000,000
Subtotal 1,593,520 3,000,000 - - - - - 3,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Coal Creek Springs Transmission Main Replacement
Project No: cp2209
Rehabilitation of the Coal Creek Springs middle collector will improve capacity of the springs resulting in greater utilization of the water right.
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 $934,810 will continue from 2023 through 2029. Reserve supply will not be
purchased and is not included.
Project Name: Cascade Water Alliance Water Purchase
Project Name: Coal Creek Springs Rehabilitation
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 plans to provide for
full replacement of the transmission main suspended from a pedestrian bridge to be constructed across the White River. 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 transmission main for redundancy.
Project No: cp1914
356
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 385,000 251,000 20,000 271,000
Bond Proceeds -
State Grants -
DWSRF Loan -
Other -
Subtotal 385,000 251,000 20,000 - - - - 271,000
Capital Costs:
Design 385,000 251,000 20,000 271,000
Right of Way -
Construction -
Subtotal 385,000 251,000 20,000 - - - - 271,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 140,000 1,540,000 1,540,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 140,000 1,540,000 - - - - - 1,540,000
Capital Costs:
Design 140,000 - -
Right of Way -
Construction 1,540,000 1,540,000
Subtotal 140,000 1,540,000 - - - - - 1,540,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 258,154 10,000 10,000
Bond Proceeds 1,376,000 -
State Grants -
Local -
Other -
Subtotal 1,634,154 10,000 - - - - - 10,000
Capital Costs:
Design 60,729 -
Right of Way -
Construction 1,573,425 10,000 10,000
Subtotal 1,634,154 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: D St SE and 23rd Street SE Storm Improvements
Project No: cp2125
Along with the storm drainage and other facility improvements, replace approximately 2,765 LF of 6" and 8" cast iron pipe with 8" ductile iron pipe, replace 380 LF of 12" cast
iron pipe with ductile iron pipe, and install 335 LF of 8" ductile iron pipe, along with valves, fire hydrants, and service.
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: Deduct Meter Replacement Program, Phases 1 through 3
Project No: cp1917, cp2001, cp2115
Project Name: Comprehensive Water Plan
Project No: cp2134
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. Current plan (2015) was approved before the code change, but was written to include the 10-year period in anticipation of the
revised code. In August 2021, submitted update letter to DOH requesting extension of approved plan. The letter included a report of the demand forecast compared to actual
demand, and report of the capital improvement plan. If the extension is approved, 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.
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2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 175,000 175,000
Federal Grants -
State Grants -
Local -
Other -
Subtotal - 175,000 - - - - - 175,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 160,000 160,000
Subtotal - 175,000 - - - - - 175,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 157,400 450,000 450,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 157,400 450,000 - - - - - 450,000
Capital Costs:
Design 157,400 -
Right of Way -
Construction 450,000 450,000
Subtotal 157,400 450,000 - - - - - 450,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 75,000 75,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 75,000 - - - - - 75,000
Capital Costs:
Design 10,000 10,000
Right of Way -
Construction 65,000 65,000
Subtotal - 75,000 - - - - - 75,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Fulmer Treatment Facility VFD Replacements
The variable frequency drive (VFD) for pumps 1 and 2 at Fulmer Corrosion Control Treatment Facility (CCTF) were installed in 2002. They are at the end of their useful life
and require replacement as repair parts are no longer available.
Project Name: Intertie Booster Pump Station Generator Pigtail
Project No: wabd36
Water main improvements in coordination with the Local Street Preservation Program and general arterial street improvements.
Project Name: Garden Avenue Realignment
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 No: wabd35
358
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 557,532 10,000 10,000
Bond Proceeds 2,250,000 -
State Grants -
Local -
DWSRF Loan 5,807,532 -
Subtotal 10,000
Capital Costs:
Design 871,073 -
Right of Way -
Construction 4,936,459 10,000 10,000
Subtotal 5,807,532 10,000 - - - - - 10,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 12,000 25,000 500,000 525,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 12,000 25,000 - 500,000 - - - 525,000
Capital Costs:
Design 12,000 25,000 - - 25,000
Right of Way -
Construction - 500,000 - 500,000
Subtotal 12,000 25,000 - 500,000 - - - 525,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 275,000 275,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - 275,000 - - - - 275,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 250,000 250,000
Subtotal - - 275,000 - - - - 275,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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: M Street NE Widening
Project No: cp2210
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.
Project Name: Lead Service Line Replacement
Project No: cp1922
Project Name: On-Site Chlorine Generation Systems (OSEC) at Wells 1 and 4
Project No: wabd35
The existing liquid chlorine (sodium hypochlorite) used at Wells 1 and 4 degrades during low winter demand periods when the volume used is much lower and product
turnover is decreased. This results in more chemical used to achieve the same chlorine dose, which is not cost effective. On-site generation at both wells would enable
operations to produce the volume of chlorine needed, resulting in less waste. The systems would be sized to meet peak summer demands while providing flexability during
winter months. Overall installation and operations costs will be further evaluated with the comprehensive water system plan update in 2022-2023.
359
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 70,000 60,000 1,000,000 1,060,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 70,000 60,000 1,000,000 - - - - 1,060,000
Capital Costs:
Design 70,000 60,000 60,000
Right of Way -
Construction 1,000,000 1,000,000
Subtotal 70,000 60,000 1,000,000 - - - - 1,060,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 240,000 760,000 760,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 240,000 760,000 - - - - - 760,000
Capital Costs:
Design 240,000 -
Right of Way -
Construction 760,000 760,000
Subtotal 240,000 760,000 - - - - - 760,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 62,000 64,000 66,000 68,000 70,000 72,000 74,000 414,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 62,000 64,000 66,000 68,000 70,000 72,000 74,000 414,000
Capital Costs:
Design -
Right of Way -
Construction 62,000 64,000 66,000 68,000 70,000 72,000 74,000 414,000
Subtotal 62,000 64,000 66,000 68,000 70,000 72,000 74,000 414,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: R Street SE Improvements
Project No: wabd12
General reservoir maintenance and minor improvements.
Project Name: Reservoir Repair and Replacements
Project No: cp2116
Along with the street reconstruction and other utility improvements, replace approximately 2,830 LF of 8" cast iron pipe with 12" ductile iron pipe, along with valves, fire
hydrants, and services.
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: Reservoir 2 Valves
Project No: wabd12
360
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 100,000 106,969 106,969
Bond Proceeds -
Federal Grants 300,000 1,148,781 1,148,781
Local -
Other -
Subtotal 400,000 1,255,750 - - - - - 1,255,750
Capital Costs:
Design 400,000 -
Right of Way -
Construction 1,255,750 - - - - - 1,255,750
Subtotal 400,000 1,255,750 - - - - - 1,255,750
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 200,000 1,300,000 1,350,000 1,380,000 1,425,000 1,475,000 6,930,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal 200,000 - 1,300,000 1,350,000 1,380,000 1,425,000 1,475,000 6,930,000
Capital Costs:
Design -
Right of Way -
Construction 1,300,000 1,350,000 1,380,000 1,425,000 1,475,000 6,930,000
Subtotal - - 1,300,000 1,350,000 1,380,000 1,425,000 1,475,000 6,930,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 325,000 1,100,000 345,000 1,200,000 370,000 3,340,000
Bond Proceeds 100,000 -
Federal Grants -
Local -
Other -
Subtotal 100,000 - 325,000 1,100,000 345,000 1,200,000 370,000 3,340,000
Capital Costs:
Design 100,000 325,000 345,000 370,000 1,040,000
Right of Way -
Construction 1,100,000 1,200,000 2,300,000
Subtotal 100,000 - 325,000 1,100,000 345,000 1,200,000 370,000 3,340,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Water main improvements in coordination with the street preservation and improvment projects.
Project Name: Water Repair & Replacements
Project No: wabd01
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.
Project Name: Reservoirs 4 and 8 Seismic Rehabilitation
Project No: cp2219
Install seismic control valves on outlet piping of Reservoirs 4A, 4B, 8A, and 8B.
Project Name: Street Utility Improvements
Project No: wabd01
361
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 30,000 30,000 35,000 35,000 40,000 40,000 210,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - 30,000 30,000 35,000 35,000 40,000 40,000 210,000
Capital Costs:
Design -
Right of Way -
Construction 30,000 30,000 35,000 35,000 40,000 40,000 210,000
Subtotal - 30,000 30,000 35,000 35,000 40,000 40,000 210,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 155,000 160,000 165,000 170,000 175,000 180,000 185,000 1,035,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal 155,000 160,000 165,000 170,000 175,000 180,000 185,000 1,035,000
Capital Costs:
Design -
Right of Way -
Construction 155,000 160,000 165,000 170,000 175,000 180,000 185,000 1,035,000
Subtotal 155,000 160,000 165,000 170,000 175,000 180,000 185,000 1,035,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 200,000 850,000 1,050,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - - 200,000 850,000 - - - 1,050,000
Capital Costs:
Design 200,000 200,000
Right of Way -
Construction 850,000 850,000
Subtotal - - 200,000 850,000 - - - 1,050,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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.
Project Name: Water Resources Protection Program (Wellhead Protection)
Project Name: Well 4 Electrical Improvements
Project No: wabd37
CP2021 (Well 4 Facility Improvements) identified electrical improvements outside the scope of the project that would be beneficial for the well. The well is over 40 years old
and much of the electrical equipment is original. Upgrades to the electrical system will improve the overall efficiency of the facility.
Project No: wabd23
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.
Project Name: Water Trench Patches Program
Project No: wabd28
362
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 986,000 20,000 20,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal 986,000 20,000 - - - - - 20,000
Capital Costs:
Design 177,347 -
Right of Way -
Construction 808,653 20,000 20,000
Subtotal 986,000 20,000 - - - - - 20,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 250,000 850,000 1,100,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - 250,000 850,000 - - - - 1,100,000
Capital Costs:
Design 250,000 250,000
Right of Way -
Construction 850,000 850,000
Subtotal - 250,000 850,000 - - - - 1,100,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 250,000 750,000 1,000,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - - 250,000 750,000 - - - 1,000,000
Capital Costs:
Design 250,000 250,000
Right of Way -
Construction 750,000 750,000
Subtotal - 750,000 - - - 1,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: wabd38
The aging chlorination building at West Hill Springs will be replaced and a new liquid chlorination system will be installed. Additionally, aeration to adjust pH will be required.
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.
Project Name: West Hill Springs Transmission Main Replacement
Project No: wabd31
The 2020 pipeline assessment indicated the existing cast iron transmission main is in poor condition. The main has experienced 2 breaks in the past. The project will replace
approximately 1,250 LF of 10" cast iron with 12" ductile iron.
Project Name: West Hill Springs Water Quality Improvements
Project Name: Well 4 Facility Improvements
Project No: cp2021
363
2023-2024 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 8,389,297 8,892,779 6,176,810 7,602,810 4,065,319 6,725,234 3,966,836 37,429,788
Bond Proceeds 7,668,979 - - - - - - -
Federal Grants 300,000 1,148,781 - - - - - 1,148,781
State Grants - - - - - - - -
Local - - - - - - - -
DWSRF Loan 6,807,532 3,000,000 - - - - - 3,000,000
Other - - - - - - - -
Total 23,165,808 13,041,560 6,176,810 7,602,810 4,065,319 6,725,234 3,966,836 41,578,569
Capital Costs:
Design 4,588,338 1,196,000 975,000 - 845,000 - 370,000 3,386,000
Water Supply Purchase 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Right of Way - - - - - - - -
Construction 13,447,737 10,910,750 4,267,000 6,668,000 2,285,509 5,790,424 2,662,026 32,583,709
Total 20,158,276 13,041,560 6,176,810 7,602,810 4,065,319 6,725,234 3,966,836 41,578,569
TOTAL CAPITAL COSTS and FUNDING SOURCES - WATER
364
2023-2024 Preliminary Budget Section VII: Capital Planning
365
2023-2024 Preliminary Budget Section VII: Capital Planning
366
2023-2024 Preliminary Budget Section VII: Capital Planning
Sanitary Sewer Projects
Eleven capital projects totaling $5,992,500 are budgeted for 2023 and seven capital projects
totaling $1,344,000 are budgeted for 2024. The significant projects include the following:
• The Rainier Ridge Pump Station Rehabilitation & Replacement project ($3,858,000 in
2023) 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 M Street NE Widening project ($20,000 in 2023 and $200,000 in 2024) will replace
approximately 300 linear feet of sewer line in conjunction with street improvements. (See
Map – “B”)
• The D St SE & 23rd St SE Storm Improvements project ($200,000 in 2023) replaces
approximately 320 linear feet of 8” clay pipe sewer line with 8” PVC as well as replacing
seven side sewers connected to that line. (See Map – “C”)
• The Sanitary Sewer Repair & Replacement/System Improvement program ($1,353,000 in
both 2023 and $321,000 in 2024) will repair and replace broken sewer mains and other
facilities identified through television inspection and routine cleaning.
Sewer repair and replacement program Brick sewer manhole replaced as part of the
2nd Street SE Preservation project
367
2023-2024 Preliminary Budget Section VII: Capital Planning
2023 2024
Title Project #Budget Budget Page
2nd Street SE Preservation cp2003 10,000 - 369
2024 Comprehensive Sewer Plan Update cp2135 180,000 20,000 369
4th Street SE Preservation cp2102 10,000 - 369
D St SE & 23rd St SE Storm Improvements cp2125 200,000 - 370
Garden Avenue Re-alignment cp2022 71,500 - 370
Inflow and Infiltration Study sebd11 - 184,000 370
M Street NE Widening cp2210 20,000 200,000 371
Manhole Ring and Cover Replacement sebd04 83,000 86,000 371
Rainier Ridge Pump Station Rehabilitation/Replacement cp2009 3,858,000 - 371
Regional Growth Center Access Improvements cp2110 150,000 - 372
Sanitary Sewer Repair & Replacement/System Imp. Program sebd01 1,353,000 321,000 372
Sewer Pump Station Replacement/Improvement Program sebd05 - 273,000 372
Street Utility Improvements sebd02 57,000 260,000 373
Total Sewer Fund Projects 5,992,500 1,344,000
2023 -2024 Sewer Fund Projects
368
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 233,960 10,000 10,000
Federal -
State -
Local -
REET -
Other -
Subtotal 233,960 10,000 - - - - - 10,000
Capital Costs:
Design 13,960 5,000 5,000
Right of Way -
Construction 220,000 5,000 5,000
Subtotal 233,960 10,000 - - - - - 10,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 180,000 180,000 20,000 200,000
Federal -
State -
Local -
REET -
Other -
Subtotal 180,000 180,000 20,000 - - - - 200,000
Capital Costs:
Design 180,000 180,000 20,000 200,000
Right of Way -
Construction -
Subtotal 180,000 180,000 20,000 - - - - 200,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 616,000 10,000 10,000
Federal -
State -
Local -
REET -
Other -
Subtotal 616,000 10,000 - - - - - 10,000
Capital Costs:
Design 102,000 5,000 5,000
Right of Way -
Construction 514,000 5,000 5,000
Subtotal 616,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Along with the street reconstruction and other utility improvements, replace approximately 950 feet of 8" and 150 feet of 21" diameter sanitary sewer mains as well as
provide new side sewers to each parcel served by those mains.
Project Name: 2nd Street SE Preservation
This project replaces approximately 450 LF 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: 2024 Comprehensive Sewer Plan Update
Project No: cp2135
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: 4th Street SE Preservation
Project No: cp2102
369
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 25,000 200,000 200,000
Federal -
State -
Local -
REET -
Other -
Subtotal 25,000 200,000 - - - - - 200,000
Capital Costs:
Design 25,000 9,000 9,000
Right of Way -
Construction 191,000 191,000
Subtotal 25,000 200,000 - - - - - 200,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 23,500 71,500 71,500
Federal -
State -
Local -
REET -
Other -
Subtotal 23,500 71,500 - - - - - 71,500
Capital Costs:
Design 23,000 10,000 10,000
Right of Way -
Construction 61,500 61,500
Subtotal 23,000 71,500 - - - - - 71,500
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 125,000 184,000 184,000
Federal -
State -
Local -
REET -
Other -
Subtotal 125,000 - 184,000 - - - - 184,000
Capital Costs:
Design 125,000 184,000 184,000
Right of Way -
Construction -
Subtotal 125,000 - 184,000 - - - - 184,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: D St SE & 23rd St SE Storm Improvements
Project No: cp2125
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, identify areas for further study, calibration of the City's hydraulic model, and for the I/I assessment portion
of the update to the Comprehensive Sewer Plan, currently underway.
Project Name: Garden Avenue Re-alignment
Project No: cp2022
Along with the extension of the road between Garden Avenue and 104th Ave SE, extend the existing sewer line in the new east/west roadway from the existing
manhole to Garden Avenue (approx.. 220 feet of 8” PVC pipe). Install three side sewer stubs to the properties north and south of the new road extension and to the
property adjacent to the new manhole.
Along with the storm drainage and other facility improvements, replace approximately 320 LF of 8” clay pipe along K Street SE in its existing alignment with new 8”
PVC. as well as replacing seven side sewers within the right of way that are connected to that line.
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2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 12,000 20,000 200,000 220,000
Federal -
State -
Local -
Other -
Subtotal 12,000 20,000 200,000 - - - - 220,000
Capital Costs:
Design 12,000 20,000 20,000
Right of Way -
Construction - 200,000 200,000
Subtotal 12,000 20,000 200,000 - - - - 220,000
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 80,000 83,000 86,000 89,000 92,000 95,000 98,000 543,000
Federal -
State -
Local -
REET -
Other -
Subtotal 80,000 83,000 86,000 89,000 92,000 95,000 98,000 543,000
Capital Costs:
Design 8,000 8,000 9,000 9,000 9,000 10,000 10,000 55,000
Right of Way -
Construction 72,000 75,000 77,000 80,000 83,000 85,000 88,000 488,000
Subtotal 80,000 83,000 86,000 89,000 92,000 95,000 98,000 543,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 992,000 3,858,000 3,858,000
Federal -
State -
Local -
REET -
Other -
Subtotal 992,000 3,858,000 - - - - - 3,858,000
Capital Costs:
Design 792,000 250,000 250,000
Right of Way -
Construction 200,000 3,608,000 3,608,000
Subtotal 992,000 3,858,000 - - - - - 3,858,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M Street NE Widening
Project No: cp2210
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: 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
potential 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.
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 is examining the alternatives of rehabilitating the station, replacing major components, or
replacing/relocating the entire station. Funding for this project was derived from the Sewer Pump Station Replacement/Improvement program (sebd05).
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2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 15,000 150,000 150,000
Federal -
State -
Local -
REET -
Other -
Subtotal 15,000 150,000 - - - - - 150,000
Capital Costs:
Design 15,000 6,000 6,000
Right of Way -
Construction 200,000 144,000 144,000
Subtotal 215,000 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 300,000 1,353,000 321,000 1,663,000 344,000 1,782,000 369,000 5,832,000
Federal -
State -
Local -
Other -
Subtotal 300,000 1,353,000 321,000 1,663,000 344,000 1,782,000 369,000 5,832,000
Capital Costs:
Design 250,000 130,000 268,000 166,000 287,000 178,000 307,000 1,336,000
Right of Way 20,000 21,000 23,000 25,000 69,000
Construction 30,000 1,223,000 32,000 1,497,000 34,000 1,604,000 37,000 4,427,000
Subtotal 300,000 1,353,000 321,000 1,663,000 344,000 1,782,000 369,000 5,832,000
Capacity Project: NO Anticipated Year of Completion:2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 273,000 582,000 3,328,000 4,183,000
Federal -
State -
Local -
Other -
Subtotal - - 273,000 582,000 3,328,000 - - 4,183,000
Capital Costs:
Design 273,000 582,000 266,000 1,121,000
Right of Way -
Construction 3,062,000 3,062,000
Subtotal - - 273,000 582,000 3,328,000 - - 4,183,000
Project Name: Sanitary Sewer Repair & Replacement/System Improvements Program
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 yet been identified as a separate R&R project or are not associated with 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. For efficiency and cost savings, sewer R&R
may be combined with other public facility improvements. Additionally, system improvements which enhance the ability to maintain service are included here.
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 No: sebd05
The Sewer Utility's infrastructure currently consists of 17 public sewer pump stations that range in age from 2 to over 50 years old. As those stations age, and utility
operations change, considerations such as station condition, component condition, capacity, reliability, and safety suggest that stations be upgraded, rehabilitated,
and replaced.
This program fund will provide funding to meet those needs through 2026.
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 Pump Station Replacement/Improvement Program
Project Name: Regional Growth Center Access Improvements
Project No: cpc2110
Along with the Intersection and other facility improvements, replace 200 LF of 8” concrete sewer with 8” PVC pipe in 3rd St NE between B St NE and Auburn Ave N.
372
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 90,000 57,000 260,000 270,000 280,000 290,000 300,000 1,457,000
Federal -
State -
Local -
REET -
Other -
Subtotal 90,000 57,000 260,000 270,000 280,000 290,000 300,000 1,457,000
Capital Costs:
Design 14,000 8,000 39,000 40,000 42,000 43,000 45,000 217,000
Right of Way -
Construction 76,000 49,000 221,000 230,000 238,000 247,000 255,000 1,240,000
Subtotal 90,000 57,000 260,000 270,000 280,000 290,000 300,000 1,457,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 2,692,460 5,992,500 1,344,000 2,604,000 4,044,000 2,167,000 767,000 16,918,500
Federal - - - - - - - -
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
Total 2,692,460 5,992,500 1,344,000 2,604,000 4,044,000 2,167,000 767,000 16,918,500
Capital Costs:
Design 1,559,960 631,000 793,000 797,000 604,000 231,000 362,000 3,418,000
Right of Way 20,000 - 21,000 - 23,000 - 25,000 69,000
Construction 1,312,000 5,361,500 530,000 1,807,000 3,417,000 1,936,000 380,000 13,431,500
Total 2,891,960 5,992,500 1,344,000 2,604,000 4,044,000 2,167,000 767,000 16,918,500
Sewer system repair and replacements in coordination with transportation projects.
Comprehensive Plan Project #2.
TOTAL CAPITAL COSTS and FUNDING SOURCES - SEWER
Project Name: Street Utility Improvements
Project No: sebd02
373
2023-2024 Preliminary Budget Section VII: Capital Planning
374
2023-2024 Preliminary Budget Section VII: Capital Planning
375
2023-2024 Preliminary Budget Section VII: Capital Planning
376
2023-2024 Preliminary Budget Section VII: Capital Planning
Storm Drainage Projects
Sixteen capital projects totaling $6,713,394 are budgeted for 2023 and twelve capital projects
totaling $8,065,000 are budgeted for 2024. The most significant projects are as follows:
• The D Street SE Storm Improvement project ($2,600,000 in 2023) will install new storm
drainage infrastructure to route flows from south to north along the D Street SE corridor to
the 21st Street SE regional infiltration pond. 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 West Main Street Pump Station Upgrade project ($850,000 in 2023 and $3,000,000 in
2024) will provide a redundant pump, force main, and outlet to meet level of service goals.
(See Map – “B”)
• The R St SE Improvements project ($45,000 in 2023 and $1,200,000 in 2024) will replace
approximately 2,800 linear feet storm pipe. The project will also add 152 linear feet of pipe
and 8 new catch basins. (See Map – “C”)
• The Riverwalk Drive SE project ($762,894 in 2023) will construct large diameter storm
piping to replace the existing roadside ditch and expand the Riverwalk ponds to
accommodate increased capacity. (See Map – “D”)
Storm drainage improvements as part of the Auburn Way North preservation project.
377
2023-2024 Preliminary Budget Section VII: Capital Planning
2023 2024
Title Project #Budget Budget Page
4th Street SE Preservation cp2102 10,000 - 379
Comprehensive Storm Drainage Plan Update sdbd16 150,000 40,000 379
D Street SE Storm Improvement cp2125 2,600,000 - 379
M Street NE Widening cp2210 50,000 700,000 380
Manhole & Catchbasin Frame and Grate Replacement sdbd21 80,000 85,000 380
North Airport Area Improvement, Phase 2 cp2118 10,000 - 380
Pipeline Repair & Replacement Program sdbd03 1,300,000 135,000 381
R St SE Improvements cp2116 45,000 1,200,000 381
Regional Growth Center Access cp2110 245,500 - 381
Riverwalk Drive SE Non-Motorized Improvements cp2121 762,894 - 382
S. 314th St. & 54th Ave S. Storm Improvements Ph. 1 sdbd19 125,000 450,000 382
S. 314th St. & 54th Ave S. Storm Improvements Ph. 2 sdbd22 - 150,000 382
S. 330th St. & 46th Pl. S. Storm Improvement cp2018 10,000 - 383
South 316th Sidewalk Improvement sdbd23 50,000 425,000 383
Storm Pipeline Extension Program sdbd24 175,000 520,000 383
Street Utility Improvements sdbd04 250,000 260,000 384
Vegetation Sorting Facility sdbd12 - 1,100,000 384
West Main Street Pump Station Upgrade sdbd11 850,000 3,000,000 384
Total Storm Fund Projects 6,713,394 8,065,000
2023 - 2024 Storm Fund Projects
378
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 936,000 10,000 10,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 936,000 10,000 - - - - - 10,000
Capital Costs:
Design 20,000 - -
Right of Way -
Construction 916,000 10,000 10,000
Subtotal 936,000 10,000 - - - - - 10,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 150,000 150,000 40,000 190,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 150,000 150,000 40,000 - - - - 190,000
Capital Costs:
Design 150,000 150,000 40,000 190,000
Right of Way -
Construction -
Subtotal 150,000 150,000 40,000 - - - - 190,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 682,000 2,600,000 2,600,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 682,000 2,600,000 - - - - - 2,600,000
Capital Costs:
Design 682,000 -
Right of Way -
Construction 2,600,000 2,600,000
Subtotal 682,000 2,600,000 - - - - - 2,600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: D St. SE Storm Improvement
Project No: cp2125
This project will Install new storm drainage infrastructure to route flows from south to north along the D Street SE corridor to the 21st Street SE Regional
Infiltration Pond. The main will extend to capture drainage from 25th St. SE, 26th St. SE and 27th St. SE eliminating failed drywells and reduce localized flooding
at 25th and D St. SE. The project will also install new storm drainage infrastructure to route flows from south to north along K St. SE to the 21st St. SE Regional
Infiltration Pond. The main will extend to capture re-routed flows from 23rd St. SE, which reduces stormwater from a localized flooding area along 23rd St. SE.
Replaced and upsized storm main will be installed along 23rd St. SE to further reduce the risk of flooding.
Project Name: 4th Street SE Preservation
Along with the street reconstruction and other utility improvements, install 1680 LF existing 8” storm with 12” storm, 165 LF of new and replaced 15", 205 LF of
new 14" DI, 130 LF of new 16" and 23 LF of replaced 30" along 4th St SE from Auburn Way South to L St SE.
Project No: cp2102
Project Name: Comprehensive Storm Drainage Plan Update
Project No: cp2136
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.
379
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 50,000 50,000 700,000 750,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 50,000 50,000 700,000 - - - - 750,000
Capital Costs:
Design 50,000 50,000 50,000
Right of Way -
Construction 700,000 700,000
Subtotal 50,000 50,000 700,000 - - - - 750,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 147,000 80,000 85,000 85,000 90,000 90,000 95,000 525,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 147,000 80,000 85,000 85,000 90,000 90,000 95,000 525,000
Capital Costs:
Design 16,000 8,000 8,000 8,000 8,000 8,000 8,000 48,000
Right of Way -
Construction 131,000 72,000 77,000 77,000 82,000 82,000 87,000 477,000
Subtotal 147,000 80,000 85,000 85,000 90,000 90,000 95,000 525,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 1,660,000 10,000 10,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 1,660,000 10,000 - - - - - 10,000
Capital Costs:
Design 194,534 - -
Right of Way -
Construction 1,465,466 10,000 10,000
Subtotal 1,660,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: North Airport Stormwater Improvement, Phase 2
Project No: cp2118
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.
Project Name: M Street NE Widening
Project No: cp2210
This project will replace approximately 535 LF of undersized and deteriorated storm drain pipe and install approximately 300 feet of new storm drain pipe with
catch basins and manholes. 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.
380
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 1,031,192 1,300,000 135,000 1,400,000 145,000 1,450,000 155,000 4,585,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 1,031,192 1,300,000 135,000 1,400,000 145,000 1,450,000 155,000 4,585,000
Capital Costs:
Design 186,521 135,000 145,000 155,000 435,000
Right of Way -
Construction 844,671 1,300,000 1,400,000 1,450,000 4,150,000
Subtotal 1,031,192 1,300,000 135,000 1,400,000 145,000 1,450,000 155,000 4,585,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 70,000 45,000 1,200,000 1,245,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 70,000 45,000 1,200,000 - - - - 1,245,000
Capital Costs:
Design 70,000 45,000 45,000
Right of Way -
Construction 1,200,000 1,200,000
Subtotal 70,000 45,000 1,200,000 - - - - 1,245,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 66,300 245,500 245,500
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 66,300 245,500 - - - - - 245,500
Capital Costs:
Design 36,229 -
Right of Way -
Construction 245,500 245,500
Subtotal 36,229 245,500 - - - - - 245,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Pipeline Repair & Replacement Program
Project No: sdbd03
Project No: cp2110
Project Name: Regional Growth Center Access
Project Name: R St SE Improvements
Project No: cp2116
Along with the street reconstruction and other utility improvements, replace approximately 2,800 LF of 8" and 10" concrete pipe with 12" pipe between 28th and
33rd St SE. Add 152 LF of 12" storm pipe and 8 new catch basins between 25th St SE and 28th St SE.
Along with the street reconstruction and other utility improvements, replace approximately 463 LF of existing 8” storm with 12” storm along Auburn Ave and 3rd St
NE alignments. Also install approximately 80 LF new 12” storm in this area for local inflow. Install approximately 200 LF new 12” storm in 4th St NE between
Auburn Way North and Auburn Ave for local inflow.
This program provides funding for projects involving replacement of existing infrastructure. These projects support street repairs and other utility replacement
programs, requiring coordination.
381
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 87,106 762,894 762,894
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 87,106 762,894 - - - - - 762,894
Capital Costs:
Design 87,106 -
Right of Way -
Construction 762,894 762,894
Subtotal 87,106 762,894 - - - - - 762,894
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 125,000 450,000 575,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 125,000 450,000 - - - - 575,000
Capital Costs:
Design 125,000 125,000
Right of Way -
Construction 450,000 450,000
Subtotal - 125,000 450,000 - - - - 575,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 150,000 310,000 460,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 150,000 310,000 - - - 460,000
Capital Costs:
Design 100,000 100,000
Right of Way 50,000 50,000
Construction 310,000 310,000
Subtotal - - 150,000 310,000 - - - 460,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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.
Project Name: S. 314th St. & 54th Ave S. Storm Improvement Ph. 2
Project No: sdbd22
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 route the public storm drainage through a new easement and pipe to the downstream system.
Project Name: Riverwalk Drive SE Non-Motorized Improvements
Project No: cp2121
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
382
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 369,000 10,000 10,000
Bond Proceeds -
State -
Local -
REET -
Other (Other Agency)-
Subtotal 369,000 10,000 - - - - - 10,000
Capital Costs:
Design 73,359 -
Right of Way 5590 -
Construction 290,051 10,000 10,000
Subtotal 369,000 10,000 - - - - - 10,000
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 50,000 425,000 475,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 50,000 425,000 - - - - 475,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 425,000 425,000
Subtotal - 50,000 425,000 - - - - 475,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 175,000 520,000 190,000 555,000 200,000 600,000 2,240,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 175,000 520,000 190,000 555,000 200,000 600,000 2,240,000
Capital Costs:
Design 175,000 190,000 200,000 565,000
Right of Way -
Construction 520,000 555,000 600,000 1,675,000
Subtotal - 175,000 520,000 190,000 555,000 200,000 600,000 2,240,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: South 316th Sidewalk Improvement
Project No: sdbd23
Replace approximately 790 LF of existing storm along the north side of S 316th St. between 51st Ave and 56th Ave with Six Year Transportation Improvement
Plan TIP# N-8.
Project Name: Storm Pipeline Extension Program
Project No: sdbd24
This program will extend the storm drainage system to built out areas of the city where they do not currently exist. An example would be paved alleys or
residential street where roadwork is not anticipated.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Repair and replacement of aging infrastructure should reduce operating
costs.
Project Name: S. 330th St. & 46th Pl. S. Storm Improvement
Project No: cp2018
As part of the City's efforts to improve the drainage system in the West Hill annexation area, this project construct improvements near S. 330th Street and 46th
Place 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.
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2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 545,000 250,000 260,000 270,000 280,000 290,000 300,000 1,650,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 545,000 250,000 260,000 270,000 280,000 290,000 300,000 1,650,000
Capital Costs:
Design -
Right of Way -
Construction 545,000 250,000 260,000 270,000 280,000 290,000 300,000 1,650,000
Subtotal 545,000 250,000 260,000 270,000 280,000 290,000 300,000 1,650,000
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 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 1,100,000 1,100,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 1,100,000 - - - - 1,100,000
Capital Costs:
Design 75,000 75,000
Acquisition 825,000 825,000
Construction 200,000 200,000
Subtotal - - 1,100,000 - - - - 1,100,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 850,000 2,600,000 3,450,000
Bond Proceeds -
State -
Local -
REET -
Other 400,000 400,000
Subtotal 850,000 3,000,000 - - - - 3,850,000
Capital Costs:
Design 850,000 850,000
Acquisition -
Construction 3,000,000 3,000,000
Subtotal - 850,000 3,000,000 - - - - 3,850,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Street Utility Improvements
Project No: sdbd04
Storm system repair and replacements in coordination with transportation projects.
This project will upgrade the existing pump station by providing a redundant pump, force main, and outlet to meet level of service goals.
Project No: sdbd11
Project Name: Vegetation Sorting Facility
Project No: sdbd12
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). Cost includes bin barriers and sorting equipment to facilitate materials handling and
separation.
Project Name: West Main Street Pump Station Upgrade
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2023-2024 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 5,793,598 6,713,394 7,665,000 2,255,000 1,070,000 2,030,000 1,150,000 20,883,394
Bond Proceeds - - - - - - - -
Federal - - - - - - - -
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - 400,000 - - - - 400,000
Total 5,793,598 6,713,394 8,065,000 2,255,000 1,070,000 2,030,000 1,150,000 21,283,394
Capital Costs:
Design 1,565,749 1,453,000 358,000 198,000 153,000 208,000 163,000 2,533,000
Right of Way 5,590 - 50,000 - - - - 50,000
Acquisition - - 825,000 - - - - 825,000
Construction 4,192,188 5,260,394 6,832,000 2,057,000 917,000 1,822,000 987,000 17,875,394
Total 5,763,527 6,713,394 8,065,000 2,255,000 1,070,000 2,030,000 1,150,000 21,283,394
TOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGE
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2023-2024 Preliminary Budget Section VII: Capital Planning
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2023-2024 Preliminary Budget Section VII: Capital Planning
387
2023-2024 Preliminary Budget Section VII: Capital Planning
388
2023-2024 Preliminary Budget Section VII: Capital Planning
Parks, Arts and Recreation Projects
Nine projects totaling $1,342,800 are budgeted for 2022 and six capital projects totaling $763,500
are budgeted for 2024.
The most significant projects include following:
• The Game Farm Park Improvements project ($300,000 in 2023) improved interior lighting
and pathways and provided access from the newly acquired property on southwest corner
of the park. The project will also add lighting to pickleball and basketball court. (See
Map – “A”)
• The Jacobsen Tree Farm Development project ($333,500 in 2024) will develop the 29.3-
acre site into a community park. (See Map – “B”)
• The Sunset Park Improvements project ($177,800 in 2023) will expand the playground
area to include additional play activities. (See Map – “C”)
• The Dykstra Footbridge ($450,000 in 2022) will repair or replace the footbridge
connecting Dykstra and Isaac Evans Park. (See Map – “D”)
Game Farm Park Turf Field Improvements
389
2023-2024 Preliminary Budget Section VII: Capital Planning
2023 2024
Title Project #Budget Budget Page
Cedar Lanes Bike Park cp2127 150,000 - 391
Dykstra Footbridge cp2214 450,000 - 391
Fairway Drainage Improvement gpbd19 30,000 30,000 391
Fulmer Park Playground Replacement cp2128 10,000 100,000 392
Game Farm Park Improvements cp2212 300,000 - 392
Jacobsen Tree Farm Development cp2020 - 333,500 392
Lakeland Hills Nature Area gpbd11 - 25,000 393
Miscellaneous Parks Improvements gpbd03 150,000 150,000 393
Neighborhood Parks Improvement- ARPA gpbd31 25,000 - 393
Park Acquisitions/Development gpbd04 50,000 125,000 394
Sunset Park Improvements cp1921 177,800 - 394
Total Municipal Parks Fund Projects 1,342,800 763,500
2023 -2024 Municipal Parks Fund Projects
390
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 359,900 150,000 150,000
Other (Park Impact Fee)108,647 -
Other (KC Prop 2)-
Subtotal 468,547 150,000 - - - - - 150,000
Capital Costs:
Design 32,547 -
Right of Way -
Construction 436,000 150,000 150,000
Subtotal 468,547 150,000 - - - - - 150,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (ARPA)50,000 450,000 450,000
Other (KC Prop 2)-
Subtotal 50,000 450,000 - - - - - 450,000
Capital Costs:
Design 50,000 -
Right of Way -
Construction 450,000 450,000
Subtotal 50,000 450,000 - - - - - 450,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 2 Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other (KC Prop 2)-
Subtotal 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design -
Right of Way -
Construction 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal 85,373 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 Name: Fairway Drainage Improvement
Project Name: Cedar Lanes Bike Park
Project No: cp2127
Construct a bike park and restroom at Cedar Lanes Park. Bike park to include an asphalt pump track and skills course. Pedestrian trails in the park will also be
improved.
Project No: gpbd19
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.
As part of the American Rescue Plan Act the Parks, Arts and Recreation Division will repair or replace the Dykstra Footbridge connecting Dykstra and Isaac
Evans Park. This pedestrian bridge connects a low income community members as well as others from the west side of the Green River to the large public park
on the east side of the Green River. The footbridge is decaying and will need to be closed eliminating this popular walking route. $50,000 is allocated in 2022 to
secure Engineering Services for structural analysis as well as Architectural Services. An additional $450,000 is budgeted to repair and/or replace the pedestrian
bridge based on findings.
Project Name: Dykstra Footbridge
Project No: cp2214
391
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund 50,721 -
Federal -
State 600,000 600,000
Local 25,000 600,000 600,000
Other (KC Prop 2)100,000 10,000 10,000
Other (Park Impact Fee)35,524 100,000 600,000 700,000
Subtotal 211,245 10,000 100,000 1,800,000 - - - 1,910,000
Capital Costs:
Design 20,000 100,000 100,000
Demolition 721 -
Construction 190,524 10,000 1,800,000 1,810,000
Subtotal 211,245 10,000 100,000 1,800,000 - - - 1,910,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund 8,200 -
Federal -
State -
Local 150,000 150,000 150,000
Other (Park Impact Fee)294,012 150,000 150,000
REET 1 964,476 -
Subtotal 1,416,688 300,000 - - - - - 300,000
Capital Costs:
Design 20,000 20,000
Right of Way -
Construction 1,416,688 280,000 280,000
Subtotal 1,416,688 300,000 - - - - - 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund 25,321 -
Federal -
State 1,000,000 1,000,000
Local -
To Be Determined 2,500,000 2,000,000 4,500,000
Other (Park Impact Fee)2,000,000 2,000,000
Other (KC Prop 2)14,165 333,500 333,500
Subtotal 39,486 - 333,500 2,500,000 5,000,000 - - 7,833,500
Capital Costs:
Design 39,486 333,500 500,000 833,500
Right of Way -
Construction 2,500,000 4,500,000 7,000,000
Subtotal 39,486 - 333,500 2,500,000 5,000,000 - - 7,833,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp0609, cp2020
Project Name: Fulmer Park Playground Replacement
Project Name: Game Farm Park Improvements
Project No: cp2128
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
Improve interior lighting and pathways and provide access from the newly acquired property on southwest corner of the park. The project will also add lighting to
pickleball and basketball court.
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 Lea Hill area of the City is deficient in park acreage.
Project Name: Jacobsen Tree Farm Development
392
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund -
Federal -
State 200,000 200,000
Local -
Other (Park Impact Fee)25,000 25,000
Other (KC Prop 2)-
Other (TBD)-
Subtotal - - 25,000 - 200,000 - - 225,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 200,000 200,000
Subtotal - - 25,000 - 200,000 - - 225,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: YES Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund 55,033 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Federal -
State -
Local -
Other (KC Prop 2)327,100 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Other (Park Impact Fee)188,869 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal 571,002 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Capital Costs:
Design -
Right of Way -
Construction 571,002 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Subtotal 571,002 150,000 150,000 150,000 150,000 150,000 150,000 900,000
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 5227
Funding Sources:2 Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund -
Other (ARPA)75,000 25,000 25,000
State -
Local -
Other (KC Prop 2)-
Other (Park Impact Fee)-
Subtotal 75,000 25,000 - - - - - 25,000
Capital Costs:
Design -
Property Acquisition -
Construction 75,000 25,000 25,000
Subtotal 75,000 25,000 - - - - - 25,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: gpbd31
As part of the American Rescue Plan Act the Parks, Arts and Recreation Division will be able to make minor improvements in qualifying neighborhood parks.
Numerous parks in our low income census tracts are in need of modernization that will assist in getting these community members outdoors and experiencing a
better quality of life. These funds will assist in adding amenities such as playgrounds, sport courts, gathering spaces to areas of need.
Project Name: Neighborhood Parks Improvement- ARPA
Project Name: Miscellaneous Parks Improvements
Project No: various, gpbd03
Minor park improvements including shelters, roofs, playgrounds, irrigation and restrooms.
Project Name: Lakeland Hills Nature Area
Project No: gpbd11
Complete Master Plan to include the development and construction of an environmental community park. Trails, fencing, parking and visitor amenities are
included in the project.
393
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:2 Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund 39,183 -
Federal -
State -
REET 1 647,050 -
Other (KC Prop 2)30,000 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Subtotal 716,233 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Capital Costs:
Design -
Property Acquisition 716,233 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Construction -
Subtotal 716,233 50,000 125,000 125,000 125,000 125,000 125,000 675,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
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): $10,000
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr. Fund 178,458 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Federal - - - - - - - -
State - - - 600,000 1,200,000 - - 1,800,000
Local 534,900 300,000 - 600,000 - - - 900,000
Other (ARPA)125,000 475,000 - - - - - 475,000
Other (Park Impact Fee)649,287 377,800 175,000 650,000 2,050,000 50,000 50,000 3,352,800
Other (KC Prop 2)471,265 110,000 508,500 175,000 175,000 175,000 175,000 1,318,500
REET 1 1,611,526 - - - - - - -
REET 2 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other (Private grant)- - - - - - - -
To Be Determined - - - 2,500,000 2,000,000 - - 4,500,000
Total 3,655,809 1,342,800 763,500 4,605,000 5,505,000 305,000 305,000 12,826,300
Capital Costs:
Design 142,033 35,000 458,500 - 500,000 - - 993,500
Demolition 721 - - - - - - -
Property Acquisition 716,233 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Right of Way - - - - - - - -
Construction 2,796,822 1,257,800 180,000 4,480,000 4,880,000 180,000 180,000 11,157,800
Total 3,655,809 1,342,800 763,500 4,605,000 5,505,000 305,000 305,000 12,826,300
Project Name: Sunset Park Improvements
TOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKS
Project No: cp1921
Expand playground area to include spray park and additional play activities. Coordinate improvements with service club and Lakeland Hills Homeowners
Association.
Project Name: Park Acquisitions/Development
Project No: gpbd04
Land and other property acquisitions to occur based on demand and deficiencies including parks, open space, trails, corridors and recreational facilities.
394
2023-2024 Preliminary Budget Section VII: Capital Planning
Parks, Arts and Recreation Projects 2024 2025 2026 2027 2028 2029 6 Year Total
Lakeland Hills Nature Area -$ -$ -$ 5,000$ 5,000$ 5,000$ 15,000$
Sunset Park 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Total Parks, Arts and Recreation Projects 10,000$ 10,000$ 10,000$ 15,000$ 15,000$ 15,000$ 75,000$
Summary of Impacts of 2023 -2024 Capital Projects on Future Operating Expenses
395
2023-2024 Preliminary Budget Section VII: Capital Planning
396
2023-2024 Preliminary Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
Twenty General Municipal and Community Improvement projects totaling $6,810,700 are budgeted
in 2023 and twelve projects totaling $8,851,366 are budgeted for 2024. Major projects include the
following:
• The Golf Course Driving Range project ($100,000 in 2023 and $1,600,000 in 2024) will
build a 14-18 stall driving range in the current warm up area on the northwest portion if the
property. (See Map – “A”
• The 104th Avenue Park Development Project ($1,289,490 in 2023) will complete the Master
Plan and fund park improvements including parking, trails, restroom, and playground.
(See Map – “B”)
• The City Hall Annex Debt Service ($553,400 in 2023 and $552,700 in 2024) for GO Bonds
issued for the City Hall Annex Building.
• The Downtown Infrastructure Improvements project ($500,000 in 2023 and $2,081,866 in
2024) will construct utility, roadway, security, and parking lot infrastructure improvements
within the Downtown Core to improve system capacities to allow for continued re-
development and revitalization of the downtown area, (See Map – “C”)
• The Lea Hill Safe Routes to Schools ($85,000 in 2023 and $1,043,000 in 2024) 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 Facility Master Plan Phases 2,3, & 4 ($2,300,000 in 2024) will begin the design to
complete improvements over an estimated 6-year time frame to the Public Works
Maintenance & Operations Facilities, the Parks, Arts and Recreation Maintenance &
Operations Facilities and to Police Facilities.
• Local Revitalization Debt Service ($150,800 in 2023 and $148,800 in 2024) for GO Bonds
issued for the Downtown Promenade Improvements.
397
2023-2024 Preliminary Budget Section VII: Capital Planning
2023 2024
Title Project #Budget Budget Page
104th Ave. Park Development cp1619 1,289,490 - 399
2022 Sidewalk & ADA Improvement Project cp2131 10,000 - 399
2022 Neighborhood Traffic Calming Program Focus Area cp2217 200,000 - 399
2023 City Safety Pedestrian Crossing Enhancements gcbd19 80,000 560,000 400
Auburn Arts & Culture Center Renovation cp1612 1,028,000 - 400
Auburn Way South (SR-164) - Southside Sidewalk Imp.cp2129 750,000 - 400
Downtown Infrastructure Improvements cp1616 500,000 2,081,866 401
City Hall Annex -Debt Service N/A 553,400 552,700 401
Citywide Street Lighting Improvements gcbd09 50,000 50,000 401
Downtown Decorative LED Conversion cp2222 7,000 - 402
Facility Master Plan Phases 2,3 and 4 gcbd20 - 2,300,000 402
Golf Course Driving Range gcbd21 100,000 1,600,000 402
HVAC Equipment Replacement gcbd17 37,510 - 403
Justice Center Renovation gcbd22 325,000 - 403
Lea Hill Safe Routes to Schools gcbd16 85,000 1,043,000 403
Local Revitalization -Debt Service N/A 150,800 148,800 404
M&O Fuel Tank Replacement erbd01 20,000 - 404
Neighborhood Traffic Calming Program gcbd06 250,000 250,000 404
Public Art gcbd05 187,500 30,000 405
Sidewalk Repair and Accessibility Program gcbd01 1,007,000 50,000 405
Traffic Signal Replacement & Improvements gcbd07 180,000 185,000 405
Total Municipal & Community Improvement Projects 6,810,700 8,851,366
2023 -2024 General Municipal & Community Improvement Projects
398
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State 100,000 400,000 400,000
Local -
Park Impact Fees 412,745 889,490 889,490
REET 2,424 -
Subtotal 515,169 1,289,490 - - - - - 1,289,490
Capital Costs:
Design 264,732 -
Right of Way -
Construction 250,437 1,289,490 1,289,490
Subtotal 515,169 1,289,490 - - - - - 1,289,490
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $12,500
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 270,000 10,000 10,000
Other-Developer Fees -
Subtotal 270,000 10,000 - - - - - 10,000
Capital Costs:
Design 15,660 -
Right of Way -
Construction 254,340 10,000 10,000
Subtotal 270,000 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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
Other (ARPA)200,000 200,000
REET 45,000 -
Other-Cumulative Reserve Fund -
Subtotal 45,000 200,000 - - - - - 200,000
Capital Costs:
Design 45,000 -
Right of Way -
Construction 200,000 200,000
Subtotal 45,000 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 2022 Sidewalk & ADA Improvement Project
Project No: cp2131
This project was developed as part of the Sidewalk Repair and Accessibility program (TIP N-2), and will construct ADA compliant curb ramps, driveways, and sidewalks at various locations
throughout the City.
Project Name: 2022 Neighborhood Traffic Calming Program Focus Area
Project No: cp2217
This project will implement the improvements identified within the 2022 focus area, following data collection and analysis and community engagement. The 2022 project area is the
neighborhood located between 21st St SE from M St SE to R St SE and 33rd St SE between M St SE and R St SE.
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.
399
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State 72,000 560,000 632,000
Local -
REET 8,000 8,000
Other-Developer Fees -
Subtotal - 80,000 560,000 - - - - 640,000
Capital Costs:
Design 80,000 80,000
Right of Way -
Construction 560,000 560,000
Subtotal - 80,000 560,000 - - - - 640,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Capital Improvements Fund 328 255,150 -
Park Impact Fees 1,576,600 500,000 500,000
State 490,000 -
Local 423,000 528,000 528,000
Contributions 14,850 -
Other-Cumulative Reserve Fund 42,200 -
Subtotal 2,801,800 1,028,000 - - - - - 1,028,000
Capital Costs:
Design 373,761 75,000 75,000
Right of Way -
Construction 2,428,039 953,000 953,000
Subtotal 2,801,800 1,028,000 - - - - - 1,028,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $95,000
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State 80,000 615,000 615,000
Local -
REET 15,000 60,000 60,000
Other-Muckleshoot Indian Tribe 75,000 75,000
Subtotal 95,000 750,000 - - - - - 750,000
Capital Costs:
Design 95,000 -
Right of Way -
Construction 750,000 - - - - - 750,000
Subtotal 95,000 750,000 - - - - - 750,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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.
Project Name: 2023 City Safety Pedestrian Crossing Enhancements
Project No: gcbd19
The project will install RRFBs at four locations around the City, at the SE 304th Street/116th Avenue intersectionl, on R Street SE to the north of 37th Street SE, at the S 296th Street/57th
Place S intrsection, and at M Street SE/33rd Street SE.
Project Name: Auburn Arts & Culture Center Renovation
Project No: cp1612
The project will construct 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.
Project Name: Auburn Way South (SR-164) - Southside Sidewalk Improvements
Project No: cp2129
400
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Local Revitalization Fund 330 17,329 245,000 245,000
State -
Local -
Other (ARPA)255,000 2,081,866 2,336,866
Contributions -
Subtotal 17,329 500,000 2,081,866 - - - - 2,581,866
Capital Costs:
Design 500,000 500,000
Right of Way -
Construction 17,329 2,081,866 2,081,866
Subtotal 17,329 500,000 2,081,866 - - - - 2,581,866
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 1,869,650 553,400 552,700 553,750 551,625 548,875 553,000 3,313,350
Subtotal 1,869,650 553,400 552,700 553,750 551,625 548,875 553,000 3,313,350
Capital Costs:
Design -
Monitoring -
Long-Term Debt Service 1,869,650 553,400 552,700 553,750 551,625 548,875 553,000 3,313,350
Subtotal 1,869,650 553,400 552,700 553,750 551,625 548,875 553,000 3,313,350
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 105,640 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Other-Transportation Fees -
Subtotal 105,640 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Capital Costs:
Design -
Right of Way -
Construction 105,640 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal 105,640 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: City Hall Annex -Debt Service
Project No: N/A
To pay scheduled debt service costs on 2010 General Obligation bonds issued for the City Hall Annex.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Citywide Street Lighting Improvements
The project funds street lighting improvements throughout the City.
Project No: various, gcbd09
Project Name: Downtown Infrastructure Improvements
Project No: cp1616
This project will construct utility, roadway, security and parking lot infrastructure improvements within the Downtown Core to improve system capacitys to allow for continued re-development
and revitalization of the downtown. This may include the replacement of surface treatments, security and lighting within the B Street SE Plaza, reconfiguration of the City owned public parking
lot between Safeway and Main Street to address pedestrian and vehicular circulation and enhanced parking lot lighting; remove and/or replace existing landscaping to allow more flexibility and
enhanced site lines 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, and replace/relocate utility systems to facilitate re-development opportunities, and the replacement of the sidewalk or other roadway improvements along Main Street
between Auburn Avenue and Auburn Way.
401
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 165,000 7,000 7,000
Other-Developer Fees -
Subtotal 165,000 7,000 - - - - - 7,000
Capital Costs:
Design 5,000 -
Right of Way -
Construction 160,000 7,000 7,000
Subtotal 165,000 7,000 - - - - - 7,000
Capacity Project: YES Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Bond Proceeds 7,200,000 11,840,000 9,860,000 4,680,000 33,580,000
REET 2,300,000 1,200,000 1,200,000 1,200,000 5,900,000
Other (Water, Sewer & Storm Funds)1,000,000 1,000,000 1,000,000 3,000,000
Subtotal - - 2,300,000 7,200,000 14,040,000 12,060,000 6,880,000 42,480,000
Capital Costs:
Design 2,300,000 2,480,000 1,840,000 300,000 680,000 7,600,000
Acquisition 2,200,000 2,200,000
Construction 2,520,000 10,000,000 9,560,000 4,000,000 26,080,000
Long-Term Debt Service 2,200,000 2,200,000 2,200,000 6,600,000
Subtotal - - 2,300,000 7,200,000 14,040,000 12,060,000 6,880,000 42,480,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 1,400,000 1,400,000
Park Impact Fees 100,000 200,000 300,000
Subtotal - 100,000 1,600,000 - - - - 1,700,000
Capital Costs:
Design 100,000 100,000
Right of Way -
Construction 1,600,000 1,600,000
Subtotal - 100,000 1,600,000 - - - - 1,700,000
Project Name: Golf Course Driving Range
Project No: gcbd21
The Auburn Golf Course is a leading Public Play Golf Course in the Region hosting over 50,000 rounds per year. It is lacking a teaching/warm up area that will both create new revenues and
"grow the game". An approximate 14-18 stall driving range is proposed on the current casual warm up area on the NW portion of the property. It is anticipated that the range will produce
approximately $200,000 in new net revenue per year.
The project will retrofit downtown decortive street and pedestrians lights to new energy efficient LEDs. Some lights can be modified and some will required new LED fixtures. The design
phase will determine the which locations and included in this project and the type of upgrade needed at each.
Project Name: Facility Master Plan Phases 2,3 and 4
Project No: gcbd20
Phase 2, 3 and 4 of the Facility Master Plan will complete improvements over an anticipated 6 year time frame to the Public Works Maintenance and Operations Facilities, the Parks, Arts and
Recreation Maintenance and Operations Facilities, to the Police Facilities. These improvements were identified in a Facility Master Plan that was completed and adopted by the City Council
in 2021. The improvements include:
Police: Completion of a Master Site Plan for a new police headquarters, construction of a new evidence storage facility, and renovation of the existing Justice Center in accordance with the
Master Site Plan.
Parks: Relocation of the green house and bulk bins, additional crew space and renovation of the Game Farm Park M&O Facilities, renovation of the GSA Park M&O Facilities, and
construction of M&O satellite facilities.
Public Works: Removal of the Deed Restriction on a portion of the GSA Park property, enclosure of the existing vehicle storage bays, construction of a new crew building and replacement
parking, construction of an access to 15th Street SW, renovation of the existing M&O building for additional central stores warehousing and maximizing building use for crew and storage
needs, and construction of covered parking for high valued fleet equipment.
The complete project is estimated to cost approximately $39.1M.
Project Name: Downtown Decorative LED Conversion
Project No: cp2222
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project will increase operating revenues by approximate $250,000 per year upon full implementation
of programs. Expenses will increase by approximately $50,000 per year.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): New LED's can save upto 60% on the power bill relative to the existing lights. In addition, PSE is offering
energy efficiency rebates for LED upgrades which may be available to the City.
402
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Facilities Fund 505 297,220 37,510 37,510
State -
Local -
REET -
Other-Developer Fees -
Subtotal 297,220 37,510 - - - - - 37,510
Capital Costs:
Design -
Right of Way -
Construction 297,220 37,510 37,510
Subtotal 297,220 37,510 - - - - - 37,510
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 325,000 325,000
Other-Developer Fees -
Subtotal - 325,000 - - - - - 325,000
Capital Costs:
Design -
Right of Way -
Construction 325,000 325,000
Subtotal - 325,000 - - - - - 325,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal 70,000 843,000 913,000
State -
Local -
REET 15,000 200,000 215,000
Other-Developer Fees -
Subtotal - 85,000 1,043,000 - - - - 1,128,000
Capital Costs:
Design 85,000 85,000
Right of Way -
Construction 1,043,000 1,043,000
Subtotal - 85,000 1,043,000 - - - - 1,128,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Justice Center Renovation
Project No: gcbd22
Replace carpet throughout the police department and replace exterior door hardware.
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. 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: various, gcbd17
Replace HVAC Equipment at Auburn Senior Center, Mountain View Cemetery, Arts & Culture Center building, Maintenance and Operations building and the Auburn Avenue Theater.
403
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 604,700 150,800 148,800 151,300 148,000 149,300 149,800 898,000
Other-Developer Fees -
Subtotal 604,700 150,800 148,800 151,300 148,000 149,300 149,800 898,000
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 604,700 150,800 148,800 151,300 148,000 149,300 149,800 898,000
Subtotal 604,700 150,800 148,800 151,300 148,000 149,300 149,800 898,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Equipment Rental Fund 560 60,000 20,000 20,000
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm Funds)240,000 - -
Subtotal 300,000 20,000 - - - - - 20,000
Capital Costs:
Design 25,000 -
Right of Way -
Construction 275,000 20,000 20,000
Subtotal 300,000 20,000 - - - - - 20,000
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 48,610 50,000 50,000 250,000 250,000 250,000 250,000 1,100,000
Other (ARPA)200,000 200,000 400,000
Subtotal 48,610 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Capital Costs:
Design 5,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Right of Way -
Construction 43,610 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal 48,610 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M & O Fuel Tank Replacement
Project Name: Local Revitalization -Debt Service
Project Name: Neighborhood Traffic Calming Program
Project No: erbd01
Project No: N/A
To pay debt service costs on 2010 General Obligation bonds issued for the Downtown Promenade improvements.
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: various, gcbd06
This program will provide educational material, and implement an areawide approach to traffic calming in residential neighborhood, which includes community outreach and participation, to
ensure the improvements are supported by engineering studies and the community. The annual focus area will be selected based on identified needs, and location within the HUD qualified
census tracks for 2022, 2023, and 2024. The needs evaluation includes request history, crash history, number of of potential through streets between arterials or collectors, and destinations
such as schools, parks, transit stops, and convenience stores.
404
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 187,500 30,000 30,000 30,000 30,000 - 307,500
Other (Water, Sewer & Storm Funds)-
Subtotal - 187,500 30,000 30,000 30,000 30,000 - 307,500
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 137,500 30,000 30,000 30,000 30,000 - 257,500
Subtotal - 187,500 30,000 30,000 30,000 30,000 - 307,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Other (ARPA)800,000 800,000
REET 399,235 107,000 205,000 210,000 215,000 220,000 957,000
Other-Transportation Fees 50,000 100,000 50,000 50,000 50,000 50,000 50,000 350,000
Subtotal 449,235 1,007,000 50,000 255,000 260,000 265,000 270,000 2,107,000
Capital Costs:
Design 98,538 201,400 10,000 51,000 52,000 53,000 54,000 421,400
Right of Way -
Construction 350,697 805,600 40,000 204,000 208,000 212,000 216,000 1,685,600
Subtotal 449,235 1,007,000 50,000 255,000 260,000 265,000 270,000 2,107,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:3 Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 412,619 180,000 185,000 190,000 195,000 200,000 205,000 1,155,000
Other-Developer Fees -
Subtotal 412,619 180,000 185,000 190,000 195,000 200,000 205,000 1,155,000
Capital Costs:
Design -
Right of Way -
Construction 412,619 180,000 185,000 190,000 195,000 200,000 205,000 1,155,000
Subtotal 412,619 180,000 185,000 190,000 195,000 200,000 205,000 1,155,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Public Art
The program replaces damaged sidewalks throughout the City, adds new curb ramps, and replaces existing curb ramps that do not meet current American with Disabilities Act (ADA)
requirements. 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. The program also uses fees collected from residents choosing to pay a fee to the City for replacement of damaged sidewalk sections that they are
responsible for (caused by their private trees). Typically HUD funds (not shown below) are also transferred into this program to complete accessibility improvements in qualifying
neighborhoods. $800k of ARPA funds in 2023 is assumed carryforward from 2022. $100k of SW repair fees shown in 2023 assume the $50k of fees in 2022 are carried forward into 2023.
Project Name: Sidewalk Repair and Accessibility Program
Project No: various, gcbd01
Project No: gcbd05
The City designates $30,000 annually toward the purchase of public art, for placement at designated locations throughout the City.
Project Name: 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).
405
2023-2024 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Facilities Fund 505 297,220 37,510 - - - - - 37,510
Equipment Rental Fund 560 60,000 20,000 - - - - - 20,000
Capital Improvements Fund 328 255,150 - - - - - - -
Local Revitalization Fund 330 17,329 245,000 - - - - - 245,000
Federal - 70,000 843,000 - - - - 913,000
State 670,000 1,087,000 560,000 - - - - 1,647,000
Local 423,000 528,000 - - - - - 528,000
Park Impact Fees 1,989,345 1,489,490 200,000 - - - - 1,689,490
REET 3,937,878 1,703,700 4,916,500 1,430,050 2,634,625 2,643,175 2,627,800 15,955,850
Contributions 14,850 - - - - - - -
Other (ARPA)- 1,455,000 2,281,866 - - - - 3,736,866
Other-Muckleshoot Indian Tribe - 75,000 - - - - - 75,000
Other-Developer Fees - - - - - - - -
Other-Transportation Fees 50,000 100,000 50,000 50,000 50,000 50,000 50,000 350,000
Other-Cumulative Reserve Fund 42,200 - - - - - - -
Bond Proceeds - - - 7,200,000 11,840,000 9,860,000 4,680,000 33,580,000
Other (Water, Sewer & Storm Funds)240,000 - - - 1,000,000 1,000,000 1,000,000 3,000,000
Total 7,996,972 6,810,700 8,851,366 8,680,050 15,524,625 13,553,175 8,357,800 61,777,716
Capital Costs:
Design 927,691 1,141,400 2,360,000 2,581,000 1,942,000 403,000 784,000 9,211,400
Environmental & Monitoring - - - - - - - -
Right of Way - - - - - - - -
Construction 4,594,931 4,965,100 5,789,866 3,194,000 10,683,000 10,252,000 4,671,000 39,554,966
Acquisition - - - 2,200,000 - - - 2,200,000
Long-Term Debt Service 2,474,350 704,200 701,500 705,050 2,899,625 2,898,175 2,902,800 10,811,350
Total 7,996,972 6,810,700 8,851,366 8,680,050 15,524,625 13,553,175 8,357,800 61,777,716
TOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTS
General Municipal & Community Imp. Projects 2024 2025 2026 2027 2028 2029 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 95,000 95,000 570,000
Golf Course Driving Range (Revenues)(200,000) (200,000) (200,000) (200,000) (200,000) (1,000,000)
Total General Municipal & Community Imp. Projects 107,500$ (92,500)$ (92,500)$ (92,500)$ (92,500)$ (92,500)$ (355,000)$
Summary of Impacts of 2023 -2024 Capital Projects on Future Operating Expenses
406
2023-2024 Preliminary Budget Section VII: Capital Planning
407
2023-2024 Preliminary Budget Section VII: Capital Planning
408
2023-2024 Preliminary Budget Section VII: Capital Planning
Other Proprietary Fund Projects
Airport Fund: (See Map – “A”)
Five capital projects totaling $4,238,290 are budgeted for 2023 and four capital projects totaling
$1,101,110 are budgeted for 2024 in the Airport fund.
The Airport Projects includes the following:
• Runway/Taxiway Rehab, RSA Grading & PAPI project ($3,611,110 in 2023) 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. This project will also complete
necessary improvements to comply with the FAA requirements for the Runway Safety Area
along with installing Precision Approach Path Indicator (PAPI) for runway to replace aging
Visual Approach Slope Indicator (VASI) system and install LED taxiway lighting.
• Open T-Hangar upgrades ($840,000 in 2024) will replace or upgrade hangar facilities and
convert one open row to closed hangars to meet increasing demand for closed units.
• The Annual Repair and Replacement of Airport Facilities Project ($400,000 in 2023 and
$100,000 in 2024) will provide funding for completing various capital repairs at the Airport.
Cemetery Fund: (See Map – “B”)
Two capital projects totaling $355,000 are budgeted for 2023 in the Cemetery fund.
• Cemetery Development -10th addition project ($150,000 in 2023) will develop 1 acre of
existing property to add 1,200 new grave sites to the cemetery.
• The Forest Walk -Phase 3 project ($205,000 in 2023) will develop existing property to add
approximately 1,500 new cremation sites.
Forest Walk Project 10th Addition project
409
2023-2024 Preliminary Budget Section VII: Capital Planning
2023 2024
Title Project #Budget Budget Page
Annual Airport Pavement Maintenance apbd12 82,180 50,000 411
Annual Repair and Maintenance of Airport Facilities apbd05 400,000 100,000 411
AWOS, Beacon & Emergency Generator apbd17 - 111,110 411
Open T-Hangar Upgrades cp2201 - 840,000 412
Precision Instrument Approach apbd15 25,000 - 412
Runway/Taxiway Rehab, RSA Grading & PAPI project cp2213 3,611,110 - 412
Security Fencing apbd16 120,000 - 413
Subtotal Airport Fund Projects 4,238,290 1,101,110
Cemetery Development -10th addition cmbd03 150,000 413
Forest Walk -Phase 3 cmbd04 205,000 - 413
Subtotal Cemetery Fund Projects 355,000 -
Total Other Proprietary Fund Projects 4,593,290 1,101,110
2023 -2024 Other Proprietary Fund Projects
410
2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion: Beyond 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund - 82,180 50,000 50,000 100,000 100,000 100,000 482,180
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - 82,180 50,000 50,000 100,000 100,000 100,000 482,180
Capital Costs:
Design 14,180 5,000 5,000 10,000 10,000 10,000 54,180
Environmental Assessment -
Construction 68,000 45,000 45,000 90,000 90,000 90,000 428,000
Subtotal - 82,180 50,000 50,000 100,000 100,000 100,000 482,180
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 2023-2028
Funding Sources:2 Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 134,778 400,000 100,000 100,000 138,000 146,000 100,000 984,000
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal 134,778 400,000 100,000 100,000 138,000 146,000 100,000 984,000
Capital Costs:
Design 29,504 75,000 20,000 20,000 25,000 25,000 20,000 185,000
Right of Way -
Construction 105,274 325,000 80,000 80,000 113,000 121,000 80,000 799,000
Subtotal 134,778 400,000 100,000 100,000 138,000 146,000 100,000 984,000
Capacity Project: NO Anticipated Year of Completion:2025
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 5,555 100,000 105,555
Federal 100,000 900,000 1,000,000
State 5,555 5,555
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - - 111,110 1,000,000 - - - 1,111,110
Capital Costs:
Design 111,110 160,000 271,110
Right of Way -
Construction 840,000 840,000
Subtotal - - 111,110 1,000,000 - - - 1,111,110
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.
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: AWOS, Beacon & Emergency Generator
Project No: apbd17
This project will fund the environmental, design and construction of an Automated Weather Observation System (AWOS), Beacon and emergency
generator. This will be funded at 90% by the FAA.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000
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.
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2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2026
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 250,000 - 250,000 250,000 500,000
Federal 500,000 590,000 590,000 1,180,000
State -
Local -
State Loan 750,000 -
Other -Public/Private Partnership -
Subtotal 1,500,000 - 840,000 - 840,000 - - 1,680,000
Capital Costs:
Design 200,000 50,000 50,000 100,000
Right of Way -
Construction 1,300,000 790,000 790,000 1,580,000
Subtotal 1,500,000 - 840,000 - 840,000 - - 1,680,000
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 5,890 25,000 25,000
Federal 52,980 -
State -
Local -
State Loan -
Other -Public/Private Partnership -
Subtotal 58,870 25,000 - - - - - 25,000
Capital Costs:
Design 58,870 25,000 25,000
Environmental Assessment -
Construction -
Subtotal 58,870 25,000 - - - - - 25,000
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 23,729 180,555 180,555
Federal 421,120 3,250,000 3,250,000
State 23,729 180,555 180,555
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal 468,578 3,611,110 - - - - - 3,611,110
Capital Costs:
Design 468,578 350,000 350,000
Environmental Assessment -
Construction 3,261,110 3,261,110
Subtotal 468,578 3,611,110 - - - - - 3,611,110
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000
Project No: cp2213
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 and install LED taxiway lighting.
Project No: cp2201
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: apbd15
This project will upgrade the Airport's current instrument approach. AGIS is required to identify obstructions. The Airportwill receive an FAA grant to
fund 90% of project costs.
Project Name: Runway/Taxiway Rehab, RSA Grading & PAPI project
Project Name: Precision Instrument Approach
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 1 open hangar rows to closed hangars, and replace old doors on the airport's "H" hangar row. This will increase airport revenues at
approximately $50,000 annually. Similar projects planned in 2024 and 2026 if project is eligible to use FAA funding.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Open T-Hangar Upgrades & Door Replacement
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2023-2024 Preliminary Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund -
Federal 120,000 120,000
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - 120,000 - - - - - 120,000
Capital Costs:
Design -
Environmental Assessment -
Construction 120,000 120,000
Subtotal - 120,000 - - - - - 120,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Cemetery Fund 45,700 150,000 150,000
Federal -
State -
Local -
Bond Revenue -
Cemetery Endowed Care Fund -
Subtotal 45,700 150,000 - - - - - 150,000
Capital Costs:
Design 45,700 - -
Environmental Assessment -
Construction 150,000 150,000
Subtotal 45,700 150,000 - - - - - 150,000
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 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Cemetery Fund 205,000 205,000
Federal -
State -
Local -
Bond Revenue -
Cemetery Endowed Care Fund -
Subtotal - 205,000 - - - - - 205,000
Capital Costs:
Design - -
Environmental Assessment -
Construction 205,000 205,000
Subtotal - 205,000 - - - - - 205,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Forest Walk -Phase 3
Project No: cp1831
Develop existing cemetery property to add approximately 1,500 new cremation sites.
Project No: apbd16
Install security fencing to enclose the remaining portion of unfenced area of the airport perimeter. The Airport will be receiving a 100% Federal Security
grant in 2023 to fund construction of the project.
Project Name: Cemetery Development -10th addition
Project No: cp2228
Develop 1 acre of existing property to add 1,200 new grave sites to the cemetery.
Project Name: Security Fencing
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2023-2024 Preliminary Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources:Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 414,397 687,735 405,555 250,000 488,000 246,000 200,000 2,277,290
Cemetery Fund 45,700 355,000 - - - - - 355,000
Federal 974,100 3,370,000 690,000 900,000 590,000 - - 5,550,000
State 23,729 180,555 5,555 - - - - 186,110
Local - - - - - - - -
State Loan 750,000 - - - - - - -
Cemetery Endowed Care Fund - - - - - - - -
Other -Public/Private Partnership - - - - - - - -
Total 2,207,926 4,593,290 1,101,110 1,150,000 1,078,000 246,000 200,000 8,368,400
Capital Costs:
Design 802,652 464,180 186,110 185,000 85,000 35,000 30,000 985,290
Environmental Assessment - - - - - - - -
Right of Way - - - - - - - -
Construction 1,405,274 4,129,110 915,000 965,000 993,000 211,000 170,000 7,383,110
Total 2,207,926 4,593,290 1,101,110 1,150,000 1,078,000 246,000 200,000 8,368,400
TOTAL CAPITAL COSTS and FUNDING SOURCES - OTHER PROPRETARY FUNDS
Other Proprietary Projects 2024 2025 2026 2027 2028 2029 6 Year Total
AWOS, Beacon & Emergency Generator -$ -$ 2,000$ 2,000$ 2,000$ 2,000$ 8,000$
Runway/Taxiway Rehab, RSA Grading & PAPI project 2,000 2,000 2,000 2,000 2,000 2,000 12,000
Total Other Proprietary Projects 2,000$ 2,000$ 4,000$ 4,000$ 4,000$ 4,000$ 20,000$
Summary of Impacts of 2023 -2024 Capital Projects on Future Operating Expenses
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2023-2024 Preliminary Budget Section VII: Capital Planning
415
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