HomeMy WebLinkAbout2013-2014 Adopted Budget with Org Charts - 7-23-2013.pdf
CITY OF AUBURN
WASHINGTON
2013-2014 BIENNIAL BUDGET
For Fiscal Years January 1, 2013 to December 31, 2013
and January 1, 2014 to December 31, 2014
January 1, 2013
Prepared by Department of Finance
CITY OFFICIALS
MAYOR
Pete Lewis
CITY COUNCIL
Nancy Backus John Holman Wayne Osborne
John Partridge Bill Peloza Largo Wales Rich Wagner
DEPARTMENT DIRECTORS
Finance Director Shelley Coleman City Attorney Dan Heid
Human Resources / Risk & Property Mgmt. Director Brenda Heineman
Innovation and Technology Director Ron Tiedeman
Parks, Arts and Recreation Director Daryl Faber
Planning and Development Director Kevin Snyder
Police Chief Bob Lee
Public Works Director Dennis Dowdy
AUBURN’S VISION FOR THE FUTURE:
As a city of regional significance, proud of its small town heritage as well as
the diversity of its people and neighborhoods,
Auburn offers an opportunity for people of all ages to enjoy life.
CITY OF AUBURN MISSION STATEMENT
To provide a service-oriented government that
meets the needs of our citizens and business community through
efficient and professional management with responsive and accessible leadership.
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to the City of Auburn, Washington for its biennial budget for the fiscal year January 1,
2011 through December 31, 2012. In order to receive this award, a governmental unit must publish a budget
document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a
communications tool.
This award is valid for one biennium only. We believe our budget continues to conform to program requirements,
and we are submitting it to the GFOA to determine its eligibility for another award.
TABLE OF CONTENTS
2013 – 2014 BIENNIAL BUDGET
TRANSMITTAL LETTER .............................................................................................................................................. 1
The Budget Process ....................................................................................................................................... 2
2013 – 2014 Biennial Budget Considerations .................................................................................................. 3
Our Fiscal Condition ........................................................................................................................ 3
Significant Budget Measures and Initiatives ........................................................................................ 5
Vision 2016 ...................................................................................................................................... 6
Closing Comments ........................................................................................................................... 8
SECTION I: BUDGET SUMMARY ............................................................................................................................. 9
Reader’s Guide ............................................................................................................................................. 9
Financial Structure of the City Budget ........................................................................................................... 10
General Fiscal Environment .......................................................................................................................... 13
Key Issues Affecting the 2013 – 2014 Budget Process ..................................................................................... 15
2013 Budget Summary – All Funds ............................................................................................................... 18
2014 Budget Summary – All Funds .............................................................................................................. 20
Staffing Trends ............................................................................................................................................ 25
SECTION II: PROCESS/POLICIES .............................................................................................................................. 31
Basis of Budgeting ........................................................................................................................................ 31
Budget Purpose .......................................................................................................................................... 35
Budget Process ............................................................................................................................................ 35
Budget Structure ......................................................................................................................................... 36
Components of the Budget ......................................................................................................................... 37
Capital Planning ......................................................................................................................................... 37
Budget Policies ........................................................................................................................................... 40
Citywide Goals and Strategies ..................................................................................................................... 43
2011 – 2012 Progress on Citywide Goals ...................................................................................................... 44
2013 – 2014 Budget Strategy ....................................................................................................................... 46
SECTION III: FINANCIAL PLAN ............................................................................................................................. 49
Introduction ............................................................................................................................................... 49
Analysis of 2013 – 2014 Revenues by Sources for All Funds .......................................................................... 50
Analysis of 2013 – 2014 Budgeted Expenditures for All Funds ...................................................................... 52
Revenue Analysis ........................................................................................................................................ 54
General Fund ................................................................................................................................. 54
Special Revenue Funds ................................................................................................................... 59
Capital Project Funds ...................................................................................................................... 61
Enterprise Funds ............................................................................................................................. 63
Internal Service Funds ..................................................................................................................... 65
Fiduciary Funds .............................................................................................................................. 66
Permanent Fund............................................................................................................................. 67
General Fund Six-Year Forecast ................................................................................................................... 68
Long-Term Debt Obligations and Debt Capacity .......................................................................................... 70
General Fund Fiscal Capacity ...................................................................................................................... 74
Working Capital ......................................................................................................................................... 76
SECTION IV: OPERATING BUDGET ........................................................................................................................ 81
Introduction ................................................................................................................................................ 81
Total Baseline Budget ................................................................................................................................. 82
Total General Fund ..................................................................................................................................... 83
Mayor and City Council.............................................................................................................................. 85
Human Resources and Risk Management ..................................................................................................... 91
Finance ...................................................................................................................................................... 95
Legal….. .................................................................................................................................................... 129
Planning & Development and Community Services .................................................................................... 135
Police Department and SCORE (South Correctional Entity) ......................................................................... 147
Public Works, Facilities and Emergency Management ................................................................................. 157
Parks, Arts and Recreation ......................................................................................................................... 195
Innovation and Technology ...................................................................................................................... 213
SECTION V: DETAILS ........................................................................................................................................... 221
2013 Revenue by Type – All Funds ............................................................................................................ 222
2013 Expenditure by Object – All Funds .................................................................................................... 224
2014 Revenue by Type – All Funds ............................................................................................................ 226
2014 Expenditure by Object – All Funds .................................................................................................... 228
Administrative Structure ............................................................................................................................ 231
Costs by Administrative Structure ............................................................................................................... 232
Departmental Expenditures by Cost Center: General Fund ........................................................................ 233
Citywide Interfund Operating Transfers ..................................................................................................... 235
SECTION VI: PROGRAM IMPROVEMENTS AS PROPOSED BY CITY DEPARTMENTS ............................................ 237
SECTION VII: CAPITAL PLANNING, PROGRAMMING, AND BUDGETING .......................................................... 255
2013 – 2014 Capital Budget ....................................................................................................................... 256
Capital Facility Items – Transportation Projects .......................................................................................... 258
Capital Facility Items – Water Utility Projects ............................................................................................. 272
Capital Facility Items – Sanitary Sewer Projects ........................................................................................... 280
Capital Facility Items – Storm Drainage Projects ......................................................................................... 286
Capital Facility Items – Parks and Recreation Projects ................................................................................. 294
Capital Facility Items – General Municipal & Community Improvement Projects ......................................... 302
Capital Facility Items – Other Proprietary Projects ...................................................................................... 310
SECTION VIII: APPENDICES
Appendix A: Employee Position Classification Salary Schedule ................................................................... 317
Appendix B: History of Auburn and Community Information .................................................................. 323
Appendix C: Agenda Bill and Ordinance 6432 ......................................................................................... 341
Appendix D: Glossary ............................................................................................................................. 347
Page 1
January 1, 2013
Citizens of Auburn
c/o City of Auburn
25 West Main
Auburn, Washington 98001
Re: Transmittal of the 2013-2014 Preliminary Biennial Budget
Dear Citizens of Auburn:
It is with pleasure that I present the City of Auburn’s Preliminary Biennial Budget for 2013-2014. The City
budget serves several purposes: It is a policy guide which presents the values and vision of the City; it is an
operations plan and shows how we plan to carry out this vision; and finally it is a communications tool
that describes the overall vision of the Council and then allocates available City resources to a variety of
community services and programs. Through the policies established by City Council, the City’s budget
anticipates the basic needs of the City and our citizens’ overall quality of life. Information included herein
presents a course of action that facilitates the City’s continuing development as a responsible, efficient and
effective government.
The City continues to experience both opportunity and challenge. The Great Recession of 2009 has
required us to take a closer look at our business model. Legislative enactments have resulted in limitations
in revenue growth. One of the more significant issues the City needs to address in the future is how to deal
with the cumulative effects of Legislative actions and voter-approved initiatives that limit future growth in
revenues. Through it all, the City has endeavored to maintain a positive development climate by living
within its present resources and we have continued to deliver the high-quality array of services our citizens
have come to demand. The basic economic formula remains the same. City income is divided
approximately into thirds with property tax providing one third, sales tax a third, and fees and fines
providing the remaining third. Because of voter approved measures, State law limits growth in property
tax revenue to 1.0% per year. Sales tax revenues are forecasted to increase modestly as the region and the
rest of the country slowly climb out of the deepest economic downturn since the Great Depression.
Needless to say, if income goes up less than the cost of living expenses, then the City must watch all
revenues and expenditures closely.
The continued success of our many established businesses, together with a variety of new businesses, should
continue to provide support for City services and public facilities in the coming years. Further reduction in
revenues from other sources and the impact of voter-approved initiatives places a priority on preserving as
many programs and services as possible. Local efforts, therefore, will be directed toward Public Safety and
then exploring ways to maintain quality services. In addition, the City will continue supporting those
economic development efforts that will show an economic benefit to the City in the form of new jobs and
sales tax revenue.
Auburn is the center of the largest industrial complex in the northwest and strategically sits in the middle of
the major north-south, east-west routes of this region. We can be proud of our many accomplishments
over the past several years, despite the challenges of the recession. We completed construction of the
Promenade and renovated City Hall Plaza, both of which will serve as an anchor to the future
redevelopment of our downtown economic core. The Auburn Activity Center was built at Les Gove Park,
which serves as a stunning center point for the community to relax from the pressures of daily life.
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In May, 2012 Auburn was identified by the Department of Commerce as one of only fifteen
Innovation Partnership Zones (IPZ) in Washington State that will help Auburn businesses thrive
through partnerships, research, and workforce development. New businesses are springing up all over
the City. In July, Coastal Farm and Ranch opened a 124,000 square foot retail store at the Outlet
Collection of Seattle (formerly known as the SuperMall of the Great Northwest). A new mixed use
project is going in at the old Valley 6 Drive-In Theater, and the HCSA regional hospital laundry facility
will be located in Auburn. Auburn was named a part of the 2012 South King County All American
Cities by the National Civic League. Residents continue to positively cite ‘atmosphere’ and ‘location’
as the top two attributes of the City in the City’s latest survey of the City and City government.
The City’s General Fund continues to be budgeted conservatively. Following a steep decline in
revenues following the 2009 recession, the City’s revenue base is making a slow but steady return.
Expenditure budgets are thoroughly reviewed each year to maintain levels of service needed by our
citizens. While it is anticipated that revenue and expenditures will have moderate increases over
2012, the City will still need to utilize reserves to balance the budget and to preserve vital and basic
public services. Every effort has been made to maintain an adequate ending fund balance in
anticipation of continuing adverse impacts of economic trends and possible regulatory change.
The budget includes program improvements that, in most cases, are supported by offsetting revenue.
Efforts are being made to preserve the current programs that have been adopted in previous years.
THE BUDGET PROCESS
The 2013-2014 budget is the culmination of a detailed process involving both City staff and the City
Council. Council has established the Citywide Vision and Goals. The departments used this vision to
develop the capital and program areas of the 2013-2014 budget. Budget requests were developed
jointly by Department Directors and the Mayor, and presented for review to the City Council over
several workshops. The vision reflects the City’s desire to maintain essential programs at present levels
of service, develop a workable strategy to achieve Council goals, recommend modifications to meet
changes in the City's circumstances, and continue the responsible financial management of the City's
resources.
THE BUDGET DOCUMENT
Each year Auburn’s Vision and Mission Statements are highlighted in the budget document. These
statements, developed jointly by the Council and City staff, describe the City’s direction and priorities.
The statements provide a framework for action and direct future activities and development within
the City.
The 2013-2014 budget format presents the budget as a policy and fiscal planning tool as well as a plan
for the wise commitment of available resources. As in the past, departmental quantitative and
qualitative performance objectives are highlighted throughout the document. These objectives can be
found in the Process/Policies (Section II) and by department in the Operating Budget (Section IV) of
this document. Each department section contains key measures that best show the program
performance of their particular area.
Organization of the budget is intended to focus the reader on the key policy issues involved in its
development and present financial data in meaningful detail while portraying the full scope of the
budget and City operations.
This Letter of Transmittal presents an overview, serves as an introduction, and sets forth the policy
and strategic considerations involved in the budget’s preparation.
Page 3
The Budget Summary (Section I) summarizes the 2013-2014 fiscal plan, presenting budget amounts as
well as staffing trends by department.
The Budget Process/Policies (Section II) describes the purpose and process of the budget document. It
also presents a summary of the policies implemented by the budget. This section identifies City issues,
goals and planned initiatives. It includes policies and priorities that were employed in budget
development along with funding requirements.
The Financial Plan (Section III) outlines the budget as a financial plan, focusing on and analyzing the
budget’s financial data to describe how City operations will be financed and how fiscal resources will
be allocated to different functions and services. This section presents an overall summary of both
revenues and expenditures, including a discussion of General Fund revenue estimates and the basis of
these estimates. Also included is a multi-year (2013-2018) financial forecast of the General Fund based
on the actions and policies of the budget.
The Operating Budget (Section IV) details City operations on a department-by-department, fund-by-
fund basis. Each department includes an organizational chart, mission statement, current year
accomplishments, and next year’s objectives. Also included are historical, current and projected
financial data, staffing, and performance measures by department.
The Details (Section V) depicts a more detailed view of City operations.
Program Improvements (Section VI) discusses the 2013-2014 program improvements that are included
in the budget.
The Capital Program (Section VII) summarizes the City’s 2013-2014 Capital Facilities Plan. This section
provides an overview of those projects budgeted in 2013 and 2014. For future plans in more detail,
see the City’s 2013-2018 Capital Facilities Plan published as a separate document.
2013-2014 BIENNIAL BUDGET CONSIDERATIONS
This biennial budget builds upon past experience and past budgets to protect the sound financial
condition of this City. It continues the initiatives of prior years with a priority placed on Public Safety
and an array of programs responding to community needs. It institutes modest baseline adjustments
that form the basis for maintaining current levels of service as the community grows through natural
expansion and annexation.
Our Fiscal Condition
The budget has been prepared with the objective of maintaining the City’s financial condition and
facilitating achievement of Council objectives. The General and Cumulative Reserve Funds include
essential balances; other fund balances continue to be adequate. The Utility Funds have maintained
healthy working capital balances needed to perform extensive upgrades to their systems.
While revenues are projected to grow modestly over 2013 with the pace slightly quickening in 2014
as the economic recovery is expected to strengthen, lingering threats to the economy remain –
unemployment is stubbornly high here and across the country; a looming economic slowdown in
China threatens world economies; and the uncertainty of the Presidential election and federal budget
cuts from the sequestrations from earlier Congressional action continue to weigh on consumer and
business confidence.
The City continues to support ongoing maintenance and replacement of its aging arterial and local
street infrastructure. Major financing of the City’s Arterial Street program include dedicating 1.0%
utility taxes toward arterial roadway improvements. In addition, the City earmarks sales taxes
Page 4
collected from new construction for the Local Street program, commonly referred to as the Save Our
Streets (SOS) program. This is estimated to total about $1.5 million annually during the 2013-2014
biennium. The current practice of transferring $2.0 million/yr of property taxes to the Local Street
Fund will cease at the end of 2012. All property taxes starting in 2013 will be retained in the General
Fund. At the end of 2013, approximately 16 miles of local streets require rehabilitation. However,
these remaining miles represent the most difficult and most expensive as they will likely require
rebuilding over several years. The cost for this effort outstrips current available resources. During the
2013-2014 biennium, the City will evaluate additional means of financing city-wide transportation
needs.
The 2013 budget for the water and storm drainage utilities include issuance of new revenue bonds of
approximately $12.0 million to support major capital improvement projects. Rate revenue for the
water and storm drainage utilities will be used to repay these new revenue bonds. No new revenue
bonds are anticipated for the sewer utility.
The economic recession also significantly impacted the City’s Golf Course and Cemetery. In 2012, the
City Council created the new Golf Course Debt Service fund for the administration and payment of
annual debt service associated with bond-funded construction of the Clubhouse in 2006. Funding for
these debt service payments was from the General Fund in 2012 and will be from the Cumulative
Reserve Fund in 2013 and 2014.
The Cemetery will receive some financial support during the 2013-14 biennium from the Cumulative
Reserve fund, should it be required. The City will evaluate long-term solutions to resolving the
Cemetery’s financial needs during the biennium. To ensure the long-term maintenance and care of
the Cemetery, the City maintains a Cemetery Endowment fund. This fund receives 15% of all lot,
crypt and niche sales with proceeds legally restricted for the future maintenance and care of the
Cemetery. As of the end of 2012, the Endowment fund will have a fund balance of approximately
$1.5 million.
A number of commercial and service industry additions currently in progress, or in the planning
stages, contribute to an economic picture of ongoing development. These include the new Trades
Building and Student Life Building on the Green River Community College Campus; major
improvements to the Outlet Collection of Seattle (formerly known as the Supermall); the Landmark
Building in downtown Auburn; and the HCSA regional hospital laundry processing facility. The
addition of these new businesses is anticipated to have positive impacts on available revenue.
Sales taxes for 2013 are projected at $12.8 million before transfer of $1.5 million in sales taxes
collected on new construction to the Arterial Street Fund. Due to current economic conditions, a
1.0% annual growth rate in sales taxes, other than new construction, is expected in 2013, increasing to
2.0% starting in 2014 coinciding with a slow but gradual strengthening of the economic recovery.
As noted earlier, our longer-term economic projections for the City remain positive. New businesses
continue to call Auburn home and the City’s recent efforts to promote economic development and
designation as an Innovation Partnership Zone will help to solidify our economic standing.
To ensure stability and continuing economic security, the City has maintained adequate reserves. In
accordance with this strategy, the Cumulative Reserve Fund, which is used as the City’s savings and
rainy day fund, is projected to have a fund balance of $4.1 million by the end of 2014. The General
Fund is projected to end 2014 with $4.4 million in ending fund balance, or 8.0% of operating
expenses as required by City policy. Additionally, an insurance reserve of $1.6 million is maintained
to meet litigation claims and $2.4 million is maintained for certain LEOFF 1 retired firefighters.
Page 5
Significant Budget Measures and Initiatives
Careful financial planning and management allows the City to continue meeting its goals through
implementation of a coordinated strategy by:
1. Limiting new staff and reviewing replacement staff for essential need, and limiting staff and
new programs unless that staff or program can fully support such growth either through new
revenue generation or specific cost reductions.
2. Applying the fiscal capacity of the City to meet potential future needs.
3. Using fund balance or working capital to finance capital equipment that maintains or
enhances productivity.
4. Controlling optional, discretionary expenses.
5. Providing adequate training, technology and tools to enhance productivity.
6. Maintaining a baseline of funding which continues to deliver high-quality municipal services
with special attention to:
a) Continuing support of growth management.
b) Supporting effective law, safety and justice services.
c) Delivering a diversity of recreational and cultural programs.
7. Providing staff support and funding for street maintenance, repair and improvements to meet
planning requirements and benefit from available funding opportunities.
8. Enhancing the capacity of infrastructure where funding opportunities exist by assigning
priority to providing necessary matching funds.
9. Continuing operation of the City's enterprise functions on a business basis.
10. Exploring all opportunities for economic development that will provide a return to the City
of Auburn.
11. Exploring all opportunities for additional services that can be supplied by the City for a fee
that will result in net positive revenue to the City, including any required personnel to deliver
the service.
Budget Status
Since effective fiscal planning is carried out on a multi-year basis, this budget should be viewed in the
context of past budgets. Responsible fiscal management and the City’s current revenue levels have
enabled the City to support a baseline General Fund budget that responds to the City’s need to
provide quality community services at reasonable levels. The 2013 budget allocates $226,354,993
and the 2014 budget allocates $212,945,255 among all budget functions and funds.
The General Fund budget for 2013 is $62,679,549 and $58,864,112 in 2014. The following charts
summarize the City’s budget by fund. The increase in capital project funds in 2014 reflects a
placeholder for construction of the Auburn Community Center. For further detail on this and the rest
of the City’s proposed 2013-14 budget, please refer to the enclosed budget starting with Section 1.
Page 6
A strong financial position is not the only objective of responsible city government. The Council has
developed the future vision of the City.
VISION 2016
The goals set the overall direction for the City and priorities for program support and development.
The 2013-2014 budget allocates the City’s resources to achieve citywide goals. This program is
facilitated by the budget and administered by the Mayor. As such, the goals set the direction of
activity for the various departments throughout the year. A ten year plan called “Vision 2016” was
developed by the Mayor and City Council during the 2006 Council Retreat. Overall goals to guide
development and implementation of the 2013-2014 departmental objectives are presented as follows:
Encourage Economic Development
• Development of the Robertson/Valley Drive-in properties
• Build out I Street Corridor with appropriate buffers
• Development of Emerald Downs area
• Develop the Airport area, including runway extension, new commercial area via land lease
and new entrances on D Street
• Develop/improve Multicare site
• Develop environmental building, commercial and technology in the Green Zone adjacent to
Auburn Environmental Park (AEP), including rezone
• Redevelopment of C Street SW and 15th Street SW properties
• Create Auburn Way South Redevelopment Plan
• Pursue joint economic development area with Muckleshoot Tribe
• Develop strategic plan for making Auburn a center for entertainment and arts
• Market Auburn as the regional entertainment center
• Develop criteria for reviewing City-owned properties
Improve Designated Urban Center
• Improve B Street Plaza
• Revitalize and redevelop urban center with extended areas
• Create medical/hospital zone
General Fund
28%
Special Revenue
Funds
10%
Debt Service
Funds
1%Capital Project
Funds
12%
Enterprise Funds
38%
Internal Service
Funds
9%
Other Funds
2%
2014 Budget
($212,945,255)
General Fund
28%
Special Revenue
Funds
15%
Debt Service
Funds
1%
Capital Project
Funds
4%
Enterprise Funds
41%
Internal Service
Funds
9%
Other Funds
2%
2013 Budget
($226,354,993)
Page 7
• Review zoning codes within Urban Center to allow increased development/density
• Continue efforts to make Auburn’s Urban Center more pedestrian-friendly
• Improve and expand public parking opportunities
Plan Future City Development
• Complete Phase 2 Code Update and Development of a Master Plan Code
• Develop a site plan review process
• Complete Pierce County annexations
Provide for Public Safety
• Ensure that Auburn is a safe and secure place to live or have a business
• Provide adequate funding sources for public safety
• Continue to provide for public safety by holding forums for community needs
Complete Public Works Projects
• Complete I St. Corridor from 40th Street to 277th Street
• Pursue revenue sources to support bonding of Street Preservation
• Complete M St. Underpass
• Continue commitment to Save Our Streets (SOS) Program
Actively Support Regional Transportation Improvements
• Complete SR 164 improvements
• Complete link road from SR 164 to SR 18
Enhance Quality of Life
• Continue to develop the resources of the Les Gove Community Campus including the
Community Center, the Veterans and Human Services Center, and the creation of a truly
centralized park concept
• Complete Green River Trail
• Restore Mill Creek
• Develop espresso/juice bar and possible bike/skate shop on Interurban Trail (seasonal
concessions)
• Restore White Lake
• Proactively work with BNSF to encourage buffer zones at rail yard
• Build south end trail loop and horse trail
• Preserve former Carnegie Library and former Post Office
• Pursue opportunities for indoor and outdoor soccer facilities
• Complete connections from downtown to the Interurban and White River Trails
• Continue efforts to partner with, fund and enhance human services
• Encourage public art on downtown buildings
• Include the area on Auburn Way South from F Street to 12th Street in Les Gove Community
Campus
Page 8
Encourage Sense of Community
• Promote continuous community outreach by involving citizens and business in their City
government
• Continue to seek opportunities to partner and work with the Muckleshoot Indian Tribe
• Promote stability in neighborhoods and the downtown area
• Integrate public efforts with efforts of service clubs and faith community
• Construct Community Center at Les Gove Park
• Work toward unification of new communities with centralized communication and outreach
to bring them into the existing community
• Promote pride in Auburn – “It’s More Than You Imagined”
CLOSING COMMENTS
As Mayor, and as a citizen of Auburn, I am proud of the City’s accomplishments. The City Council
has established a vision for Auburn’s future. Building a bridge to that vision is our challenge as we
move into the 21st Century – and continuing dialogue with Auburn’s citizens and businesses is a firm
foundation for that bridge.
The 2013-2014 budget for the City of Auburn represents a balanced approach to planning for
Auburn's future. It continues a reasonable level of service while maintaining the financial integrity of
the City. The increase in residential development and an increasing population are placing greater
demands upon City services. Increases in programs must be managed carefully and brought on only
as revenues become available. Every opportunity to increase revenue from sales tax must be explored
and careful consideration given to each possibility. The City, businesses and individual citizens must
work hand-in-hand for all of us to succeed.
The City is presenting a conservative, balanced budget that meets the service requirements for
Auburn’s citizens and businesses. The objective, as always, is to provide a reasonable level of service
to the Auburn community within the framework of fiscal integrity and sound financial management.
Auburn is a special place to live, a home of over 70,700 people. Auburn is a city of partnerships and
that also creates additional budget requirements. We deal with three executives, three councils and
thee administrations from King and Pierce Counties and the Muckleshoot Nation at a time when city
finances across the state are strained. This is a challenge for all of us, and we will find solutions that
make sense for Auburn by working together as we have always done.
Sincerely,
Peter B. Lewis
Mayor
2013-2014 Biennial Budget Section I: Budget Summary
Page 9
SECTION I: BUDGET SUMMARY
This section summarizes the 2013-2014 biennial budget and provides comparisons to previous years‟
revenues and expenditures. The section begins with a Readers Guide which provides the reader with the
general layout of the budget document; 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. This
section continues with summarized budget data which shows 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.
Readers 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 nine 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 major changes and upcoming issues that effected 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, Operation Budget – The operating budget is organized by department with each tab
representing the divisions assigned to one of the City‟s eight directors. See the following table “Summary of
Financial Structure” 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.
Section VIII, Appendices – Includes employee salary schedules, “About Auburn” information, adopted
Ordinance, and a glossary of terms.
2013-2014 Biennial Budget Section I: Budget Summary
Page 10
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.
Department Department designates a major department of the City operations, e.g. Public Works and
Parks, Arts and Recreation.
Program A specific distinguishable line of work performed by the department, for the purpose of
accomplishing a function for which government is responsible. For example, “Traffic
Control” is included within the Street Funds.
Object The appropriation unit (object of expenditure) is the level of detail used in the budget to
sort and summarize objects of expenditure according to the type of goods or services
being purchased, e.g., salaries, supplies.
FUND DESCRIPTIONS
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 a another type of fund is not required.
Special Revenue Funds – Special Revenue Funds are used to account for revenues which are legally or
administratively restricted for special purposes. These funds receive revenues from a variety of sources,
including Federal and State grants, taxes, and service fees. These revenues are dedicated to carrying out the
purposes of the individual special revenue fund. The City currently has ten (10) 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 two
(2) Capital Project Funds: municipal parks construction and capital improvements fund.
2013-2014 Biennial Budget Section I: Budget Summary
Page 11
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 (1) permanent
fund, the Cemetery Endowed Care.
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, or contracts for services. The City maintains seven (7)
Enterprise Funds to account for the operations of Water, Sewer, Storm Drainage, Solid Waste, Airport,
Cemetery, and the Golf Course.
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 four (4) Internal Service funds to account for innovation and
technology, facilities, fleet management and self-insurance activities.
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‟s agency fund is custodial in nature and is not budgeted.
The City does not have any investment trust funds or private purpose trust funds.
2013-2014 Biennial Budget Section I: Budget Summary
Page 12
Summary of Financial Structure
Fund Number & Title Responsibility Budget Description
001 General Fund Revenues
001 General Fund Operations
Mayor & Council
Human Resources
Finance City Attorney
Planning
Jail
Police
Public Works Parks and Recreation
Streets
Non-Departmental
Finance Director
Mayor
HR Director
Finance Director City Attorney
Planning Director
Police Chief
Police Chief
Public Works Director Parks Director
Public Works Director
Finance Director
General government activities
Mayor and Council costs
General governmental employment/safety costs
General governmental finance costs General governmental legal costs
Planning/building permits
SCORE jail costs
Direct police department costs
General governmental engineering costs Parks maintenance, recreation, arts and senior programs
Street maintenance costs
Citywide expenditures, fund transfers, fund balance and
onetime expenditures
Special Revenue Funds
102 Arterial Street 103 Local Street
104 Hotel Motel Tax
105 Arterial Street Preservation
117 Drug Forfeiture
119 Housing/Community Develop. 120 Recreational Trails
121 Business Improvement Area
122 Cumulative Reserve
124 Mitigation Fees
Public Works Director Public Works Director
Finance Director
Public Works Director
Police Chief
Mayor Parks Director
Planning Director
Finance Director
Finance Director
MVFT and grants for street capital construction projects Local street repairs
Lodging for promotion of tourism
1.0% Utility tax for arterial street repairs
Forfeited drug money used for drug enforcement
Community Development Block Grant (CDBG) Dedicated funds for recreational trails
Financial activity of the downtown area
Governmental reserves
Collection of mitigation and impact fees
Debt Service Funds
229 Library Bonds 230 City Hall Annex A/B Bonds
231 Local Revitalization C/D Bonds
249 LID Guarantee
250 LID #250
275 LID #350 417 Golf Course Debt
Finance Director Finance Director
Finance Director
Finance Director
Finance Director
Finance Director Finance Director
Principal and interest, 1998 bonds Principal and interest, 2010 bonds
Principal and interest, 2010 bonds
Reserves for security of LIDs
Principal and interest, Local Improvement District
Principal and interest, Local Improvement District Principal and interest, golf course general obligation debt
Capital Projects Funds
321 Municipal Parks
328 Capital Improvements
Parks Director
Finance Director
Capital Projects at municipal parks
Capital improvements – citywide projects
Enterprise Funds 430 Water
431 Sewer
432 Storm Drainage
434 Solid Waste
435 Airport
436 Cemetery
437 Golf Course
Public Works Director
Public Works Director
Public Works Director
Finance Director
Finance Director
Parks Director
Parks Director
Operating fund for water utility
Operating fund for sewer utility
Operating fund for storm drainage utility
Operating fund for solid waste utility
Operating fund for municipal airport
Operating fund for municipal cemetery
Operating fund for municipal golf course
Internal Service Funds
501 Insurance
505 Facilities
518 Innovation and Technology
550 Equipment Rental
Finance Director
Public Works Director
Innovation and Technology Director
Public Works Director
Self insurance reserves
Operating fund for facilities and property management
Operating fund for technology and computing systems Operating fund for equipment rental
Fiduciary / Trust Funds
611 Fire Pension
Finance Director
Pension fund for firemen‟s retirement system
Permanent Funds 701 Cemetery Endowment Finance Director Long-term reserves for cemetery operations
Note: As of the end of 2012, the 330 Local Revitalization Fund was closed as all activity related to the financing and construction of
City Hall Plaza and the Promenade is complete. All funds are appropriated, see Ordinance No. 6432.
2013-2014 Biennial Budget Section I: Budget Summary
Page 13
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 80% 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 are 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.
Following the Great Recession, the City‟s general
revenues were significantly impacted. Sales taxes
declined in 2009 to $11.7 million, a level not seen
since 1999. Property tax assessed valuations also
declined and today remain below pre-2009 levels
and are not expected to begin increasing again until
after 2014.
The impact of the recession also significantly affected
revenues available to pay for operations of the State
of Washington. For example, historically low interest
rates and the economic recession has resulted in an
underfunding of the State‟s pension system. As a
result, in late 2012, the Washington State Pension
Board increased the employer share of public pension
rates for the Public Employee Retire System Plans 2
and 3. This decision, which increased City benefit
expenses, came at an especially difficult time as local
revenues have not yet recovered from the recession. As another example, the Washington State Legislature
approved several pieces of legislation which suspended and reduced the amount of liquor profits and
excise taxes distributed to the City and instead redirected these resources to the State‟s budget.
While Auburn‟s economy remains diversified, these administrative and legislative decisions, along with the
continued weakness in general economic conditions, have greatly eroded the revenue base that is available
to the City to fund delivery of local basic public services. Through careful planning and past budget
reductions, the City‟s 2013-2014 budget is able to maintain current levels of general governmental services
without any further labor or cost reduction or tax increase strategies. While this budget presents a viable
short-term solution, in the longer-term if economic conditions do not improve and/or the State further
erodes the City‟s financial base through additional costs or by reducing revenues, more aggressive cost
Property
Taxes28%
Sales Taxes27%
Utility Taxes22%
Other Taxes6%
Licenses and Permits3%
Intergovernmental
6%
Fees and Charges4%
Fines and Forfeits3%
Other Revenues
1%
2013-14
General Fund Revenues
$8.7
$7.7 $7.5 $7.2 $6.8 $6.8
$0.0
$1.0
$2.0
$3.0
$4.0
$5.0
$6.0
$7.0
$8.0
$9.0
$10.0
2009 2010 2011 2012 2013E 2014E
Bil
l
i
o
n
s
Property Assessed Valuation
Pierce Co
King Co
2013-2014 Biennial Budget Section I: Budget Summary
Page 14
containment measures may be required including reducing levels of service and staffing. The City plans to
closely monitor developments in these areas and take corrective action in the interim if necessary.
Past Legislative Action
There have been several legislative actions at the state level that have permanently reduced sales 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.
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 the revenue losses. The City of Auburn received approximately $200,000 in 2001
and 2002. Early in 2003, the State discontinued this funding assistance.
Initiative 747 (2001)
One of the largest losses to City revenue is due to I-747 which limits property tax increases to the lesser of
1% or inflation. 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.
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. The loss to the City street
program is approximately $450,000 annually.
Streamlined Sales and Use Tax (SST) (2008)
In 2003, the Legislature enacted Senate Bill 5783 to adopt several provisions of the Streamlined Sales and
Use Tax Agreement. The agreement attempts 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. Funding to mitigate the losses as a result of SST is currently being
provided by the State, although this funding was reduced in 2012 by 3.4% in an effort to balance the
State budget.
Liquor State Shared Revenue Distributions (2012)
In 2012, as a part of the State Legislature‟s strategy to balance the State budget, local distributions of
liquor excise taxes and liquor profits were suspended/reduced. Specifically, liquor excise taxes were
temporarily suspended for the period July 1, 2012 to June 30, 2013 and will be reinstated at
approximately 65% of its original levels. Liquor profits were frozen at 2011 levels.
2013-2014 Biennial Budget Section I: Budget Summary
Page 15
Key Issues Affecting the 2013-2014 Budget Process
The key issues for 2013-2014 include maintaining the City‟s ability to provide current level of services in
light of modest revenue growth and continuing increases in the cost of doing business and funding our
street transportation system through continued investment in maintenance and replacement within
available resources.
As discussed earlier, the Great Recession has affected revenues throughout the City. Growth in general City
revenues is expected to remain modest as consumers and businesses continue to hold back spending given
continued concerns over the economy and jobs. Property valuations are expected to decline by 4.8%
between 2012 and 2013 and remain flat through 2014. 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 continue to rise. Health care costs are expected to rise 6.0% in 2013 and 10.0%
in 2014 and State of Washington pension contribution rates are expected to rise in 2013 and 2014 as the
State experiences a similar financial challenge.
Auburn also serves as a major hub for local and regional warehousing and distribution facilities. The
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.
While the City has made significant progress with its Save Our Streets program, the roadwork improvement
that remain represents the most difficult and expensive areas of the City‟s transportation system to
rehabilitate as these roadways will likely require rebuilding. Starting in 2013, the SOS program will be
funded from sales taxes collected on new construction. During the 2013-14 biennium, the City will be
evaluating alternative funding sources for these remaining segments of roadway rehabilitation. The City‟s
Arterial Streets Preservation program will continue to be funded from 1.0% of utility taxes on public and
private utilities.
Going forward, the City‟s Finance Department will closely monitor its financial condition. While the City
has been able to avoid a budget reduction or a reduction in force in the 2013-14 budget, should the
general economy fail to show sustained improvement by late 2013 or early 2014, 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 71,240 people within its incorporated
limits, and another 25,000 to 30,000 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 2012 was
$6,909,168,076.
For the 2013-2014 budget, the City‟s authorized FTEs total 395.70 in 2013 and 390.70 in 2014 (on a full-
time equivalency basis) providing a full-range of municipal services. These services include: police
protection, parks, arts & recreation services, land use management and development regulation, street
maintenance and construction, water services, sanitary sewage collection, storm drainage management,
solid waste collection, a general aviation airport, a municipal cemetery, and a golf course. The City‟s
water and sewage utilities also serve large areas of the adjacent unincorporated area. Starting November
2013-2014 Biennial Budget Section I: Budget Summary
Page 16
2012, the City entered into a contract with King County District Court to provide municipal court and
probation services. As a result of this agreement, the City eliminated its municipal and probation
operations which encompassed 18 FTEs1.
Other local governmental services are provided by other 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 Community 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.
Retailing has also become a significant factor in Auburn‟s economy. Sales Taxes represents the largest single
source of revenue to the General Fund. Retail, automotive and services such as restaurants, engineering,
and administrative services make up three-quarters of the City‟s sales tax base.2 The Outlet Collection of
Seattle (formerly known as the SuperMall of the Great Northwest) 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, golf course, and airport) over the past several years has been ensuring that these entities are self-
sufficient and needed capital projects are accomplished.
Key issues facing the city‟s proprietary funds in the 2013-14 budget include:
Implementation of a solid waste cost-of-service rate study scheduled to be completed in 2012;
Preparation of a cost-of-service study for the City‟s water, sewer and storm drainage utilities in 2013;
Identifying solutions to address continued annual operating losses of the Auburn Cemetery. The 2013-
14 budget includes budgeted annual transfers of $320,000 from the City‟s Cumulative Reserve Fund to
assist with Cemetery Fund cash flow, if needed;
Close monitoring of the financial performance of the Auburn Golf Course. Revenues for the Golf
Course Fund was significantly impacted by the Great Recession as the number of rounds played
declined to 2006 levels. While play activity has stabilized and is beginning to increase, close
monitoring is warranted. In 2012 the City created the Golf Course Debt Service Fund, which will be
used to account for the annual bond debt service payments. Funding of the annual debt service
payments will be provided by the Cumulative Reserve Fund.
1 Includes Court, Probation and Municipal Court Judge
2 Based upon 2011 sales tax collections
2013-2014 Biennial Budget Section I: Budget Summary
Page 17
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2013 and 2014.
Please keep in mind that the information presented here is intended for summary purposes only. For more
detailed budget information, refer to Sections IV through VII of this budget document as well as the Capital
Facilities Plan.
Tables and Graphs in Order of Presentation
2013 Budget Summary, All Funds (Table)
2013 Budgeted Revenues & Expenditures by Fund, % of Total (Graph)
2014 Budget Summary, All Funds (Table)
2014 Budgeted Revenues & Expenditures by Fund, % of Total (Graph)
Comparative Budget Summary, 2011-2014 – All Funds (Table)
2013 & 2014 Budgeted Revenue – All Funds (Graph)
2013 & 2014 Budgeted Expenditures – All Funds (Graph)
Comparative Budget Summary, 2011-2014 – General Fund (Table)
2013 & 2014 Budgeted Revenue – General Fund (Graph)
2013 & 2014 Budgeted Expenditures – General Fund (Graph)
Staffing Trend, 2004-2014 (Graph)
Position Allocation by Funding Source, 2010-2014 (Table)
Position Allocation by Department, 2010-2014 (Table)
2013-2014 Biennial Budget Section I: Budget Summary
Page 18
Beginning 2013 2013 Ending
Fund Balance Resources Expenditures Fund Balance
$12,108,801 $50,570,748 $54,368,539 $8,311,009
Arterial Street 1,300,518 13,120,070 13,564,224 856,364
Local Street 1,117,320 1,627,600 2,474,250 270,670
Hotel/Motel Tax 91,931 79,250 85,000 86,181
Arterial Street Preservation 1,654,369 2,561,488 2,630,920 1,584,937
Drug Forfeiture 919,090 281,300 282,922 917,468
Housing & Community Development 55,647 450,000 460,000 45,647
Recreational Trails 22,451 7,120 0 29,571
Business Improvement Area 21,640 55,040 55,000 21,680
Cumulative Reserve 7,313,905 3,000 1,616,109 5,700,796
Mitigation Fees 2,303,427 945,185 717,210 2,531,402
1998 Library Bond 46,054 280,600 280,300 46,354
City Hall Annex 2010 A&B Bond 158 1,696,520 1,696,520 158
Local Revitalization 2010 C&D Bond 100 594,470 594,370 200
LID Guarantee 44,488 100 10,000 34,588
LID #250 349 56,392 56,372 369
LID #350 0 7,245 7,245 0
Golf Course Debt Service 0 390,429 390,429 0
Municipal Park Construction 613,497 1,216,770 1,505,000 325,267
Capital Improvements 5,268,537 1,551,487 2,053,720 4,766,304
Water 2,983,426 23,051,704 19,416,148 6,618,982
Sewer 8,899,265 20,903,571 22,226,119 7,576,717
Storm Drainage 6,057,392 13,564,424 13,322,702 6,299,114
Solid Waste 725,294 11,954,270 12,083,202 596,362
Airport 727,073 724,880 907,801 544,152
Cemetery 13,406 1,049,010 1,003,564 58,852
Golf Course 105,984 1,505,680 1,520,530 91,134
Insurance 1,984,779 2,000 204,300 1,782,479
Facilities 973,149 3,590,100 3,591,246 972,003
Innovation and Technology 2,038,367 5,199,614 5,316,411 1,921,570
Equipment Rental 4,511,304 3,113,450 4,389,664 3,235,090
FI
D
U
C
I
A
R
Y
FU
N
D
S
Fire Pension 2,590,285 73,000 180,499 2,482,786
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment 1,499,220 137,251 1,547,220 89,251
$65,991,225 $160,363,768 $168,557,536 $57,797,457
DE
B
T
S
E
R
V
I
C
E
CA
P
I
T
A
L
PR
O
J
E
C
T
S
TOTAL
2013 BUDGET SUMMARY - ALL FUNDS
IN
T
E
R
N
A
L
SE
R
V
I
C
E
F
U
N
D
S
SP
E
C
I
A
L
R
E
V
E
N
U
E
F
U
N
D
S
GENERAL FUND
Fund
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
TOTAL BUDGET $226,354,993 $226,354,993
2013-2014 Biennial Budget Section I: Budget Summary
Page 19
General Fund
27.7%
Special Revenue
Funds
15.0%Debt Service
1.4%Capital Projects
3.8%
Enterprise Funds
40.8%
Internal Service
Funds
9.4%
Other Misc. Funds
1.9%
Budgeted Revenues by Fund -2013
General Fund
27.7%
Special Revenue
Funds
15.0%Debt Service
1.4%Capital Projects
3.8%
Enterprise Funds
40.8%
Internal
Service Funds
9.4%
Other Misc. Funds
1.9%
Budgeted Expenditures by Fund -2013
2013-2014 Biennial Budget Section I: Budget Summary
Page 20
Beginning 2014 2014 Ending
Fund Balance Resources Expenditures Fund Balance
$8,311,010 $50,553,102 $54,498,330 $4,365,782
Arterial Street 856,364 3,849,658 3,892,270 813,752
Local Street 270,670 1,447,650 1,444,300 274,020
Hotel/Motel Tax 86,181 79,250 85,000 80,431
Arterial Street Preservation 1,584,937 2,042,723 2,000,000 1,627,660
Drug Forfeiture 917,468 281,300 280,915 917,853
Housing & Community Development 45,647 450,000 460,000 35,647
Recreational Trails 29,571 7,120 0 36,691
Business Improvement Area 21,680 55,040 55,000 21,720
Cumulative Reserve 5,700,796 3,000 1,434,624 4,269,172
Mitigation Fees 2,456,217 955,185 426,050 2,985,352
1998 Library Bond 46,354 284,000 283,700 46,654
City Hall Annex 2010 A&B Bond 158 1,696,520 1,696,520 158
Local Revitalization 2010 C&D Bond 200 598,320 598,220 300
LID Guarantee 34,588 100 10,000 24,688
LID #250 369 56,393 56,373 389
LID #350 0 7,246 7,246 0
Golf Course Debt Service 0 393,144 393,144 0
Municipal Park Construction 325,267 18,171,700 18,436,000 60,967
Capital Improvements 4,586,304 1,524,819 1,097,300 5,013,823
Water 6,618,981 13,562,749 16,516,114 3,665,616
Sewer 7,576,717 21,558,701 21,863,847 7,271,571
Storm Drainage 6,299,114 9,295,843 8,530,856 7,064,101
Solid Waste 596,362 12,062,904 12,497,894 161,372
Airport 544,152 808,380 867,903 484,629
Cemetery 58,852 1,049,010 1,024,384 83,478
Golf Course 91,134 1,521,430 1,537,577 74,987
Insurance 1,782,479 2,000 204,400 1,580,079
Facilities 972,003 3,432,500 3,447,704 956,799
Innovation and Technology 1,921,570 4,990,126 5,137,179 1,774,517
Equipment Rental 3,235,090 2,992,750 4,095,913 2,131,927
FI
D
U
C
I
A
R
Y
FU
N
D
S
Fire Pension 2,482,786 73,000 180,860 2,374,926
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment 1,547,220 139,351 1,595,220 91,351
$59,000,241 $153,945,014 $164,654,843 $48,290,412
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
IN
T
E
R
N
A
L
SE
R
V
I
C
E
F
U
N
D
S
TOTAL
DE
B
T
S
E
R
V
I
C
E
2014 BUDGET SUMMARY - ALL FUNDS
Fund
GENERAL FUND
SP
E
C
I
A
L
R
E
V
E
N
U
E
F
U
N
D
S
CA
P
I
T
A
L
PR
O
J
E
C
T
S
$212,945,255TOTAL BUDGET $212,945,255
2013-2014 Biennial Budget Section I: Budget Summary
Page 21
General Fund
27.6%
Special
Revenue Funds
9.9%Debt Service
1.5%Capital Projects
11.6%
Enterprise Funds
38.3%
Internal Service
Funds
9.1%Other Misc. Funds
2.0%
Budgeted Revenues by Fund -2014
General Fund
27.6%
Special
Revenue Funds
9.9%Debt Service
1.5%Capital Projects
11.6%
Enterprise Funds
38.3%
Internal
Service Funds
9.1%
Other Misc. Funds
2.0%
Budgeted Expenditures by Fund -2014
2013-2014 Biennial Budget Section I: Budget Summary
Page 22
Budget Summary
2012
2011 2012 Estimated 2013 2014
Actual Adj. Budget Actual Budget Budget
REVENUES
Taxes $44,886,451 $44,025,815 $44,882,375 $45,194,271 $45,562,598
Charges for Services 52,861,257 61,704,277 57,315,457 62,165,428 64,396,336
Intergovernmental 17,500,655 25,505,368 22,012,318 20,466,324 10,416,624
Miscellaneous 9,294,529 5,441,530 7,463,880 8,373,338 8,154,354
Licenses and Permits 1,769,516 1,129,000 1,603,700 1,838,484 1,555,247
Fines and Penalties 2,352,046 1,749,800 1,749,800 1,806,500 1,812,575
Other Sources 889,990 1,422,211 229,210 40,100 40,150
Total Revenues 129,554,444 140,978,001 135,256,740 139,884,445 131,937,884
EXPENDITURES
Salaries & Wages 30,219,509 32,613,719 31,097,586 30,933,439 30,774,212
Benefits 12,254,149 15,702,479 14,313,480 14,440,897 15,648,701
Supplies 3,109,330 3,772,424 3,351,384 3,843,868 3,818,043
Services & Charges 26,763,081 33,309,860 31,031,141 35,080,306 34,891,498
Intergovernmental 28,223,377 26,767,300 25,512,315 23,597,351 23,523,292
Capital Outlay 34,692,526 77,340,339 52,735,449 37,693,074 33,410,310
Debt 5,444,654 7,650,720 7,650,720 10,045,816 10,110,091
Interfund Payments 2,609,357 1,420,990 2,211,190 7,526,425 7,580,782
Total Expenditures 143,315,983 198,577,831 167,903,265 163,161,176 159,756,929
OTHER FINANCING SOURCES (USES)
Debt Proceeds (Water and Storm Drainage)- - - 12,277,847 -
Utility 2013 bonds)
State PWTF Loan Proceeds (Water Utility)- - - 3,325,000 -
Proceeds from Sale of Fixed Assets 1,329,713 - - - -
Other (Community Center)- 15,102,800 - - 17,660,000
Transfers In 8,090,833 9,085,660 8,221,860 3,849,139 3,307,694
Transfers Out (8,090,833) (9,085,660) (8,221,860) (3,849,139) (3,307,694)
Net Change in Restricted Assets (16,272,575) - - - -
Contributed Capital 16,341,248 1,050,000 1,050,000 875,000 875,000
Total Financing Sources (Uses)1,398,386 16,152,800 1,050,000 16,477,847 18,535,000
Net Change in Fund Balance (12,363,153) (41,447,030) (31,596,525) (6,798,884) (9,284,045)
Fund Balances - Beginning 110,102,642 97,739,487 97,739,487 66,143,562 59,164,677
Fund Balances - Ending
Designated 5,532,812 4,044,830 4,144,830 4,345,620 4,837,570
Undesignated 92,206,677 52,247,627 61,998,132 54,999,058 45,048,062
$97,739,489 $56,292,457 $66,142,962 $59,344,678 $49,880,632
ALL FUNDS
2013-2014 Biennial Budget Section I: Budget Summary
Page 23
2013 / 2014 Budgeted Revenue – All Funds
2013 / 2014 Budgeted Expenditures – All Funds
Taxes
Charges for Services
Intergovernmental
Miscellaneous
Licenses and Permits
Fines and Penalties
Other Sources
Debt Proceeds (Utility
2013 bonds)
State PWTF Loan Proceeds
Contributed Capital
Transfers In
Thousands
2013
2014
Salaries & Wages
Benefits
Supplies
Services & Charges
Intergovernmental
Capital Outlay
Debt
Interfund Payments
Transfers Out
Thousands
2013
2014
2013-2014 Biennial Budget Section I: Budget Summary
Page 24
2012
2011 2012 Estimated 2013 2014
Actual Adj. Budget Actual Budget Budget
REVENUES
Taxes:
Property $12,566,894 $12,562,565 $12,874,840 $14,299,417 $14,299,417
Sales & Use 12,818,411 12,267,000 12,279,000 11,280,869 11,548,552
Utility 9,808,578 10,392,020 10,412,600 10,889,911 11,111,813
Other 3,475,210 3,338,130 3,251,630 3,284,736 3,302,193
Licenses & Permits 1,769,516 1,129,000 1,603,700 1,838,484 1,555,247
Intergovernmental 5,416,572 5,700,833 5,700,773 4,751,784 4,879,076
Charges for Services 1,651,341 1,835,100 1,908,302 1,955,947 1,752,579
Fines & Forfeitures 1,940,326 1,499,800 1,499,800 1,556,500 1,562,575
Other Revenue 637,925 565,700 571,000 671,100 499,650
Total Revenues 50,084,773 49,290,148 50,101,645 50,528,748 50,511,102
EXPENDITURES
Salaries & Wages 19,880,195 21,846,144 20,374,280 19,614,225 19,347,985
Personnel Benefits 7,989,149 10,577,229 9,188,230 9,263,611 10,036,728
Supplies 847,959 1,144,568 746,700 1,063,000 1,064,350
Services & Charges 7,932,685 9,463,201 8,453,930 10,076,828 9,519,557
Intergov't Services & Charges 6,703,076 4,351,550 4,017,855 5,873,712 6,335,098
Capital Outlay 55,031 70,470 127,120 5,000 5,000
Debt Service 242,854 1,313,500 1,313,500 1,637,651 1,636,050
Interfund Payments for Services 6,475,940 6,355,400 6,281,800 6,783,262 6,501,562
Total Expenditures 50,126,889 55,122,062 50,503,415 54,317,289 54,446,330
-
OTHER FINANCING SOURCES (USES)
Insurance Recoveries 154,200 25,000 80,000 25,000 25,000
Transfers In
Interfund loan from IT Fund and ERR Fund 1,000,000 - - - -
Other Transfers In 78,439 17,000 17,000 17,000 17,000
Transfers Out
Library GO Bond debt service (286,200) (286,900) (286,900) - -
Traffic calming - - - - -
Golf Course debt service - (392,100) (392,100) - -
Golf Course admissions tax (48,607) (62,000) (62,000) (51,250) (52,000)
AVHS Interior Tenant Improvements - (300,000) (300,000) - -
Cable TV Franchise Fee - (75,000) (75,000) - -
Interfund Loan to AEP Project (6,000) -
Interfund loan repayment to Info Tech - (104,250) (104,250) - -
Interfund loan repayment to Equipment Rental - (104,250) (104,250) - -
Transfer to Cumulative Reserve Fund - (2,500,000) (2,500,000) - -
Total Financing Sources (Uses)897,832 (3,788,500) (3,727,500) (9,250) (10,000)
Net Change in Fund Balance 855,716 (9,620,414) (4,129,270) (3,797,791) (3,945,228)
Fund Balances - Beginning 15,382,354 16,238,071 16,238,071 12,108,801 8,311,009
Fund Balances - Ending $16,238,070 $6,617,657 $12,108,801 $8,311,010 $4,365,782
2013-2014 Biennial Budget Section I: Budget Summary
Page 25
2013 / 2014 Budgeted Revenue – General Fund
2013 / 2014 Budgeted Expenditures – General Fund
Staffing Trends
The opposite page presents the current and past staffing as allocated by funding to the various City
departments. The second table presents departmental staffing on the basis of the City‟s administrative
structure.
Taxes
Licenses & Permits
Intergovernmental
Charges for
Services
Fines & Forfeitures
Other Revenue
Transfers In
Thousands
2013
2014
Salaries & Benefits
Supplies
Other Services
Intergov't Services
Interfund
Payments
Capital Outlay
Debt Service
Transfers Out
Thousands
2013
2014
2013-2014 Biennial Budget Section I: Budget Summary
Page 26
As can be seen, the City‟s staffing had steadily increased from 2004 to 2008. This increase was due to
continued development and increased population. In 2007, two events took place that affected the
staffing levels in Auburn. First was the creation of the Valley Regional Fire Authority. When the Authority
was created the Fire and EMS personnel became Valley Regional Fire Authority personnel. This resulted in
a decrease of 82 personnel. The second event that took place at the end of 2007 was the annexations of
Lea Hill and West Hill into the City of Auburn. As a direct result of the annexations, the City added a total
of 56 positions in the 2008 budget. As the population of Auburn increases, so does the demand for
additional staffing in areas directly affected. The two areas that are most affected are public safety and
some administrative service functions. In public safety, increased staffing is needed not only to keep up
with increased call demand, but also to maintain the City‟s existing level of service in police. With the
increase in population due to the annexations and the increase of police officers, comes the increased
caseload for the court, having an impact on both the court and legal department. Of the 56 positions, 22
positions were for police officers and support staff, 4 staff positions were Court and 2 staff positions were
Legal. In 2009, staffing was decreased as a direct result of the recession by eliminating vacant positions
and two reductions in force one in May and one in December.
2011 staffing decreased by 8 FTE‟s overall. This was partially due to the creation of the multi-jurisdictional
South Corrections Entity (SCORE) in 2010. Effective January 1, 2011, all City correctional staff became
SCORE personnel.
Effective November 2012, the City of Auburn eliminated its municipal court and probation operations.
These services will continue under contract with the King County District Court (KCDC). This change
eliminated 18.0 FTE‟s. New staffing authorized in the 2013-2014 budget include 4.0 FTEs to support the
Public Works Department and 1.0 FTE to support increased utility billing call volumes in the Finance
Department related to the growing customer base. Funding for these new positions will be from Utility
funds. In addition, one vacant maintenance position in the Cemetery will be eliminated. In 2014, 5.0
FTEs will be reduced in the Police Department following expiration of the federal Community Oriented
Policing (COPS) grant at the end of 2013. The agreement requires the City to maintain these positions at
its own cost for an additional year following expiration. As seen in the following graph, the number of
employees per 1,000 citizens has declined in recent years. This is due in part to revenue restrictions, and
to improved operations.
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014
FTE 448 457 463 422 488 430 409 401 392 396 391
Staff/Pop 9.7 9.6 9.5 8.4 7.3 6.4 6.0 5.7 5.5 5.5 5.4
0.0
3.0
6.0
9.0
12.0
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100
200
300
400
500
Po
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Population vs Staff Levels 2004-2014
2013-2014 Biennial Budget Section I: Budget Summary
Page 27
POSITION ALLOCATION BY FUNDING 12-13 13-14
Department 2010 2011 2012 2013 2014 Changes Changes
Mayor 3.00 4.00 5.00 5.00 5.00 0.00 0.00
Human Resources 4.90 5.51 6.14 6.14 6.14 0.00 0.00
Municipal Court 17.20 18.13 0.42 0.42 0.42 0.00 0.00
Finance 7.85 8.85 8.89 8.89 8.89 0.00 0.00
Legal 11.69 11.70 11.70 11.70 11.70 0.00 0.00
Planning 25.82 26.12 27.10 27.10 27.10 0.00 0.00
Police 128.30 115.30 120.48 120.48 115.48 0.00 -5.00
Fire 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Emergency Medical Services 0.00 0.00 0.00 0.00 0.00 0.00 0.00
PW Engineering 15.61 18.10 19.94 19.94 19.94 0.00 0.00
Parks, Arts & Rec.33.01 34.61 34.51 34.51 34.51 0.00 0.00
PW Street 14.52 14.48 12.98 12.98 12.98 0.00 0.00
Non Departmental 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Sub-Total General Fund 261.90 256.80 247.16 247.16 242.16 0.00 -5.00
Water 34.64 34.94 34.41 35.91 35.91 1.50 0.00
Sewer 23.87 24.25 24.33 25.75 25.75 1.42 0.00
Storm Drainage 27.23 27.49 28.84 30.57 30.57 1.73 0.00
Solid Waste 6.72 6.71 5.92 6.27 6.27 0.35 0.00
Airport 0.16 0.16 0.16 0.16 0.16 0.00 0.00
Cemetery 7.54 7.51 7.57 6.57 6.57 -1.00 0.00
Golf Course 8.45 8.42 8.50 8.50 8.50 0.00 0.00
Facilities 9.68 9.78 9.48 9.48 9.48 0.00 0.00
Innovation and Technology 16.50 16.50 17.60 17.60 17.60 0.00 0.00
Equip. Rental 5.16 5.55 6.65 6.65 6.65 0.00 0.00
Other Funds 6.75 2.59 1.09 1.09 1.09 0.00 0.00
Sub-Total Other Funds 146.70 143.90 144.55 148.55 148.55 4.00 0.00
TOTAL FTE's 408.60 400.70 391.70 395.70 390.70 4.00 -5.00
2013-2014 Biennial Budget Section I: Budget Summary
Page 28
POSITION ALLOCATION BY DEPARTMENT 12-13 13-14
Department 2010 2011 2012 2013 2014 Changes Changes
Mayor 9.50 9.60 7.00 7.00 7.00 0.00 0.00
Human Resources 6.50 7.00 8.00 8.00 8.00 0.00 0.00
Municipal Court 17.00 19.00 0.00 0.00 0.00 0.00 0.00
Finance 21.00 22.00 22.00 23.00 23.00 1.00 0.00
Legal 13.00 13.00 13.00 13.00 13.00 0.00 0.00
Planning 24.00 24.00 28.00 28.00 28.00 0.00 0.00
Police 130.60 117.60 121.60 120.00 115.00 -1.60 -5.00
PW Engineering 43.00 43.00 43.00 48.60 48.60 5.60 0.00
Parks, Arts & Rec.35.00 35.50 35.50 35.50 35.50 0.00 0.00
PW Street 12.00 19.00 19.00 19.00 19.00 0.00 0.00
Non Departmental 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Sub-Total General Fund 311.60 309.70 297.10 302.10 297.10 5.00 -5.00
Water 22.00 22.00 22.00 22.00 22.00 0.00 0.00
Sewer 11.00 12.00 12.00 12.00 12.00 0.00 0.00
Storm Drainage 17.00 10.00 10.00 10.00 10.00 0.00 0.00
Solid Waste 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Airport 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Cemetery 7.00 7.00 7.00 6.00 6.00 -1.00 0.00
Golf Course 8.00 8.00 8.00 8.00 8.00 0.00 0.00
Facilities 10.00 10.00 9.00 9.00 9.00 0.00 0.00
Innovation & Technology 14.00 14.00 17.60 17.60 17.60 0.00 0.00
Equip. Rental 6.00 6.00 7.00 7.00 7.00 0.00 0.00
Sub-Total Other Funds 97.00 91.00 94.60 93.60 93.60 -1.00 0.00
TOTAL FTE's 408.60 400.70 391.70 395.70 390.70 4.00 -5.00
Changes in 2011 through 2013 Budget: (FTE – Full-Time Equivalent)
Positions listed below reflect changes made after the adoption of the 2011 budget.
Does not include seven elected Council positions.
Mayor and Community Services:
In 2011, 1.0 FTE - Council Secretary was added per Budget Amendment (BA) #1. 0.10 FTE was added in to
increase Multimedia Part-Time Staff from 0.5 to 0.6 FTE in 2011. 1.0 FTE - Public Affairs/Marketing Manager was
added in 2012 via BA#4. 1.0 FTE - Economic Development Manager was added in 2012 via BA#6. 2.6 FTE -
moved from Communications/Multimedia to the Innovation and Technology (IT) Department in 2012. 2.0 FTE -
moved from Community Services to Planning in 2012.
Human Resources: 0.5 FTE - Increased Community Service Work Crew Leader from 0.5 FTE to 1.0 FTE in
2011. 1.0 FTE - Employment Manager was added in 2012 via BA #8.
Municipal Court: 1.0 FTE - Probation Counselor was added in 2011 via BA#1. 1.0 FTE - Bailiff/Court Security
Officer was added in 2011 via BA#4. 1.0 FTE - Reclassified Court Clerk position to Community Diversity Assistant
and moved the FTE to the Planning Department in 2012. 18.0 FTE - Reduced Court FTE's to zero to reflect the
Court being contracted out to King County in later part of 2012. 1.0 FTE - Reduced Judge FTE to reflect the
Court being contracted out to King County in the later part of 2012.
2013-2014 Biennial Budget Section I: Budget Summary
Page 29
Changes from the 2013 to 2014 Budget: (FTE – Full-Time Equivalent)
Finance: 1.0 FTE - Added a Senior Accountant in 2011 via BA#4. 1.0 FTE - Council approved 1 Customer Service
Representative for the 2013 Budget.
Cemetery: 1.0 FTE - Reduced Cemetery FTE by 1.0 due to long time vacant position.
Police: 13.0 FTE's - 2 Corrections Supervisors, 11 Corrections Officers are being eliminated in the 2011 budget as
a result of the elimination of the City jail and formation of the multi-jurisdictional South Correctional Entity
(SCORE). 3.0 FTE's - added 1 Police Secretary, 1 Supernumerary Police Officer and 1 Crime analyst in 2012. 1.0
FTE - Animal Control Officer added in 2012 to support Auburn Valley Humane Society. 1.6 FTE's - Moved
Emergency Management FTE's from the Police Department to the Public Works Department effective 1/1/2013.
Sewer: 1.0 FTE - Added Maintenance Worker II in 2011.
Facilities: 1.0 FTE - Project/Construction Manager moved from Facilities to Planning in 2012.
Equipment Rental: 1.0 FTE - 1 Fleet Manager was added in 2012 via BA#6.
Parks, Arts and Recreation: 0.5 FTE - half time Curator of Collections was eliminated in 2011. 1.0 FTE -
Added Senior Center Office Assistant in 2011 via BA#1.
Police: 5.0 FTE's - Reduce 5 Police FTE's in 2014 due to COPS grant terms expiration.
Storm: Moved 7 FTE's to the Street Division in 2011.
Innovation and Technology: 1.0 FTE - Added 1 Information Services Specialist in 2012 via BA#6. 2.6 FTE's -
Moved Multimedia/Communications FTE's from Mayor's Office to Innovation and Technology in 2012.
Planning: 1.0 FTE - Project/Construction Manager moved from Facilities to Planning in 2012. 2.0 FTE's -
Human Services Specialist and the Neighborhood Services Manager moved from Mayor/Community Services to
Planning in 2012. 1.0 FTE - moved from Court to Planning in 2012. (Position of Court Clerk was reclassified to
Community Diversity Assistant).
Street: - Moved 7 FTE's from the Storm Division to the Street Division in 2011.
Public Works/Engineering: 1.6 FTE's Moved Emergency Management FTE's from Police to Public Works
effective January 2013. 4.0 FTE's - Council approved 4 FTE's for 2013 budget: Construction Clerk, 2 Senior
Project Engineers and 1 Assistant Project Engineer.
2013-2014 Biennial Budget Section I: Budget Summary
Page 30
2013-2014 Biennial Budget Section II: Process/Policies
Page 31
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. From 1998 to November 2012, the City has had an elected
Judge. This position was elected at large and served a four-year term. Starting in November 2012, the
City entered into a contract with King County District Court for provision of municipal court services.
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 is true of 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. This time savings allows 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. This is the method that the City of Auburn has chosen.
The requirements for preparing an annual budget and a biennial budget are similar. One distinction is
that a “mid-biennium review” is required with a biennial budget. The purpose of this review is to
make adjustments to the budget or essentially, a tune up. This review is not intended to become
another complete budget process in itself. The mid-biennium review begins September 1st and is to be
completed by the end of the first year of the two-year budget.
All governmental fund type budgets are prepared on the modified accrual basis of accounting in
conformity with Generally Accepted Accounting Principles (GAAP). The budget for proprietary funds
is prepared on an accrual basis, also in accordance with GAAP. The legal level of budgetary control
where expenditures cannot exceed appropriations is at the individual fund level. Revisions that alter
the total expenditures of any fund must be approved by the City Council and adopted by ordinance.
All appropriations lapse at the end of each year. The City‟s basis of budgeting is consistent with its
basis for Accounting as reported in the Comprehensive Annual Financial Report.
2013-2014 Biennial Budget Section II: Process/Policies
Page 32
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
Mayor reviews
budget
requests
Property Tax
Levy
Established
Preliminary Budget
prepared & filed with
City Clerk
City Clerk publishes
notice of Preliminary
Budget & public
hearing
Copies of Preliminary
Budget are made
available to the public
Revisions/Adjustments made
to Preliminary Budget,
resulting in the Final Budget
City Clerk publishes
notice of public hearing
on Final Budget
Estimates
submitted to
Finance for
review &
compilation
Department
directors prepare
estimates of
expenditures for next
two years
Final public budget
hearing prior to
Council adoption
Council adopts
final balanced
budget
Budget document
finalized
Final Budget
Document becomes
available to the public
priorities
2013-2014 Biennial Budget Section II: Process/Policies
Page 33
2013-2014 Budget Calendar Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2012
Mayor and Council budget retreat to update the vision
for the City.
Mayor and Finance director meet to discuss budget
priorities.
Budget instructions and forms are distributed to
departments.
Department Directors complete budget and return to
Finance.
City Council Budget Workshop #1: Overview of 2013-
14 Budget Process
Departments review budgets, goals, and
accomplishments with the Finance Director.
Departments review budgets, goals, and
accomplishments with the Mayor.
Finance department prepares preliminary revenue
forecasts.
Department budgets are adjusted based on the Mayor's
recommendations.
City Council Budget Workshops #2: Overview of 2013-
14 Proprietary and Capital Funds
Notice of public budget hearing #1 is published.
Revenue forecast is finalized.
Preliminary CFP and SEPA check list to Planning
(Planning Commission, SEPA, State Overview)
City Council Budget Workshops #3: Overview of 2013-
14 Proprietary and Capital Funds con't
Hold public budget hearing #1 with revenue
presentation.
City Council Budget Workshop #4: Overview of 2013-
14 General Fund, Special Revenue Funds
Public notice of preliminary budget filing and of public
hearing #2 is published.
Preliminary budget is filed with the City Clerk,
distributed to City Council and made available to the
public.
Public budget hearing #2.
2012 Property tax levy is set by ordinance.
Budget and CFP are adopted by ordinance.
10/19 & 26
7/25-7/31
8/17
9/17
o11/02
o11/19
o11/19
12/03
8/29
7/27
6/25
9/4
7/17-7/20
9/4
5/19
n5/25
Fall '11
7/10
8/23
9/13
9/26
2013-2014 Biennial Budget Section II: Process/Policies
Page 34
2013-2014 Budget Calendar
Budget Process Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2013
Mayor and Council budget retreat to update
the vision for the City.
Adopted budget published and distributed.
Instruction packet for Mid-biennial review and
modification distributed to Departments.
Departments review budgets and prepare
Budget modifications.
Department Directors return budget
modification requests to Finance.
Departments review budget modifications with
the Mayor.
Preliminary CFP and SEPA check list to
Planning (Planning Commission, SEPA, State
Overview)
Budget modifications adjusted based on
Mayor's recommendations.
Notice of public budget hearing #1 on
proposed budget modification is published.
Public budget hearing #1.
Department budget modification requests are
reviewed by Planning/Community
Development & Municipal Services
Department budget modification requests are
reviewed by Finance & Public Works
Committees.
Proposed budget modification is filed with the
City Clerk, distributed to City Council and
made available to the public.
Notice of public budget hearing #2 is
published.
Council/Mayor Work Session on budget
recommendations.
Public budget hearing #2 is held and 2013
Property tax levy is set by ordinance.
CFP Amendment and Mid-biennial budget
modification are adopted by ordinance.
2014
Mayor and Council budget retreat to update
the vision for the City.
Mid year Budget Amendment is adopted by
ordinance.
2014 Property tax levy is set by ordinance.
Year-end Budget Amendment is adopted by
ordinance.
7/09-8/09
11/25
7/09
9/03
8/12
10/14
8/29-9/06
9/16
10/21
12/02
11/04
10/21
11/21
7/22
12/02
3/13
3/11
10/07
9/16
3/15
11/18
2013-2014 Biennial Budget Section II: Process/Policies
Page 35
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.
As 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 retreat for the City
Council and Mayor who meet to review the Vision and Mission Statement as well as the previous
year‟s goals and objectives. At that retreat, Council and Mayor discuss such issues as staffing, emerging
topics and program priorities. Then, during the summer 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 following budget cycle. The
Operations
Guide
Financial
Plan
Communi-
cations Tool
Policy Tool
Four purposes of a Budget
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Mayor and Finance Director along with each department director review the budget in detail. On the
basis of this process, the Mayor formulates his recommended budget for the following year.
In September, the City Council holds a public hearing to solicit comments from the general public
regarding issues for the City to consider during 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. At the same time the Mayor is reviewing the department proposals, the departments present
their budget proposals in detail to the Council during budget workshops.
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 a second public hearing 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, usually occurs in early December.
The entire process is coordinated, as needed, in regular meetings of the City department heads,
chaired by the Mayor. Various Council committees are consulted continually through the year as
potential issues surface and new program ideas incubate.
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, on the City‟s financial management
and accounting system 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 monthly financial report is also prepared and
presented to the City Council reporting on actual to budget performance city-wide.
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.
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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.
Capital Budget
The capital budget authorizes and provides the basis of control of expenditures for the acquisition of
significant city assets and construction of capital facilities.
Separation of the budget into 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
that provides 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 monthly through reports to the Mayor from the department heads on the progress of
departmental objectives and performance measures. The reports are then summarized into a monthly
report from the Mayor to Council. Implementation of the budget is further monitored by the
oversight activities of various City Council committees, which meet twice monthly to not only
consider proposals before the City Council, but also to review the activities of the various City
departments. Both the report function of the Finance Department and the oversight function of the
Finance Committee of the 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,
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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 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 2011)
Six Year Capital Facilities Plan Update
Comprehensive Plan Update
Water, Sewer, Storm Drainage Comprehensive Plan Update
Scheduled Actions (2013-2014)
Major Comprehensive Plan Update
Six Year Capital Facilities Plan Update
Comprehensive Transportation Plan Update including non-motorized plan
Parks, Arts and Recreation 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, which 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,
Council and Finance Committee, monitor progress against this analysis. The development of the
Comprehensive Annual Financial Report (CAFR) is also an important part of the analysis process. The
financial management policies result from combining the above analysis with Generally Accepted
Accounting Principles (GAAP).
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.
Operating Policies
1. The City should accept ongoing service obligations in new areas of programming only when
adequate funding is available.
2. Indirect administrative costs associated with the operation of funds should be identified and
charged against the operation of those funds.
3. 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.
4. The City shall continue to advocate that the responsibility for funding basic social service needs
rests with regional (or broader) agencies that have access to a broader basis of funding and can
more appropriately address needs on a regional basis.
Budgeting, Accounting, and Financial Reporting Policies
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 and shall provide current financial
data on request.
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3. The State Auditor will annually perform a financial and compliance audit of the City‟s financial
statements. Their opinions will be contained in the City‟s Comprehensive Annual Financial
Report (CAFR), and the State Auditor‟s Report.
4. As an additional independent confirmation of the quality of the City‟s financial reporting, the City
will annually seek to obtain the Government Finance Officers Association Certificate of
Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation
Award. The Budget and CAFR will be presented in a way designed to communicate with citizens
about the financial affairs of the City.
5. 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.
6. 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.
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 as a result 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 by rate income from new users.
Revenue Policies
1. The City will seek to avoid dependence on temporary or unstable revenues to fund mainstream
municipal services.
2. The City should avoid dependence on federal revenues to fund ongoing mainstream municipal
services.
3. General Fund services should be supported by user fees to the extent appropriate for the character
of the service and its user.
4. 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.
5. Revenue estimates for budget purposes should be conservative yet realistic.
Reserve Policies
1. The City will maintain a Cumulative Reserve Fund to provide counter-cyclical balance, to protect
the City from unforeseen contingencies and to allow an accumulation of resources to finance
foreseeable general governmental capital projects.
2. The General Fund should maintain adequate fund balances or working capital to meet
unexpected contingencies. The General Fund should maintain a minimum fund balance equal to
8.0% of operating expenses.
3. Each enterprise fund should maintain adequate fund balances or working capital to meet
unexpected contingencies. A comprehensive revenue requirement analysis should be prepared for
the water, sewer and storm drainage utilities every three to four years. The working capital of
each utility fund should be monitored against the financial plan as set forth in this analysis. A
$1,000,000 minimum working capital balance will be maintained in each utility fund. Other
enterprise funds should maintain working capital balances of 20% of their operating and capital
expenses.
Cash Management and Investment Policies
1. The City investment practices will be developed in accordance with Municipal Treasurers‟
Association standards.
2. Ongoing operations of City government shall be funded from ongoing revenues. An appropriate
Tax Anticipation Note or Revenue Anticipation Note may support funds experiencing temporary
cash deficits due to cash flow. Interfund loans may be provided at interest rates determined by
current outside investments. Such loans should be paid back during the fiscal year.
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Capital Budget Policies
1. The burden for financing capital should be borne by the primary beneficiaries of the facility.
2. Long-term borrowing for capital facilities should be considered an appropriate method of
financing large facilities that benefit more than one generation of users.
3. 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 will be updated annually and
be financially constrained for the appropriated budget period.
4. 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. The budget will provide for
the adequate maintenance and orderly replacement of capital and equipment from current
revenues where possible.
5. The City will strive to rely on a strong 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.
Debt Policies
1. Long‐term borrowing shall be confined to capital investments or similar projects with an extended
life when it is not practical to be financed from current revenues. The City shall not use long‐term
debt to finance current operations.
2. Debt payments shall not extend beyond the estimated useful life of the project being financed.
3. The City shall work to maintain strong ratings on its debt including maintaining open
communications with bond rating agencies concerning its financial condition.
4. With Council approval, interim financing of capital projects may be secured from the debt
financing market place or from other funds through an interfund loan as appropriate in the
circumstances.
5. The City may issue interfund loans when appropriate and consistent with a separately adopted
City Council policy on the subject.
6. When issuing debt, the City shall strive to use special assessment, revenue or other self supporting
bonds in lieu of general obligation bonds.
7. Long‐term general obligation debt shall be utilized when necessary to acquire land or capital
assets based upon a review of the ability of the City to meet future debt service requirements. The
project to be financed should also be integrated with the City‟s longterm financial plan and
Capital Investment Program.
8. General obligation bonds (voted) should be used when the related projects are of a benefit to the
City as a whole. Every project proposed for financing through general obligation debt should be
accompanied by a full analysis of the future operating and maintenance costs associated with the
project.
9. Limited tax general obligation bond (non‐voted): the City should avoid issuing general obligation
(non‐voted) debt beyond eighty percent (80%) of its general obligation debt capacity.
10. The City shall use refunding bonds where appropriate when cost savings can be achieved of at
least 4% (NPV), restructuring its current outstanding debt and/or improving restrictive bond
conditions.
11. The City‟s financial team for the issuance of debt shall consist of the Council, Mayor, Finance
Director, applicable department management (related to the projects to be financed), City Legal
Counsel, designated bond counsel, financial advisor and underwriter in order to effectively plan
and fund the City‟s capital investment projects.
12. The City shall comply with IRS regulations concerning use of, and reinvestment of bond proceeds.
The City shall monitor and comply with IRS regulations with regard to potential arbitrage
earnings. If arbitrage earnings are believed to be above amounts provided by IRS regulations, the
City will set aside earnings in order to pay the appropriate amount to the federal government as
required by IRS regulation.
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13. The City shall provide full secondary market disclosure related to outstanding debt.
14. General Obligation (GO) Bond debt should be scheduled for repayment on the basis of the entire
outstanding debt not just the individual issue; in a manner which seeks to reduce fluctuation in the
total tax rate.
15. The City will strive to improve its bond ratings by improving its financial stability.
16. The City shall employ competent financial advisors and bond attorneys for all large bond issues.
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 2013-2014 Budget allocates City‟s 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.
The City Council and Mayor set the direction in 2006 for the City by establishing Vision 2016 which
looks ahead and envisions what the City should look like in 10 years. The 2013-2014 budget
continues to implement the vision that the City Council and Mayor developed.
2013-2014 Citywide Goals and Strategies
I. Provide for Public Safety
1. Continue to seek grant funding to support public safety enforcement activities. (Lead: Police)
2. Maintain patrol response times to under 4.0 minutes. (Lead: Police)
3. Continue to work with the Green River Community College to ensure the safety and security of
students. (Lead: Police)
4. Collaborate internally and with surrounding cities to enforce and prevent copper wire theft.
(Lead: Police and Public Works)
5. Continue exploring innovative ways to address public safety needs of the community. (Lead: All)
II. Encourage a Sense of Community
6. Continue providing support to the Housing Home Repair program. (Lead: Planning)
7. Continue to promote community outreach by involving citizens and business in their City
Government. (Lead Departments: All)
8. Continue to promote stability in neighborhoods and the downtown area. (Lead Department:
Planning)
9. Continue to promote pride in Auburn-“It‟s More Than You Imagined”. (Lead Departments: All)
10. Continue to develop the resources of the Les Gove Community Campus including the Community
Center, the Veterans and Human Services Center, and the creation of a truly centralized park
concept. (Lead Department: Parks, Mayor‟s Office)
11. Continue the City‟s focus on providing great customer service – three C‟s: City Service; Customer
Service and Care in Service. (Lead Departments: All)
III. Encourage Economic Development
12. Complete a major update to the City‟s Comprehensive Plan. (Lead: Planning and Public Works)
13. Continue marketing Auburn as the Regional Entertainment Center. (Lead Department: Planning,
Mayor‟s Office - Economic Development)
14. Continue to support the City‟s economic development initiatives and programs. (Lead: Planning,
Mayor‟s Office – Economic Development)
IV. Improve Designated Urban Center
15. Implement an annual downtown improvement project. (Lead: Planning; Public Works)
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V. Complete Public Works Projects
16. Continue to seek sources of grant funding to support local and regional arterial and key
transportation improvements. (Lead: Public Works)
17. Continue to replace, upgrade, and improve the reliability of storm drainage, water and sanitary
sewer infrastructure. (Lead: Public Works)
18. Continued to implement local and arterial pavement preservation improvements throughout the
City. (Lead: Public Works)
19. Complete design and construction of Mill Creek, Wetland 5K reach. (Lead: Planning)
20. Construct Fenster Levee Setback phase 2B. (Lead: Planning)
21. Design and construct Jovita Heights „fee in lieu of‟ wetland mitigation project. (Lead: Planning)
22. Update the Auburn Environmental Park Master Plan. (Lead: Planning)
23. Implement the National Flood Insurance Program community rating system program. (Lead:
Planning)
24. Complete construction of major transportation improvements throughout the City. Major
projects include the M Street Underpass, Auburn Way South Pedestrian Improvements and
Auburn Way South Corridor Improvements. (Lead: Public Works)
25. Continue with phased replacements of all traffic signal lights with low-energy LED lights. (Lead:
Public Works)
VI. Plan Future City Development
26. Work with City Council Committees on S.M.A.R.T. Goals. The acronym S.M.A.R.T. is an
mnemonic to describe the key characteristics of a goal or objective and stands for Specific,
Measurable, Attainable, Relevant, and Time-bound. (Lead: All Departments)
27. Prepare comprehensive plan major update. (Lead: Planning; Public Works)
VII. Actively Support Regional Transportation Improvements
28. Continue to participate in Regional Transportation Forums – SCATBD, RPEC, KCPEC, PSRC,
PCTCC and RAMP on key transportation issues. (Lead: Public Works)
29. Continue to coordinate planning efforts with adjacent and regional agencies. (Lead: Public
Works)
VI. Enhance Quality of Life
30. Complete design and construction of Mill Creek. (Lead: Planning, Public Works)
31. Develop a Citywide climate action plan and policy. (Lead: Planning)
32. Implement the Citywide Arterial bicycle and safety improvements program. (Lead: Public Works)
33. Implement the biennial pedestrian crossing improvement program. (Lead: Public Works)
34. Continue to fund the Lakeland Hills and Community Circulator shuttle programs. (Lead: Public
Works)
35. Provide for more parks and recreation opportunities including completing construction of new
Lea Hill Park, expanding off-leash dog areas, and replacing playground equipment at Brannan and
Dykstra Parks. (Lead: Parks, Arts, and Recreation)
2011 and 2012 Progress on Citywide Goals:
I. Provide for Public Safety
Provided continuous police services to all six Police Department reporting districts and responded
to community concerns within each district by working collaboratively with Community Response
Team (CRT) Officers.
Continued to monitor and enforce intersection safety through the City‟s Red Light Enforcement
program and the City‟s School Speed Zone enforcement program.
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Continued to seek sources of grant funding to support law enforcement efforts related to sex
offender monitoring/investigations, auto theft prevention, and DUI (Driving Under the
Influence)/seat-belt emphasis patrols.
Initiated a gang coordination effort with neighboring cities that engages the Alive and Free
program and area law enforcement agencies with prevention and intervention services
II. Encourage a Sense of Community
Completed Auburn / Pacific Trail phase 2.
Initiated and provide resources for inclement weather sheltering serving Auburn residents in need
of emergency assistance.
Continued development of the Human Services one-stop center.
Assisted in increasing the number of available transitional housing units available to domestic
violence victims and crisis situations.
Continued to create and develop neighborhood meetings or neighborhood block watches (80
neighborhoods to date are involved).
Initiated and provided resources and support for the Olympic and Cascade Middle Schools
Summer programming.
Completed construction of the City‟s first elevated boardwalk trail at the Auburn Environmental
Park.
III. Encourage Economic Development
Developed and adopted the City‟s Small Business Development Assistance Pilot Program.
Completed A/B street corridor improvements.
Promoted Citywide economic development activities.
Established sister city relationships with cities in Japan, Korea, Italy and China.
Received designation as an Innovation Partnership Zone (IPZ) by the State of Washington.
Significant economic changes in the City included: Purchase of the Auburn Regional Medical
Center by MultiCare; the first hospital for MultiCare in King County; $35 million in renovation
and rebranding the Supermall of the Great Northwest to The Outlet Collection of Seattle; the
opening of Coastal Farm and Ranch, a 124,000 square foot store for livestock and gardening
supplies; and the HCSA regional hospital laundry facility.
Implemented of a fee deferral ordinance program to defer impact fees and system development
charges and the construction sales tax refund program to promote economic development.
IV. Improve Designated Urban Center
Completed construction of the South Division Street Promenade.
Implemented the Storefronts Program, an initiative to fill vacant downtown commercial spaces
with temporary art installations.
Implemented the design and started construction of the City‟s first outdoor sculpture gallery to be
located in downtown Auburn.
Completed replacements of downtown street lights.
V. Complete Public Works Projects
Obtained funding from the King County Flood Control District and completed the removal of the
temporary flood control barriers along the Green River.
Completed construction of the South Division Street Promenade Project and City Hall Plaza
improvements.
Continue commitment to the SOS (Save Our Streets) program.
Completed the A Street NW Extension Project (A/B Corridor Phase 1).
Completed the South Auburn ITS (Intelligent Transportation System) expansion project.
Completed design and began construction of the M Street SE Underpass (grade separation)
project.
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Completed pre-design for M Street SE and Auburn Way South intersection improvements.
Continue to maintain the City‟s utility infrastructure network. Key projects included completed
design and construction of the 132nd Ave SE intertie to Tacoma Pipeline 5; Ellingson Sewer Pump
Station, Lakeland Water Reservoir #6, and the White River Storm Pump Station.
Reached agreement with the Cascade Water Alliance and Puget Sound Energy on ownership
transfer of the storm main that drains the Lake Tapps Parkway.
Successfully negotiated a water supply agreement with Tacoma Public Utilities for the provision of
a permanent source of water supply.
VI. Plan Future City Development
In 2011, performed 1,459 building plan reviews and 7,289 building inspections.
In 2011, assisted in the permitting, renovations and openings of new businesses in the City
including the Pick Quick Restaurant, Coastal Farm and Ranch, La Quinta Inn, Chase Bank
Lakeland, Panda Express, and Auburn Library renovation.
In 2011, issued 217 new single family residential building permits and 38 commercial building
permits, with a combined total valuation of $55.5 million.
VII. Actively Support Regional Transportation Improvements
Participated in a Washington State Department of Transportation study on options for extending
State Route 167 to the Port of Tacoma.
Worked with the Auburn Chamber to develop a proposed street bond for the April 2012 ballot.
Participated in Regional Transportation Forums – SCATBD, RPEC, KCPEC, PSRC, PCTCC and
RAMP on key projects.
VI. Enhance Quality of Life
Increased on-line recreation registrations to 17%.
Opened new Activity Center/Gymnasium at Les Gove Park.
Initiated new activities at the Gymnasium including teen afterschool programs, indoor playground
for toddlers, birthday party packages, and climbing wall activities.
Named “Playful City USA” for the fourth consecutive year.
Initiated new downtown community events including a concert services; ArtRageous festival and
Community Art Walk.
Improved opportunities for park recreation including resurfacing tennis courts, replacing
playground equipment, and adding a practice wall to Game Farm Park and opening a off-leash
area at Roegner Park.
Provide for greater recreation opportunities at the Auburn Golf Course including expanding
summer weekly league play and developing a summer weekly league for merchants and couples.
Assisted in the development of Terry Home II, which provides care for low income, traumatic
brain injury patients.
Supported and provided employment and medical/dental services for low-income residents.
Assisted in the develop of Veterans and Human Services Center.
2013-2014 Budget Strategy
The 2013-2014 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 expenses to support the position, and reviewing replacement staff for
essential need. Limiting 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.
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3. Use fund balance or working capital to finance capital equipment that maintains or enhances
productivity.
4. Control discretionary expenses.
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:
a. Continue support of growth management
b. Maintain effective law and justice services
c. Provide continued public safety
d. Support a diversity of recreational and cultural programs
e. 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. Enhancing the capacity of the infrastructure where funding opportunities exist by giving priority to
providing necessary matching funds.
9. Continuing operation of the City‟s enterprise functions on a business basis.
10. Exploring 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 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 for both building revenues for major capital needs and to provide a counter-cyclical
balance.
Interest rates are being cut to stimulate economic growth. It is anticipated that the development of
residential construction will continue due to current low interest rates. The need for services has 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 will 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.
2013-2014 Biennial Budget Section II: Process/Policies
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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 is budgeted for over
$2.1 million of expenditures in 2013. 2014 is budgeted for $1.3 million in expenditures with an
ending fund balance over $5.0 million for future projects identified in the Capital Facilities Plan.
General Fund Priorities
City General Fund revenues are forecasted conservatively but realistically because of anticipated voter
approved initiatives. 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 2011 actual
and 2012 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; especially increases in prisoner custody.
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.
2013-2014 Biennial Budget Section III: Financial Plan
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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 is 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 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 chapter 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 future. The development and allocation of these resources is accomplished on
the basis of the foregoing policies, goals and objectives addressing the requirements and needs of the
City of Auburn. While the other sections of this document will present the budget in detail, this
section provides an overview of the budget as a Financial Plan. As such, this section will focus 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 2013-2014 are summarized under Section VII, Capital Budget in this document, the entire
Capital Facilities Plan (CFP) is outlined, in detail, in a separate document.
2013-2014 Biennial Budget Section III: Financial Plan
Page 50
Analysis of 2013-2014 Revenues by Source for All Funds
The graph below presents the total new revenues that are anticipated to be available to support City
programs during 2013 and 2014. The table shows the revenue by source of funds from 2011-2014.
The revenues received by the City are derived from a diverse range of sources, and the types of
revenues received by each fund vary significantly.
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
TaxesCharges for Svcs IntergovMiscellaneousLicenses & Permits Fines & Penalties Transfers InOther Sources
2013 Budget
2014 Budget
2013-2014 BudgetedRevenues
Total All Funds20112012201220132014
RevenuesActualAdj BudgetEst ActualBudget Budget
Taxes$44,886,451$44,025,815$44,882,375$45,194,271$45,562,598
Charges for Services57,024,918 61,704,277 61,450,457 67,166,292 69,187,712
Intergovernmental17,500,655 25,505,368 22,012,318 20,466,324 10,416,624
Miscellaneous5,130,868 5,441,530 3,328,480 3,372,474 21,022,978
Licenses and Permits1,769,516 1,129,000 1,603,700 1,838,484 1,555,247
Fines and Penalties2,352,046 1,749,800 1,749,800 1,806,500 1,812,575
Transfers In8,090,833 9,085,660 8,221,860 3,849,139 3,307,694
Other Sources18,560,951 17,575,011 1,279,210 16,517,947 915,150
Total Revenues & Other
Financing Sources155,316,238 166,216,461 144,528,200 160,211,431 153,780,578
Beginning Fund Balance110,102,642 97,739,487 97,739,487 66,143,562 59,164,677
TOTAL AVAILABLE RESOURCES 265,418,880$ 263,955,948$ 242,267,687$ 226,354,993$ 212,945,255$
Charges for Services
The largest source of revenue for the City is charges for services which include user fees for utility
services, recreational, planning and building activities and represent 38.8% and 41.9% of total
revenues in 2013 and 2014 respectively. The majority of these charges are collected in the enterprise
funds for services provided as stand alone business type activities. Service revenue is also charged 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.
2013-2014 Biennial Budget Section III: Financial Plan
Page 51
Tax Revenue
The second largest revenue source comes from taxes. Sources of tax revenue include property taxes,
retail sales taxes, utility taxes, admissions taxes, and gambling taxes. Tax revenue constitutes 28.2%
of total new revenue in 2013 and 29.6% in 2014. Almost all tax revenues are received in the
General Fund to support the ongoing operations of the City. Starting in 2013 annual sales taxes
collected from new construction activity will be used to support activities in the Local Street Fund
(fund 103). In 2013, the amount of sales taxes from new construction is estimated to total $1.5
million in 2013 and $1.3 million 2014. Prior to 2013, $2.0 million in property taxes were used
annually to support activities in the Local Street Fund with the remainder receipted into the General
Fund. Starting in 2013, all revenue from property taxes will be retained in the General Fund.
Intergovernmental Revenue
Intergovernmental revenue is primarily Federal and State grants, along with other governmental
contributions, and is 12.8% in 2013 and 6.8% in 2014 of new revenue. The reduction of revenue in
2014 is attributable to the completion of the M Street Construction Project. Revenues within this
category are primarily used to fund the construction of street projects or other capital projects, such
as park improvements, in the Municipal Park Construction fund.
Miscellaneous Revenue
Miscellaneous revenue includes interest, rents and leases, contributions and donations, and
Equipment Rental Internal Service fund 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. The 2014 budget includes $17.7 million budgeted for construction of
the Auburn Community Center. At this writing, specific funding sources has not yet been
determined.
License and Permit Revenue
License and Permit revenue is dependent on the economy as most of this revenue is comprised of
building permits and development fees from new construction activity. The 2013-2014 biennial
budget includes known new development projects in 2013. These include new buildings on the
Green River Community College campus, the Landmark building in downtown Auburn, major
renovation at the Outlet Collection of Seattle (formerly known as the Supermall), and construction
of the HCSA regional hospital laundry processing facility. A gradual and general improvement in
new construction activity is expected, consistent with the slow but steady improvement in the local
and regional economy. If the recovery in the economy stalls or occurs less quickly than currently
anticipated, this revenue source may need to be adjusted downward.
Fines and Penalties
This revenue source has been and is projected to be relatively stable. It includes false alarms, traffic
and parking fines.
Transfers In
This revenue source is for transfers between funds are budgeted at $3.8 million in 2013 and $3.3
million in 2014. Transfers include payments to other funds for debt service, capital construction
projects, grant matches and interfund loans. Transfers in 2013 reflect the timing of transfers from the
Mitigation Fees fund for M Street and C Street transportation improvement projects in the Arterial
Street Fund.
Other Sources
Other revenue sources accounts for 10.3% in 2013 and 0.6% in 2014. Revenues in 2013 include
anticipated bond proceeds to fund construction of major projects in the water and storm drainage
utilities.
2013-2014 Biennial Budget Section III: Financial Plan
Page 52
Analysis of 2013-2014 Budgeted Expenditures for All Funds
The following graph presents the 2013 and 2014 budgeted expenditures of the City by object.
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
$40,000,000
SalariesBenefitsSuppliesServices &
Charges
IntergovCapital
Outlay
Debt Interfund
Payments
2013 Budget
2014 Budget
2013-2014 BudgetedExpenditures
Total Baseline Budget20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries$30,219,509$32,613,719$31,097,586$30,933,439$30,774,212
Benefits12,254,149 15,702,479 14,313,480 14,440,897 15,648,701
Supplies3,109,330 3,772,424 3,351,384 3,843,868 3,813,043
Services & Charges26,763,081 33,309,860 31,031,141 35,080,306 34,891,498
Intergov28,223,377 26,767,300 25,512,315 23,597,351 23,523,292
Capital Outlay34,692,526 77,340,339 52,735,449 37,693,074 33,410,310
Debt 5,444,654 7,650,720 7,649,720 10,045,816 10,110,091
Interfund Payments10,700,190 10,506,650 10,433,050 11,375,564 10,888,476
Other Uses16,272,575 - - - -
Designated Fund Balance5,532,812 4,044,830 4,144,830 4,345,620 4,837,570
Undesignated Fund Balance92,206,677 52,247,627 61,998,732 54,999,058 45,048,062
ALL FUNDS TOTAL$265,418,880$263,955,948$242,267,687$226,354,993$212,945,255
Salaries and Benefits
Salaries and Benefits are approximately $45.4 million in 2013 and $46.4 million in 2014. Significant
changes in salaries include elimination of Municipal Court and Probation operations effective
November 2012. These services will be provided under contract with the King County District Court
(expenditure of which is included in Intergovernmental Charges). The 2014 budget includes
elimination of 5.0 FTEs in the Police Department, reflecting expiration of the federal Community
Oriented Policing (COPS) grant. Significant changes in benefits include anticipated increases in
medical benefits (2013: +6.0%; 2014: +10.0%) and additional dental benefits (2014: +4%) as
projected by the Association of Washington Cities. Pension contribution rates for PERS Plan 2 and
PERS Plan 3, which are set by the State of Washington, are projected to increase from current 7.21%
in 2012 to 9.03% in 2013 and 10.19% in 2014.
2013-2014 Biennial Budget Section III: Financial Plan
Page 53
Services and Charges
The City contracts for professional services as needed. Some examples of these costs include legal
expenses, appraisals, surveys and consulting services. Other categories in this object include
communications, travel, advertising, rentals, insurance, repairs and maintenance and utility charges.
Intergovernmental Charges
Transfers between funds are budgeted at $23.6 million in 2013 and $23.5 million in 2014. Transfers
include payments to other funds for debt service, capital construction, and street project funding.
Intergovernmental expenditures includes the contractual cost for the South Correctional Entity
(SCORE), contractual payments to King County Metro for sewerage treatment services, and payment
to King County District Court (KCDC) for municipal court and probation services. Payments to
KCDC are estimated to begin in late 2013 (billing begins 12 months after November 2012 contract
engagement) at a cost of $269,000 and annualized cost of $1.6 million in 2014.
Capital Outlay
Approximately $37.7 million has been allocated for capital improvement and projects for 2013 and
$33.4 million in 2014. Most of the capital expenses are budgeted in the Utility Funds. The balances
of capital expenditures are primarily in the Arterial and Local Street construction funds and the Parks
Construction fund. These categories fluctuate from year to year and are dependent on available
funding from grants, loans, one-time revenues, and service fees. Examples of capital projects
scheduled in 2013-2014 include: new Lea Hill Park, replacing playground equipment at Brannan and
Dykstra Park, M Street Underpass, Auburn Way South improvements, Well 1 improvements,
Supervisory Control and Data Acquisition (SCADA) upgrades for all utilities, and reducing flooding
on 30th Street NE.
Interfund Payments
Payments to the Internal Service Funds are budgeted at approximately $11.4 million in 2013 and
$10.9 million in 2014. These are charges paid for equipment repair and replacement as well as
software, hardware, technology, multimedia and facilities services. These are internal services
provided by the City’s Equipment Rental fund, Facilities fund and the Innovation and Technology
fund to other City departments.
2013-2014 Biennial Budget Section III: Financial Plan
Page 54
REVENUE ANALYSIS
GENERAL FUND
The City’s General Fund receives a wide variety of revenue. This section of the budget will discuss
the key factors that affect revenue for the next year.
General Fund Revenue
By Funding Source
20102011201220132014
ActualActualEst ActualBudgetBudget
Beginning Fund Balances:
Designated/Reserved1,072,4251,735,725300,825342,183342,183
Undesignated12,165,42713,646,62915,937,24611,766,6187,968,827
Total Fund Balances$13,237,852$15,382,354$16,238,071$12,108,801$8,311,010
Taxes:
Property12,669,81112,566,89412,874,84014,299,41714,299,417
Sales & Use12,583,15212,818,41112,279,00011,280,86911,548,552
Utility9,699,4609,808,57810,412,60010,889,91111,111,813
Other3,251,5033,475,2093,251,6303,284,7363,302,193
Licenses & Permits1,311,9161,769,5161,603,7001,838,4841,555,247
Intergovernmental6,210,0325,416,5725,700,7734,751,7844,879,076
Charges for Service1,861,2041,651,3411,908,3021,955,9471,752,579
Fine & Forfeitures2,472,4111,940,3261,499,8001,556,5001,562,575
Transfers In1,501,9131,078,43917,000193,00017,000
Other Revenues2,100,800792,127651,000520,100524,650
Total General Fund$66,900,054$66,699,766$66,436,716$62,679,549$58,864,112
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $38.8 million in tax revenue
during 2012. Total revenues from taxes are anticipated to increase in 2013 to an estimated $39.8
million. It is expected that economic growth will continue to be as slow as it has been since the
official end of the Great Recession in June 2009. While the housing market has improved, giving a
much needed boost to consumer confidence, concerns over the uncertainty of the European debt
crisis, an economic slowdown in Asia, and the Presidential elections and Congressional actions to
address the “fiscal cliff” continue to weigh on consumer and business sentiment. Voter approved
initiatives and State Legislative budget cuts to local tax distributions and State mandated increases to
benefit rates have had a significant financial impact on General Fund revenue. Revenue budgeted
for the next biennium is based on the assumption that the economy will continue to grow very
slowly. If growth is even slower than anticipated, revenues may have to be adjusted downward.
Property Taxes
Property taxes remain the largest single source of General Fund revenue for the City and constitute
28.3% of total General Fund revenue budgeted for 2013. 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
2013-2014 Biennial Budget Section III: Financial Plan
Page 55
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. New construction, annexations and refund levies are additional. I-747 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. 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 limited to 1%. In 2013 City
property taxes will be further limited as citywide assessed valuation has declined 4.4% to $6.9
billion (from $7.2 billion in 2012). The decline in assessed value will result in the City reaching its
levy limit of $2.10. As a result of this limitation, the City will realize a reduction in Property Tax
revenue of an estimated $450,000 in 2013.
Sales Tax
The sales tax rate in the City of Auburn is 9.5% on all retail sales. Within this, the net City tax rate is
.84%, after accounting for the share received by counties and a State administrative fee1. 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. In
2013 and 2014, sales taxes are estimated to total $11.3 million and $11.6 million, respectively.
Effective January 1, 2013, sales taxes received from new construction will be transferred to the Local
Street fund in support of the City’s Save Our Streets (SOS) program. This is estimated to total $1.5
million in 2013 and $1.4 million in 2014.
Utility Taxes
This category includes utility taxes, which are taxes applied to utilities providing services in the City,
including City-owned and private utilities. Utility taxes, as a whole, have been considered to be very
stable from year-to-year, not only in the amount received, but also in terms of consistent growth
rates. Interfund utility taxes are charged at 7.0% on the four major City utilities: Water, Sewer,
Storm Drainage, and Solid Waste. 1% of this utility tax is dedicated to fund Arterial Street
Preservation. Other City utility taxes include a 6.0% tax assessed on electric and natural gas
providers, of which 1% of this tax is dedicated to fund Arterial Street Preservation.
Other Taxes
This category includes sales tax credit for annexation, criminal justice sales tax, admissions tax,
leasehold excise tax and gambling taxes. Gambling taxes include a 2.0% tax on amusement games,
10% tax on punchboards and pull-tab’s, and 4% on social card rooms. Tax revenues in this category
are fairly consistent and make up 6.5% of General Fund Revenues in 2013 and 2014.
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%.
2013-2014 Biennial Budget Section III: Financial Plan
Page 56
$-
$4,000,000
$8,000,000
$12,000,000
$16,000,000
20102011 2012 2013 2014
General Fund Tax Revenue
Property Sales & Use Utility Other
Other General Fund Revenue
Licenses and Permits
License and permit activities are user fees that are derived from various regulatory activities of the
City. 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. New construction has been strong for the past few years and is projected to
continue to stay strong through the next biennium due to several large construction projects. Other
revenues in this category include business licenses, plumbing and electrical permits, and pet licensing.
The City’s business license fee is a flat $50.00. Pet licensing revenue is a new source of revenue with
transition to the Auburn Valley Humane Society (AVHS) for local animal control services. Pet license
revenues are budgeted at $96,000 in 2013 and $240,000 in 2014, reflecting the transition of services
from King County. Licenses and Permits are projected to be 3.6% of 2013 budgeted revenue.
Intergovernmental
Various state-shared tax revenues, including streamlined sales tax, motor vehicle sales tax, liquor
excise tax and liquor profits dominate this category. The 2012 Legislature, as a strategy to balance
the State’s budget shortfall, significantly affected the City’s liquor excise taxes and profits. Liquor
excise taxes were suspended for a 12 month period starting July 1, 2012 ($320,000 one-time loss),
with reinstatement at about 65% of original levels starting July 1, 2013 ($130,000/yr permanent
loss). Liquor profits were frozen at 2011 levels ($40,000/yr permanent loss). The Legislature also
reduced streamlined sales taxes by 3.4%, or a permanent loss of $70,000/yr. Streamlined sales taxes
was provided to cities starting in 2008 as a means to fully mitigate local losses as a result of the
State’s change to a destination based sales tax model. Prior to this reduction, the City received
approximately $2.0 million annually from the State of Washington for this purpose.
Other major sources of revenue in this category include federal Community Oriented Policing
(COPS) grants. Effective January 1, 2013, the City will is no longer be eligible for the AARA COPS
grant that included over $400,000 in revenue over each of the past three years. These resources
were used to support the funding of 5.0 FTEs in the Police Department. The City anticipates
receiving $700,000 annually from the Muckleshoot Indian Tribe for City services rendered, including
2013-2014 Biennial Budget Section III: Financial Plan
Page 57
police calls for service, court services, and street maintenance. Payment to the Tribe is based upon
actual service delivery and is reconciled each year with Tribe management.
Charges for Services
This category consists of user fees that are derived primarily from recreational fees paid by
participants for programs provided by the City’s Parks Department and for plan check fees paid to
the Planning Department. Revenue from recreational services tends to gradually increase with
community growth and demand. Recreational fees support about 50% of the costs of the related
services. Plan check fees are derived from the review of proposed new construction and
development activities. Plan checks are likely to hold steady in 2013 as they follow new construction
and permitting activity. Charges for services constitute 3.9% of total 2013 revenue.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
20102011 2012 2013 2014
General Fund Revenue
Licenses & Permits, Intergovernmental and Services
Licenses & Permits Intergovernmental Charges for Service
2013-2014 Biennial Budget Section III: Financial Plan
Page 58
Fines and Forfeits
Fines and forfeits consist mainly of parking infractions, traffic fines, and fines derived from the City’s
Redflex red-light enforcement program. Fines and forfeits are projected to be 3.1% of the total 2013
and 2014 budgeted revenue.
Transfers In
Transfers in consist of transfers receipted into the General Fund in support of internal City
operations. Budgeted transfers into the General Fund for 2013 include $176,000 from the
Cumulative Reserve fund for Auburn Valley Humane Society (AVHS) startup costs.
Other Revenues
Other Revenue consists primarily of interest revenue, contributions and donations, insurance
recoveries, and facilities rentals. Increase in revenue in 2010 reflects the refinancing of Valley
Communications Center Public Development Authority bonds, which the City is contracted to pay
20% of the debt service for these 15-year bonds. Interest revenues are projected to decline in the
next biennium due to lower interest rates. Facilities rental revenues are projected to remain stable at
about $270,000 in 2013 and 2014.
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
$2,500,000
$3,000,000
20102011 2012 2013 2014
General Fund Revenue
Fines, Transfers In and Other Revenue
Fine & Forfeitures Transfers In Other Revenues
2013-2014 Biennial Budget Section III: Financial Plan
Page 59
SPECIAL REVENUE FUNDS
The City has 10 special revenue funds presented in this budget. These funds account for the proceeds
of specific revenue sources and are legally restricted to expenditures for specific purposes.
Special Revenue Funds
Revenue By Funding Source
20102011201220132014
ActualActualEst ActualBudgetBudget
Beginning Fund Balances 15,168,61515,471,47815,075,49314,865,48312,044,716
Taxes 3,531,3884,265,2554,231,1003,606,3383,467,623
Intergovernmental 2,403,3117,990,98812,507,82513,522,0303,981,108
Charges for Services 1,115,9471,211,178889,100884,100884,100
Fines and Penalties 405,760411,720250,000250,000250,000
Miscellaneous 92,362260,734215,86016,86016,860
Other Sources 4,001,4422,553,3544,859,720785,540496,050
Total Revenue26,718,825$ 32,164,707$ 38,029,098$ 33,930,351$ 21,140,457$
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
20102011 2012 2013 2014
Special Revenue Funds
Other Sources and Intergovernmental not Included
Taxes Charges for Services Miscellaneous
Taxes
Revenue from taxes in the Special Revenue funds is derived primarily from utility taxes and sales
taxes, both of which are used to support the City’s transportation program. Current City policy
directs 1.0% of the utility tax to the Arterial Street Preservation Fund. This revenue is budgeted at $2
million in both 2013 and 2014. Prior to 2013, the City dedicated $2.0 million annually in property
taxes to the Local Street Fund. Starting in 2013, all property taxes collected will be retained in the
City’s General Fund and, instead, sales taxes collected from new construction projects will be
deposited into the Local Street fund in support of the City’s Save Our Streets program. For the 2013
and 2014, this amount is estimated to be between $1.4 to $1.5 million. Another tax collected is the
Business Improvement Assessment (BIA). The City levies a tax on all businesses within the downtown
core area. Retail businesses are levied $0.15 per square foot and service businesses are levied $0.15
per square foot, up to a maximum of one thousand square feet. These funds then provide the
resources that enable the Auburn Downtown Association to promote the central business area.
2013-2014 Biennial Budget Section III: Financial Plan
Page 60
There are approximately 288,800 square feet of service businesses and 238,100 square feet of retail
space assessed annually. The Hotel/Motel Excise Tax is another source of revenue for this group of
funds. Levied at 1% of the charges for lodging at hotels, motels and campgrounds these funds are
used to offset the cost of tourism promotion. Other taxes which support activities in Special
Revenue funds include Motor Vehicle Fuel Tax (MVFT). The City receives approximately $1.5
million annually in MVFT. Of this, $530,000 is deposited into the Arterial Street Fund and $7,100
into the Recreation Trails Fund. The remainder is deposited into the General Fund.
Charges for Service
Special Revenue funds charges for services is derived mainly from the Mitigation Fee fund. This
revenue consists of miscellaneous service fees and mitigation fees paid by developers. 2013-2014 are
budgeted conservatively as this revenue source fluctuates based on local economic conditions.
Miscellaneous
Miscellaneous revenue consists primarily of developer contributions and interest income which is
budgeted conservatively in 2013 and 2014.
Intergovernmental
This funding source has traditionally been the largest of all categories in the Special Revenue Funds.
Intergovernmental revenues are grants, entitlements, shared revenues and payments provided by
one government to another. These funds include Federal, State and Local grants, state entitlements,
and other contributions and donations. A majority of this funding is passed through the Washington
State Department of Transportation (WSDOT) for Arterial Street projects. Fluctuations from year-to-
year for this source of revenue can be directly related to project activity since a majority of this
revenue is received on a reimbursement basis. The Arterial Street fund is anticipating approximately
$10.7 million of state and federal funding for 2013 and $3.5 million from federal, state and local
funding in 2014. Major projects include M Street SE Underpass, Auburn Way South Pedestrian
Improvements (Dogwood to Fir), Auburn Way South Corridor Improvements (Fir to Hemlock),
Auburn Way South (SR-164) Corridor Safety Improvements (Muckleshoot Plaza to Dogwood),
among others.
Other Sources
This revenue source is primarily for transfers from other funds to the special revenue funds. Most of
the budgeted transfers will be for the continued support of Arterial and Local Street projects
identified in the Transportation Improvement Plan.
$-
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
20102011 2012 2013 2014
Special Revenue Funds
Other Sources and Intergovernmental
Other Sources Intergovernmental
2013-2014 Biennial Budget Section III: Financial Plan
Page 61
CAPITAL PROJECT FUNDS
The City maintains two capital project funds, the Municipal Park Construction Fund and the Capital
Improvement Fund. Major non-proprietary capital acquisitions and construction are budgeted in
these funds separately from operations. A third fund, the Local Revitalization fund was used to
account for construction of the Promenade and City Hall Plaza. Construction of these projects are
completed and the Local Revitalization fund is closed effective the end of 2012.
Capital Project Funds Revenue
By Funding Source
20102011201220132014
ActualActualEst ActualBudgetBudget
Beginning Fund Balance10,422,36112,589,6048,794,9385,882,0344,911,571
Taxes1,193,8761,603,5991,520,0001,520,0001,520,000
Intergovernmental1,014,8692,222,0542,681,120976,070336,000
Charges for Service21,98519,77020,00015,00015,000
Miscellaneous2,060,4731,226,105134,900140,51717,795,519
Other Sources32,665,4083,429,041194,240116,67030,000
Total Revenue47,378,972$ 21,090,173$ 13,345,198$ 8,650,291$ 24,608,090$
$-
$5,000,000
$10,000,000
$15,000,000
$20,000,000
$25,000,000
$30,000,000
$35,000,000
20102011201220132014
Capital Project Funds Revenue
Taxes Intergovernmental
Charges for Service Miscellaneous
Other Sources
2013-2014 Biennial Budget Section III: Financial Plan
Page 62
Taxes
The City is authorized to levy Real Estate Excise Tax (REET) up to ½% on all real property sales
transactions within the City. The City of Auburn levies the allowable ½%. Revenues from this tax
must be used for financing capital facilities specified in the City’s Capital Facility Plan. REET is
divided into quarter percents. 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. With the current downturn in the economy REET is budgeted conservatively and held
steady from 2011 through 2014.
Intergovernmental
The parks construction fund anticipates the receipt of $876,000 in grant revenue for 2013 to
complete major park projects and $336,000 in grant funding in 2014. These projects include the
construction of Lea Hill Park, replace playgrounds at Brannan Park and Dykstra Park, and transform
the Parks, Arts and Recreation Administration building into a Teen Center.
Charges for Services
Portions of all adult team sport fees are put into the capital facility program in the Parks
Construction Fund – fund 321. These funds are then used to construct park facilities to benefit the
users of the parks and fields.
Miscellaneous
Miscellaneous revenue includes interest earnings on idle fund resources and contributions or
donations from developers or other organizations for community projects. The 2014 budget
includes $17.7 million to fund construction of the Auburn Community Center. At this time, specific
sources of funding have not yet been identified. Investment income is budgeted conservatively from
2013 through 2014.
Other Funding Sources
Other funding sources consist of interfund operating transfers in from other funds and bond
proceeds. These transfers are used to fund the capital projects to be determined by Council. 2010
include $22.7 million in bond proceeds for the purchase of the City Hall Annex and $7.3 million in
bond proceeds for the Local Revitalization project.
2013-2014 Biennial Budget Section III: Financial Plan
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ENTERPRISE FUNDS
The City presents seven enterprise funds in the budget used for the purpose of accounting for the
revenues derived from services provided. The City enterprise funds include the following services:
Water, Sanitary Sewer, Storm Drainage, Solid Waste, Golf Course, Airport and Cemetery. The next
table and graph depicts the amount of revenues received by source.
Enterprise Funds
Revenue By Funding Source
20102011201220132014
ActualActualEst ActualBudgetBudget
Beg. Working Capital29,724,73849,296,16740,588,37619,511,84021,785,312
Charges for Services42,588,49944,189,89548,968,35554,086,18156,736,757
Other Sources32,282,19617,625,2481,413,51016,849,0971,247,000
Miscellaneous2,636,7701,841,772 1,344,100 1,229,260 1,282,260
Intergovernmental339,5281,141,653 453,640 589,000 593,000
Total Revenue107,571,731$ 114,094,735$ 92,767,981$ 92,265,378$ 81,644,329$
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
2010 2011 2012 2013 2014
Enterprise Funds Revenue
Charges for Services Miscellaneous Other Sources Intergovernmental Revenue
Charges for Services
This revenue source represents fees charged by the City’s enterprise funds in return for a public
service. Over 59% of the City’s enterprise fund charges for service revenue are collected in the
sewer and solid waste funds. Approximately 65% of the sewer revenues are related to pass through
charges from King County for Metro services, which is for the treatment and disposal of the City of
Auburn’s sewage. Solid Waste collection is contracted through Waste Management Disposal
Company. Garbage rates are structured in a way that encourages participation in the recycling
program. The utility revenues are directly affected by growth factors and rate increases. The City
normally reviews the fees charged for utilities on an annual basis to ensure the fees charged cover the
costs associated with providing the services. All fees and charges are adopted through the public
process of an ordinance. Other sources also include green fees, lessons, power cart rentals,
restaurant, banquet space and pro-shop sales at the Auburn Golf Course. In 2012, debt service
associated with bonds issued for renovating the clubhouse was moved to its own fund (Golf Debt
Service Fund) and supported with transfers from the General Fund in 2012 and the Cumulative
Reserve Fund in 2013 and 2014. Charges for services in the Cemetery fund are for lot sales and retail
sales for burial related products. The economic downturn has affected the revenues projected for
this fund in 2013 and 2014.
2013-2014 Biennial Budget Section III: Financial Plan
Page 64
Other Sources
This revenue source represents the resources available from Public Works Trust Fund loans (PWTF),
developer contributions and bond proceeds. System capital contributions are paid by the developer
during the permitting process and are used for capital improvements. Other contributions include
non cash developer contributions as they build or improve system assets. In 2010 other sources
include $12.0 million revenue bond proceeds in the Water fund, $5.4 million revenue bond
proceeds in the Sewer fund and $4.5 million revenue bond proceeds in the Storm Drainage. In 2011,
other sources include $16.0 million in developer contributions. 2013 includes $7.4 million in bond
proceeds in the Water fund and $4.9 million in bond proceeds in the Storm Drainage fund.
Miscellaneous
Airport property rentals make up 45% of the Enterprise funds miscellaneous revenue. Completion of
new hangars, additional ground leases, new wash station, and improved marketing have increased
revenue for the airport although this has been offset by a reduction in revenues due to the flight
school being vacated in 2012. The other significant source of revenues are comprised of investment
income earned on idle cash. This revenue source has decreased due to record low interest rates.
Intergovernmental
This revenue primarily represents grants received in the Storm Drainage, Solid Waste and Airport
Funds. The Storm Drainage Fund is anticipating grants for the Mill Creek wetland restoration project
as well as the Salmon Recovery restoration project. In addition, the Airport will receive a grant from
the Federal Aviation Administration (FAA) for an update to the Airport Master Plan (AMP). Lastly,
the Solid Waste Fund is expecting grants for education and outreach.
2013-2014 Biennial Budget Section III: Financial Plan
Page 65
INTERNAL SERVICE FUNDS
The City’s Internal Service Funds are used to budget for the financing of goods and services provided
by one department of operation to other funds and departments on a cost reimbursement basis.
The City has four internal service funds: Insurance, Facilities, Equipment Rental and the Innovation
and Technology Fund.
Internal Service Funds
By Funding Source
20102011201220132014
ActualActualEst ActualBudgetBudget
Beg. Working Capital11,673,895 12,857,762 12,718,979 9,507,599 7,911,142
Charges for Service8,586,631 9,907,705 9,614,700 10,177,064 9,751,276
Intergovernmental77,985 191,951 131,560 90,000 90,000
Miscellaneous & Other1,033,106 1,095,399 1,057,300 1,429,600 1,367,600
Transfer In197,500 - 683,500 208,500 208,500
Total Revenue21,569,117$ 24,052,817$ 24,206,039$ 21,412,763$ 19,328,518$
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2010 2011 2012 2013 2014
Internal Service Funds Fund Revenue
Charges for Service Intergovernmental Miscellaneous Transfer In
Charges for Service
The primary revenue source for charges is from the Innovation and Technology Department (IT) and
the Facilities Department. Each department is allocated a portion of the costs for IT/Multimedia
services, Facilities and Equipment Rental fuel which is then paid into the Internal Service Fund.
Intergovernmental
The primary revenue source in this category is revenue generated from the IT department for
services rendered to Pacific and Algona for Valley Regional Fire Authority (VRFA) and IT support.
Miscellaneous & Other
The Equipment Rental fund charges the departments for maintenance and replacement costs of City
owned vehicles which is collected in the miscellaneous revenue category. This revenue source also
includes interest revenue which has been budgeted conservatively with the decline in interest rates.
Transfer In
This revenue source is for transfers in from other funds. The 2013-2014 budget includes $209,000
annual loan repayment to the IT Fund and Equipment Rental Fund.
2013-2014 Biennial Budget Section III: Financial Plan
Page 66
FIDUCIARY FUNDS
The City has two fiduciary type funds, the Fire Relief and Pension Fund and an unbudgeted Agency
Fund for collection and disbursement of non-City funds.
Fiduciary Funds
By Funding Source
20102011201220132014
ActualActualEst ActualBudgetBudget
Beginning Fund Balance2,828,6412,780,1812,666,5302,590,2852,482,786
Miscellaneous31,14211,42710,00010,00010,000
Intergovernmental63,54566,375 65,000 63,000 63,000
Total Revenue2,923,328$ 2,857,983$ 2,741,530$ 2,663,285$ 2,555,786$
$0
$40,000
$80,000
$120,000
$160,000
$200,000
2010 2011 2012 2013 2014
Fiduciary Funds Revenue
Miscellaneous Intergovernmental
Miscellaneous Revenue
Miscellaneous revenue primarily consists of investment income on idle cash. With the current
decline in interest rates, 2013 and 2014 is budgeted conservatively.
Intergovernmental
This revenue is from the fire insurance premium tax. The City receives this revenue from the State
and it is allocated based on the number of firefighters serving the City.
2013-2014 Biennial Budget Section III: Financial Plan
Page 67
PERMANENT FUND
The City has one permanent fund, the Cemetery Endowed Care fund. City policy provides 10% of
each lot, crypt or niche sale is to be deposited into the Cemetery Endowed Care fund for the future
maintenance of Auburn Mountain View Cemetery once it is full. Resources in this fund are legally
restricted to the extent that only earnings, and not principal, may be used to support cemetery
capital improvements.
Permanent Fund
By Funding Source
20102011201220132014
ActualActualEst ActualBudgetBudget
Beginning Fund Balance1,506,3621,537,1081,556,5711,586,3711,636,471
Charges for Service52,15644,82950,00048,00048,000
Miscellaneous4,1945,934 2,100 2,100 2,100
Total Revenue$1,562,712$1,587,871$1,608,671$1,636,471$1,686,571
$0
$25,000
$50,000
$75,000
$100,000
2010 2011 2012 2013 2014
Permanent Fund Revenue
Charges for Service Miscellaneous
Charges for Services
15% of the sale of each lot, niche and crypt is collected for the future maintenance of the Cemetery
as provided by City policy and State law.
Miscellaneous
Interest revenue is collected on idle cash in this fund. This revenue may be transferred out to the
Cemetery fund to be used for capital projects.
2013-2014 Biennial Budget Section III: Financial Plan
Page 68
General Fund Six-Year Forecast
A six-year forecast of the City’s General Fund follows this summary. 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.
2012
Estimated
2013
Forecast
2014
Forecast
2015
Forecast
2016
Forecast
2017
Forecast
2018
Forecast
Taxes
Property [a]$12,874,840$14,299,417$14,299,417$14,442,411$14,586,835$14,732,704$14,880,031
Sales [a]12,279,000 11,280,869 11,548,552 11,779,523 12,015,113 12,255,416 12,500,524
Utility10,412,600 10,889,911 11,111,813 11,229,378 11,350,882 11,474,579 11,563,872
Other3,251,630 3,284,736 3,302,193 3,318,703 3,335,297 3,351,973 3,368,733
Licenses and Permits1,603,700 1,838,484 1,555,247 1,577,307 1,599,792 1,622,713 1,646,076
Intergovernmental5,700,773 4,751,784 4,879,076 4,930,048 4,981,910 5,034,678 5,088,369
Fees and Charges1,908,302 1,955,947 1,752,579 1,771,244 1,790,173 1,809,371 1,828,843
Fines1,499,800 1,556,500 1,562,575 1,568,682 1,574,822 1,580,993 1,587,198
Other668,000 713,100 541,650 501,234 507,060 513,143 519,498
Total Revenues$50,198,645$50,570,748$50,553,102$51,118,530$51,741,885$52,375,569$52,983,143
Council and Mayor838,200 960,930 969,296 995,416 1,022,462 1,050,477 1,079,507
Human Resources [b]3,892,800 2,121,750 3,494,561 3,590,725 3,689,904 3,792,212 3,897,763
Finance1,140,490 1,287,232 1,317,251 1,356,143 1,396,566 1,438,596 1,482,312
City Attorney1,639,300 1,728,391 1,763,737 1,815,031 1,868,267 1,923,537 1,980,940
Planning4,717,005 4,961,298 5,026,147 5,165,188 5,309,284 5,458,672 5,613,601
Jail - SCORE4,164,750 6,676,146 5,786,100 5,901,822 6,019,858 6,140,256 6,263,061
Police18,686,370 19,434,846 19,326,455 19,884,577 20,464,152 21,066,227 21,691,905
Public works2,530,900 2,646,999 2,694,615 2,772,184 2,852,722 2,936,372 3,023,287
Parks and Recreation7,240,050 7,719,646 7,797,411 8,002,443 8,214,519 8,433,957 8,661,091
Street3,015,050 3,263,864 3,289,135 3,375,144 3,464,028 3,555,910 3,650,922
Non-Departmental [c]6,463,000 3,567,437 3,033,622 3,081,774 3,130,884 3,180,972 3,232,055
Total Expenditures$54,327,914$54,368,539$54,498,329$55,940,447$57,432,647$58,977,188$60,576,445
Ending Balance12,108,801 8,311,009 4,365,782 5,543,866 2,853,103 (748,515) (5,341,818)
Residual/Unused Budget- 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000 3,000,000
Revised Ending Balance$12,108,801$11,311,009$10,365,782$8,543,866$5,853,103$2,251,485($2,341,818)
[a] Starting in 2013, the City ceased an annual transfer of $2.0M/yr from property taxes to the Arterial Street
Fund and will instead substitute this with Sales Taxes collected on construction activity. This category does not
include Streamlined Sales Tax state distributions (this revenue is included under the Intergovernmental revenue
category).
[b] Effective November 2012, the City began contracting with King County District Court for City municipal
court and probation services. Budgeted expenses for municipal court and probation operations were eliminated
in the 2013 budget and annual payments to King County for court services were included starting in late 2013.
[c] 2012 Non-Departmental expenses included a one-time transfer of $2.5M to the Cumulative Reserve Fund to
replenish the fund for historical interfund support.
Key 2013-2018 Assumptions:
Salary and wage inflation: step increases 2013-2014; 2.0%/yr 2015-2018
Benefit inflation: 6.0%/yr
General inflation: 2.0%/yr
Population growth: 1.0%/yr
Property tax increase: 1.0%, plus new construction
Sales tax retail growth: 1.0-2.0%/yr
Sources of forecast assumptions: US Bureau of Labor Statistics; WA State Economic and Revenue Forecast Council;
WA State Office of Financial Management; King County Office of Economic and Financial Analysis; City of Seattle
Finance Department; Puget Sound Forecaster
2013-2014 Biennial Budget Section III: Financial Plan
Page 69
General Fund Forecast 2012-2018
-$20
$0
$20
$40
$60
2012 Estimated 2013 Forecast 2014 Forecast 2015 Forecast 2016 Forecast 2017 Forecast 2018 Forecast
$M
Total Revenues Total Expenditures Revised Ending Balance
Revenues and expenditures are projected on the basis of assumed economic and policy relationships.
Revenues are forecasted on the basis of future economic and demographic factors with little
dependence on past trends. Expenditures are forecasted based on past trends modified by present
and future conditions. Future conditions are based upon a series of complex assumptions. This
model has been used to test a large range of assumptions and policy options in the course of
developing budget recommendations. 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 80% of the General Fund’s revenues
are derived from taxes and include property taxes, sales taxes, utility taxes and other taxes such as
gaming and admissions taxes. These taxes are sensitive to changes in general economic conditions as
well as legislative changes that prescribe how these revenues are determined and collected. This
sensitivity is important should growth occur slower than anticipated, the adverse affect on fund
balance may be greater than predicted.
The forecasted revenues assume property tax assessed valuations will decline by 4.8% from $7.2
billion in 2012 to $6.8 billion in 2013 and remain flat through 2014 before increasing by 1.0%
annually through the remainder of the forecast period. Starting in 2013, the City is expected to
reach its maximum property tax levy rate of $2.10 per $1,000 in assessed valuation due to the
decline in property taxes. Under this scenario, the City would not be able to levy approximately
$450,000 in 2013.
Sales taxes are forecasted to grow by 1.0% in 2013 and assumes a gradual strengthening of the
economic recovery, which is expected to increase the pace of annual sales tax growth to 2.0%/yr
over the remainder of the forecast period.
2013-2014 Biennial Budget Section III: Financial Plan
Page 70
General economic conditions: While the Great Recession officially ended in June 20092, its effects
on the national and local economy continue to be clearly felt today. City sales tax revenues, which
account for 27% of General Fund revenues, is forecasted to grow by a modest 1.0% through 2013
and increasing to a 2.0% annual growth rate starting in 2014, coinciding with an expected slow but
gradual improvement in the general economy.
While estimated revenue growth is expected to remain modest, expenditures involving public safety
and public services are expected to increase at a rate that outpaces revenues growth. Forecasted
pressures on the cost of public service that are outside of the City’s control include State of
Washington mandated pension contribution costs. Rates for the PERS 2 and PERS 3 public pension
programs are expected to rise from the current 7.21% to 9.03% in mid-2013 and again to 10.19% in
mid-2014. Health care costs are expected to rise 6.0% in 2013 and 10.0% in 2014, as projected by
the Association of Washington Cities.
Although departmental expenses typically under spend budgets each year, the rate of under-
expenditure will be restrained going forward due to the cumulative effects of revenue limitations
from legislative and voter approved mandates and the prolonged effects of the Great Recession.
While this forecast assumes residual budget is unused budget and rolled forward to be utilized in the
subsequent year, the City’s ability to realize budgetary savings in the future are expected to be
diminished as a result of these factors.
Based on these trends, it is anticipated that the balance in the General Fund will decrease over the
next few years to 6.4% of expenditures by 2016 as the pace of revenue growth will not be able to
keep pace with growth in expenditures. The Finance Department will continue to study revenue
options and enhancements to offset the decline in future revenues.
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 the loan back, as indicated by means of credit ratings, 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 expense. Debt incurred by a 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.
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.
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
2 National Bureau of Economic Research
2013-2014 Biennial Budget Section III: Financial Plan
Page 71
property. Up to 1.5% may be authorized by City Council without a vote and are referred to as
Councilmanic Bonds; however, any indebtedness available without a vote is proportionately
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 chart summarizes the City’s current debt
obligations by type of debt and legal limit.
General Obligation Bond Debt
(In Thousands)
Without a Vote
1.5%
With a Vote
1.0%
Utility
Purposes
2.5%
Open Space
and Parks
2.5%
Total
Bonding Capacity $107,998 $71,999 $179,996 $179,996 $539,989
Bonds Outstanding 65,417 - - - 65,417
Net Capacity $42,581 $71,999 $179,996 $179,996 $474,572 Source: 2011 CAFR
In 2010, the City issued $31,990,000 of general obligation bonds3. The bonds were used for the
following purposes: 1) refunding all or a portion of the City’s outstanding 1998 Library bonds; 2) to
pay for downtown infrastructure improvements which includes 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
acquisition of certain condominium units to provide city office space near City Hall (City Hall
Annex).
The City issued $5,160,000 of general obligation debt in 2006 to provide funds for the design and
construction of a new Golf Course clubhouse and improvements at the Cemetery4.
The City has also issued $1,655,000 in general obligation debt in 1999 to pay the construction cost
of hangars at the Auburn Airport. In 2005 the City refunded $1,375,000 of the 1999 general
obligation bonds in order to lower the interest rate5.
The City, under contractual obligations, is also responsible for a share of debt service for the Valley
Communications Center Development Authority (originally issued in 2000 and refinanced in 2010);
a 2009 bond issue from the South Correction Entity (SCORE) Public Development Authority; and
the 1998 bonds issued for the construction of the library.
The Valley Communications Center was established under an Interlocal Agreement between the
cities of Renton, Kent, Auburn, Tukwila, and Federal Way. The Center, commonly referred to as
Valley Com, provides consolidated emergency communications (dispatch) for police, fire and
medical aid. The cost distribution to the participating cities is based upon calls for service. Under
this agreement, the City of Auburn is contracted to pay approximately 20% of the Valley Com debt
service over a 15-year period; the balance on this bond is $848,000.
The South Correctional Entity (SCORE), created under an Interlocal Agreement between the cities of
Auburn, Burien, Federal Way, Renton, SeaTac, and Tukwila, provides for correctional services for
the detaining of arrestees and sentenced offenders. Under this agreement, the City is contracted to
pay 31% of the SCORE debt service over a 30-year period; the balance on this bond is $26.733
million.
3 LTGO 2010A – 2010D General Obligation Bonds
4 2006 non-taxable and taxable General Obligation Bonds
5 2005 refunding General Obligation Bonds
2013-2014 Biennial Budget Section III: Financial Plan
Page 72
No additional general obligation bonds were issued in 2011 and 2012. No new general obligations
bonds are anticipated in 2013 and 2014.
The City currently has an Aa3 rating from Moody’s and an AA rating from Standard & Poor’s for its
general obligation debt.
Revenue Bonds
The City has approximately $22.9 million of principal in utility revenue bonds outstanding that are
being repaid by revenues from utility funds. This includes a $1.6 million balance for 2005 refunding
bonds and $21.3 million balance for 2010 utility system bonds.
In 2005 the City refunded $2,855,000 of the 1997 revenue bonds in order to lower the interest
rate. The present value savings were $154,607.
The proceeds from the 2010 bond sale were used to construct new or replace utility infrastructure.
In the Water Utility the proceeds will be used to buy wholesale water contracts, build a new
reservoir, replace two booster pump stations, and replace water mains and other water system
equipment. In the Sewer Utility bond proceeds will be used to replace two pump stations, replace
damaged sewer pipe, and upgrade pump station control systems. In the Storm Drainage Utility
bond proceeds will be used to replace a pump station, enlarge a flood control pond, and install new
roadway drainage systems. The above projects are detailed in the comprehensive plan for each
respective utility.
The City has established a coverage ratio of 1.25 for the utility revenue bonds, where the net utility
operating revenues will exceed 1.25 times the maximum annual utility revenue bond debt service
cost. The annual debt service payment is paid from the utility user or system development fees.
Moody’s has rated the outstanding utility revenue bonds Aa2.
Issuance of new revenue bonds totaling approximately $12.3 million is anticipated in 2013 to
support planned capital projects in the water and stormwater utilities. In 2012, the City Council
approved Ordinance 6401 which established a series of planned rate adjustments which were
designed to fully fund utility financial obligations through 2017, including the issuance of revenue
bonds to support capital repair and replacement projects.
The following debt payment schedule are for all outstanding debt including utility revenue bonds
and LID bonds.
2013-2014 Biennial Budget Section III: Financial Plan
Page 73
YearPrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterest
20132,073,650 3,495,405 1,689,213 1,266,854 36,540 27,078 3,762,863 4,762,259
20142,141,500 3,423,436 1,719,213 1,232,140 38,367 25,251 3,860,713 4,655,576
20152,211,900 3,336,192 1,749,213 1,194,737 40,285 23,333 3,961,113 4,530,929
20162,075,150 3,247,736 1,789,213 1,149,511 42,299 21,319 3,864,363 4,397,247
20172,159,950 3,159,462 1,834,213 1,102,760 44,414 19,204 3,994,163 4,262,222
20182,244,400 3,062,867 1,874,213 1,056,496 46,635 16,983 4,118,613 4,119,363
20192,046,100 2,969,259 1,924,213 1,003,283 48,967 14,651 3,970,313 3,972,542
20201,924,350 2,884,078 1,791,845 947,819 44,169 12,203 3,716,195 3,831,897
20211,989,150 2,804,060 1,841,845 891,930 46,378 9,995 3,830,995 3,695,990
20222,077,900 2,748,800 1,659,759 819,626 48,697 7,676 3,737,659 3,568,426
20232,152,350 2,688,264 1,678,645 745,909 51,131 5,241 3,830,995 3,434,173
20242,236,800 2,623,815 1,728,645 669,907 53,688 2,684 3,965,445 3,293,722
20252,324,350 2,553,480 1,670,801 591,074 - - 3,995,151 3,144,554
20262,001,550 2,299,218 1,720,801 509,950 - - 3,722,351 2,809,168
20272,080,300 2,238,207 1,605,383 415,265 - - 3,685,683 2,653,472
20282,170,600 2,174,659 1,665,383 317,324 - - 3,835,983 2,491,983
20292,252,450 2,108,477 1,650,000 215,545 - - 3,902,450 2,324,022
20302,345,850 2,038,463 1,720,000 110,011 - - 4,065,850 2,148,474
20312,438,900 1,719,130 - - - - 2,438,900 1,719,130
20322,546,950 1,641,860 - - - - 2,546,950 1,641,860
20332,648,100 1,561,308 - - - - 2,648,100 1,561,308
20342,757,350 1,477,270 - - - - 2,757,350 1,477,270
20352,413,150 1,039,997 - - - - 2,413,150 1,039,997
20362,510,500 948,575 - - - - 2,510,500 948,575
20372,615,950 853,257 - - - - 2,615,950 853,257
20382,724,500 753,836 - - - - 2,724,500 753,836
20392,841,150 650,109 - - - - 2,841,150 650,109
Totals62,004,850$ 60,501,220$ 31,312,598$ 14,240,141$ 541,569$ 185,620$ 93,317,448$ 74,741,361$
GeneralUtility Revenue
Obligation BondsBonds/ PWTF LoansTotalLID Bonds
Source: 2011 CAFR and City Debt Service records
General Obligation bonds include LTGO 2010A-D, 2005 Refunding bonds for improvements at the Auburn Airport; 2006
taxable and for improvements at the Auburn Golf Course and the Auburn Mountain View Cemetery; Valley
Communications Public Development Authority; and SCORE Public Development Authority. Utility bonds include 2005
refunding bonds and 2010 bonds for general water, sewer, and storm drainage utility capital improvements. Utility Public
Works Trust Fund loans include loans for water corrosion control, reservoir protective coating, and Auburn Way South
sewer replacement. LID bonds include LID #250 and LID #350.
2013-2014 Biennial Budget Section III: Financial Plan
Page 74
General Fund Fiscal Capacity
The City utilizes 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 current year. This amounts to
about 7% to 10% of the General Fund. 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 forecast
moderately. This not only provides protection from needing to rely on the fund balance, it has
provided a higher fund balance than originally budgeted, augmenting reserves. The City has a
Cumulative Reserve Fund for two purposes. First, it allows the City to build funds for needed capital
projects without having to rely exclusively on debt. Secondly, it provides long-term stability to City
finances as a counter-cyclical balance. Money is put aside in good years (from higher than budgeted
reserves), allowing the City a reserve to draw on in years of economic decline. The City also
maintains two special purpose reserve funds to adequately meet specific and significant potential
contingencies: 1) an insurance fund to augment regular insurance coverage and to provide for
independence and/or stability, and 2) a guarantee fund to adequately secure the City’s LID program.
Finally, the City has reserved an amount of taxing and other revenue capacities for worse case
circumstances. These capacities are:
User Fees There are several categories of user fees that could be increased to capture a larger share of
associated costs.
B&O Tax
The City has the ability, but has chosen not to levy a Business and Occupation Tax on gross business
receipts. This authority applied conservatively would yield about $1,000,000 per year. At higher
rates, as much as $4,700,000 per year could be realistically achieved.
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.
2013-2014 Biennial Budget Section III: Financial Plan
Page 75
Fund Balance Trends
Following is the fund balance trend for the City’s governmental, fiduciary and permanent funds from
2011 through 2014.
Fund Balance 2011-2014
GeneralSpecial RevenueDebt ServiceCapital ProjectFire Relief and Cemetery
FundFundsFundsFundsPension FundEndowment Fund
Actual:
2011$16,238,069$6,378,546$100,629$12,066,850$2,666,530$1,556,571
Estimated Actual:
201212,673,651 5,264,871 91,149 5,882,034 2,590,285 1,586,371
Budget:
20138,311,009 3,867,903 81,669 4,911,571 2,482,786 1,636,471
20144,365,7823,863,15972,1895,074,7902,374,9261,686,571
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
General FundSpecial RevenuesDebt ServiceCapitalFire Relief and
Pension
Cemetery
Endowment
Fund Balance
City of Auburn: 2011-2014
2011 2012 2013 2014
The General Fund’s ending balance decreases significantly from the 2011 actual amount to 2014
budget as reserves are drawn down as General Fund revenues have not kept pace with the increased
costs of services, such as health care costs and rising pension costs.
Special Revenue fund balance decreases between 2011 actual and 2014 budget primarily due to
scheduled transportation project construction activity in the Arterial Street and Local Street funds.
2013-2014 Biennial Budget Section III: Financial Plan
Page 76
The Capital Projects fund balance decreases between 2011 actual and 2014 budget, reflecting the
completion of construction activity for the Promenade and City Hall Plaza in 20116.
No significant changes in fund balance are expected for the City’s Debt Service, Fire Relief and
Pension, and Cemetery Endowment 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, working capital should not grow
or decline and expenses and revenues should balance. However, working capital should accumulate
to a level sufficient for at least four purposes:
Provide cash flow for operations and maintenance
Provide a cushion or a contingency for unforeseen needs and emergencies.
Provide adequate security for long-term debt.
Allow for a capital development program to reduce the need for borrowing.
The trend for working capital in each of the City’s proprietary funds is found on the following page.
The Water Utility working capital balance decreased between 2011 and 2012, reflecting the spending
of bond proceeds received in 2010 to finance an aggressive capital program. A rate study update
was completed in early 2012, to fund forecasted operating and capital expenditures through 2017.
The City Council agreed with the new financial plan. For the period 2013 through 2017, this rate
update provided for annual 3.5% rate increases. The rate study update identified a need for a $9.9
million revenue bond issuance in 2013.
The Sewer Utility working capital balance decreased between 2011 and 2012, reflecting the spending
of bond proceeds received in 2010 to finance capital needs. A rate study update was completed in
early 2012, to fund forecasted operating and capital expenditures through 2017. The City Council
agreed with the new financial plan. The rate update provided for no further rate adjustments in 2013
and 2014 and annual 2.5% rate increases for 2015 through 2017. No new revenue bond issuances are
anticipated over the 2013-2017 planning period.
The Storm Drainage Utility working capital balance decreased between 2011 and 2012, reflecting the
spending of bond proceeds received in 2010 to finance capital needs. A rate study update was
completed in early 2012, to fund forecasted operating and capital expenditures through 2017. The
City Council agreed with the new financial plan. The rate update provided for annual 2.5% rate
adjustments 2013 through 2017. The rate study update identified a need for a $4.5 million revenue
bond issuance in 2013.
6 These projects were accounted for in the Local Revitalization Fund (Fund #330) which was closed in 2012
following completion of construction in late 2011.
2013-2014 Biennial Budget Section III: Financial Plan
Page 77
The City entered into a contract for garbage disposal services beginning November 2010. Rates are
set to recover the cost of the service and encourage recycling efforts. Increasing costs in contracted
services has caused a decrease in Solid Waste’s working capital in recent years. In 2013 and 2014, the
working capital balance is expected to decline, reflecting an increase in the tipping fee charged by
King County. A rate study was completed in late 2012 to identify necessary rate increases which
went into effect on January 1, 2013 to fully fund the utility’s forecasted operating expenses.
The Airport entered into several long-term land leases in 2001 that has resulted in private
development and increased revenue from the leases. Since 2004 the City has contracted the Airport
to an outside manager. A slight decrease in working capital is projected in 2013 and 2014 for general
airport security, repairs and maintenance and an update to its master plan.
The Cemetery completed construction the Mausoleum and Niche Wall project in 2007. Landscaping
and irrigation improvements to the Cemetery are ongoing. Due to the Great Recession, Cemetery
revenues were significantly affected requiring support from the City’s Cumulative Reserve Fund in
2011 and 2012 to ensure sufficient working capital. In 2013 and 2014, revenues for the Cemetery are
expected to remain flat, reflecting the continued weakness in general economic conditions.
Additional annual transfers from the Cumulative Reserve Fund is budgeted in 2013 and 2014, if
needed, to meet the Cemetery’s working capital needs.
Revenue for the Auburn Golf Course was significantly affected by the Great Recession and an
unseasonably wet season in 2010 and 2011. As a result, the Golf Course received an interfund loan
from the Cumulative Reserve Fund in 2011 to support daily cash flow and working capital needs.
The City Council created a new Auburn Golf Course Debt Service fund to account for the annual
debt service payments related to bonds that were sold in 2006 to fund construction of the Club
House. Funding for debt service payments in the new Golf Course Debt Service fund was made by
way of an interfund transfer from the General Fund in 2012. For 2013 and 2014, payment will be
made by means of an interfund transfer from the Cumulative Reserve fund.
Equipment Rental fund working capital is projected to decrease in 2013 and 2014 as replacement
funds are being used and construction occurs for its maintenance bay and fuel tank replacement
capital projects.
Innovation and Technology became an Internal Service fund in 2005. Charges to departments cover
the full cost of operations and replacement of equipment. Working capital is expected to decrease
slightly in 2013 and 2014 as replacement funds are being used.
Facilities became an Internal Service fund in 2009. Charges to departments cover the full cost of
operations and maintenance of city owned and operated buildings. Working capital is expected to
remain stable as the fund continues providing scheduled services and maintenance to city buildings.
2013-2014 Biennial Budget Section III: Financial Plan
Page 78
Working Capital
Enterprise Funds
Storm
WaterSewerDrainageSolid WasteAirportCemeteryGolf Course
Actual:
2004$8,554,976$11,903,336$5,111,165$3,289,301$334,315$425,945$90,114
20058,387,092 12,279,506 5,755,120 2,886,668 463,237 473,557 264,908
20069,623,966 12,399,324 6,744,361 2,746,031 644,590 609,812 204,408
200710,470,267 14,443,192 7,394,547 3,035,185 851,386 677,065 562,750
200810,367,027 14,585,273 7,896,879 2,695,161 1,011,718 436,368 367,286
20099,715,479 10,751,024 5,758,187 1,399,901 937,942 316,498 195,433
201021,606,067 16,021,979 9,795,538 775,690 969,009 124,129 3,752
201116,945,810 12,806,526 9,102,000 632,264 961,633 71,819 68,324
Estimated Actual:
20122,983,426 8,899,265 6,057,392 725,294 727,073 13,406 105,984
Budget:
20136,618,981 7,576,717 6,299,114 596,362 544,152 58,852 91,134
20143,665,615 7,271,571 7,064,101 161,372 484,629 83,478 74,987
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
WaterSewerStorm DrainageSolid WasteAirportCemeteryGolf Course
Enterprise Fund Working Capital Balance
City of Auburn: 2011-2014
2011 2012 2013 2014
Note:
Ending working capital balances for water (2011, 2013), sewer (2011) and storm drainage (2011, 2013) utilities
reflect issuance of bonds to finance major construction projects.
2013-2014 Biennial Budget Section III: Financial Plan
Page 79
Working Capital
Internal Service Funds7
InsuranceFacilities
Innovation &
Technology
Equipment
Rental
Actual:
2004$2,693,180- - $4,508,076
20052,693,799 - 1,554,454 5,149,373
20062,742,617 - 2,479,575 5,863,063
20072,715,518 - 2,694,910 5,412,256
20082,481,572 - 2,932,485 6,104,142
20092,234,469 248,239 3,899,257 5,291,929
20102,366,832 714,944 3,949,793 5,826,195
20112,184,679 1,622,449 3,118,687 5,793,164
Estimated Actual:
20121,984,779 973,149 2,038,367 4,511,304
Budget:
20131,782,479 972,003 1,921,570 3,235,090
20141,580,079 956,799 1,774,517 2,131,927
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
InsuranceFacilitiesInnovation & TechnologyEquipment Rental
Internal Service Working Capital Balance
City of Auburn: 2011-2014
2011 2012 2013 2014
7 The Information Services fund was renamed to Innovation and Technology Fund in late 2012.
2013-2014 Biennial Budget Section III: Financial Plan
Page 80
2013-2014 Biennial Budget Section IV: Operating Budget
Page 81
SECTION IV: OPERATING BUDGET
Introduction
This section of the budget details the City’s baseline budget. As such, department or fund delineates a
complete discussion of City operations. This section also takes a detailed look at departments and
divisions by providing both quantitative and qualitative performance measures. This enhanced
presentation is designed to focus more attention on the results and direction of City services rather
than on line-item allocations.
The format of this section has been designed to present the information in an administrative structure
beginning with the City Council and Mayor, followed by all funds for which each Department
Director is responsible. For example, the Public Works Department will include budgets for
Engineering and Street divisions in the General Fund as well as Transportation, Equipment Rental, and
Utility Funds.
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 2013-2014 biennial budgets.
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.
Accomplishments and Objectives
A summary of the progress each department or division made on their objectives during 2012,
including general operations and obligation of the fund, and the objectives that the department will
undertake in 2013-2014.
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 govern 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.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 82
Total Baseline Budget20112012201220132014
ActualAdj BudgetEst ActualBudgetBudget
Salaries & Wages$30,219,509$32,613,719$31,097,586$30,933,439$30,774,212
Personnel Benefits12,254,14915,702,47914,313,48014,440,89715,648,701
Supplies3,109,3303,772,4243,351,3843,843,8683,813,043
Services & Charges26,763,08133,309,86031,031,14135,080,30634,891,498
Intergovernmental28,223,37726,767,30025,512,31523,597,35123,523,292
Capital Outlays34,692,52677,340,33952,735,44937,693,07433,410,310
Debt Service: Principal2,601,7163,259,7003,259,7005,055,7915,253,360
Debt Service: Interest2,842,9384,391,0204,390,0204,990,0254,856,731
Interfund Payments for Services10,700,19010,506,65010,433,05011,375,56410,888,476
Other Uses16,272,575- - - -
Designated Fund Balance5,532,8124,044,8304,144,8304,345,6204,837,570
Undesignated Fund Balance92,206,67752,247,62761,998,73254,999,05845,048,062
ALL FUNDS TOTAL$265,418,880$263,955,948$242,267,687$226,354,993$212,945,255
Salaries & Wages18.5%
Personnel Benefits
8.7%
Supplies2.3%
Services & Charges21.0%Intergovernmental14.1%
Capital Outlays22.6%
Debt Service: Principal
3.0%
Debt Service: Interest
3.0%
Interfund Payments for Services6.8%
2013 Total Baseline Expenditures
Salaries & Wages18.9%
Personnel Benefits9.6%
Supplies
2.3%
Services & Charges
21.4%Intergovernmental14.4%
Capital Outlays20.5%
Debt Service: Principal3.2%
Debt Service: Interest
3.0%
Interfund Payments for Services6.7%
2014 Total Baseline Expenditures
2013-2014 Biennial Budget Section IV: Operating Budget
Page 83
Total General Fund Budget20112012201220132014
ActualAdj BudgetEst ActualBudgetBudget
Salaries & Wages$19,880,195$21,852,244$20,374,280$19,614,225$19,347,985
Personnel Benefits7,989,14910,577,2299,188,2309,263,61110,036,728
Supplies847,9591,132,300746,7001,063,0001,064,350
Services & Charges7,932,6859,486,4898,453,93010,076,8289,519,557
Intergovernmental7,037,8838,182,0507,842,3555,924,9626,387,098
Capital Outlays55,03153,350127,1205,0005,000
Debt Service: Principal210,263246,500246,500623,208647,583
Debt Service: Interest32,5911,067,0001,067,0001,014,443988,467
Interfund Payments for Services6,475,9406,355,4006,281,8006,783,2626,501,562
Designated Fund Balance300,825342,183342,183342,183342,183
Undesignated Fund Balance15,937,2466,275,47411,766,6187,968,8274,023,599
ALL FUNDS TOTAL$66,699,768$65,570,219$66,436,716$62,679,549$58,864,112
Salaries & Wages36.1%
Personnel Benefits17.0%Supplies2.0%
Services & Charges
18.5%
Intergovernmental10.9%
Capital Outlays
0.0%
Debt Service: Principal
1.1%
Debt Service: Interest
1.9%Interfund Payments for Services12.5%
2013 Total Baseline Expenditures
Salaries & Wages
35.5%
Personnel Benefits18.4%Supplies
2.0%
Services & Charges17.5%
Intergovernmental
11.7%
Capital Outlays
0.0%
Debt Service: Principal1.2%
Debt Service: Interest
1.8%Interfund Payments for
Services
11.9%
2014 Total Baseline Expenditures
2013-2014 Biennial Budget Section IV: Operating Budget
Page 84
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 85
MAYOR AND CITY COUNCIL
Department Overview
The Mayor and City Council are the legislative body representing the citizens of Auburn and is
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 Council develops goals and provides a budget, which gives purpose and
direction to City programs and initiatives.
Under the direction of the Mayor, as Auburn's Chief Executive Officer, the department is made up of
the following divisions: Public Affairs, Economic Development, Government Relations and
Community and Human Services. The Mayor sees that the laws and ordinances of the City are
faithfully enforced and has general supervision of the administration of City government and all City
interests. In addition, the eight department directors -- the City Attorney, Chief of Police, Director of
Public Works, Director of Planning and Development, Director of Human Resources, Risk & Property
Management, Director of Finance, Director of Innovation and Technology and Director of Parks, Arts
& Recreation carry out the necessary activities of the City.
2011 & 2012 Accomplishments
Worked with Council to implement a new forty year Vision of the City.
Moved forward to begin implementing a community ‘One Stop Shop’ for Human Services.
Added programs to celebrate Auburn’s diversity.
Increased joint planning and activities with the Muckleshoot Indian Tribe.
Began planning for new bridges in our annexation areas with series of meetings.
Worked in partnership with Auburn School District to increase our children’s future potential.
Opened Activity Center for teens in Les Gove Community Campus.
Complete the Promenade Project in downtown.
Began the work on the M Street Underpass.
Completed the A/B Corridor for the first new north south route in recent history.
Completed and began to implement recommendations for Urban Task Force.
Completed and began to implement recommendations of Bicycle Task Force.
Continued to enhance relationships focusing on Economic Development with: Green River
Community College, Auburn Area Chamber of Commerce, Auburn Downtown Association, etc.
Continued to support southeast cities to develop rail transit program to Transit Center.
Strengthened partnerships in achieving strategic goals of Southend Area Coalition for Housing
(SEARCH) to achieve affordable housing goals.
Continued to increase market awareness of Auburn as a great place to do business.
Represented citizens of Auburn on city, regional, state and federal level.
2013 & 2014 Objectives
Initiate SMART (Specific, Measurable, Attainable, Relevant, and Time bound) goals for Council
Committees and Departments.
Review Airport Master Plan to plan for the future needs of the City.
Add to the City’s park and trail system.
Continue work for a community One Stop Shop for Human Services.
Implement programs to celebrate Auburn’s diversity.
Increase joint planning and activities with the Muckleshoot Indian Tribe.
Work in partnership with Auburn School District to increase our children’s future potential.
Build a Community Center to the Les Gove Community Campus.
Build a One Stop Shop for Veterans and Human Services.
Reduce reliance on property tax by increasing business and its additional sales tax receipts.
Sell at least two of the city’s remaining four block downtown Catalyst project.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 86
Add new business development projects for downtown, 15th Streets North and South and North
Auburn.
Find funding solutions for Auburn’s freight corridors.
Complete the M Street Underpass.
Continue to enhance relationships focusing on Economic Development with: Green River
Community College, Auburn Area Chamber of Commerce, Auburn Downtown Association, etc.
Create a Mayor’s Round Table (monthly or quarterly) to bring business leaders from various
industries together with city officials to improve business in Auburn.
Add new kiosk and Amtrak stop at Transit Center.
Continue to support southeast cities to develop rail transit program to Transit Center.
Continue to strengthen partnerships in achieving strategic goals of SEARCH to achieve affordable
housing goals.
Create system reporting and accountability of churches, service clubs and partnering philanthropic
investment in meeting local needs.
Continue to increase market awareness of Auburn as a great place to do business.
Continue to represent citizens of Auburn on city, regional, state and federal level.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 87
Department Budget
001/11 Council/Mayor20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages388,358 412,520 395,000 477,476 479,246
Personnel Benefits104,237 134,170 120,000 154,154 168,350
Supplies4,803 16,700 16,700 16,700 16,700
Services & Charges79,545 109,900 109,900 105,700 105,800
Intergovernmental- - - - -
Capital Outlays- - - - -
Interfund Payments for Services216,229 196,600 196,600 206,900 199,200
DEPARTMENT TOTAL$793,172$869,890$838,200$960,930$969,296
Department Employees
001 Council-Elected20102011201220132014
Councilmember7.007.007.007.007.00
TOTAL COUNCIL 7.007.007.007.007.00
001 Mayor FTE's20102011201220132014
Mayor-Elected1.001.001.001.001.00
Mayor FTE's2.002.004.004.004.00
Community Services FTE's4.004.002.002.002.00
Communication FTE's2.502.600.000.000.00
TOTAL MAYOR FTE's9.509.607.007.007.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 88
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Community Division of the Mayor’s department is responsible for the budget in
the following special revenue funds:
Fund 119 - Community Development Block Grant Fund (CDBG) accounts for the activity from this
federal grant revenue.
2011 & 2012 Accomplishments
Assisted in acquisition and development of Veterans & Human Services Center.
Assisted in development of Terry Home II providing care for low income, traumatic brain injury
patients.
Auburn’s Human Services activities, including management/oversight of Community Development
Block Grant (CDBG) and City human services funding, grants and support for City Human
Services Committee.
Managed the City’s Housing Repair program for lower income households.
Neighborhood planning efforts to strengthen and enhance preservation, investment and sense of
community.
Supported small businesses with counseling and start-up assistance through the Small Business
Assistance Center.
Supported employment training for low-income residents.
Provided medical and dental services for low-income residents.
2013 & 2014 Objectives
Support development of service enhancements for residents around the Les Gove Community
Campus.
Continue to support development of Veterans & Human Services Center for social and human
services coordination in Auburn.
Identify historic property of interest in Auburn for preservation.
Expand economic development activity within CDBG scope of use.
Form development group for property acquisition to ensure City transitional housing goals.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 89
Special Revenue Funds
119 Housing & Community20112012201220132014
DevelopmentActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance43,299 43,397 43,397 55,647 45,647
HCDA Grant 590,745 480,500 450,000 450,000 450,000
HCDA Banked funds- - - - -
CDBG-ARRA68,533 - - - -
Miscellaneous Revenue- - - - -
Total Revenue$702,577$523,897$493,397$505,647$495,647
Expenditures
Salaries & Wages92,141 89,210 69,210 88,889 88,889
Personnel Benefits22,703 29,840 29,840 31,111 31,111
Services & Charges134,567 122,000 99,500 100,000 100,000
Capital Outlays409,769 239,200 239,200 240,000 240,000
Undesignated Fund Balance43,397 43,647 55,647 45,647 35,647
Total Expenditures$702,577$523,897$493,397$505,647$495,647
2013-2014 Biennial Budget Section IV: Operating Budget
Page 90
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 91
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, administers the
compensation system, makes recommendations in employee compensation (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, and 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, develops,
implements and ensures compliance with the City’s safety program.
2011 & 2012 Accomplishments
Developed and presented a Citywide orientation for all City employees focusing on internal
customer service (service among co-workers).
Presented to the City Council and Mayor an alternative, partially self-insured medical program in
which the City will be able to better manage its medical costs and insurance premiums.
Efficiently and effectively transitioned non-commissioned corrections officers pay, work
conditions and benefits to the new South Corrections Entity (SCORE).
Implemented an insurance review program that resulted in a reduction of liability and reduced
losses resulting in a reduction of approximately $125,000 in insurance premiums to our insurance
carrier, Washington Cities Insurance Authority.
Initiated on-line court payments.
Implemented Veterans’ court calendar.
Completed the Activity Center.
Received Diamond Award for special achievement for “Innovation of Using Compressed Work
Week Solutions” in meeting Commute Trip Reduction goals.
Negotiated and implemented five collective bargaining agreements through 2012.
Efficiently and effectively completed all project management activities that resulted in successful
reduction in energy consumption in City facilities.
Researched and recommended future animal care and control services upon expiration of the
agreement with King County.
Facilitated transition of judicial services from Auburn Municipal Court to King County District
Court.
2013 & 2014 Objectives
Negotiate five collective bargaining agreements in the best interests of the City and employees for
2013 and 2014.
Continue to promote excellent customer service and community service through the 3-C’s training
for all employees.
Work in conjunction with the City Council committee to maintain the City’s top 20 participation
ranking in the National League of Cities prescription drug discount program.
Implement a City Wellness Program and receive a ‘WellCity’ award from the Association of
Washington Cities (AWC) to qualify the City for a 2% reduction in health care premiums.
Work with City Council committees to implement SMART (Specific, Measurable, Attainable,
Relevant and Time-bound) goals.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 92
Establish a web-based orientation program that allows new employees to review benefit
information prior to the hire date.
Develop and implement a partially self-insured employee medical benefits plan.
Review and update all Administrative Policies and Procedures.
Restructure the City’s recruitment process to include new interview question banks that relate to
job specifications.
Transmit City investigation reports and claims to Washington Cities Insurance Authority (WCIA)
within two weeks of claim filing.
Reduce the City’s five-year total liability losses by 10% from the previous five-year losses.
Develop and submit the City’s accident prevention program to Labor and Industries (L&I) for self-
insured approval.
Enroll the City into the Department of Labor and Industries “Stay at Work Program” to receive
reimbursement for utilizing a Modified Duty/Return-To-Work Program for work-related injuries
and illnesses.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 93
Department Budget
001/13 Human Resources20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages1,691,392 1,822,841 1,698,110 602,533 613,112
Personnel Benefits631,415 804,293 683,690 231,861 253,961
Supplies17,294 20,220 11,300 4,300 4,300
Services & Charges1,047,885 1,243,670 1,049,300 718,490 727,990
Intergovernmental- - - 268,566 1,611,398
Capital Outlays- - - - -
Interfund Payments for Services480,604 450,400 450,400 296,000 283,800
DEPARTMENT TOTAL$3,868,589$4,341,424$3,892,800$2,121,750$3,494,561
Department Employees
001 Human Resources FTE's 20102011201220132014
Judge-Elected1.001.000.000.000.00
Human Resources FTE's6.507.008.008.008.00
Court/Probation FTE's*17.0019.000.000.000.00
TOTAL HUMAN RESOURCES FTE's24.5027.008.008.008.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 94
PERFORMANCE MEASURES - HUMAN RESOURCES AND RISK MANAGEMENT
DEPARTMENT
Insurance Assessment
Historically, the City’s liability insurance premium has been around $1,000,000 annually. The City
has implemented a number of measures to assist in reducing a claim’s total incurred costs thus
reducing the City’s annual assessment. Over the last three years the City’s annual assessment has
decreased by over $200,000 annually. Over the next two years (2013-2014) the goal is to reduce
that assessment by an additional $100,000 annually.
-100,000
400,000
900,000
1,400,000
2009201020112012 Est2013 Goal2014 Goal
1,055,685 887,950 820,470
779,447 740,474
Insurance Assessment
L&I Claims and Time Loss (Days)
Labor and Industries (L&I) workers’ compensation claims cost the City hundreds of thousands of
dollars a year. The primary driver of workers’ compensation claims are time loss total disability
payments for injured workers. The City has taken aggressive steps toward minimizing injuries and
returning injured workers back to work as quickly as possible. Studies have shown that the quicker an
injured worker returns to work the greater the chances that worker has toward making a full recovery
and thus mitigating the loss exposures (cost) associated with the injury. By aggressively pursuing early
return to work options the City has significantly reduced the annual time loss days and workers’
compensation premium.
0
200
400
600
800
1,000
2009201020112012 Est2013 Goal2014 Goal
42 45 41 38 35 33
601
938
485 460 420 380
L& I Claims and Time Loss (Days)
L&I Claims Time Loss Days
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 95
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 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, payroll, purchasing, and accounts payable. The
department prepares a comprehensive annual financial report and a biennial budget document.
Other duties include providing analytical support, accounting and budget advice to departments and
overseeing contracted services of solid waste and airport management.
2011 & 2012 Accomplishments
Completed the 2011-2012 Final Budget and submitted documentation to Government Finance
Officers Association (GFOA) for the Distinguished Budget Presentation award.
Prepared the 2011 and 2012 Comprehensive Annual Financial Reports (CAFR’s). Submitted
documentation to the GFOA award program to receive the Certificate of Achievement for
Excellence in Financial Reporting.
Updated the six-year Capital Facilities Plan as part of the Comprehensive Plan.
Continued to track performance measures to improve efficiency and effectiveness in providing
customer service.
Prepared and submitted the Local Revitalization Sales Tax Credit application to the State of
Washington.
Prepared and submitted the Annexation Sales Tax report to the State of Washington.
Prepared monthly financial report providing year-to-date detail on city-wide revenues and
summarizing the City revenues and expenditures.
Administered Federal Aviation Administration (FAA) grant for new Airport Taxiway & Runway
Lighting System.
Implemented Governmental Accounting Standards Board (GASB) 54, which promulgated rules for
Fund Balance reclassification.
Worked with State Auditor’s office for successful audit engagement.
Continue implementing workflow business process between Maintenance and Operations (M&O)
and Finance through the implementation of CarteGraph.
Prepared an update to the 2009 rate study for the Water, Sewer and Storm Drainage Utilities.
Negotiated a new seven year waste management contract. This included upgrading services to a
cart based waste collection program, compressed natural gas (CNG) trucks and construction of a
retail CNG station.
Implemented on-line employee self service.
Worked with the South Correctional Entity (SCORE) on marketing plan on new facility.
Updated the OPM Committee business processes. The OPM Committee is an internal citywide
committee comprised of key staff, whose purpose is to coordinate the application for, and
administration of, monetary awards (such as grants) for city capital and operating programs.
Worked with the City’s Economic Development unit on specific projects.
Prepared Accounts Payable system for procurement card purchasing.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 96
2013 & 2014 Objectives
Complete the 2013-2014 Final Budget and submit documentation to GFOA for the Distinguished
Budget Presentation award.
Prepare the 2013 and 2014 Comprehensive Annual Financial Reports (CAFR’s). Submit
documentation to the GFOA award program to receive the Certificate of Achievement for
Excellence in Financial Reporting.
Work with City Council committees to implement SMART (Specific, Measurable, Attainable,
Relevant and Time-bound) goals.
Update the six-year Capital Facilities Plan as part of the Comprehensive Plan.
Update and expand the 2011 Revenue Manuals.
Streamline purchasing using procurement cards.
Work with State Auditor’s office for successful audit engagement.
Upgrade Utility Billing Software from version 6.05 to version 7 with the Innovation and
Technology (IT) Department.
Work with Utility customers to convert more accounts to online bill pay service.
Implement Tyler Output Processor.
Update the Airport Master Plan.
Implement electronic payroll time entry system.
Implement Laserfiche integration.
Issue 2013 Water and Storm Drainage water utility revenue bonds for capital project construction,
as identified in the utility rate study update.
In coordination with the Public Works Department, facilitate preparation of a cost of service
utility rate study for the water utility.
Review solid waste rates.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 97
Department Budget
001/14 Finance20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages599,303 612,080 583,820 650,412 656,163
Personnel Benefits229,539 277,110 269,470 287,020 313,688
Supplies8,840 11,000 13,000 11,000 11,000
Services & Charges114,249 174,900 113,700 162,300 163,800
Intergovernmental- - - - -
Capital Outlays- - - - -
Interfund Payments for Services165,996 160,500 160,500 176,500 172,600
DEPARTMENT TOTAL$1,117,926$1,235,590$1,140,490$1,287,232$1,317,251
Department Employees
001/434 Finance FTE's 20102011201220132014
Finance FTE's21.0022.0022.0023.0023.00
Solid Waste FTE's2.002.002.002.002.00
TOTAL FINANCE FTE's23.0024.0024.0025.0025.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 98
PERFORMANCE MEASURES – FINANCE DEPARTMENT
Total Utility Department Calls
The Utility Billing Department tracks the incoming and outgoing phone activity for the department
through the Cisco call center software. Using this information, management can determine both
individual and overall department performance, the billing cycle relationship compared to peak hours
or days in a month, and staff time spent on telephone calls. The Cisco call center software was
implemented in 2010. In 2007, the City changed to monthly billing in July which resulted in an
increase in the number of phone calls. The 2008 annexation of Lea Hill and West Hill increased the
number of phone calls. The 2011 Lea Hill and West Hill solid waste transition and the 2012 Pierce
County solid waste transition have resulted in a significant increase in the number of phone calls. The
department goal is to maintain the same level of efficiency and to minimize the number of calls as
technology improves and customer utilization of web based services such as Online Bill Pay and
Webcheck Escrow Services are increased. This technology is currently in place and the staff will
continue to promote these services by informing and educating our customers.
0
20,000
40,000
60,000
80,000
100,000
2009201020112012 Est2013 Goal2014 Goal
48,780 51,594
64,827
81,300 82,000 82,000
Utility Department Calls
2013-2014 Biennial Budget Section IV: Operating Budget
Page 99
Days Sales Outstanding
“Days Sales Outstanding” is the City’s average collection period, which is now based on a 25 day
billing cycle, for all its utilities. This reflects the change to a monthly billing cycle which was
implemented in July 2007. It is an important financial indicator because it shows the age, in terms of
days, of an organization’s accounts receivable and the average time it takes to turn receivables into
cash. It provides insight into the changes that occur within the City’s receivable balance. The City
experienced a slight upswing in the number of day’s outstanding, beginning in 2009, due to the
economic conditions.
-
10
20
30
40
2009201020112012 Est2013 Goal2014 Goal
23 25 24 23 23 23
Day Sales Outstanding
Average Invoices Processed
This statistic is used to track the productivity of the accounts payable employees, and to insure staffing
is at proper levels to meet the City's ongoing legal disbursement commitments.
-
5,000
10,000
15,000
20,000
25,000
30,000
2009201020112012 Est2013 Goal2014 Goal
19,917 18,428 18,546 18,500 18,500 18,500
Average Invoices Processed
2013-2014 Biennial Budget Section IV: Operating Budget
Page 100
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
retiring employees are budgeted in this department.
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.
2011 & 2012 Accomplishments
Continued to fund Law Enforcement Officer and Fire Fighter (LEOFF) retiree medical and long-
term care expenses.
Continued to fund retirement payoffs.
Continued to provide funding for general citywide services.
Funded debt payments for Valley Communications and the Library.
2013 & 2014 Objectives
Continue to fund LEOFF retiree medical and long-term care expenses.
Continue to fund retirement payoffs.
Continue to provide funding for general citywide services.
Continue to support Neighborhood Improvement Program.
Fund debt payment for Valley Communications and the Library.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 101
Department Budget
001/98 Non-Departmental20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages148,120 615,700 100,000 203,149 152,840
Personnel Benefits1,015,965 1,680,200 1,614,800 1,317,378 1,448,968
Supplies- - - - -
Services & Charges452,394 527,900 390,800 1,995,660 1,379,814
Intergovernmental334,807 3,830,500 4,024,500 51,250 52,000
Capital Outlays44,493 43,350 100,000 - -
Debt Service: Principal171,790 201,000 201,000 - -
Debt Service: Interest- 31,900 31,900 - -
Interfund Payments for Services- - - - -
Designated Fund Balance300,825 342,183 342,183 342,183 342,183
Undesignated Fund Balance15,937,246 6,275,474 11,766,618 7,968,827 4,023,599
DEPARTMENT TOTAL$18,405,640$13,548,207$18,571,801$11,878,447$7,399,404
Department Employees
001/98 Non-Departmental FTE's 20102011201220132014
Non-Departmental FTE's0.000.000.000.000.00
TOTAL NONDEPARTMENTAL FTE's0.000.000.000.000.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 102
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 104 - Hotel/Motel Tax Fund was created in 2001 to collect revenues to support tourism
activities in Auburn.
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.
2011 & 2012 Accomplishments
Continued to collect, monitor and distribute legally restricted revenue sources.
Administered use of mitigation fees to provide for City Infrastructure improvements.
Maintained Cumulative Reserve fund to provide stability during economic downturns and capital
purposes.
2013 & 2014 Objectives
Continue to collect, monitor and distribute legally restricted revenue sources.
Administer use of mitigation fees to provide for City Infrastructure improvements.
Maintain Cumulative Reserve fund to provide stability during economic downturns and capital
purposes.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 103
Special Revenue Funds
104 Hotel Motel Tax20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance97,851 97,731 97,731 91,931 86,181
Hotel Motel Tax65,058 70,000 70,000 70,000 70,000
Services & Charges22,617 9,100 9,100 9,100 9,100
Investment Income175 300 100 150 150
Transfers In- - - - -
Total Revenue$185,701$177,131$176,931$171,181$165,431
Expenditures
Services & Charges87,970 85,000 85,000 85,000 85,000
Undesignated Fund Balance97,731 92,131 91,931 86,181 80,431
Total Expenditures$185,701$177,131$176,931$171,181$165,431
122 Cumulative Reserve20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance5,732,032 5,037,425 5,037,425 7,313,905 5,700,796
Investment Income28,738 24,000 3,000 3,000 3,000
Transfer In- 2,500,000 2,500,000 - -
Total Revenue$5,760,770$7,561,425$7,540,425$7,316,905$5,703,796
Expenditures
Transfer Out (a)723,345 226,520 226,520 1,375,229 1,205,344
Debt Service Principal - Valley Com- - - 215,000 212,000
Debt Service Interest - Valley Com- - - 25,880 17,280
Undesignated Fund Balance5,037,425 7,334,905 7,313,905 5,700,796 4,269,172
Total Expenditures$5,760,770$7,561,425$7,540,425$7,316,905$5,703,796
(a) Transfer Out Summary
2011
Actual
2012
Adj Budget
2012
Est Actual
2013
Budget
2014
Budget
AVHS Startup Costs Per Agreement- - - 176,000 -
Library Bond- - - 280,300 283,700
Interfund Loan Repayment IT Fund (2016 last pymt)- - - 104,250 104,250
Interfund Loan Repayment Equip. Rental Fund (2016 last pymt)- - - 104,250 104,250
Golf Course Debt Service Payments 400,000 - - 390,429 393,144
Cemetery Cash Flow Needs200,000 200,000 200,000 320,000 320,000
Auburn Environmental Park123,345 26,520 26,520 - -
Total$723,345$226,520$226,520$1,375,229$1,205,344
2013-2014 Biennial Budget Section IV: Operating Budget
Page 104
Special Revenue Funds
124 Mitigation Fees20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Designated Beginning Fund Balance4,336,836 3,782,767 3,782,767 2,303,427 2,456,217
Undesignated Beginning Fund Balance- 55,385 55,385 65,185 75,185
Fire Impact Fees64,014 50,000 50,000 50,000 50,000
Transportation Impact Fees826,263 800,000 800,000 800,000 800,000
Truck Impact Fees421 5,000 5,000 - -
School Impact Admin Fees17,260 5,000 5,000 5,000 5,000
Lakeland Fire Mitigation Fees80,171 - - - -
Traffic Mitigation Fees170,000 - - - -
Parks Impact Fees30,432 20,000 20,000 20,000 20,000
Interest Income8,207 22,000 4,800 5,000 5,000
Total Revenue$5,533,604$4,740,152$4,722,952$3,248,612$3,411,402
Expenditures
Intergovernmental262,300 50,000 50,000 50,000 50,000
Transfer Out (a)1,433,152 2,404,340 2,304,340 667,210 376,050
Designated Fund Balance3,782,767 2,203,427 2,303,427 2,456,217 2,900,167
Undesignated Fund Balance55,385 82,385 65,185 75,185 85,185
Total Expenditures$5,533,604$4,740,152$4,722,952$3,248,612$3,411,402
20112012201220132014
(a) Transfers Out SummaryActualAdj BudgetEst ActualBudget Budget
To Fund 102 - Impact Fees1,327,304 2,219,720 2,169,720 210,540 346,050
To Fund 102 - Mitigation Fees105,470 - - 350,000 -
To Fund 321 - Parks Impact Fees- 150,000 100,000 50,000 -
To Fund 328 - Traffic Impact Fees378 34,620 34,620 25,000 25,000
To Fund 328 - Wetland Mitigation Fees- - - 31,670 5,000
Total Operating Transfers Out$1,433,152$2,404,340$2,304,340$667,210$376,050
2013-2014 Biennial Budget Section IV: Operating Budget
Page 105
DEBT SERVICE FUNDS
Debt Service Funds account for payment of outstanding long-term general obligations of the City.
The City has seven Debt Service funds; the 1998 Limited Tax General Obligation (LTGO) bond fund,
City Hall Annex bond fund, the Local Revitalization bond fund, Local Improvement District (LID) 350
and 250, Local Improvement District (LID) Guarantee fund, and the Golf Debt Service fund. 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 ratings by bond raters.
2011 & 2012 Accomplishments
Made timely payment of principal and interest on outstanding debt issues.
Continued accounting for existing LID funds including closing out funds for completed LIDs.
Coordinated new LIDs with other City departments.
Established new Debt Service funds for LID 350, and for bonds issued related to the City Hall
Annex and Local Revitalization.
Established the Golf Debt Service fund in 2012. This debt incurred as a result of improvements
and upgrades made to the Auburn Golf Course.
2013 & 2014 Objectives
Make timely payment of principal and interest on outstanding debt issues.
Continue accounting for existing LID funds including closing out funds for completed LIDs.
Coordinate new LIDs with other City departments.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 106
Debt Service Funds
229 1998 GO Library Bond Debt 20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance46,05845,75445,75446,05446,354
Investment Income3211,200300300300
Transfer In286,200286,900286,900280,300283,700
Total Revenue$332,579$333,854$332,954$326,654$330,354
Expenditures
Services & Charges625 - - - -
Debt Service Principal215,000 220,000 220,000 220,000 230,000
Debt Service Interest71,200 66,900 66,900 60,300 53,700
Undesignated Fund Balance45,754 46,954 46,054 46,354 46,654
Total Expenditures$332,579$333,854$332,954$326,654$330,354
230 City Hall Annex 2010 A&B Bond Debt20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance104 158 158 158 158
Investment Income- - - - -
Bond B Subsidy406,321 406,300 406,300 406,320 406,320
Transfer In1,289,300 1,289,800 1,289,800 1,290,200 1,290,200
Total Revenue$1,695,725$1,696,258$1,696,258$1,696,678$1,696,678
Expenditures
Debt Service Principal475,000485,000485,000500,000515,000
Debt Service Interest1,220,5671,211,1001,211,1001,196,5201,181,520
Undesignated Fund Balance158158158158158
Total Expenditures$1,695,725$1,696,258$1,696,258$1,696,678$1,696,678
2013-2014 Biennial Budget Section IV: Operating Budget
Page 107
Debt Service Funds
231 Local Revitalization 2010 C&D Bond Debt20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance76,401 - - 100 200
LRF Sales Tax Credit282,129 250,000 250,000 250,000 250,000
Investment Income316 200 100 100 100
Bond D Subsidy131,116 131,100 131,100 131,120 131,120
Transfer In104,305 214,300 214,300 213,250 217,100
Total Revenue$594,267$595,600$595,500$594,570$598,520
Expenditures
Debt Service Principal195,000 200,000 200,000 205,000 215,000
Debt Service Interest399,267 395,400 395,400 389,370 383,220
Undesignated Fund Balance- 200 100 200 300
Total Expenditures$594,267$595,600$595,500$594,570$598,520
249 LID Guarantee 20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance64,287 54,388 54,388 44,488 34,588
Investment Income101 500 100 100 100
Transfer In- - - - -
Total Revenue$64,388$54,888$54,488$44,588$34,688
Expenditures
Transfer Out10,000 10,000 10,000 10,000 10,000
Debt Service Interest- 1,000 - - -
Undesignated Fund Balance54,388 43,888 44,488 34,588 24,688
Total Expenditures$64,388$54,888$54,488$44,588$34,688
2013-2014 Biennial Budget Section IV: Operating Budget
Page 108
Debt Service Funds
250 LID #25020112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance308329329349369
Investment Income21100202020
Special Assessment Interest & Penalties27,90126,50026,50024,98223,413
Special Assessment Principal28,47229,00029,00031,39032,960
Total Revenue$56,702$55,929$55,849$56,741$56,762
Expenditures
Special Assessment Principal28,47229,00029,00031,39032,960
Special Assessment Interest27,90126,50026,50024,98223,413
Undesignated Fund Balance329429349369389
Total Expenditures$56,702$55,929$55,849$56,741$56,762
275 LID #35020112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance830 - - - -
Investment Income3 - - - -
Special Assessment Interest & Penalties1,636 2,300 2,300 2,096 1,839
Special Assessment Principal4,500 4,900 4,900 5,149 5,407
Total Revenue$6,969$7,200$7,200$7,245$7,246
Expenditures
Special Assessment Principal4,394 4,900 4,900 5,149 5,407
Special Assessment Interest2,575 2,300 2,300 2,096 1,839
Undesignated Fund Balance- - - - -
Total Expenditures$6,969$7,200$7,200$7,245$7,246
2013-2014 Biennial Budget Section IV: Operating Budget
Page 109
Debt Service Funds
417 Golf Course Debt Service20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance- - - - -
Investment Income- - - - -
Transfer In- 392,100 392,100 390,429 393,144
Total Revenue$0$392,100$392,100$390,429$393,144
Expenditures
Debt Service Principal- 215,000 215,000 225,000 240,000
Debt Service Interest- 177,100 177,100 165,429 153,144
Undesignated Fund Balance- - - - -
Total Expenditures$0$392,100$392,100$390,429$393,144
2013-2014 Biennial Budget Section IV: Operating Budget
Page 110
CAPITAL IMPROVEMENT FUND
The Capital Improvement 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.
2011 & 2012 Accomplishments
Maintained accounting for Downtown Revitalization Program.
Transferred out Real Estate Excise Tax (REET2) funds to support Local and Arterial Streets
programs and transferred REET1 funds for debt services on Annex bonds.
Provided funding for traffic and sidewalk programs.
Continued to provide funding for facility improvements.
2013 & 2014 Objectives
Transfer out Real Estate Excise Tax (REET2) funds to support Local and Arterial Streets programs
and transfer of REET1 funds for debt services on Annex bonds.
Provide funding for traffic and sidewalk programs.
Continue to provide funding for facility improvements.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 111
Capital Projects Fund
328 Capital Improvement Projects20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance7,124,925 6,164,487 6,164,487 5,268,537 4,586,304
REET 1743,582 700,000 700,000 700,000 700,000
REET 2743,582 700,000 700,000 700,000 700,000
State Grant- - - - -
Investment Income 58,622 93,800 60,000 58,278 56,452
Contributions & Donations32,866 33,900 33,900 36,539 38,367
Interfund Loan- - - - -
Sales of Fixed Assets1,329,713 - - - -
Other Financing Sources- - - - -
Transfer In378 34,620 34,620 56,670 30,000
Total Revenue$10,033,668$7,726,807$7,693,007$6,820,024$6,111,123
Expenditures
Planning & Parks Capital Outlay (1)2,140 64,620 64,620 86,670 60,000
City Hall HVAC -REET1- 626,500 375,900 250,600 -
City Hall Remodel Phase 1 & 2- 539,060 539,060 588,000 -
Traffic Calming & Sidewalk Imp.33,519 265,000 265,000 20,000 -
Traffic Signal Imp. & Equip. - REET2124,232 220,790 220,790 175,000 175,000
Mohawks Plastics - REET215,000 - - - -
Unrestricted Transfer Out382,000 50,000 - - -
REET 1 Transfer Out (2)2,237,405 1,323,900 644,800 645,200 645,200
REET 2 Transfer Out (3)1,074,885 389,300 314,300 288,250 217,100
Undesignated Fund Balance6,164,487 4,247,637 5,268,537 4,766,304 5,013,823
Total Expenditures$10,033,668$7,726,807$7,693,007$6,820,024$6,111,123
2013-2014 Biennial Budget Section IV: Operating Budget
Page 112
LOCAL REVITALIZATION FUND
Local Revitalization Fund 330 accounts for the City Hall Plaza and the Downtown Promenade
project. Funding was established by Senate Bill 5045 and designated the City of Auburn as a
demonstration project. Local Revitalization Funding, through the state, provides the City with
$250,000 for 25 years 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. This fund was closed following completion of construction in 2012.
2011 & 2012 Accomplishments
Completed the construction of the City Hall Plaza and Expanded Plaza Project.
Completed the construction of the South Division Street Promenade Project.
Completed the construction of additional storm drainage facilities to accommodate the capacity
needed for future re-development in the downtown.
2013 & 2014 Objectives
None. Construction of the City Hall Plaza and Promenade is completed.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 113
Local Revitalization Fund
330 Local Revitalization Fund20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance5,117,596 1,845,684 1,845,684 - -
Grants1,809,975 846,880 846,880 - -
Investment Income6,814 - - - -
Contributions and Donations- - - - -
Proceeds of Long Term Debt- - - - -
Sales of Fixed Assets- - - - -
Transfer In382,000 - - - -
Total Revenue$7,316,385$2,692,564$2,692,564$0$0
Expenditures
Salaries & Wages232,780 33,400 33,400 - -
Personnel Benefits78,292 11,700 11,700 - -
Supplies- - - - -
Services & Charges3,000 - - - -
Intergovernmental- - - - -
Capital Outlays5,156,629 2,647,464 2,647,464 - -
Debt Service: Principal- - - - -
Debt Service: Interest- - - - -
Interfund Payments for Services- - - - -
Ending Fund Balance1,845,684 - - - -
Total Expenditures$7,316,385$2,692,564$2,692,564$0$0
2013-2014 Biennial Budget Section IV: Operating Budget
Page 114
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 contracts with Waste Management to do collection and recycling, with City staff responsible
for overall management and billings. The City also has a franchise agreement with Allied Waste
Services in the annexed areas of Lea Hill and West Hill. The City contracts with King County for
disposal of solid waste materials. The Solid Waste Utility Division encourages community participation
in Auburn’s solid waste programs by proactively managing and monitoring the daily activities of the
solid waste contractors; continually assessing the regulatory and political climate pertaining to solid
and hazardous waste collection and disposal, recycling and waste prevention; and reviewing the
adequacy of our annual level of service to meet community needs.
2011 & 2012 Accomplishments
Implemented a new comprehensive solid waste contract with Waste Management on October 1,
2011.
Coordinated the addition of approximately 3,500 residential garbage customers from the
Southwest Lea Hill, West Hill, and Pierce County areas.
Coordinated the collection of 919 tons of yard debris after the January 2012 storm.
Maintained the residential recycling rate (including yard waste) at 50% by volume.
Measured the participation rate in residential recycling and increased to an average of 91%.
Promoted the “Multifamily Recycling Program” and increased multifamily complexes to 89%
recycling participation.
Increased the total diversion rate to 28%.
Worked with the Auburn School District and gave recycling and solid waste presentations to
students and continued Puget Sound Energy’s (PSE) “Powerful Choices” presentations to all
Auburn middle schools.
Provided Natural Yard Care Workshops to the West Hill and Lakeland Hills neighborhoods.
Continued to promote reuse by sponsoring an annual “Community Yard Sale” event.
Continued to promote the “Food Scrap Recycling Program” to residential homes.
Continued to provide citizens with recycling ability at all City facilities and parks.
Continued food scrap recycling at most City facilities.
Provided recycling at all City special events in conjunction with the Parks Department.
2013 & 2014 Objectives
Continue to measure the residential recycling rate and maintain a rate over 50%.
Increase the total diversion rate to 30%.
Continue to provide citizens with recycling ability at all City facilities and parks.
Continue to maintain recycling at all City special events and all parks in conjunction with the
Parks Department.
Reduce the rise in garbage collected by promoting waste reduction and recycling.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 115
Solid Waste Fund – 434
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
343.750Garbage Service8,664,4239,639,4999,641,59910,677,43310,776,150
343.770Household Haz. Waste283,240400,000370,000400,000404,000
343.780 & 90Refuse, City, Excise Tax707,056755,661753,561788,437794,354
Total Operating Revenue 9,654,71910,795,16010,765,16011,865,87011,974,504
Operating Expense
537.000.10Salaries and Wages (413,514)(434,055)(434,055)(391,672) (396,074)
537.000.20Personnel Benefits (170,363)(203,320)(203,320)(189,340) (207,133)
537.000.30Supplies (47,878)(55,374)(55,374)(44,400) (50,000)
537.000.40Services & Charges(1,057,402)(1,180,961)(1,268,961)(1,241,195) (1,245,725)
537.000.40Waste Management Fees(7,778,809)(8,410,450)(8,410,450)(9,633,000) (10,015,000)
537.000.50Intergovernmental(284,162)(400,000)(282,000)(400,000) (404,000)
537.000.90Interfund Payments for Services(186,996)(184,500)(184,500)(183,595)(179,962)
537.000.00Depreciation & Amortization(18,819)(21,000)(21,000)(19,400)(20,000)
Total Operating Expenses (9,957,943)(10,889,660)(10,859,660)(12,102,602)(12,517,894)
Operating Income (Loss)(303,224)(94,500)(94,500)(236,732)(543,390)
Non Operating Revenue (Exp)
361.110Investment Income592300300400400
337.000Grants139,504166,230166,23088,00088,000
537.800.80Interest Expense- - - - -
Total Non Oper. Rev (Exp)140,096166,530166,53088,40088,400
Net Income (Loss)(163,128)72,03072,030(148,332)(454,990)
Add/Deduct Items Not
Affecting Working Capital (W/C)
535.801.00Depreciation & Amortization18,81921,00021,00019,40020,000
Net W/C From Operations (144,309)93,03093,030(128,932)(434,990)
Other Resources and Uses Budget
Resources Other Than Operations
397.100Transfer In- - - - -
399.000Other Sources 882- - - -
Total Resources 882- - - -
Uses Other Than Operations
590.100.*Other Uses- - - - -
597.100.55Transfer Out- - - - -
590.100.64Inc in Fixed Assets-Equipment- - - - -
Total Uses - - - - -
Net Change in W/C (143,427)93,03093,030(128,932)(434,990)
Beginning W/C 1/1 775,691632,264632,264725,294596,362
Ending W/C 12/31 632,264725,294725,294596,362161,372
Net Change in W/C (143,427)$ 93,030$ 93,030$ (128,932)$ (434,990)$
In early 2013, a Budget Amendment will recognize the rate increase passed by Council via Ordinance
6438.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 116
Department Employees
434 Solid Waste FTE's 20102011201220132014
Solid Waste FTE's2.002.002.002.002.00
TOTAL SOLID WASTE FTE's2.002.002.002.002.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 117
PERFORMANCE MEASURES – SOLID WASTE FUND
Tons of Residential & Commercial Garbage Collected
The City of Auburn garbage tonnage is increasing due to the addition of the Pierce County portion of
Auburn in March 2012. The slow economy and continued recycling will keep tonnage steady in 2013
and 2014. The totals include East Lea Hill and West Hill annexation areas.
0
15,000
30,000
45,000
60,000
2009201020112012 Est2013 Goal2014 Goal
36,432 35,565 36,412 39,828 39,828 39,828
Tons of Garbage Collected
Tons of Recycling & Yard Waste Collected
City of Auburn recycling and yard waste tonnage increased sharply in 2012 due to the addition of the
Pierce County portion of Auburn. We anticipate a steady increase in recycling for 2013-2014 by
promoting "All-in-One" and "Food Scrap" recycling opportunities for residents. The totals include the
East Lea Hill and West Hill annexation areas.
0
5,000
10,000
15,000
20,000
2009201020112012 Est2013 Goal2014 Goal
12,538 13,093 13,131
15,690 15,846 16,004
Tons of Recycling & Yard Waste Collected
2013-2014 Biennial Budget Section IV: Operating Budget
Page 118
Residential Recycling Participation Percentage
The residential recycling participation rates do not include the areas services by Allied Waste Services
because solid waste service isn't mandatory and recycling is not included in the garbage rates. The
participation is lower in 2012 than in 2011, but the City of Auburn is currently focusing on outreach to
residential customers, so we should see an increase in 2013.
0%
25%
50%
75%
100%
2009201020112012 Est2013 Goal2014 Goal
88%90%95%92%95%95%
Residential Recycling Participation
2013-2014 Biennial Budget Section IV: Operating Budget
Page 119
AIRPORT FUND
Vision
To identify, analyze, develop and implement, value added Airport systems solutions and services.
Mission
To provide the citizens and users a quality aviation facility with needed services and products in a safe
and secure environment.
Department Overview
The Airport provides hangar and tie-down facilities, which will accommodate over 370 based aircraft.
The City has long-term land only leases which provide for private condo type aircraft hangars and
one maintenance facility. In addition, there are several businesses operating on the airfield that
provide aviation related services to the public and users of the Airport. The City contracts with
Airport Management Group, LLC to manage aircraft tie-downs, hangars and facility leases, as well as
the daily management, maintenance, and operation of the fuel facility.
2011 & 2012 Accomplishments
Continued implementation of the Airport Business Master Plan.
Continued to campaign concerning the value of the Airport to citizens and surrounding area.
Continue to advertise regionally to promote the use of the Auburn Airport as an alternative to
Boeing, Renton and Tacoma.
Continued to pursue State and Federal grant opportunities for continued airport development
and improvements.
Replaced obsolete fuel dispenser on east side pump.
Began process of Federal Aviation Administration (FAA) Airport Master Plan update.
Completed Airport Storm Water Drainage inventory (as built) to assist in future development
opportunities.
Completed roofing project for City hangars rows 9 and 10 with single seam roofing system over
the existing roof.
Investigated opportunities for fuel vendors, branded or unbranded aviation fuels.
Continued to promote Jet fuel installation.
Repaired, replaced and/or upgraded runway edge lighting system.
Repaired, replaced and/or upgraded runway reil end identification lighting system.
Crack sealed the entire runway, entire taxiway, north airport apron, center airport apron, hangar
rows 5-8 taxiway. Completed over 27,000 linear feet.
Completed conversion of one hangar to Department of Ecology (DOE) compliant aircraft
washing area.
Created a private label Aviation Fuel Discount Program.
Main line storm drain cleanout (between runway and taxiway) and repaired drain pipes under
the taxiways for better drainage.
Design and published new updated website for the Airport (July/August 2012).
2013 & 2014 Objectives
Complete the Airport Master Plan.
Establish program with FAA and/or local investment in land opportunities adjacent to the Airport.
Continue to promote Request for Proposal (RFP) for aeronautical business development at the
Airport.
Apply to FAA for replacement of obsolete Visual Approach Slope Indicator (VASI) with new FAA
approved Precision Approach Path Indicator (PAPI) Systems.
Upgrade and replace limited and obsolete airport security access system.
Complete perimeter fencing of west side of Airport.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 120
Continue crack sealing of airport apron areas.
Remove trees on the west side of the airport which have grown to heights that penetrate runway
Safety Area.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 121
Airport Fund – 435
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
341.930Airport Security Service15,53013,50013,50015,00015,000
344.604Flowage Fee10,45410,38010,38010,38010,380
362.501Property Leases210,035205,000205,000150,000203,000
362.502Tie Down & Hangar Rent380,252402,000402,000380,000380,000
362.503Fuel Facility Rent18,00018,00018,00018,00018,000
Total Operating Revenue 634,271648,880648,880573,380626,380
Operating Expense
546.000.10Salaries and Wages (19,013)(19,340)(19,340)(19,141) (19,213)
546.000.20Personnel Benefits (5,138)(5,310)(5,310)(6,565) (7,175)
546.000.30Supplies 0(2,000)(2,000)(2,000) (2,000)
546.000.40Services & Charges(495,511)(724,400)(724,400)(453,820) (466,840)
546.000.90Interfund Payments for Services- - - - -
546.800.01Depreciation & Amortization(393,078)(218,000)(218,000)(404,700)(416,800)
Total Operating Expenses (912,740)(969,050)(969,050)(886,226)(912,028)
Operating Income (Loss)(278,469)(320,170)(320,170)(312,846)(285,648)
Non Operating Revenue (Exp)
361.110Investment Income2,1313,0003,0001,5001,500
369.900Miscellaneous Revenue (Expense)30,235500500500500
395.100Gain/Loss Sale of Fixed Assets- - - - -
546.100.80Debt Service Interest(62,218)(58,800)(58,800)(46,275)(41,675)
Total Non Oper. Rev (Exp)(29,852)(55,300)(55,300)(44,275)(39,675)
Net Income (Loss)(308,321)(375,470)(375,470)(357,121)(325,323)
Add/Deduct Items Not
Affecting Working Capital (W/C)
535.801.00Depreciation & Amortization393,078218,000218,000404,700416,800
Net W/C From Operations 84,757(157,470)(157,470)47,57991,477
Other Resources and Uses Budget
Resources Other Than Operations
333.201Federal Aviation Grant325,810287,410287,410149,500180,000
334.***State Grant8,3522,230- - -
399.000Other Sources (6,143)- - - -
Total Resources 328,019289,640287,410149,500180,000
Uses Other Than Operations
590.100.05Net Change in Restricted Assets8,300- - - -
590.100.11Inc in Fixed Assets-Benefits- - - - -
590.100.21Inc in Fixed Assets-Salaries- - - - -
590.100.65Inc in Fixed Assets-Construction(328,452)(492,820)(259,500)(265,000)(206,000)
590.100.70Debt Service Principal(100,000)(105,000)(105,000)(115,000)(125,000)
Total Uses (420,152)(597,820)(364,500)(380,000)(331,000)
Net Change in W/C (7,376)(465,650)(234,560)(182,921)(59,523)
Beginning W/C 1/1 969,009961,633961,633727,073544,152
Ending W/C 12/31 961,633495,983727,073544,152484,629
Net Change in W/C (7,376)$ (465,650)$ (234,560)$ (182,921)$ (59,523)$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 122
INSURANCE
The Insurance Fund is maintained to pay unemployment insurance claims and to pay for property
and liability losses which either falls below the City’s deductible level or for which the City has no
coverage.
In recent years, there has been a rapid increase in insurance premiums coupled with the decrease in
coverage that has caused the City to continually re-evaluate its insurance program. The City currently
meets its insurance needs by participating in the Washington Cities Insurance Authority’s Insurance
Pool (WCIA). From 1994 through 2009 no contributions have been made to this fund since interest
earnings have been sufficient to cover the annual cost of operations. In 2010, interfund transfers were
made to the insurance fund to offset increased unemployment insurance claims.
2011 & 2012 Accomplishments
Evaluated cost saving measures while maintaining quality insurance coverage.
Continued to maintain adequate reserves to meet uninsured costs.
Evaluated policies and procedures to help control loss issues.
2013 & 2014 Objectives
Continue to evaluate cost saving measures while maintaining quality insurance coverage.
Continue to maintain adequate reserves to meet uninsured costs.
Continue to evaluate policies and procedures to help control loss issues.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 123
Insurance Fund – 501
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
361.110Investment Income3,2213,8003,8002,0002,000
397.100Miscellaneous Revenue- - - - -
Transfer In- - - - -
Total Operating Revenue 3,2213,8003,8002,0002,000
Operating Expense
517.700.20Personnel Benefits (181,397)(200,000)(200,000)(200,000)(200,000)
517.700.40Services & Charges(3,977)(3,700)(3,700)(4,300)(4,400)
Total Operating Expenses (185,374)(203,700)(203,700)(204,300)(204,400)
Operating Income (Loss)(182,153)(199,900)(199,900)(202,300)(202,400)
Net Change in W/C (182,153)(199,900)(199,900)(202,300)(202,400)
Beginning W/C 1/1 2,366,8322,184,6792,184,6791,984,7791,782,479
Ending W/C 12/31 2,184,6791,984,7791,984,7791,782,4791,580,079
Net Change in W/C (182,153)$ (199,900)$ (199,900)$ (202,300)$ (202,400)$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 124
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. The City has two fiduciary funds. Fund 611-Fire Relief and
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.
2011 & 2012 Accomplishments
Continued to provide pension benefits to eligible firefighters.
Maximized interest earnings to support the Fire Relief and Pension Fund.
Provided accountability for custodial funds.
2013 & 2014 Objectives
Continue to provide pension benefits to eligible firefighters.
Maximize interest earnings to support the Fire Relief and Pension Fund.
Provide accountability for custodial funds.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 125
Fiduciary Fund
611 Fire Pension
2011
Actual
2012
Adj Budget
2012
Est Actual
2013
Budget
2014
Budget
Revenue
Beginning Fund Balance2,780,1812,666,5302,666,5302,590,2852,482,786
Fire Insurance Prevention Tax66,37565,00063,20563,00063,000
Investment Income9,90725,00010,00010,00010,000
Unrealized Gain (Loss) On Invest.1,520- - - -
Total Revenue$2,857,983$2,756,530$2,739,735$2,663,285$2,555,786
Expenditures
Salaries & Wages179,944140,640140,640173,499173,580
Personnel Benefits3,6594,8104,8103,0003,280
Services & Charges7,8504,0004,0004,0004,000
Undesignated Fund Balance2,666,5302,607,0802,590,2852,482,7862,374,926
Total Expenditures$2,857,983$2,756,530$2,739,735$2,663,285$2,555,786
2013-2014 Biennial Budget Section IV: Operating Budget
Page 126
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 Endowed Fund 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.
2011 & 2012 Accomplishments
Transferred earnings to the Cemetery operating fund for capital improvements.
Transferred interest earnings to provide payment of debt service should the Cemetery borrow
construction funds.
Provided accountability for resources held in trust by the City.
Continued to maximize interest earnings.
2013 & 2014 Objectives
Provide accountability for resources held in trust by the City.
Continue to maximize interest earnings.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 127
Permanent Fund
701 Cemetery Endowment
2011
Actual
2012
Adj Budget
2012
Est Actual
2013
Budget
2014
Budget
Revenue
Reserved Fund Balance1,404,3911,449,2201,449,2201,499,2201,547,220
Unreserved Fund Balance132,717107,351107,35187,15189,251
Diverted Cemetery Revenue44,82950,00050,00048,00048,000
Interest Income5,9344,7002,1002,1002,100
Total Revenue$1,587,871$1,611,271$1,608,671$1,636,471$1,686,571
Expenditures
Operating Transfers Out31,30022,30022,300- -
Reserved Fund Balance1,449,2201,499,2201,499,2201,547,2201,595,220
Unreserved Fund Balance107,35189,75187,15189,25191,351
Total Expenditures$1,587,871$1,611,271$1,608,671$1,636,471$1,686,571
2013-2014 Biennial Budget Section IV: Operating Budget
Page 128
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 129
LEGAL DEPARTMENT
Mission Statement
The mission of the legal department is to provide accurate and timely legal advice and information to
the City; represent the City with great tenacity and integrity in all civil and criminal litigation; and
provide considerate and thoughtful customer service to other departments and the public, both
individually and as a whole.
Department Overview
This department consists of the Legal Department and the City Clerk’s office. The Legal Department
represents the City in all litigation, including civil and criminal misdemeanor cases. The department
prepares ordinances, resolutions, petitions, contracts, leases, easements, deeds, notices and other legal
documents; and provides legal counsel and advice to the City. The department prosecutes criminal
cases in Auburn Municipal Court as well as prosecutes and/or defends civil actions brought by or
against the City.
Responsibilities of the City Clerk Division include monitoring various legal matters; acting as a central
repository for all municipal records; processing claims for damages; processing requests for public
records and public information; processing passport applications, ordinance codification, and
preparing City Council, Council Operations Committee, Finance Committee and LEOFF Board
agendas and minutes.
2011 & 2012 Accomplishments
Focused on and strived for courteous, prompt and responsible customer service to those with
whom we come in contact in our city responsibilities.
Continued level of customer service by responding to public record requests within five business
days.
Continued work with police department and municipal court to develop procedures to enhance
effective pursuit of prosecution cases.
Provided legal updates to City departments and employees on public records.
Provided updates and training to the police department on new laws and case decisions to
enhance effective prosecution and to assist police on ever-changing legal issues.
Continued work with City departments to develop procedures to enhance effective
representation of legal issues on the City’s behalf.
Continued work with the court and public defender (and defense bar) to better handle caseload
management and streamline court processes to improve public access to the courts and
adjudication of cases.
Worked with the Mayor and the City’s Intergovernmental Services Coordinator, as well as the
regional and state participants, to review proposed legislative bills and to develop strategies for
and responses to legislative bills to enhance the ability of Auburn and cities in the State to carry
out their municipal responsibilities.
Worked with the police department, attorneys and law enforcement agencies of neighboring
communities to address regional criminal justice and law enforcement needs.
Implemented Agenda Manager program to provide streamlined agenda preparation and improve
work flow.
Implemented Laserfiche Electronic Records Management System to allow destruction of non-
archival paper records after imaging.
Worked with local and regional service providers to address needs of victims of domestic
violence.
Developed and proposed new ordinances for adoption by the City Council to address the
ongoing needs of the City and its citizens.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 130
2013 & 2014 Objectives
Work with other departments to identify non-archival paper records eligible for destruction after
imaging to be included in the Laserfiche Electronic Records Management System.
Develop and refine prosecution strategies, including standard dispositional recommendations, to
approach cases in the municipal court and to enhance prosecution effectiveness.
Work with City Council committees to implement SMART (Specific, Measurable, Attainable,
Relevant and Time-bound) goals.
Continue working with local and regional service providers to assemble a support network to
address needs of victims of domestic violence, including pursuit of the one-stop concept.
Work with the Mayor, Council and City departments to proactively develop recommended
language for updating and amending ordinances and city code sections to assure that the codes
are as useful as they can be to meet the needs of the city within the parameters of state law.
Work with the Mayor, City departments and risk management to develop procedures to enhance
effective representation of legal issues on the City’s behalf.
Continue the level of customer service by responding to public record requests within five
business days.
Continue working with attorneys and city clerks from neighboring cities, as well as municipal
associations, to address regional and statewide municipal issues.
Continue work with the Mayor and the City’s Intergovernmental Services Coordinator, as well as
the regional and state participants to develop strategies for legislative bills to enhance the ability
of Auburn and cities in the State to carry out their municipal responsibilities.
Continue work with court and public defender (and defense bar) to better handle caseload
management and streamline court processes to improve public access to the courts and
adjudication of cases.
Continue work with police department and King County court services to develop procedures to
enhance effective pursuit of prosecution cases.
Continuing work with local and regional service providers to address needs of victims of domestic
violence.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 131
Department Budget
001/15 Legal20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages889,152 902,750 895,150 891,406 900,763
Personnel Benefits297,997 345,500 331,750 332,185 363,174
Supplies5,677 11,200 6,500 11,200 11,200
Services & Charges75,558 113,150 80,000 118,600 118,700
Intergovernmental93,567 137,200 137,200 149,200 149,200
Capital Outlays- - - - -
Interfund Payments for Services192,780 189,700 188,700 225,800 220,700
DEPARTMENT TOTAL$1,554,731$1,699,500$1,639,300$1,728,391$1,763,737
Department Employees
001 Legal FTE's 20102011201220132014
Legal FTE's13.0013.0013.0013.0013.00
TOTAL LEGAL FTE's13.0013.0013.0013.0013.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 132
PERFORMANCE MEASURES – LEGAL DEPARTMENT
Public Disclosure Requests - Responded to Within 5 Business Days
The graph illustrates the number of public disclosure requests received by the City Clerk's office and the number
of those requests responded to within five business days from the receipt of the request. The complexity of the
request or the volume of materials requested may affect the response time.
0
1,000
2,000
3,000
4,000
2009201020112012 Est2013 Goal2014 Goal
3,063 3,093 3,088 2,850 2,9933,143
2,446 2,572 2,549 2,423 2,544 2,672
Public Disclosure Requests
# Requests Respond in 5 Days
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.
Ordinances & Resolutions Prepared
0
50
100
150
200
2009201020112012 Est2013 Goal2014 Goal
65 61 47 40 45 45
119 114 118
90 100 100
Ordinances & Resolutions Prepared
Ordinances Resolutions
2013-2014 Biennial Budget Section IV: Operating Budget
Page 133
Civil Forfeiture Cases
Civil forfeiture cases involve property and assets seized by the police department in relation to criminal activity,
usually narcotic sales. In addition to any criminal prosecution, each seizure requires that a file be opened and
judicial administrative action taken in order to forfeit the seized property to the City. Often the forfeiture of
involved property is the primary form of punishment imposed upon the criminal defendant. This graph
illustrates the number of forfeiture cases handled by the City Attorney's Office.
0
50
100
150
200
2009201020112012 Est2013 Goal2014 Goal
173
138 113
60 60 60
Civil Forfeiture Cases Handled
Cases Handled
2013-2014 Biennial Budget Section IV: Operating Budget
Page 134
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 135
PLANNING AND DEVELOPMENT DEPARTMENT
Mission Statement
To serve the Auburn community by providing consistent and high quality customer service and
implement the City Council goals in land use planning, protecting the environment, and building
safety and efficiency.
Department Overview
The Planning and Development Department is responsible for the following city programs:
Formulate and recommend comprehensive goals on planning; ensure compliance with the
Growth Management Act.
Ensure compliance with statutory requirements relative to environmental issues.
Direct preparation and review of environmental impact statements and technical reports and
determine final action on environmental issues.
Ensure compliance with adopted building codes.
Act as City’s responsible official for State Environmental Policy Act (SEPA) compliance, Floodplain
Administrator, and Shoreline Management Program Manager.
Ensure code compliance to Auburn City Code Titles 5, 8, 10, 12, 13, 15, 16, 17, and 18.
Management of the City’s One Stop Permit Center.
Administration of the City’s business license program and parking permit program.
Provide staff to planning commission, downtown redevelopment committee, hearing examiner,
and planning and development committees.
Coordinate with other City departments to ensure City plans and projects are compatible with
the comprehensive plan.
Coordinate with Valley Regional Fire Authority land use and building permit reviews and code
enforcement.
Coordinate with other City departments on provision of services to new development.
Represent City on regional planning, environmental, economic development, and other policy
issues.
Coordinate with other jurisdictions and agencies to resolve regional issues.
Develop and maintain the comprehensive plan and special purpose plans.
Provide leadership on public or private annexations.
Develop and maintain zoning ordinance.
Act as liaison to Auburn Chamber of Commerce and Auburn Downtown Association.
2011 & 2012 Accomplishments
During 2011 and 2012, assisted in the permitting, renovations and openings of Pick Quick
Restaurant, Coastal Farm and Ranch, La Quinta Inn, Chase Bank Lakeland, Panda Express, Auburn
Library renovation, Terry Homes II, Hospital Central Services Association, Four Lakes Apartments
in Lakeland, Big Foot Java, AutoZone (2), O’Reilly Auto Parts, Auburn Valley Humane Society,
Boeing, Gildo Rey Elementary, Auburn Chevrolet, Tommy Bahama worldwide distribution
center, Albertsons, Volt and Multi-Care Cancer Center.
In 2011, assisted in the multi-departmental development and implementation of the fee deferral
ordinance program to defer impact fees and system development charges and the construction
sales tax refund program to promote economic development.
In 2011, in conjunction with the Parks, Arts and Recreation Department implemented the
Storefronts Auburn program to fill vacant downtown commercial space with temporary art
installations, artists in residence and commercial art businesses.
In 2012, in conjunction with the Parks, Arts and Recreation Department implemented the design
effort for the City’s first Outdoor Sculpture Galley in downtown Auburn.
In 2011, in coordination with the Public Works Department completed construction on the City
Hall Plaza and Plaza Park projects.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 136
In 2011, completed the Master Plan Code Amendment and the Phase 2, Group 1 Code
Amendments.
In 2011, achieved a 99% renewal rate for City business licenses.
In 2011, in coordination with the Innovation and Technology Department, launched eTrackit web
based permit service resulting in the processing of 36 permits.
In 2011, issued 217 new single-family residential building permits with a total construction
valuation of $44,464,208 and 38 commercial building permits with a total construction valuation
of $10,904,441.
In 2011, performed 1,459 building plan reviews for residential and commercial development and
7,289 building inspections averaging 30 inspections per day.
In 2011, provided customer service via in-person discussions, phone calls and electronic mail
messages to 20,239 clients.
In 2011, opened 714 code compliance cases and closed out 690 code compliance cases.
In 2011, conducted 820 land use reviews, completed 168 engineering reviews, facilitated 17 Pre-
Construction Meetings and 21 Pre-Application Conferences, conducted 73 sign permit reviews,
issued 250 pet licenses and 127 parking permits.
In 2011, approved 4 preliminary plats totaling 86 lots and 3 final plats totaling 148 lots.
In 2012, approved 2 final plats totaling 85 lots. In 2012, completed construction and opening of
the City’s first elevated boardwalk trail at the Auburn Environmental Park.
In 2012, completed in partnership with the Public Works Department the construction and
opening of the South Division Street Promenade.
In 2012, coordinated the development and adoption with the Mayor’s Office of the City’s Small
Business Development Assistance Pilot Program.
2013 & 2014 Objectives
Coordinate the adoption of the 2012 International Building Codes.
Complete design and construction of Mill Creek, Wetland 5K reach in partnership with the Army
Corps of Engineers.
Work with City Council committees to implement SMART (Specific, Measurable, Attainable,
Relevant and Time-bound) goals.
Construct Fenster Levee Setback Phase 2B and restoration and development elements in the
Auburn Environmental Park.
Design and construct Jovita Heights “fee in lieu of” wetland mitigation project.
Design and construct the Phase 2 extension of the Wetland Boardwalk Trail at the Auburn
Environmental Park.
Update the Auburn Environmental Park Master Plan.
Implement National Flood Insurance Program Community Rating System program (transferred
from Public Works).
Work with City Council on climate action planning and policy development.
Provide continuous, timely, efficient and high quality land use, building and engineering approval
processes that meet or exceed clients’ expectations.
Implement an annual Downtown Improvement Project in coordination with the Public Works
Department.
Establish quantitative and qualitative performance measures for all department services and
functions.
Continue providing the City of Algona with building plan review and inspection services.
Continue providing the City of Enumclaw with building plan review and inspection services.
Continue providing support to the Housing Home Repair program.
Continue support of the City’s Economic Development initiatives and programs.
Participate in multi-department efforts to implement electronic permit processing.
Complete major update to the City’s Comprehensive Plan.
Continue improvements in the provision of building review and inspection services.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 137
Implement work flow efficiencies for improved code enforcement response times and reduce
open case files.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 138
Department Budget
001.17.524 and 001.17.558 20112012201220132014
Planning & DevelopmentActualAdj BudgetEst ActualBudget Budget
Salaries & Wages1,882,206 1,907,050 1,820,000 1,859,953 1,893,862
Personnel Benefits618,832 735,520 700,000 732,244 802,035
Supplies12,096 33,200 20,000 19,000 19,000
Services & Charges388,918 506,850 415,000 492,700 461,500
Intergovernmental297,113 169,000 248,805 122,000 122,000
Capital Outlays- - - - -
Interfund Payments for Services547,272 532,000 532,000 543,000 525,100
DEPARTMENT TOTAL$3,746,437$3,883,620$3,735,805$3,768,897$3,823,497
Department Employees
001 Planning & Development FTE's 20102011201220132014
Planning & Development FTE's24.0024.0025.0025.0025.00
Community & Human Services FTE's0.000.003.003.003.00
TOTAL PLANNING FTE's24.0024.0028.0028.0028.00
2013-2014 Biennial Budget Section IV: Operating Budget
Page 139
PERFORMANCE MEASURES – PLANNING AND DEVELOPMENT
Number of Building Permits Issued
This performance measure shows the number of building permit applications submitted and 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 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 valuations.
0
250
500
750
1,000
2009201020112012 Est2013 Goal2014 Goal
592 615
480
600 600 600
Building Permits Issued
Code Enforcement – Cases Opened and 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.
0
400
800
1,200
1,600
2009201020112012 Est2013 Goal2014 Goal
897 787 780 750 750 750
1,097
828 756 850 850 850
Cases Opened & Closed
Opened Closed
2013-2014 Biennial Budget Section IV: Operating Budget
Page 140
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 five percent each year in the coming biennium.
0
35
70
105
140
2009201020112012 Est2013 Goal2014 Goal
120 105 100 100 100 100
Number of Days in Permit Processing
2013-2014 Biennial Budget Section IV: Operating Budget
Page 141
COMMUNITY SERVICES DIVISION
Mission Statement
To initiate and support relevant services that provide effective and responsive programming to meet
the essential needs of the residents of Auburn in connecting with their City and the community-at-
large.
Division Overview
Community Services is responsible for the following city efforts:
Housing & Human Services
Community Development Block Grant program (HUD)
Neighborhood Matching Grant Program
Housing Repair program
Graffiti Abatement program
Emergency Housing program
Human Services Committee
Neighborhoods
Block Watch program
Neighborhood Safety Meetings (Home Owner Associations)
National Night Out program
Sister Cities Partnership
Diversity
Multi-Cultural Roundtable
Community Services Information Guide
Cultural Programs and Services
Promotion & Marketing
Pet Licensing
Auburn Golf Course
Mountainview Cemetery
Economic Development
2011 & 2012 Accomplishments
Initiated and provide resources for Inclement Weather Sheltering serving Auburn residents in need
of emergency assistance.
Initiated Gang Coordination effort (Valley Cities) that engages the Alive & Free Program and area
law enforcement agencies with prevention and intervention services.
Initiated and provided resources and support for the Olympic and Cascade Middle Schools
summer programming.
10 Neighborhood Matching Grants issued.
Over 150 participants in Healthy Cooking on a Tight Budget program.
Created in Auburn International Festival held in conjunction with Auburn Days.
Creation and distribution of Emergency Assistance brochure listing community-wide resources.
October 2011 Sister City trip to Korea & Japan where a new Friendship Exchange Agreement was
signed with Pyeongchang, Korea (hosts of the 2018 Winter Olympics) and a Memorandum of
Understanding was signed between Tamba, Japan, Auburn and Kent.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 142
Letter of Intent signed to establish a Friendship Exchange relationship with Guanghan, China, in
the Sichuan Province.
Letter of Intent sent to Mayor of Mola di Bari, Italy, to establish a Sister City relationship.
2011 had a significant increase in local business including the addition to the local economy of 180
new businesses and 1,209 new jobs.
Led the formation of the “Auburn Center for Emergent Business”, an Economic Development
Model where the adaption of warehouse districts to include mixed-use, market-affordable
technology clusters is encouraged. This “Innovation Partnership Zone” will build on its existing
industry clusters and knowledge-based jobs through the introduction of research and workforce
development activities.
Provided housing repair funds to assist over 100 low-income homeowners with emergency and
minor repairs to their homes.
Promoted continuous community outreach by involving citizens and business in their City
government.
Continued development of the strategy and logistics of the Human Services One-Stop Center.
Assisted in increasing the number of available transitional housing units available to domestic
violence victims and crisis situations.
Continued developing master list of community contacts, including points of contact for all
Auburn Homeowner Associations (HOA), Block Watches, neighborhood groups, ethnic
populations and faith communities.
To date, over 80 neighborhoods in Auburn have had either a neighborhood meeting or Block
Watch meeting, or both.
2013 & 2014 Objectives
Continue to find ways to reach out to Auburn’s diverse communities and involve them in the
community at large, i.e. development of a cultural connections program.
Continue to develop a housing coalition to address and strategically plan for the transitional and
affordable housing goals of the City.
Work with City Council committees to implement Specific, Measurable, Attainable, Relevant, and
Time-bound (SMART) goals.
Continue support and development of the Veterans and Human Services One-Stop Center.
Develop an integrated referral and communications source for human services in the City of
Auburn.
Improve the availability of emergency housing for crisis situations of residents.
Work to develop a short-term diversion center to alleviate the burden of service on emergency
responders (Police, Fire, etc.) and the hospital in addressing mental disability and substance abuse.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 143
Department Budget
001.17.557 & 001.17.562 20112012201220132014
Community & Human ServicesActual2012Est ActualBudget Budget
Salaries & Wages199,001 223,040 200,000 230,531 234,139
Personnel Benefits56,008 109,520 57,000 117,370 130,411
Supplies1,406 9,000 3,500 6,500 6,500
Services & Charges549,095 663,050 563,200 672,900 672,900
Intergovernmental- - - - -
Capital Outlays- - - - -
Interfund Payments for Services168,996 157,500 157,500 165,100 158,700
DEPARTMENT TOTAL$974,505$1,162,110$981,200$1,192,401$1,202,650
Department Employees
001 Planning & Development FTE's 20102011201220132014
Planning & Development FTE's24.0024.0025.0025.0025.00
Community & Human Services FTE's0.000.003.003.003.00
TOTAL PLANNING FTE's24.0024.0028.0028.0028.00
2013-2014 Biennial Budget Section IV: Operating Budget
Page 144
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Planning & Development department is responsible for the budget in the
following special revenue fund:
Fund 121 - Business Improvement Area (BIA) Fund accounts for special assessments received from
downtown property owners for downtown promotion and improvements.
2011 & 2012 Accomplishments
Supported Auburn Downtown Association in promotional efforts for the downtown
property owners and retailers.
2013 & 2014 Objectives
Continue to support the Auburn Downtown Association to promote the central business area.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 145
Special Revenue Funds
121 Business Improvement Area20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance44,817 21,600 21,600 21,64021,680
Business Improvement Assessment58,678 54,000 54,000 55,00055,000
Investment Income70 100 40 4040
Total Revenue$103,565$75,700$75,640$76,680$76,720
Expenditures
Supplies9,216 8,000 8,000 8,0008,000
Services & Charges72,749 46,000 46,000 47,00047,000
Undesignated Fund Balance21,600 21,700 21,640 21,68021,720
Total Expenditures$103,565$75,700$75,640$76,680$76,720
2013-2014 Biennial Budget Section IV: Operating Budget
Page 146
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 147
SOUTH CORRECTIONAL ENTITY (SCORE)
The South Correctional Entity (SCORE) consolidated correctional facility was established by the
“Member Cities” of Auburn, Burien, Des Moines, Federal Way, 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 and emergencies.
2011 & 2012 Accomplishments
Continued to track start up costs and on-going operations expenses.
Start up costs were paid off in full in Sept 2011.
A daily snapshot of in-custody billables are delivered twice a day for financial tracking.
Finance Directors assisted SCORE with developing a model for marketing bed rentals to other
agencies.
2013 & 2014 Objectives
Market additional bed space to non-member agencies to offset costs to member cities.
Reduce Average Daily Population (ADP) of Auburn inmates through alternative programs and
judicial oversight.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 148
Department Budget
001/20 Jail- SCORE20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages- - - - -
Personnel Benefits- - - - -
Supplies- - - - -
Services & Charges- - - - -
Intergovernmental6,130,267 3,755,350 3,155,350 5,112,446 4,224,000
Capital Outlays- - - - -
Debt Service: Principal- - - 577,100 598,850
Debt Service: Interest- 1,009,400 1,009,400 986,600 963,250
Interfund Payments for Services- - - - -
DEPARTMENT TOTAL$6,130,267$4,764,750$4,164,750$6,676,146$5,786,100
2013-2014 Biennial Budget Section IV: Operating Budget
Page 149
POLICE DEPARTMENT
Vision
To be a professional law enforcement agency that is trusted, respected and supported by the citizens
of Auburn.
Mission Statement
To provide professional policing to our community that allows our citizens to be safe and enjoy a
quality of life.
2011 & 2012 Accomplishments
Provided professional Police Services to Six Reporting Districts. All six districts staffed 24/7;
Officers are responsible for community concerns that are identified in their assigned district.
These issues are worked collaboratively with Community Response Team (CRT) Officers to
maximize the effectiveness of the department’s response to the community concerns.
Continued to support Red Light Enforcement and School Speed Zone Enforcement by officers
continuing to monitor and approve or reject violations. Photo enforcement was not expanded,
however Traffic Officers used “traffic complaints” through the city web site to identify community
traffic concerns. In turn, enforcement was immediately used to confirm and identify safety issues
via information obtained from Auburn citizens.
Implemented SECTOR and trained officers in the use of the computer technology in order to
complete traffic infractions in a more efficient and easy to manage system. Infractions issued by
officers are kept in a data base that is routed directly through the court system.
Provided training to potential supervisors via the Criminal Justice Training Center as well as in-
house training in the areas of Use of Force, Tactical Response, Internal Investigations and Risk
Management.
Continued aggressive Driving Under the Influence (DUI) enforcement through DUI enforcement
grants obtained from the State of Washington Traffic Safety Commission. DUI arrests have
increased 10% since 2010.
Maintained a response time for Priority Calls for service of 3.9 minutes in 2011 and 4 minutes in
2012.
Continued to receive grant funding each year for the purpose of monitoring and investigating Fail
to Register cases on registered sex offenders. During the years of 2011 and 2012, 25 emphases
were conducted to monitor and track sex offenders in the city of Auburn.
Continued to secure grant funding annually for DUI and seatbelt emphasis patrols. 186 hours of
DUI enforcement was conducted in 2012 with an additional 18 hours of seatbelt enforcement
patrols.
Continued to secure grants annually dedicated to Auto Theft Prevention. This grant currently
funds one officer assigned to a Regional Auto Theft (RAT) task force.
2013 & 2014 Objectives
Improve traffic safety by increasing DUI enforcement emphasis patrols and seek grant funding to
fund the patrols.
Secure grant funding for 2013 and 2014 Registered Sex Offender program.
Work with City Council committees to implement SMART (Specific, Measurable, Attainable,
Relevant, and Time-bound) goals.
Secure grant funding for the 2013 and 2014 Auto Theft Prevention Program.
Maintain patrol response time for Priority One calls to under four minutes.
Continue to address safety concerns for students at Green River Community College.
Using Crime Analysis, develop a directed patrol program that targets Hot Spots identified through
crime reporting and mapping.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 150
Continue a pursuit of technological advances that increase efficiencies within the police
department.
Increase training opportunities for commissioned officers to improve investigative techniques and
skill levels.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 151
Department Budget
001/21 Police20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages9,537,127 10,412,143 9,863,890 9,836,348 9,536,689
Personnel Benefits3,258,758 4,262,116 3,389,780 4,006,008 4,285,701
Supplies171,477 224,650 167,000 224,200 224,200
Services & Charges2,858,899 2,891,499 3,041,000 2,907,990 2,934,265
Intergovernmental18,904 16,500 16,500 16,500 16,500
Capital Outlays- - - - -
Interfund Payments for Services2,302,509 2,280,800 2,208,200 2,443,800 2,329,100
DEPARTMENT TOTAL$18,147,673$20,087,708$18,686,370$19,434,846$19,326,455
Department Employees
001 Police FTE's 20102011201220132014
Police FTE's130.60117.60121.60120.00115.00
TOTAL POLICE FTE's130.60117.60121.60120.00115.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 152
PERFORMANCE MEASURES - POLICE DEPARTMENT
Auburn Crime Rankings
The 2011 Washington Association of Sheriffs & Police Chiefs (WASPC) annual report showed 3%
reduction in Part 1 & Part 2 crimes from 2010. The Auburn Police Department’s goal is to continue
the current trend of reductions in Part 1 & 2 crimes into 2013 & 2014.
0.0
25.0
50.0
75.0
100.0
2009201020112012 Est2013 Goal2014 Goal
53.5 59.9 58.1 58.0 57.9 57.8
Crimes per 1,000 Citizens
Priority One Response Time in Minutes
The 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.
0.0
1.3
2.5
3.8
5.0
2009201020112012 Est2013 Goal2014 Goal
3.40 3.40 3.90 4.00 4.00 4.00
Priority One Response Time in Minutes
Domestic Violence 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.
From 2009 to 2011 we realized a 9.2% reduction in domestic violence related offenses. We will
continue to work with victims of domestic violence so that they feel comfortable in reporting these
often unreported acts of violence.
0
250
500
750
1,000
2009201020112012 Est2013 Goal2014 Goal
758
709 688 685 680 675
Domestic Violence Incidents
2013-2014 Biennial Budget Section IV: Operating Budget
Page 153
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 activity.
2011 & 2012 Accomplishments
Replaced the existing evidence van with a new fully equipped evidence/processing vehicle. The
new van arrived on schedule and was placed into service in December 2011. The Innovation and
Technology (IT) department installed printers and made technology connections. The unit is
stored indoors at GSA.
Continued to provide a detective position to the Tahoma Drug Enforcement Agency (DEA) Task
Force and the Seattle/VNET Task Force-We have been able to maintain both positions. In 2011,
Tahoma Narcotics Enforcement Team (TNET) arrested 113 suspects, confiscated 245 pounds of
various drugs; 1,915 pills and received $925,320.87 in State Seizures and $176,952.69 in Federal
Seizures in forfeited assets.
In 2011, Valley Narcotics Enforcement Team (VNET) arrested 68 suspects, confiscated 494 pounds
of various drugs; 107,293 pills and received $1,078,128.68 in State & $60,031.01 in Federal
forfeited assets.
Through May 2012, TNET arrested 36 suspects, confiscated 160 pounds of various drugs; 2,315
pills and received $219,465.90 in forfeited assets.
Through March 2012, VNET arrested 27 suspects, confiscated 9 pounds of various drugs; 59,583
pills and received $6,740.57 in State & $0.00 in Federal in forfeited assets.
Increased the number of arrests for drug sales by 5%.
The on-line Narcotic Activity Reporting System (NARS) has been a successful tool. We continued
to investigate tips from the public. In 2011 there were 93 NARS complaints. Of those 93
complaints, 49 generated police reports and investigations with at least 8 arrests. So far in 2012
we have had 25 NARS complaints resulting in 4 cases/investigations. Of those 4 cases, one was a
medical marijuana grow. One lead to marijuana grown in an industrial area that produced 170
pounds of marijuana. The third investigation resulted in an arrest of a 16 year old Auburn High
student who was selling marijuana to several high school students.
Continue to train and educate patrol officers in authorizing search warrants related to drug
related traffic stops. A majority of the drug related warrants on vehicles have been done by the
Special Investigations Unit (SIU). This is usually due to the crimes being felonies and bound by
time constraints. Patrol officers write warrants for cases that do not have a person in custody and
therefore are not bound by the time constraints. The officers that are writing the warrants are
doing so because they have received training by SIU or former SIU Detectives.
2013 & 2014 Objectives
Continue to provide a detective position to the Tahoma DEA Task Force and the Seattle/VNET
Task Force.
Increase the number of arrests for drug sales by 5%. We anticipate full SIU staffing in 2013 &
2014.
2010: 101 cases resulting in 172 arrests.
2011: 60 cases resulting in 100 arrests.
2012: (as of 6/5/2012) 17 cases resulting in 22 arrests.
If our current trend continues for 2012 we will not meet the 2011 arrests.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 154
Continue to investigate public tips regarding drug activity via NARS (Narcotic Activity Reporting
System). The investigations will be a joint effort by SIU, CRT and the UDST (Uniformed Drug
Suppression Team).
Update technology equipment in the Special Weapons and Tactics (SWAT) vehicle.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 155
SPECIAL REVENUE FUND
117 Drug Forfeiture20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance926,180 948,620 948,620 919,090 917,468
Intergovernmental (TNET)57,590 46,100 46,100 30,000 30,000
Investment Income1,971 2,600 2,600 1,300 1,300
Confiscated/Forfeited Property411,720 250,000 250,000 250,000 250,000
Total Revenue$1,397,461$1,247,320$1,247,320$1,200,390$1,198,768
Expenditures
Salaries & Wages102,097 99,970 99,970 98,443 99,626
Personnel Benefits32,444 34,460 34,460 36,579 40,389
Supplies6,262 17,000 17,000 17,000 17,000
Services & Charges34,164 128,850 128,850 108,900 108,900
Intergovernmental- - - - -
Capital Outlay165,261 - - - -
Interfund Payments for Services108,613 47,950 47,950 22,000 15,000
Undesignated Fund Balance948,620 919,090 919,090 917,468 917,853
Total Expenditures$1,397,461$1,247,320$1,247,320$1,200,390$1,198,768
2013-2014 Biennial Budget Section IV: Operating Budget
Page 156
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 157
PUBLIC WORKS DEPARTMENT
Mission Statement
Public Works strives to foster and support quality of life of the community and to promote vigorous
economic development through providing reliable and safe public streets and utilities and careful
management of new infrastructure constructed by the City and new development.
Department Overview
The Public Works Department is functionally divided into the Administrative and Engineering Services
& Management, Transportation Planning & Management, and Utility Planning & Management,
Facilities Maintenance and Operations, and Emergency Management sections located in the Customer
Service Center plus Equipment Rental, Street, Sewer, Storm, Water Divisions located at the
Maintenance & Operations building. The department is responsible for review, approval and
management of the construction of capital improvements for streets and utilities constructed by new
development for public dedication and ownership. The department manages the City’s public works
capital improvement program for design, Right of Way (ROW) acquisition, construction, and
operations and maintenance of the City’s infrastructure including utilities and public streets. The
Department provides design, survey, and construction management services, property and Right of
Way records management; and equipment rental and maintenance support for all departments.
Public Works is responsible for administering standards for all City owned utility and street
infrastructure improvements for development and land use throughout the City. The department
manages City owned utilities to include water, sewer and storm drainage and associated real property
assets. In addition, the department manages the non-enterprise real property facilities of the City and
is responsible for the City’s Emergency Management functions.
2011 & 2012 Accomplishments
Participated in the Washington State Department of Transportation (WSDOT) study of the
options for extending State Route 167 to Port of Tacoma.
Entered into a water supply agreement with Tacoma Public Utility for permanent supply.
Participated in quarterly management meeting of the King County Flood Control District
Advisory Board (KCFCD) to affect policy making to the city’s benefit.
Obtained funding support from KCFCD to remove levee sandbags that were installed in response
to the Howard Hanson emergency.
Continued working with Legal and Finance on options to serve utilities to MIT (Muckleshoot
Indian Tribe) Trust lands for new development.
Began implementation and conformity with the City’s Phase II Storm Drainage permit.
Reached agreement with Cascade Water Alliance and Puget Sound Energy (PSE) on ownership
transfer of the Storm Main that drains the Lake Tapps Parkway.
Worked with the Legal department to negotiate and settle Boeing claim for Water Meter back
payments and replacement of meter & vault.
Worked with Legal & Planning on swap of properties with WSDOT to gain additional AEP
properties.
Worked with PSE, the Innovation and Technology (IT) department and Finance to obtain a more
detailed description and mapping of City and PSE owned streetlights.
Worked with other departments on land swap negotiations with KCFCD for the Reddington
Levee project.
Continued to pursue all options to fully utilize existing water rights and secure firm supply.
Continued to coordinate with the City of Kent on the annexation/de-annexation of boundary
ROW’s for public safety and continuity of responsibility.
Coordinated with Sound Transit on plans for the BNSF Third Rail project and its potential impacts
to the City.
Educated Auburn Chamber Board on the needs of our arterial system for preservation.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 158
Participated in Regional Transportation Forums – SCATBD, RPEC, KCPEC, PSRC, PCTCC and
RAMP on key projects.
Worked with Finance and Auburn Chamber to develop a proposed Street Bond for the April
2012 ballot measure.
Created a model rate structure for Street Maintenance Utility, presented at APWA and testified
before Legislature.
Completed annual updates to the Six Year Transportation Improvement Plan.
Completed annual updates to the Comprehensive Transportation Plan.
Secured over $14 million in grants and loans to help fund projects programmed in our 6 year
Transportation Improvement Plan.
Completed Citywide traffic counts and saved data to Laserfiche and Geographic Information
Systems (GIS).
Completed Citywide traffic signal as-built inventory and saved data to Lserfiche and GIS.
Provided technical support and coordination with other departments as necessary to help
promote new economic development.
Worked with the Planning and Legal departments to review and monitor the Washington State
Department of Health (WSDOH) and the Washington Department of Ecology (WSDOE) plans for
Boeing site cleanup.
Provided design, survey, and construction management services to other departments as needed
to complete improvement projects.
Received Greenroad’s Bronze Certification for the South Division Street Promenade Project.
Received the 2012 Washington Aggregates and Concrete Association Award for Concrete Paving
on the South Division Street Promenade Project.
2013 & 2014 Objectives
Continue to pursue at State and Regional levels new revenue sources for the City’s arterial street
preservation.
Participate in Regional Transportation Forums – SCATBD, RPEC, KCPEC, PSRC, PCTCC and
RAMP on key projects.
Complete the annual updates to the Six Year Transportation Improvement Plan.
Complete updates to the transportation and utilities elements of the City Comprehensive Plan.
Continue to advocate for Legislative authorization of a Street Maintenance Utility.
Work with City Council committees to implement SMART (Specific, Measurable, Attainable,
Relevant and Time-bound) goals.
Continue to coordinate with adjacent water purveyors on potential future beneficial water supply
options.
Continue to work with new developments on funding options for key transportation
improvements.
Continue to work with IT to complete implementation of the City’s CarteGraph Maintenance
Management System and to improve real time system data collection for utilities & transportation
infrastructure.
Work with the City of Kent to complete the annexation/de-annexation of boundary ROW’s for
public safety and continuity of responsibility.
Continue to apply for grants and loans to help fund projects programmed in the 6 year
Transportation Improvement Plan.
Work with the Finance Department to acquire planned utility bond revenue.
Continue to work with other departments to promote economic development opportunities.
Continue to work with Police and staff of other Cities to find better options to prevent street
wire theft.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 159
Department Budget
001/32 Engineering20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages1,148,270 1,233,350 1,225,000 1,250,467 1,246,781
Personnel Benefits422,956 568,270 450,000 520,670 575,350
Supplies21,265 25,650 20,000 25,650 25,650
Services & Charges130,548 390,200 300,000 304,900 323,600
Intergovernmental2,070 13,500 - 5,000 12,000
Capital Outlays- - - - -
Interfund Payments for Services532,444 535,900 535,900 386,780 351,100
DEPARTMENT TOTAL$2,257,553$2,766,870$2,530,900$2,493,467$2,534,481
Department Employees
001 Public Works FTE's 20102011201220132014
Engineering FTE's43.0043.0043.0047.0047.00
Facilities FTE's9.009.009.00
Emergency Management1.601.60
TOTAL PUBLIC WORKS FTE's43.0043.0052.0057.6057.60
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 160
STREET DIVISION
Mission Statement
The Street 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 and the Transportation Section of
the Engineering Division.
The City’s Street Division has over 216 centerline miles of roadways to maintain. Some of the key
maintenance duties include pavement patching, crack sealing, roadside vegetation management, snow
and ice removal, alley and shoulder grading, street lighting, signs and traffic markings.
The Transportation Section is responsible for the key administrative and engineering duties including
the Transportation Comprehensive System Planning, traffic signal maintenance and operations, budget
management and interaction and regulation of development. They are also responsible for the
management of all assets within the public Right of Way (ROW) as well as the use of them.
2011 & 2012 Accomplishments
Continued to maintain local streets in fair to good condition by crack sealing to increase the life
of the street and postpone the need for more expensive overlays and rebuilds.
Refreshed all striping on public roads and continued to refresh thermoplastic pavement markings
and legends as needed.
Continued to support the implementation of the City’s traffic calming program.
Worked with Puget Sound Energy (PSE) and the Innovation and Technology (IT) department to
update inventory of street light system in newly annexed areas.
Continued to implement annual Pothole Patrol program pavement repairs.
Completed ongoing Citywide repairs or replacement of damaged and worn street signs.
Continued making guardrail repairs and other roadside safety improvements.
Performed Citywide roadside vegetation management.
2013 & 2014 Objectives
Continue to maintain local streets in fair to good condition by crack sealing to increase the life of
the street and postpone the need for overlays.
Develop and implement a street sign inventory and minimum reflectivity level maintenance
program.
Develop and implement a standard program for tracking tree related issues in Right of Way
(ROW).
Refresh striping on public roads and continue to refresh thermoplastic pavement markings and
legends as needed.
Continue to support the implementation of the City’s traffic calming program.
Continue to update inventory of new street light systems.
Continue implementing annual Pothole Patrol program pavement repairs.
Complete Citywide repairs or replacement of damaged and worn street signs.
Continue making guardrail repairs and other roadside safety improvements.
Perform Citywide roadside vegetation management.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 161
Department Budget
001/42 Street20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Salaries & Wages694,700 848,280 764,100 771,978 785,123
Personnel Benefits344,025 462,440 373,650 418,387 455,673
Supplies146,233 243,640 131,000 230,300 230,300
Services & Charges893,075 1,219,000 1,010,100 1,084,858 1,088,658
Intergovernmental161,156 260,000 260,000 200,000 200,000
Capital Outlays10,538 - - - -
Interfund Payments for Services464,486 476,200 476,200 558,341 529,381
DEPARTMENT TOTAL$2,714,212$3,509,560$3,015,050$3,263,864$3,289,135
Department Employees
001 Public Works-Street FTE's 20102011201220132014
Street FTE's12.0019.0019.0019.0019.00
TOTAL STREET FTE's12.0019.0019.0019.0019.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 162
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Public Works department is responsible for the budget in the following special
revenue funds:
Fund 102 - Arterial Street Fund accounts for gas tax receipts that are restricted to arterial streets, as
well as other funding sources for street capital construction projects.
Fund 103 - Local Street Fund created in 2005, budgets revenue from Sales Taxes on Construction for
Local Street repair.*
Fund 105 - Arterial Street Preservation Fund accounts for a 1% utility tax increase that was adopted
by Council in 2008 restricted for Arterial Street repairs.
2011 & 2012 Accomplishments
Completed annual improvements under the Save our Streets Program.
Completed annual improvements under the Arterial Street Preservation Program.
Completed all remaining bridge load rating calculations.
Continued implementation of the Annual Bridge Maintenance Project.
Completed construction on the following capital projects:
Completed design, permitting and property acquisition of the M Street SE Underpass (Grade
Separation) Project and began construction in 2012.
Continued to fund Lakeland Hills and Community Circulator Shuttle programs.
Completed pre-design for M St SE and Auburn Way South Intersection Improvements.
Continued the south 277th Project Wetland Mitigation Monitoring Program.
Completed preliminary scoping for the south 277th St Widening Project (AWN to Green River
Bridge).
2013 & 2014 Objectives
Continue to fund Lakeland Hills and Community Circulator Shuttle programs.
Implement the annual Save our Streets Program.
Implement the annual Arterial Preservation Program.
Continue the annual Bridge Maintenance Program.
Implement the Citywide Arterial Bicycle and Safety Improvements Program.
Implement the biennial Pedestrian Crossing Improvement Program.
Complete various programmed preliminary studies.
South Division Street Promenade project
A Street NW Extension project (A/B Corridor Phase 1)
South Auburn ITS Expansion project
West Valley Highway Improvements (SR18 to West Main Street)
Auburn/Pacific Trail Phase 2
37th and R Street Pedestrian Connector
8th and R Street NE Signal Improvements
4th and F Street SE signal Improvements
Downtown Street Lighting Replacements
2011/2012 Sidewalk Repair and Replacements
2013-2014 Biennial Budget Section IV: Operating Budget
Page 163
Complete construction on the following capital projects:
Begin Design on the following capital projects:
1) Auburn Way North & 1st Street NE Signal Improvements
2) South 277th Street Widening Project (AWN to Green River Bridge)
3) 124th Avenue SE Corridor Improvements
Continue south 277th Project Wetland Mitigation Monitoring Program.
*Note: Effective in the 2013 budget cycle, Sales Tax Revenue from construction is going to Local Street repair.
Prior to the 2013 budget, $2 million per year was transferred from Property Tax Revenue to Local Street repair.
M Street SE Underpass Project
Auburn Way South Pedestrian Improvements (Dogwood to Fir)
Auburn Way South Corridor Improvements (Fir to Hemlock)
Auburn Way South (SR-164) Corridor Safety Improvements (Muckleshoot
Plaza to Dogwood)
Lea Hill Safe Routes to Schools Improvements
Citywide Traffic Signal Safety Project
2013-2014 Biennial Budget Section IV: Operating Budget
Page 164
Special Revenue Funds
102 Arterial Street 20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance1,767,344 1,783,698 1,783,698 1,300,518 856,364
Federal Grants4,887,903 2,498,760 2,135,340 2,188,750 2,811,108
State Grants1,775,577 8,310,510 6,067,450 6,247,375 160,000
State Entitlements (MVFT)530,000 530,000 530,000 530,000 530,000
Other Governmental Agency80,640 2,644,100 2,270,851 1,715,790 -
Investment Income1,730 4,000 2,000 2,500 2,500
Developer Contributions209,080 257,530 198,440 - -
Intergovernmental PWTF- 1,008,115 1,008,084 1,800,115 -
Miscellaneous Revenue3,803 - - - -
Transfer In2,403,354 2,344,720 2,209,720 635,540 346,050
Total Revenue$11,659,431$19,381,433$16,205,583$14,420,588$4,706,022
Expenditures
Salaries & Wages281,268 315,800 315,800 451,307 465,353
Personnel Benefits106,361 110,500 110,500 157,957 162,873
Services & Charges227,765 220,000 220,000 240,000 240,000
Capital Outlays9,120,630 17,825,785 14,121,165 12,518,106 2,757,882
Interfund Payments for Services52,092 50,300 50,300 71,400 70,200
Debt Service Principal80,383 80,400 80,400 113,983 176,063
Debt Service Interest7,234 6,900 6,900 11,471 19,899
Undesignated Fund Balance1,783,698 771,748 1,300,518 856,364 813,752
Total Expenditures$11,659,431$19,381,433$16,205,583$14,420,588$4,706,022
2013-2014 Biennial Budget Section IV: Operating Budget
Page 165
Special Revenue Funds
103 Local Street20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance2,062,575 1,985,080 1,985,080 1,117,320 270,670
Property Taxes2,000,000 2,000,000 2,000,000 - -
Sales Taxes on Construction- - - 1,474,250 1,294,300
Investment Income4,567 5,000 3,350 3,350 3,350
Contributions & Donations- - - - -
Bond Proceeds- - - - -
Transfer In (W/S/SWM Utility)150,000 150,000 150,000 150,000 150,000
Total Revenue$4,217,142$4,140,080$4,138,430$2,744,920$1,718,320
Expenditures
Salaries & Wages77,345 76,600 76,600 79,460 82,240
Personnel Benefits19,609 21,430 21,430 22,246 25,332
Supplies- 500 500 - -
Services & Charges267 2,300 2,300 300 300
Capital Outlays2,122,637 2,908,580 2,908,580 2,345,444 1,323,028
Debt Service- - - - -
Interfund Payments for Services12,204 11,700 11,700 26,800 13,400
Undesignated Fund Balance1,985,080 1,118,970 1,117,320 270,670 274,020
Total Expenditures$4,217,142$4,140,080$4,138,430$2,744,920$1,718,320
2013-2014 Biennial Budget Section IV: Operating Budget
Page 166
Special Revenue Funds
105 Arterial Street Preserva20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance452,350 1,304,369 1,304,369 1,654,369 1,584,937
Interfund Utility Taxes2,134,419 1,500,000 2,100,000 1,999,988 2,041,223
Federal Grants- - - 560,000 -
State Funds- - - - -
Investment Income2,366 1,500 1,500 1,500 1,500
Bond Proceeds- - - - -
Miscellaneous Revenue- - - - -
Transfer In- - - - -
Total Revenue$2,589,135$2,805,869$3,405,869$4,215,857$3,627,660
Expenditures
Salaries & Wages26,892 22,000 22,000 41,660 42,979
Personnel Benefits7,075 7,700 7,700 14,580 15,042
Supplies & Minor Equipment- - - - -
Services & Charges- 2,000 2,000 - -
Capital Outlays1,250,799 1,719,800 1,719,800 2,563,760 1,941,979
Interfund Payments for Services- - - 10,920 -
Debt Service Principal- - - - -
Debt Service Interest- - - - -
Undesignated Fund Balance1,304,369 1,054,369 1,654,369 1,584,937 1,627,660
Total Expenditures$2,589,135$2,805,869$3,405,869$4,215,857$3,627,660
2013-2014 Biennial Budget Section IV: Operating Budget
Page 167
WATER UTILITY DIVISION
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, operating, and maintaining the water supply system. The utility will also continue to
enhance its customer service through public education and information. A primary responsibility of
the utility is implementing the Comprehensive Water Plan.
2011 & 2012 Accomplishments
Completed the utility revenue and expense analysis.
Completed design and construction of the 132nd Ave SE Intertie to Tacoma Pipeline 5.
Completed construction of the 2009 AC Water main Replacement project.
Completed design and construction of the Lakeland Hills Reservoir 6 project.
Started construction of the Academy Booster Pump Station project.
Negotiated and executed an agreement to purchase water from Tacoma Public Utilities.
Completed construction of the Lakeland Hills Booster Pump Station project.
Started construction of the Well 1 Improvements project.
Started construction of the Supervisory Control and Data Acquisition (SCADA) Upgrade project.
Initiated design of the Well 4 Power and Chlorination project.
Initiated design of the Valley AC Main Replacement project.
Initiated the Facilities Evaluation Study.
Initiated the Water Utility Meter & Billing System Improvements study.
Initiated Phase 1A (evaluation and analysis) of the Fulmer Well field Improvements project.
Continued to implement conservation initiatives.
Continued to replace undersized pipes for fire flow improvements and pipes in poor condition in
conjunction with transportation and utility projects.
Continued monitoring system losses and fixing leaks when found.
2013 & 2014 Objectives
Utilize CarteGraph as a work order management system and continue to develop Standard
Operating Procedures (SOP) for updating databases in CarteGraph and Geographic Information
Systems (GIS) and Springbrook.
Complete construction of the Well 1 Improvements project.
Complete construction of SCADA Upgrades project.
Complete construction of the Academy Booster Pump Station project.
Complete design and construction of the Valley AC Main Replacement project.
Complete design and construction of the Well 4 Power and Chlorination project.
Complete design and construction of the Green River Pump Station Emergency Power project.
Complete design and construction of the Well 7 Emergency Power project.
Complete design and construction the Lakeland Hills Reservoir 5 improvements.
Complete the Facilities Evaluation Study.
Complete the Water Utility Meter & Billing System Improvements study and initiate construction
of improvements.
Continue to upgrade the asset management databases through records evaluation and field
investigation.
Continue to replace undersized pipes for fire flow improvements and pipes in poor condition in
conjunction with transportation and utility projects.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 168
Prepare for new water quality requirements.
Continue to review properties with the Finance and Innovation and Technology (IT) departments
to assure each developed property connected to the water system is billed for water and that the
status of use is accurately reflected as the occupancy status changes to address issues such as
foreclosure, fire, meth house, etc.
Prepare in 2013 a comprehensive cost-of-service study to evaluate the need, if any, for changes to
the City’s water rate structure.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 169
Water Fund – 430 2013-2014 Working Capital
Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
343.400Water Sales8,904,44910,008,18710,008,18711,633,72212,871,725
343.431Unmetered Water Sales14,16733,50033,50015,00015,000
343.433Water Application90,21491,90091,90060,00060,000
343.440Payback Admin Fee- - - 30,00030,000
362.500Rents & Leases- - - 50,00050,000
Total Operating Revenue 9,008,83010,133,58710,133,58711,788,72213,026,725
Operating Expense
534.000.10Salaries and Wages (2,025,117)(2,249,810)(2,244,480)(2,270,874) (2,291,314)
534.000.20Personnel Benefits (813,008)(1,085,750)(1,085,750)(1,055,497) (1,156,423)
534.000.30Supplies (239,487)(336,770)(321,300)(294,593) (301,672)
534.000.40Services & Charges(2,360,139)(3,911,510)(3,897,510)(4,399,925) (4,616,625)
534.000.50Intergovernmental- - - - -
534.000.90Interfund Payments for Services(1,019,045)(1,031,100)(1,031,100)(1,144,929)(1,110,589)
534.000.00Depreciation & Amortization(2,080,667)(2,117,000)(2,117,000)(2,284,800)(2,399,000)
Total Operating Expenses (8,537,463)(10,731,940)(10,697,140)(11,450,618)(11,875,623)
Operating Income (Loss)471,367(598,353)(563,553)338,1041,151,102
Non Operating Revenue (Exp)
361.110Investment Income56,41861,00061,00047,00047,000
333.97Contributions- 34,800- - -
369.900Miscellaneous Revenue (Expense)841,545215,500215,500169,024169,024
534.100.80Debt Service Interest(424,275)(702,320)(702,320)(683,335)(659,010)
534.100.80Debt Service Interest - New Debt- - - (470,673)(455,352)
Total Non Oper. Rev (Exp)473,688(391,020)(425,820)(937,984)(898,338)
Net Income (Loss)945,055(989,373)(989,373)(599,880)252,764
Add/Deduct Items Not
Affecting Working Capital (W/C)
535.801.00Depreciation & Amortization2,080,6672,117,0002,117,0002,284,8002,399,000
Net W/C From Operations 3,025,7221,127,6271,127,6271,684,9202,651,764
Other Resources and Uses Budget
Resources Other Than Operations
337.069Interlocal Grants- - - - -
396.101Contributed Cap-Sys Devel.283,462450,000450,000320,000320,000
396.102Contributed Cap-Area Assmts- - - - -
396.104Contributed Cap-Outside Devel.2,175,187- - - -
382.200Bond Proceeds - Revenue Bonds- - - 7,401,957-
391.800Public Works Trust Fund Loan - - - 3,325,000-
397.100Transfer In- - - - -
399.500Net Change in Restricted Assets6,604- - - -
399.000Other Sources (18,715)- - - -
Total Resources 2,446,538450,000450,00011,046,957320,000
Uses Other Than Operations
590.100.00Other Uses(2,888,055)- - - -
590.100.11Inc in Fixed Assets-Salaries/Wages(182,373)(154,700)(154,700)(209,550)(215,960)
590.100.21Inc in Fixed Assets-Benefits(67,120)(54,200)(54,200)(73,342)(75,586)
597.100.55Transfer Out(50,000)(50,000)(50,000)(50,000)(50,000)
590.100.63Inc in Fixed Assets-Improvements(157,060)- - - -
590.100.64Inc in Fixed Assets-Equipment(91,582)(127,500)(127,500)- -
590.100.65Inc in Fixed Assets-Construction(6,035,059)(14,529,700)(14,492,310)(7,407,108)(4,192,604)
590.100.70Debt Service Principal(661,268)(661,300)(661,300)(1,356,321)(1,390,979)
Total Uses (10,132,517)(15,577,400)(15,540,010)(9,096,321)(5,925,129)
Net Change in W/C (4,660,258)(13,999,774)(13,962,384)3,635,555(2,953,366)
Beginning W/C 1/1 21,606,06816,945,81016,945,8102,983,4266,618,981
Ending W/C 12/31 16,945,8102,946,0362,983,4266,618,9813,665,615
Net Change in W/C (4,660,258)$ (13,999,774)$ (13,962,384)$ 3,635,555$ (2,953,366)$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 170
Department Employees
430 Water FTE's 20102011201220132014
Water FTE's22.0022.0022.0022.0022.00
TOTAL WATER FTE's22.0022.0022.0022.0022.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 171
PERFORMANCE MEASURES – WATER FUND
System Losses
A program was developed to minimize losses in the system which includes leak detection and meter
testing/replacement. System loss is the amount of water produced less the amount of water sold or
authorized for beneficial use.
0.0%
3.0%
6.0%
9.0%
12.0%
2009201020112012 Est2013 Goal2014 Goal
10.2%
3.5%
9.0%8.5%8.0%8.0%
System Losses (Percent of Production)
Customer Service Complaints per 1,000 Population
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 population.
0.00%
0.05%
0.10%
0.15%
0.20%
2009201020112012 Est2013 Goal2014 Goal
0.05%
0.08%
0.06%
0.15%0.15%0.15%
Customer Service Complaint % per 1,000 Customers
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.
0
75
150
225
300
2009201020112012 Est2013 Goal2014 Goal
201 182 179
205 200 200
Consumption -Gallons/Day per Residential Connection
2013-2014 Biennial Budget Section IV: Operating Budget
Page 172
SANITARY SEWER UTILITY DIVISION
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 and regulation of development, implementing Capital Improvement Projects, 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.
2011 & 2012 Accomplishments
Completed the Rainier Shadows and White Mountain Trails Pump Station decommissioning
project.
Completed the replacement of the Ellington Pump Station.
Completed the replacement of the Dogwood Pump Station.
Completed to upgrade the asset management databases through records evaluation and field
investigation.
Completed the biennial repair and replacement project.
Incorporated two new pump stations into the City’s collection system.
Updated City code related to the use of sewer meters and worked with businesses to bring them
into compliance.
Added permanent backup power to the Riverside Pump Station.
Transferred the monitoring, alarming, and data acquisition tasks for a majority of the sewer pump
stations to the City’s new Supervisory Control and Data Acquisition (SCADA) and telemetry
system.
Engaged in regular preventative maintenance activities.
2013 & 2014 Objectives
Add backup power to four additional pump stations.
Continue to upgrade the asset management databases through records evaluation and field
investigation.
Complete a manhole ring and cover replacement project.
Complete a new biennial repair and replacement project.
Upgrade the wet wells at several sewer pump stations to enable more effective access and
maintenance.
Decommission the ‘D’ street pump station.
Review all City properties with Finance and the IT department to assure each developed property
connected to the system has a sewer billing in Springbrook.
Enhance utility business practices and policies to insure consistent revenue collection for the
sewer utility.
Engage in regular preventive maintenance activities.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 173
Sewer Utility – 431
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
343.500City Sewer Service Revenue4,133,2605,232,0695,232,0696,576,3017,231,431
343.530Metro Service Revenue12,533,88913,485,40013,485,40014,000,00014,000,000
Total Operating Revenue 16,667,14918,717,46918,717,46920,576,30121,231,431
Operating Expense
535.000.10Salaries and Wages (1,381,807)(1,513,310)(1,504,910)(1,579,781) (1,589,005)
535.000.20Personnel Benefits (587,681)(739,320)(739,320)(760,526) (831,408)
535.000.30Supplies (67,671)(113,670)(103,800)(131,467)(130,300)
535.000.40Services & Charges(1,791,142)(2,020,150)(2,008,900)(2,240,825)(2,305,125)
535.000.50Metro Service Payments(12,820,546)(13,493,390)(13,493,390)(14,009,500)(14,009,500)
535.000.90Interfund Payments for Services(756,169)(759,000)(759,000)(1,017,733)(974,280)
535.000.00Depreciation & Amortization(1,603,211)(1,378,000)(1,378,000)(1,853,400)(1,946,100)
Total Operating Expenses (19,008,227)(20,016,840)(19,987,320)(21,593,232)(21,785,718)
Operating Income (Loss)(2,341,078)(1,299,371)(1,269,851)(1,016,931)(554,287)
Non Operating Revenue (Exp)
361.110Investment Income20,75633,00033,00011,70011,700
379.100MIT Contributions670,000- - - -
333.97Contributions- 29,520- - -
369.900Miscellaneous Revenue (Expense)173,64675,60075,60075,57075,570
535.100.80Debt Service Interest(157,636)(304,200)(304,200)(298,180)(292,439)
Total Non Oper. Rev (Exp)706,766(166,080)(195,600)(210,910)(205,169)
Net Income (Loss)(1,634,312)(1,465,451)(1,465,451)(1,227,841)(759,456)
Add/Deduct Items Not
Affecting Working Capital (W/C)
535.801.00Depreciation & Amortization1,603,2111,378,0001,378,0001,853,4001,946,100
Net W/C From Operations (31,101)(87,451)(87,451)625,5591,186,644
Other Resources and Uses Budget
Resources Other Than Operations
382.200Revenue Bond Proceeds- - - - -
396.101Contributed Cap-Sys Devel.7,317,296350,000350,000240,000240,000
396.102Contributed Cap-Area Assessments11,956- - - -
396.104Contributed Cap-Outside Devel.- - - - -
397.100Transfer In- - - - -
399.500Increase in Restricted Net Assets136,089- - - -
399.000Other Sources 64,696- - - -
Total Resources 7,530,037350,000350,000240,000240,000
Uses Other Than Operations
590.100.05Other Uses(7,505,311)- - - -
590.100.11Inc in Fixed Assets-Salaries/Wages(104,500)(153,600)(153,600)(193,399)(199,323)
590.100.21Inc in Fixed Assets-Benefits(39,220)(53,800)(53,800)(67,689)(69,763)
597.100.55Transfer Out(50,000)(50,000)(50,000)(50,000)(50,000)
590.100.63Inc in Fixed Assets-Improvements- - - - -
590.100.64Inc in Fixed Assets-Equipment(30,367)- - - -
590.100.65Inc in Fixed Assets-Construction(2,696,729)(3,624,110)(3,624,110)(1,443,912)(975,914)
590.100.66Inc in Fixed Assets-Capital Lease- - - - -
590.100.78Debt Service Principal(288,262)(288,300)(288,300)(433,107)(436,790)
Total Uses (10,714,389)(4,169,810)(4,169,810)(2,188,107)(1,731,790)
Net Change in W/C (3,215,453)(3,907,261)(3,907,261)(1,322,548)(305,146)
Beginning W/C 1/1 16,021,97912,806,52612,806,5268,899,2657,576,717
Ending W/C 12/31 12,806,5268,899,2658,899,2657,576,7177,271,571
Net Change in W/C (3,215,453)$ (3,907,261)$ (3,907,261)$ (1,322,548)$ (305,146)$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 174
Department Employees
431 Sewer FTE's 20102011201220132014
Sewer FTE's11.0012.0012.0012.0012.00
TOTAL SEWER FTE's11.0012.0012.0012.0012.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 175
PERFORMANCE MEASURES – SEWER FUND
Linear Feet of Sanitary Sewer Pipe Cleaned
Pipe cleaning is conducted using a high-pressure sewer jet to scour & remove debris from the inside of
the pipelines.
0
100
200
300
400
2009201020112012 Est2013 Goal2014 Goal
270
203
296
270
300 300
Linear Feet Cleaned (Thousands of Feet)
Linear Feet of Sanitary Sewer Remotely Inspected
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.
0
75
150
225
300
2009201020112012 Est2013 Goal2014 Goal
105 84
171 140 150 150
Linear Feet Remotely Inspected (Thousands of Feet)
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.
0
1,500
3,000
4,500
6,000
2009201020112012 Est2013 Goal2014 Goal
4,580
3,100
3,855 4,500 4,500 4,500
Manhole Inspections
2013-2014 Biennial Budget Section IV: Operating Budget
Page 176
STORM DRAINAGE UTILITY DIVISION
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
Some of the key administrative and engineering duties include comprehensive system planning,
compliance with governmental regulations, interaction and regulation of development applications,
development 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 operation. The City is responsible for the collection, transmission, treatment, and disposal of
surface waters to Mill Creek and the Green and White Rivers.
2011 & 2012 Accomplishments
Continued compliance with the National Pollution Discharge Elimination System (NPDES) Phase II
permit elements including participating in public education events, inspection of public and
private facilities, enforcement of maintenance standards, responding to illicit discharges and
annual reporting to Department of Ecology.
Completed construction of the upgrades to the White River storm pump station.
Began the storm water flow monitoring at key points in drainage system.
Implemented the use of CarteGraph as a work order management system and continued to
develop SOP’s for updating databases for CarteGraph and Geographic Information System (GIS)
to allow for engineering and maintenance staff to edit and track operations of the existing storm
infrastructure.
Two Utility staff members completed the Low Impact Development Technical Training Program
and received certificates of completion.
Installed Supervisory Control and Data Acquisition (SCADA) equipment and communication
upgrades at storm facilities.
Coordinated with various street projects to improve drainage systems.
Began to upgrade the asset management databases through records evaluation and field
investigation to create a risk assessment model, hydraulic model and infrastructure map for City
use.
Responded to the potential flooding risk due to Howard Hanson Dam issues and Flood Control
District coordination.
Engage in regular preventive maintenance activities such as adding on-site pump station power
generation, rebuilding the ice damaged netting at the Auburn Airport, initiated City wide ditch
maintenance program and a storm video pipe assessment program.
Actively participated in the cooperate with the Washington State University Integrated Design
Experience (IDeX) project in the Auburn Environmental Park District Area.
Began monitoring storm water discharges to the White River as part of the Puyallup River
Watershed Fecal Coliform Total Maximum Daily Load (TMDL) as required by the Washington
State Department of Ecology (WSDOE) and the Environmental Protection Agency (EPA).
Initiated design of 30th Street NE Area Flooding Project - Phase I relieve flooding in vicinity of the
Auburn Municipal Airport and surrounding areas.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 177
2013 & 2014 Objectives
Review and revise City code to require Low Impact Development (LID) techniques as mandated
by the NPDES Permit.
Reduce flooding at the BNRR underpass by completing Phase 2 of the AWS conveyance
improvement.
Replace and/or install new storm drainage conveyance improvements in conjunction with the
Arterial Street and Local Street Improvement projects.
Improve utility records and system maps by performing records evaluation and field
investigations.
Improve system performance by continuing the City wide ditch maintenance program and a
storm video pipe assessment program.
Reduce flooding at the Auburn Municipal Airport and surrounding areas by completing Phase 1 of
the 30th Street NE Area Flooding Project.
Determine sources of fecal coliform contamination in the Mill Pond/Lakeland Hills basin by
completing storm water monitoring as required by the Puyallup River Watershed Fecal Coliform
Total Maximum Daily Load (TMDL).
Update the Comprehensive Storm water Drainage Plan to comply with state law.
Provide ongoing spill response and detection of illicit storm system connections and discharges as
required by the NPDES permit.
Complete the Mill Creek Basin Plan and establish reduced flow control requirements in
downtown areas of the City.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 178
Storm Drainage Utility – 432
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
343.830Storm Drainage Services6,751,5767,208,9427,208,9427,888,1088,521,917
343.833Storm Application Fees67,39020,400100,00060,00060,000
343.840Late Penalties119,409- 100,000- -
Total Operating Revenue 6,938,3757,229,3427,408,9427,948,1088,581,917
Operating Expense
535.000.10Salaries and Wages (1,795,675)(1,815,110)(1,812,970)(2,041,794) (2,055,927)
535.000.20Personnel Benefits (759,568)(887,270)(887,270)(928,930) (1,016,682)
535.000.30Supplies (50,957)(141,490)(141,300)(96,917) (83,300)
535.000.40Services & Charges(1,332,302)(2,611,510)(1,383,000)(1,651,684) (1,644,665)
535.000.50Intergovernmental(77,899)(26,000)(26,000)(60,000) (62,000)
535.000.90Interfund Payments for Services(1,301,054)(1,330,900)(1,330,900)(1,345,025)(1,276,483)
535.000.60Other Expenses(21,822)- - - -
535.000.00Depreciation & Amortization(1,278,402)(1,095,000)(1,095,000)(1,487,700)(1,562,100)
Total Operating Expenses (6,617,679)(7,907,280)(6,676,440)(7,612,050)(7,701,157)
Operating Income (Loss)320,696(677,938)732,502336,058880,760
Non Operating Revenue (Exp)
361.110Investment Income20,86633,00033,00010,70010,700
333.97Contributions- 30,840- - -
369.900Miscellaneous Revenue (Expense)300,17663,20063,20063,22663,226
535.100.80Debt Service Interest(134,342)(256,200)(256,200)(459,219)(444,621)
Total Non Oper. Rev (Exp)186,700(129,160)(160,000)(385,293)(370,695)
Net Income (Loss)507,396(807,098)572,502(49,235)510,065
Add/Deduct Items Not
Affecting Working Capital (W/C)
535.801.00Depreciation & Amortization1,278,4021,095,0001,095,0001,487,7001,562,100
Net W/C From Operations 1,785,798287,9021,667,5021,438,4652,072,165
Other Resources and Uses Budget
Resources Other Than Operations
333.114Indirect Federal Grant- - - - 200,000
334.027State Grant- - - 226,500-
337.0**Interlocal Grant- - - 125,000125,000
337.02Contributions-Other Government- 1,200,000- - -
396.101Contributed Cap-Sys Devel.6,178,765250,000250,000315,000315,000
396.102Contributed Cap-Area Assessments15,078- - - -
337.020Contributed Cap-Other Govts211,441- - - -
382.200Bond Proceeds - Revenue Bonds- - - 4,875,890-
399.500Inc in Restricted Assets834- - - -
399.610Inc in Compensated Absences11,769- - - -
Total Resources 6,417,8871,450,000250,0005,542,390640,000
Uses Other Than Operations
590.100.05Net Change in Restricted Assets(5,842,637)- - - -
590.100.11Inc in Fixed Assets-Salaries/Wages(102,642)(156,400)(156,400)(199,930)(206,050)
590.100.21Inc in Fixed Assets-Benefits(40,185)(54,700)(54,700)(69,976)(72,117)
597.100.55Transfer Out(96,800)(76,800)(76,800)(60,000)(50,000)
590.100.65Inc in Fixed Assets-Construction(2,735,659)(6,232,910)(4,594,910)(6,041,594)(1,237,433)
590.100.70Debt Service Principal(79,300)(79,300)(79,300)(367,633)(381,578)
Total Uses (8,897,223)(6,600,110)(4,962,110)(6,739,133)(1,947,178)
Net Change in W/C (693,538)(4,862,208)(3,044,608)241,722764,987
Beginning W/C 1/1 9,795,5389,102,0009,102,0006,057,3926,299,114
Ending W/C 12/31 9,102,0004,239,7926,057,3926,299,1147,064,101
Net Change in W/C (693,538)$ (4,862,208)$ (3,044,608)$ 241,722$ 764,987$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 179
Department Employees
432 Storm FTE's 20102011201220132014
Storm FTE's17.0010.0010.0010.0010.00
TOTAL STORM FTE's17.0010.0010.0010.0010.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 180
PERFORMANCE MEASURES – STORM DRAINAGE FUND
Tons of Debris Hauled
Initial projected increase due to NPDES requirements to inspect and clean, as necessary, all catch
basins within the City during the permit cycle period. The 2013 and 2014 goal is based on the annual
average required to meet permit conditions.
0
400
800
1,200
1,600
2,000
2009201020112012 Est2013 Goal2014 Goal
799
1,348 1,340 1,200
1,800 1,800
Tons of Debris Hauled
Acres of Storm Drainage Ponds Maintained
This performance measure reflects the reprioritization of storm work forces to meet NPDES
requirements to inspect and clean all catch basins during the permit cycle. The responsibility of the
storm pond maintenance was transferred to the Street Division, allowing the facilities to be
maintained more frequently.
0
100
200
300
400
2009201020112012 Est2013 Goal2014 Goal
262
130 150 150
350 350
Acres of Ponds Maintained
2013-2014 Biennial Budget Section IV: Operating Budget
Page 181
Catch Basin Inspection
The NPDES permit requires the inspection of all catch basins within the City during a permit cycle
period. An increase in inspections is anticipated as the City completes additional inventory work to
locate and document more catch basins. The 2013 and 2014 goal is based on the anticipated annual
average required to meet permit conditions.
-
1,000
2,000
3,000
4,000
2009201020112012 Est2013 Goal2014 Goal
1,648
2,557 2,438 1,795
2,800 2,800
Catch Basin Inspection
2013-2014 Biennial Budget Section IV: Operating Budget
Page 182
EQUIPMENT RENTAL DIVISION
Mission Statement
The mission of the Equipment Rental Division is to provide all City departments with a safe and
reliable fleet, and the fleet support services that each department needs to perform its mission.
Department Overview
Equipment Rental is responsible for maintenance, service, acquisition and disposition of the City’s
vehicle/equipment fleet. Central Stores is a component of Equipment Rental and is responsible for
procuring, storing, and distributing supplies and materiel for many City operations. Central Stores also
maintains the City’s fuel storage and access system.
2011 & 2012 Accomplishments
Replaced City’s aging fueling system with a new computerized system that integrates with
CarteGraph.
Completed developing new specifications and selection in conjunction with the Police
department on new Police vehicles.
Completed full implementation of CarteGraph for Fleet and Central Stores.
Continuing to expand idle reduction ideas Citywide.
Continuing converting vehicle emergency lighting to LED to reduce fuel usage.
2012 & 2013 Objectives
Continue to improve fleet fuel economy.
Look for ways to extend vehicle life above industry standard.
Look at innovative and emerging technologies in fleet operations to reduce Citywide fleet costs.
Continue to investigate alternative fuel options for efficient use in the fleet.
Continue developing an overall level of service / customer service plan for Equipment Rental and
Central Stores.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 183
Equipment Rental Fund – 550
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
348.100Fuel Sales638,151 635,500635,500749,900749,900
365.100 Interfund Equipment Rental981,684 1,030,8001,030,8001,415,5001,353,500
365.400Interfund Building Rental- - - - -
Total Operating Revenue 1,619,8351,666,3001,666,3002,165,4002,103,400
Operating Expense
548.000.10Salaries and Wages (379,229)(467,610)(467,610)(475,587) (479,201)
548.000.20Personnel Benefits (144,601)(200,360)(200,360)(217,297) (236,042)
548.000.30Supplies (891,839)(997,910)(996,200)(1,161,000) (1,170,000)
548.000.40Services & Charges(442,648)(547,900)(547,900)(557,900) (567,100)
548.000.51Intergovernmental Services- - - - -
548.000.90Interfund Payments for Services(233,861)(213,700)(213,700)(247,500)(247,100)
548.680.01Depreciation & Amortization(809,984)(1,042,000)(1,042,000)(876,100)(919,900)
Total Operating Expenses (2,902,162)(3,469,480)(3,467,770)(3,535,384)(3,619,343)
Operating Income (Loss)(1,282,327)(1,803,180)(1,801,470)(1,369,984)(1,515,943)
Non Operating Revenue (Exp)
361.100Investment Income28,61810,00010,0005,1005,100
333.970Contributions- 1,710- - -
369.900Miscellaneous Revenue (Expense)49,239- - - -
395.900Gain on Sale of Fixed Assets(6,316)- - - -
Total Non Oper. Rev (Exp)71,54111,71010,0005,1005,100
Net Income (Loss)(1,210,786)(1,791,470)(1,791,470)(1,364,884)(1,510,843)
Add/Deduct Items Not
Affecting Working Capital (W/C)
548.100.01Depreciation & Amortization809,9841,042,0001,042,000876,100919,900
Net W/C From Operations (400,802)(749,470)(749,470)(488,784)(590,943)
Other Resources and Uses Budget
Resources Other Than Operations
365.110Vehicle Replacement Revenue1,231,200 1,292,7001,292,700838,700780,000
365.600Inc. in Contributions-Other funds10,538- - - -
397.100Transfer In- 104,250104,250104,250104,250
399.000Other Sources 3,421- - - -
Total Resources 1,245,1591,396,9501,396,950942,950884,250
Uses Other Than Operations
590.100.*Other Uses34,722- - - -
597.100.55Transfer Out(507,000)(7,000)(7,000)(7,000)(7,000)
590.100.64Inc in Fixed Assets-Equipment(399,657)(1,822,340)(1,822,340)(1,303,380)(789,470)
590.100.65Inc in Fixed Assets-Construction(5,451)(444,920)(100,000)(420,000)(600,000)
Total Uses (877,386)(2,274,260)(1,929,340)(1,730,380)(1,396,470)
Net Change in W/C (33,029)(1,626,780)(1,281,860)(1,276,214)(1,103,163)
Beginning W/C 1/1 5,826,1935,793,1645,793,1644,511,3043,235,090
Ending W/C 12/31 5,793,1644,166,3844,511,3043,235,0902,131,927
Net Change in W/C (33,029)$ (1,626,780)$ (1,281,860)$ (1,276,214)$ (1,103,163)$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 184
Department Employees
550 Equipment Rental FTE's 20102011201220132014
Equipment Rental FTE's6.006.007.007.007.00
TOTAL EQUIPMENT RENTAL FTE's6.006.007.007.007.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 185
PERFORMANCE MEASURES – EQUIPMENT RENTAL FUND
Vehicle Life Cycle Averages
Life cycles are based on industry standards by vehicle type and vehicle use. We have kept our life
cycles above industry standards through proactive preventative maintenance, enabling us to get the
most from our vehicles with the least investment.
0.0
3.0
6.0
9.0
12.0
2009201020112012 Est.2013 Goal2014 Goal
7.5 8.0 8.0 8.0
8.5 9.0
Average Vehicle Life Cycles
Number of Preventative Maintenance Services Performed
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.
0
200
400
600
800
2009201020112012 Est.2013 Goal2014 Goal
588
473 497 530
560 600
Maintenance Services Performed
2013-2014 Biennial Budget Section IV: Operating Budget
Page 186
Number of Additional Maintenance Performed during Preventative Maintenance Services
Unscheduled maintenance are 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.
0
500
1,000
1,500
2,000
2009201020112012 Est.2013 Goal2014 Goal
1,142 991 1,041
1,500 1,600 1,600
Unscheduled Maintenance Performed
2013-2014 Biennial Budget Section IV: Operating Budget
Page 187
FACILITIES DIVISION
Mission Statement
To provide all City departments and the public with a safe and clean environment, preservation of
City owned facilities, provide building support services to each department, provide cost effective
property acquisition/disposal and 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, management of Graffiti Abatement Program and real estate. The
Facilities Division is responsible for procuring, storing, and distributing supplies and materials for daily
operations in a cost effective manner.
2011 & 2012 Accomplishments
Energy conservation projects: Heating Ventilation and Air Conditioning (HVAC) energy efficient
upgrades at the Justice Center.
Abate and demolish the structures at the Jacobson Tree Farm and the Fields property.
Completion of the Activity Center.
Completion of the Airport Runway Lights.
Completion of the electrical upgrade project at the Airport.
Installed new ventilation fan and ducts at the Evidence Building.
Remodel/update of restrooms at Maintenance and Operations (M&O).
Exterior pressure washing of the Justice Center.
Carpet replacement at the Parks Recreation Administration Building (PRAB).
2013 & 2014 Objectives
Replace roof at the M&O building.
Continue energy conservation efforts.
Replace carpet at the Senior Center.
Replace carpet at the Justice Center.
Efficiently and effectively complete all project management activities resulting in successful
construction, within budget and on time.
Phase 2 of the City Hall Remodel.
Construction of the Community Center.
Decommission of well at 4910 “A” Street.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 188
Facilities Fund – 505
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
348.920Property Management Services3,774,1633,437,1003,437,1003,489,8003,332,200
362.501Rents Leases56,37078,60078,60072,00072,000
362.600Housing Rents44,36035,80035,80025,80025,800
Total Operating Revenue 3,874,8933,551,5003,551,5003,587,6003,430,000
Operating Expense
548.000.10Salaries and Wages (658,848)(658,370)(658,370)(621,117) (621,117)
548.000.20Personnel Benefits (267,114)(317,980)(317,980)(290,568) (314,836)
548.000.30Supplies (78,869)(123,930)(117,510)(115,353) (114,821)
548.000.40Services & Charges(1,295,127)(1,789,030)(1,744,030)(1,800,008) (1,633,430)
548.000.50Intergovernmental- (5,700)(5,700)- -
548.000.90Interfund Payments for Services(90,396)(93,000)(93,000)(119,200)(118,500)
590.100.60Other Expenses- (1,020,910)(1,020,910)- -
548.000.00Depreciation & Amortization- - - - -
Total Operating Expenses (2,390,354)(4,008,920)(3,957,500)(2,946,246)(2,802,704)
Operating Income (Loss)1,484,539(457,420)(406,000)641,354627,296
Non Operating Revenue (Exp)
361.110Investment Income 2,663 1,7001,7002,5002,500
333.97Contributions- 6,420- - -
369.900Miscellaneous Revenue (Expense)22,023- - - -
395.900Gain on Sale of Fixed Assets- - - - -
Total Non Oper. Rev (Exp)24,6868,1201,7002,5002,500
Net Income (Loss)1,509,225(449,300)(404,300)643,854629,796
Add/Deduct Items Not
Affecting Working Capital (W/C)
548.100.01Depreciation & Amortization- - - - -
590.100.83Debt Service Interest- - - - -
Net W/C From Operations 1,509,225(449,300)(404,300)643,854629,796
Other Resources and Uses Budget
Resources Other Than Operations
397.100Transfer In- 400,000400,000- -
399.000Other Sources 44,780- - - -
Total Resources 44,780400,000400,000- -
Uses Other Than Operations
590.100.Other Uses(1,800)- - - -
597.100.55Transfer Out(644,700)(645,000)(645,000)(645,000)(645,000)
Total Uses (646,500)(645,000)(645,000)(645,000)(645,000)
Net Change in W/C 907,505(694,300)(649,300)(1,146)(15,204)
Beginning W/C 1/1 714,9441,622,4491,622,449973,149972,003
Ending W/C 12/31 1,622,449928,149973,149972,003956,799
Net Change in W/C 907,505$ (694,300)$ (649,300)$ (1,146)$ (15,204)$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 189
Department Employees
505 Facilities FTE's 20102011201220132014
Facilities/Property Management FTE's10.0010.009.009.009.00
TOTAL FACILTIES FTE's10.0010.009.009.009.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 190
PERFORMANCE MEASURES – FACILITIES DEPARTMENT
CarteGraph Work Requests
Facilities Maintenance provides 24/7 maintenance for City facilities. Requests are tracked through
CarteGraph. With 24 hours of receiving the work request (Monday-Friday) the customer will receive
an email acknowledging receipt and also contacted once request is completed. If there are issues with
completing any request in a timely manner, contact will be made with the customer.
0
500
1,000
1,500
2,000
2009201020112012 Est2013 Goal2014 Goal
1,771
1,333 1,107 1,107 1,107 1,107
CarteGraph Work Requests
HVAC Requests / Complaints
The Facilities Department will make every possible effort (within budget constraints) to reduce HVAC
requests / complaints by 10% each year.
10
35
60
85
110
2009201020112012 Est2013 Goal2014 Goal
89
27
55
35 35 35
HVAC Requests / Complaints
2013-2014 Biennial Budget Section IV: Operating Budget
Page 191
EMERGENCY MANAGEMENT
Mission Statement
The mission of the Emergency Management Division is to partner with the community in order to
prepare for, mitigate against, respond to, and recover from all types of disasters, both natural and
technological.
Division Overview
The Emergency Management Division is responsible for full-cycle emergency management services
within the City, including mitigation, preparedness, response, and recovery. These services are
provided to both internal and external customers via trainings, exercises, classes, and plans, as well as
real-time response and recovery activities. The Division is directly responsible for maintaining the
Comprehensive Emergency Management Plan (CEMP), the Hazard Mitigation Plan, and the Disaster
Recovery Plan, as well as managing the City’s StormReady certification process. The division manages
Emergency Operations Center readiness and activations, as well as the disaster recovery and the
Federal Emergency Management Agency (FEMA) reimbursement process for Presidential Disaster
Declarations. The Division manages a robust public education and volunteer program, which includes
the Community Emergency Response Team (CERT) and its continuing education program, as well as
the Emergency Communications Team. The division is overseen by the Emergency Preparedness
Manager, who also serves as both the City’s National Incident Management System (NIMS)
Compliance Officer and Primary Applicant Agent. The Division activity participates in regional
emergency management activities, collaboration with outside agencies and jurisdictions to accomplish
regional goals.
2011 & 2012 Accomplishments
Managed $4.7 million in grant applications, including FEMA disaster reimbursements.
Held the annual Disaster Fair each year.
Conducted 9 Community Emergency Response Team (CERT) classes, graduating 200 people.
Participated in a regional Integrated Emergency Management Course (IEMC), with all City
departments.
Managed 13,000 hours of donated volunteer time.
Reached 13,000 individual residents through public education activities and events.
Worked with Wesley Homes Lea Hill retirement community to form their own disaster response
plan and team, which earned them King County Executive Constantine’s Community
Preparedness Award for 2012.
Actively participated in multiple King County Regional Emergency Management working groups,
including Regional Disaster Planning Workgroup, Vulnerable Populations Workgroup, Public
Education Workgroup, Mass Care Workgroup, and the Citizen Corps Council Workgroup.
2013 & 2014 Objectives
Provide targeted disaster preparedness information to 7,000 Auburn residents, ten percent of all
licensed businesses, and all private care facilities each year.
Conduct a complete update to the Comprehensive Emergency Management Plan.
Conduct basic Emergency Operation Center (EOC) training for all City Staff identified as EOC
personnel.
Continue Community Emergency Response Team training for citizen volunteers.
Identify new sources of grant funding in order to maintain current Division programs.
Design and implement a Building Inspection Support Team and an EOC Support Team to be
utilized as needed, including appropriate training and credentialing.
Facilitate the Division’s seventh and eighth annual Disaster Fair.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 192
Partner with the Auburn Valley Humane Society to offer pet preparedness information to the
public, as well as pet sheltering during and after disaster events.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 193
Department Budget
001/32.525 Emergency20112012201220132014
ManagementActualAdj BudgetEst ActualBudget Budget
Salaries & Wages62,444 97,243 75,000 31,623 31,865
Personnel Benefits16,705 22,916 20,000 11,809 13,569
Supplies11,864 14,000 10,000 12,000 12,000
Services & Charges78,391 46,949 25,000 21,800 29,000
Intergovernmental- - - - -
Capital Outlays- - - - -
Interfund Payments for Services96,252 75,900 75,900 76,300 73,700
DEPARTMENT TOTAL$265,656$257,008$205,900$153,532$160,134
2013-2014 Biennial Budget Section IV: Operating Budget
Page 194
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 195
PARKS, ARTS AND RECREATION DEPARTMENT
Mission Statement
Auburn Parks, Arts and Recreation is committed to protecting the City of Auburn’s natural beauty
through a vibrant system of parks, open space and trails while enhancing the quality of life for our
citizens by providing outstanding recreational and cultural opportunities.
Department Overview
The Parks, Arts and Recreation Department focuses on providing a variety of facilities and programs
for residents of all ages and interests including parks, recreation programs, arts and cultural activities,
senior center services, a museum and historic farm, cemetery and golf course. The department works
closely with the Auburn School District, Green River Community 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.
2011 & 2012 Accomplishments
Increased on-line recreation registrations to 17%.
Opened new Activity Center/Gymnasium at Les Gove Park and initiated new activities at the
Gymnasium including teen afterschool program, Indoor Playground for toddlers, Birthday Party
Packages, Climbing Wall opportunities, expanded youth and adult sport opportunities, and open
gymnasium hours.
Expanded Community Garden Program to second site and expanded wheelchair accessible plots.
Added two new public art pieces to the City's collection - Civic Lanterns at City Hall Plaza and
Auburn Valley Topography at the Gymnasium at Les Gove Park.
Initiated new downtown concert series and storefront studio program; moved ArtRageous
festival to downtown Auburn and combined with community Art Walk.
Expanded Petpalooza festival adding a traveling petting zoo, animal entertainment zone, and
crazy animal races.
Expanded programming of the Auburn Avenue Theater adding two community theater
productions and several different film series.
Named "Playful City USA" for fourth consecutive year.
Secured over $5,000 in sponsorships for the Auburn Senior Activity Center.
Received “Tree City USA” status for the 7th consecutive year.
2013 & 2014 Objectives
Increase marketing of on-line recreation registration option.
Work with City Council committees to implement SMART (Specific, Measurable, Attainable,
Relevant and Time-bound) goals.
Continue to grow the new afterschool intramural program.
Increase the number of sponsorships for youth sports programs.
Expand the youth and adult athletic programs in the gymnasium.
Initiate Outdoor Sculpture Gallery in downtown Auburn.
Continue to seek funding and opportunities to create mural program along the rail corridor.
Refine sponsor opportunities and continue to solicit sponsorships for major special events.
Continue to diversify performing art offerings and build a broad audience base for performing art
programs.
Increase marketing efforts of rental facilities, including the Senior Center Millennium Rooms.
Provide oversight of proposed Community Center related to programming and cost of operation.
Increase Median and Right of Way (ROW) maintenance standards as determined by budget
allocation.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 196
Department Budget
001/33 Parks, Arts 20112012201220132014
& RecreationActualAdj BudgetEst ActualBudget Budget
Salaries & Wages2,702,566 2,862,490 2,829,210 2,808,349 2,817,402
Personnel Benefits1,009,419 1,198,090 1,198,090 1,134,525 1,225,848
Supplies458,869 537,040 357,700 502,150 503,500
Services & Charges1,342,520 1,646,370 1,380,930 1,490,930 1,513,530
Intergovernmental- - - - -
Capital Outlays- 10,000 27,120 5,000 5,000
Debt Service: Principal38,473 45,500 45,500 46,108 48,733
Debt Service: Interest32,591 25,700 25,700 27,843 25,217
Interfund Payments for Services1,404,624 1,375,800 1,375,800 1,704,741 1,658,181
DEPARTMENT TOTAL$6,989,063$7,700,990$7,240,050$7,719,646$7,797,411
Department Employees
001 Parks, Arts and Recreation 20102011201220132014
Parks FTE's35.0035.5035.5035.5035.50
TOTAL PARKS, ART & RECREATION FTE's35.0035.5035.5035.5035.50
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 197
PERFORMANCE MEASURES – PARKS, ARTS & RECREATION DEPARTMENT
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.
0
15,000
30,000
45,000
60,000
2009201020112012 est2013 Goal2014 Goal
46,500 46,000 44,200 46,000 46,500 47,000
Volunteer Hours
Classes & Special Events – Number of Participants
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.
0
40,000
80,000
120,000
160,000
200,000
2009201020112012 Est2013 Goal2014 Goal
124,000 126,000
161,700 166,750 172,500 177,500
Participation in Classes & Special Events
2013-2014 Biennial Budget Section IV: Operating Budget
Page 198
Facility Rentals
The increasing popularity of the Senior Center, Parks and Recreation Administration Building and
other park facilities for weddings, reunions, and community events has increased usage and revenue.
The opening of a new Gymnasium will continue to increase both usage and revenue.
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
2009201020112012 Est2013 Goal2014 Goal
245,000 263,000 278,000 275,000 275,000 275,000
Facility Rental Revenue
2013-2014 Biennial Budget Section IV: Operating Budget
Page 199
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 accounts for gas tax funds restricted to trail improvements.
2011 & 2012 Accomplishments
Accounted for Motor Vehicle Fuel Tax (MVFT) funds to pay for future trail improvements.
Completed southerly portion of White River Trail.
2013 & 2014 Objectives
Accumulate funds to provide for trail improvements.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 200
Special Revenue Fund
120 Recreational Trails20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance8,19415,32115,32122,45129,571
Investment Income27100302020
Motor Vehicle Fuel Tax (MVFT)7,1007,1007,1007,1007,100
Total Revenue$15,321$22,521$22,451$29,571$36,691
Expenditures
Transfer Out- - - - -
Undesignated Fund Balance15,321 22,521 22,451 29,571 36,691
Total Expenditures$15,321$22,521$22,451$29,571$36,691
2013-2014 Biennial Budget Section IV: Operating Budget
Page 201
MUNICIPAL PARK CONSTRUCTION FUND
The Parks Capital Improvement Fund-321 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.
2011 & 2012 Accomplishments
Completed construction of new Gymnasium and Climbing Wall at Les Gove Park.
Finalized land swap with Green River Community College to create new Lea Hill Park and
prepared Master Plan for the new park.
Resurfaced tennis courts and added practice wall to Game Farm Park and resurfaced Pickle Ball
court to Game Farm Park.
Replaced playground equipment and updated plazas at Game Farm Park.
Completed Roegner Park off-leash dog area.
Revitalized Shaughnessy Park with new playground, picnic area, and other refurbished sport
amenities.
Purchased West Hill lake property for future park development.
Completed bandstand/shelter at Discovery Playground.
2013 & 2014 Objectives
Complete construction of new Lea Hill Park.
Finalize funding package for Les Gove Community and transform Parks, Arts and Recreation
Administration building into Teen Center.
Expand off leash dog area program.
Complete 6-year Parks & Recreation Open Space Plan.
Replace playgrounds at Brannan Park and Dykstra Park.
Continue to develop the resources of the Les Gove Community Campus to include a community
center, thereby creating a truly centralized park concept.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 202
Capital Projects Fund
321 Municipal Park Construction 20112012201220132014
ActualAdj BudgetEst ActualBudget Budget
Revenue
Beginning Fund Balance347,083 784,767 784,767 613,497 325,267
Property Taxes (Prop 2 Levy)116,435 120,000 120,000 120,000 120,000
Federal Grants83,200 297,710 59,620 392,560 124,190
State Grants70,165 137,210 55,030 194,090 115,840
Interlocal Grants188,500 375,000 389,800 289,420 95,970
Intergovernmental Service (GRCC)70,214 1,429,790 1,329,790 100,000 -
Recreational Classes19,770 25,000 20,000 15,000 15,000
Investment Income687 2,000 1,000 700 700
Rentals & Leases39,966 38,000 40,000 40,000 40,000
Contributions & Donations1,087,150 50,000 - - 17,660,000
New Market Tax Credit- 5,102,800 - - -
HUD 108 Loan- 2,000,000 - - -
Proceeds from Sale (QALICB)- 8,000,000 - - -
Miscellaneous Revenue- 1,878,100 - 5,000 -
Transfer In1,716,950 888,420 159,620 60,000 -
Total Revenue$3,740,120$21,128,797$2,959,627$1,830,267$18,496,967
Expenditures
Capital Outlays2,955,353 20,689,130 2,326,130 1,485,000 18,416,000
Other Services & Charges- 20,000 20,000 20,000 20,000
Debt Service Principal- - - - -
Debt Service Interest- - - - -
Undesignated Fund Balance784,767 419,667 613,497 325,267 60,967
Total Expenditures$3,740,120$21,128,797$2,959,627$1,830,267$18,496,967
2013-2014 Biennial Budget Section IV: Operating Budget
Page 203
CEMETERY DIVISION
Mission
Mountain View Cemetery shall be a sacred place to comfort and strengthen the community through
responsible stewardship and compassionate ministry.
To fulfill this we will:
Be attentive by listening and understanding.
Be respectful by being courteous, prompt and caring.
Be professional by maintaining and creating beautiful grounds.
Be thorough in documenting records.
Be dedicated to protecting the faith and trust the community has placed in us.
2011 & 2012 Accomplishments
Completed development of an additional 70 graves in Memory Meadow.
Completed phase II of ForestWalk including two niche banks, a water feature, and pond.
New roof on front office.
Installed new landscape in Child’s Place.
2013 & 2014 Objectives
Improve revenue from property sales through improved marketing plan.
Minor repairs and painting of the maintenance shop.
Foster community events at the cemetery.
Reduce reliance on fund support from General Fund or Cumulative Reserve Fund.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 204
Cemetery Fund – 436
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
343.601Settings44,345 47,90047,90045,00045,000
343.602Openings and Closings211,457 221,500180,235210,000210,000
343.603Recordings9,210 8,20011,3169,0009,000
343.604Liners89,810 80,30065,76165,00065,000
343.605Resale Settings- - - - -
343.607Vases14,091 26,30015,27516,00016,000
343.609Lot Sales/Niches252,510 339,900 254,237 260,000 260,000
343.610Vault Installation15,147 16,500 12,830 15,000 15,000
343.611Other10,357 8,800 8,856 8,800 8,800
343.612Marker Sales104,957 169,900 151,407 100,000 100,000
343.620Interest/Penalties1,421 - - - -
Total Operating Revenue 753,304919,300747,817728,800728,800
Operating Expense
536.000.10Salaries & Wages(463,602)(467,730)(465,430)(433,035) (436,494)
536.000.20Personnel Benefits(211,074)(235,860)(235,860)(213,142) (231,893)
536.000.30Supplies(170,988)(175,450)(175,000)(191,300) (191,300)
536.000.40Services & Charges(52,570)(79,500)(66,600)(77,620) (78,030)
536.000.90Interfund Payments for Services(57,812)(66,100)(66,100)(56,200)(54,400)
536.000.00Depreciation & Amortization(58,000)(58,000)(58,000)(60,600)(62,400)
Total Operating Expenses (1,014,046)(1,082,640)(1,066,990)(1,031,897)(1,054,517)
Operating Income (Loss)(260,742)(163,340)(319,173)(303,097)(325,717)
Non Operating Revenue (Exp)
361.110Investment Income1141,000200210210
333.97Contributions- 1,250- - -
369.900Miscellaneous Revenue (Expense)30- - - -
536.100.81Debt Service Interest(21,773)(22,300)(22,300)(22,267)(22,267)
Total Non Oper. Rev (Exp)(21,629)(20,050)(22,100)(22,057)(22,057)
Net Income (Loss)(282,371)(183,390)(341,273)(325,154)(347,774)
Add/Deduct Items Not
Affecting Working Capital (W/C)
536.000.01Depreciation & Amortization58,00058,00058,00060,60062,400
Net W/C From Operations (224,371)(125,390)(283,273)(264,554)(285,374)
Other Resources and Uses Budget
Resources Other Than Operations
397.100Transfer In231,300222,300222,300320,000320,000
399.000Other Sources 5,66012,56012,560- -
Total Resources 236,960234,860234,860320,000320,000
Uses Other Than Operations
590.100.05Net Change in Restricted Assets(491)- - - -
590.100.61Inc in Fixed Assets-Land- - - - -
590.100.64Inc in Fixed Assets-Equipment(9,487)- - - -
590.100.65Inc in Fixed Assets-Construction(54,920)(10,000)(10,000)(10,000)(10,000)
590.100.71Debt Service Principal- - - - -
Total Uses (64,898)(10,000)(10,000)(10,000)(10,000)
Net Change in W/C (52,309)99,470(58,413)45,44624,626
Beginning W/C 1/1 124,12871,81971,81913,40658,852
Ending W/C 12/31 71,819171,28913,40658,85283,478
Net Change in W/C (52,309)$ 99,470$ (58,413)$ 45,446$ 24,626$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 205
Department Employees
436 Cemetery FTE's 20102011201220132014
Cemetery FTE's7.007.007.006.006.00
TOTAL CEMETERY FTE's7.007.007.006.006.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 206
PERFORMANCE MEASURES – CEMETERY FUND
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.
0
50
100
150
200
2009201020112012 Est2013 Goal2014 Goal
113 114 134 132 135
140
Interments
Inurnments
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.
-
50
100
150
200
2009201020112012 Est2013 Goal2014 Goal
115
166
106
130 135 140
Inurnments
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.
$0
$100,000
$200,000
$300,000
$400,000
2009201020112012 Est2013 Goal2014 Goal
300,000 298,334
260,890 265,000 260,000 265,000
Lot Sale Revenue
2013-2014 Biennial Budget Section IV: Operating Budget
Page 207
GOLF COURSE DIVISION
Mission Statement
The mission of the Auburn Golf Course is to provide all ages and abilities an affordable, high-quality
golf experience.
Department Overview
The Auburn Golf Course provides golfing services to over 50,000 golfers a year on a challenging
6,200-yard layout. The course is an enterprise function with greens fee revenue covering all course
maintenance and operations expenses. Staff continues to make improvements each year to improve
the playability, drainage, and safety of the course.
2011 & 2012 Accomplishments
Continue drainage improvements to holes 1, 2, & 10.
Continued to grow e-mail database by 10%.
Developed a text message program to better communicate with our customers.
Developed a facebook page for the golf course to better communicate with customers.
Increased men’s club membership by 10%.
Increased outside tournament play.
Increased merchandise sales revenue by 5%.
Increased participation in our customer appreciation events by 10%.
Developed a large amateur golfing event at the course.
Developed a summer weekly merchant’s league for players.
Developed a summer weekly couple’s league for 60 players.
Developed and expanded a summer weekly league for approximately 60 beginner golfers.
Developed and implemented an e-mail marketing program for 2011/2012.
Developed a web based pro shop for online sales of merchandise and gift cards.
Developed an integrated website for club membership and tournament online registrations.
2013 & 2014 Objectives
Replace all railroad ties with a curbing for safety.
Install drainage for bunkers on holes #6, 15, & 17.
Develop surface drainage on hole #15 near the green.
Continue to update and replace 1968 irrigation system on holes #1, 2, 3, 4, & 5.
Install irrigation central computer and connect all communication wire circuits.
Increase marketing opportunities with Copper Falls Restaurant.
Replace cart path from hole #15 (upper tee box) to bottom of the hill.
Increase men’s & ladies club membership and participation in club events by 10%.
Increase general public & league play by 10%.
Increase outside tournament play by 10%.
Increase winter play by 10%.
Increase merchandise sales revenue by 10%.
Increase cart rental revenue by 10%.
Increase the participation and number of tournaments organized by the Auburn Golf Course
(AGC) staff for AGC members as well as other players from the local area.
Continue to develop and expand e-mail marketing and social media advertising.
Better utilize golf course tee times by offering text message, e-mail, or facebook specials during
slow times.
Develop a sponsorship program for local businesses to increase revenues and support AGC
tournament program.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 208
Golf Fund – 437
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst ActualBudgetBudget
Operating Budget
Operating Revenue
347.300Green Fees972,153 1,191,5001,000,0001,025,0001,040,000
347.600Lessons1,920 8,0001,5001,5001,500
347.910Pro Shop Sales147,738 187,700 150,000 156,500156,500
347.920Restaurant & Lounge19,721 53,600 20,000 20,00020,000
362.100Power Cart Rental207,873 285,400215,000215,000215,000
362.400Banquet Space17,230 28,90015,00015,00015,000
362.801Concessions- 3,2003,200- -
Total Operating Revenue 1,366,6341,758,3001,404,7001,433,0001,448,000
Operating Expense
576.600.10Salaries and Wages (552,000)(560,350)(560,350)(606,939) (610,652)
576.600.20Personnel Benefits (253,265)(293,540)(293,540)(276,106) (300,290)
576.600.30Supplies (240,493)(271,870)(271,870)(291,000) (295,500)
576.600.40Services & Charges(168,869)(208,530)(208,530)(181,600) (173,650)
576.600.90Interfund Payments for Services(176,604)(162,000)(162,000)(164,500)(157,100)
576.600.00Depreciation & Amortization(321,642)(341,000)(341,000)(325,000)(334,800)
Total Operating Expenses (1,712,873)(1,837,290)(1,837,290)(1,845,145)(1,871,992)
Operating Income (Loss)(346,239)(78,990)(432,590)(412,145)(423,992)
Non Operating Revenue (Exp)
361.110Investment Income820600600430430
369.400Miscellaneous Revenue (Expense)22,208 - - 21,00021,000
395.900Gain on Sale of Fixed Assets- - - - -
576.600.80Debt Service Interest(190,963)- - - -
Debt Service Interest - Interfund Loan- - - (385)(385)
Total Non Oper. Rev (Exp)(167,935)60060021,04521,045
Net Income (Loss)(514,174)(78,390)(431,990)(391,100)(402,947)
Add/Deduct Items Not
Affecting Working Capital (W/C)
534.801.01Depreciation & Amortization321,642341,000341,000325,000334,800
Net W/C From Operations (192,532)262,610(90,990)(66,100)(68,147)
Other Resources and Uses Budget
Resources Other Than Operations
347.301Reserved for Capital- - - - -
382.200GO Bond Proceeds- - - - -
397.100Transfer In448,60762,00062,00051,25052,000
399.600Other Sources 4,68766,65066,650- -
Total Resources 453,294128,650128,65051,25052,000
Uses Other Than Operations
590.100.00Net Change in Restricted Assets68,182- - - -
590.100.00Inc in Fixed Assets- Benefits- - - - -
590.100.64Inc in Fixed Assets-Equipment- - - - -
590.100.65Inc in Fixed Assets-Construction- - - - -
590.100.70Debt Service Principal(264,374)- - - -
Total Uses (196,192)- - - -
Net Change in W/C 64,570391,26037,660(14,850)(16,147)
Beginning W/C 1/1 3,75468,32468,324105,98491,134
Ending W/C 12/31 68,324459,584105,98491,13474,987
Net Change in W/C 64,570$ 391,260$ 37,660$ (14,850)$ (16,147)$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 209
Department Employees
437 Golf Course FTE's 20102011201220132014
Golf Course FTE's8.008.008.008.008.00
TOTAL GOLF COURSE FTE's8.008.008.008.008.00
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 210
PERFORMANCE MEASURES – GOLF COURSE FUND
Operating Revenue
Total operating revenue is the quickest way to measure the performance of the golf course from year
to year. Over the past four years, weak economic conditions have had a major impact on the golf
industry revenues. As a whole, golf industry revenues are down by 20 percent over pre-recession
levels. In the northwest, the difficult economic conditions have been combined with below average
weather to further impact revenues. Beginning in June of 2011, western Washington returned to
more of an average weather pattern, and golf revenues increased for 10 of the next 12 months over
the previous year.
1,200,000
1,300,000
1,400,000
1,500,000
1,600,000
1,700,000
2009201020112012 Est2013 Goal2014 Goal
1,653,356
1,425,596 1,388,377 1,400,000 1,454,000
1,469,000
Total Revenue
Green Fee Revenue
Green Fees make up roughly 70 percent of golf course revenues. Green fees increased significantly in
2007 and 2008 due to a strong economy, above average weather temperatures, and the opening of
the new clubhouse. Starting in fall of 2009 through the spring of 2011, below average weather and
weak economy had a significant impact on green fee revenues. Beginning in June of 2011, green fee
revenues began to increase as a result of a more average weather pattern.
$850,000
$900,000
$950,000
$1,000,000
$1,050,000
$1,100,000
$1,150,000
$1,200,000
2009201020112012 Est2013 Goal2014 Goal
1,156,459
1,000,023
972,153
1,000,000
1,025,000
1,040,000
Green Fee Revenue
2013-2014 Biennial Budget Section IV: Operating Budget
Page 211
Power Cart & Merchandise Revenue
Power Cart Rentals and Merchandise Sales make up roughly 25 percent of golf course revenues. As
rounds played decreased from 2009 to 2011, power cart and merchandise revenues decreased as well.
Rounds have been increasing since June of 2011. As a result, cart rentals and merchandise sales are
projected to increase in 2012. Average weather and moderate economy should allow these revenues
to increase throughout the upcoming budget cycle.
0
100,000
200,000
300,000
400,000
500,000
2009201020112012 Est2013 Goal2014 Goal
409,397
358,836 355,611 360,000 371,500 371,500
Power Cart & Merchandise Revenue
2013-2014 Biennial Budget Section IV: Operating Budget
Page 212
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2013-2014 Biennial Budget Section IV: Operating Budget
Page 213
INNOVATION AND TECHNOLOGY
Mission Statement
The Innovation and Technology department is the City of Auburn’s enterprise wide technology
services organization which provides solutions that empower our business partners across all City
departments. The Innovation and Technology (IT) departments’ primary day-to-day responsibility is
to ensure that the network, desktop computers, email systems, and applications that support the
business of City government are continuously available and operating effectively. Innovation and
Technology also provides Geographic Information Services and Web services to City staff, citizens,
and customers. The Innovation and Technology Department embraces its responsibility to help
manage costs through difficult financial times by working with staff throughout the City to use existing
technology to be more efficient and provide better customer service to our citizens.
Department Overview
The Innovation and Technology department oversees all technology for the City. This includes
computers, telephones, software applications, video conferencing systems, technology in our police
and field maintenance vehicles, Geographic Information Systems (GIS), web services and City
communications systems. The IT Director also coordinates grant activities for the City. The
Innovation and Technology department also provides technical support for the Cities of Algona and
Pacific on a cost recovery basis.
2011 & 2012 Accomplishments
Continued to expand the Valley Cities Network completing the connection to Valley
Communications with grant funding.
Worked with the School District and other regional partners to increase partnerships on
technology to benefit the community.
Continued to expand the Intelligent Transportation System and City Wireless Systems.
Supported technology improvements in the downtown redesign.
Continued to maintain, upgrade and enhance City technology to maintain an efficient and
productive work environment that improves staffs ability to deliver excellent customer service.
Continued to look for Federal, State and Private funding solutions to enhance City projects and
programs (Other People’s Money).
Supported Auburn Public Safety systems to communicate with Valley Communications 911 System
conversion to new technology.
Supported transition of Auburn Jail to the South Correction Entity (SCORE) facility including
researching, recommending and implementing data sharing between Auburn Courts and Public
Safety and the SCORE facility. This included processes such as paperless bookings, video
arraignment, file sharing and other daily operational issues.
Continued to build the City fiber network completing the north to south backbone for the city
fiber network.
Enhanced security throughout the City by expanding video security systems to over 140 sites.
Worked on behalf of the City and Valley Cities as board member of Community Connectivity
Consortium.
Completed the update of aerial photography for GIS requirements through an interlocal
agreement with King County which significantly reduced the cost of project.
2013 & 2014 Objectives
To expand eGovernment services.
To increase staff access, knowledge and skills in the utilization of technology.
Work with City Council committees to implement SMART (Specific, Measurable, Attainable,
Relevant and Time-bound) goals.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 214
To provide for the public good by advancing development and access to new technologies and
information.
To continue to expand fiber connectivity in the City of Auburn and regionally to increase the
economic development of our City.
To continue to look for Federal, State and Private funding solutions that can be used to enhance
technology use in the City.
To continue to work with the School District to find ways to increase technology to benefit the
community.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 215
COMMUNICATION AND MULTIMEDIA
Division Overview
The Communications and Multimedia division is responsible for providing and managing proactive,
consistent, and effective two-way information sharing programs. The goal of these programs is to
enhance communications through meaningful interaction between the City Council, the City, and
community members, as well as inter-departmentally.
This division produces, manages and oversees the City’s communications programs, using the City
intranet and website, social media, city publications, news releases, production of the City newsletter,
community radio station and Government Access Television (GATV) to disseminate information to
Mayor, Council, and City response teams, as appropriate; organizes and monitors information
provided to or sought by news media or other organizations.
Manages the City’s media staff (to include department Public Information Officers) and program to
provide useful and accurate information regarding City business, programs and services; directs the
efforts of the public relations/media relations and acts in the role of city spokesperson when needed.
Assists departments in public involvement using the City’s information communications programs.
Supervises routine website maintenance to keep material up-to-date. Responsible for GATV program
content, scheduling, filming and editing.
Conducts interviews and gathers/researches information to provide accurate background data from
which documents, articles, publications, etc. are written. Creates correspondence, reports, forms,
fliers, procedures, presentations, brochures, and marketing materials.
2010 & 2011 Accomplishments
Completed over 1,500 work orders in 2010 & 2011 (about 3,100 work orders overall). Work
orders consist of desktop publishing, design services, printing services and video services for all
City departments.
Increased usage and citizen interaction on social media platforms. Current usage as of July 2012 is:
Produced over 200 videos for use on the City’s government access television channel and
distributed on the branded YouTube channel “Watch Auburn.” Video projects range from
coverage of City Council meetings, special event coverage and original productions to highlight
City programs or public service announcements for public education and safety.
Collaborated with state and county organizations for video content to program the television
channel.
- Twitter:
o City of Auburn: @auburnupdates (1,026 followers)
o White River Valley Museum:@wrvmuseum (336 followers)
- Facebook:
o City of Auburn (877 followers)
o City of Auburn Emergency Management (155 followers)
o Auburn International Farmers Market (819 followers)
o City of Auburn Adult Sports Leagues (45 followers)
o Auburn's Petpalooza (615 members)
o White River Valley Museum & Mary Olson Farm (185 followers)
o Auburn Senior Activity Center (58 followers)
o Auburn Parks, Arts & Recreation Teen Programs (25 followers)
o Auburn Arts and Events (346 followers)
o Auburn Golf Course (222 followers)
- You Tube:
o Watch Auburn (31 subscribers, 31,460 video views)
- Blogs:
o More Than You Imagined (Auburn Tourism Board)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 216
Wrote, edited, collaborated and disseminated over 200 press releases each year. Press
announcements will range from event promotion, public safety issues, and critical information for
Auburn citizens in relation to construction projects, emergency messages or city awards and
recognition.
Increased use of GovDelivery broadcast email service. This service currently has over 23,000
subscribers in over 20 different topic areas ranging from regular news updates, emergency alerts,
targeted lists for economic development, parks programs, mayor’s update, seniors, neighborhood
programs and bid results.
Oversaw the yearly citizen survey with consultant (Elway Research).
Provided public education for elections and ballot measures.
Provide internal communications regarding City-related information.
2013 & 2014 Objectives
Continue to provide increased accessibility to the City of Auburn government to residents of
Auburn and the region.
Provide timely, effective and relevant public education in important service areas and public
safety.
Continue to support the education and outreach goals of City departments with professional,
timely and relevant communications tools.
Develop a City-wide social media strategy to leverage these important tools to increase public
information availability to our citizens.
Increase awareness of City programs though use of all mediums of broadcast: print, web and
broadcast.
2013-2014 Biennial Budget Section IV: Operating Budget
Page 217
Innovation and Technology Fund – 518
2013-2014 Working Capital Budget
20112012201220132014
ItemActualAdj BudgetEst Actual BudgetBudget
Operating Budget
Operating Revenue
348.800Interfund Operating Charges3,293,402 3,250,4003,250,4004,101,0643,885,676
348.801Interfund Communications Charges870,259 884,600884,600899,800905,700
348.810Interfund Equipment Replacement- - - - -
338.190Intergovernmental Service54,911 73,820 73,820 90,00090,000
Total Operating Revenue 4,218,5724,208,8204,208,8205,090,8644,881,376
Operating Expense
518.000.10Salaries and Wages (1,268,526)(1,333,470)(1,333,470)(1,343,137) (1,353,230)
518.000.20Personnel Benefits (455,123)(573,400)(573,400)(562,835) (614,598)
518.000.30Supplies (457,711)(396,160)(394,830)(427,838) (384,800)
518.000.40Services & Charges(1,482,942)(1,705,580)(1,705,580)(2,156,401) (2,016,151)
518.000.90Interfund Payments for Services(319,800)(294,000)(294,000)(301,700)(288,400)
518.000.00Depreciation & Amortization(466,653)(498,000)(498,000)(599,900)(587,900)
Total Operating Expenses (4,450,755)(4,800,610)(4,799,280)(5,391,811)(5,245,079)
Operating Income (Loss)(232,183)(591,790)(590,460)(300,947)(363,703)
Non Operating Revenue (Exp)
361.110Investment Income7,42111,00011,0004,5004,500
333.97Contributions- 1,330- - -
369.900Miscellaneous Revenue (Expense)530- - - -
Total Non Oper. Rev (Exp)7,95112,33011,0004,5004,500
Net Income (Loss)(224,232)(579,460)(579,460)(296,447)(359,203)
Add/Deduct Items Not
Affecting Working Capital (W/C)
518.801.00Depreciation & Amortization466,653498,000498,000599,900587,900
Net W/C From Operations 242,421(81,460)(81,460)303,453228,697
Other Resources and Uses Budget
Resources Other Than Operations
331.167Direct Federal Grant92,26057,74057,740- -
397.100Transfer In- 179,250179,250104,250104,250
399.000Other Sources 71,316- - - -
Total Resources 163,576236,990236,990104,250104,250
Uses Other Than Operations
590.100.05Net Change in Restricted Assets- - - - -
597.100.55Operating Transfers Out(500,000)- - - -
590.100.64Inc in Fixed Assets-Equipment(587,596)(1,178,110)(1,178,110)(524,500)(480,000)
590.100.65Inc in Fixed Assets-Construction(149,507)(57,740)(57,740)- -
Total Uses (1,237,103)(1,235,850)(1,235,850)(524,500)(480,000)
Net Change in W/C (831,106)(1,080,320)(1,080,320)(116,797)(147,053)
Beginning W/C 1/1 3,949,7943,118,6873,118,6872,038,3671,921,570
Ending W/C 12/31 3,118,6872,038,3672,038,3671,921,5701,774,517
Net Change in W/C (831,106)$ (1,080,320)$ (1,080,320)$ (116,797)$ (147,053)$
2013-2014 Biennial Budget Section IV: Operating Budget
Page 218
Department Employees
518 Innovation and Technology Department FTE's 20102011201220132014
Innovation and Technology Department FTE's14.0014.0017.6017.6017.60
TOTAL INNOVATION AND TECHNOLOGY FTE's14.0014.0017.6017.6017.60
Full Time Equivalent (FTE)
2013-2014 Biennial Budget Section IV: Operating Budget
Page 219
PERFORMANCE MEASURES – INNOVATION AND TECHNOLOGY DEPARTMENT
Customer Service Management
Information Services provides 24/7 support of City computer systems. Requests for services are
tracked through our Help Desk. We strive to respond within 30 minutes during regular business hours
of 7 am – 5pm. Off hours, we provide assistance as soon as possible for emergent issues.
0
20
40
60
80
100
2009201020112012 Est2013 Goal2014 Goal
80 85 90 95
Percentage of Service Calls Closed within 1 Day
Enterprise Geospatial Information Services (eGIS)
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.
0
500,000
1,000,000
1,500,000
2,000,000
2,500,000
2009201020112012 Est2013 Goal2014 Goal
950,000 1,100,000
2,200,000
Number of Hits on GIS Portal Site
Enterprise Network Services
The purpose of the Enterprise Network 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.
0
20
40
60
80
100
120
2009201020112012 Est2013 Goal2014 Goal
99.89 99.99 99.99
Percentage of Time the Network is Available
2013-2014 Biennial Budget Section IV: Operating Budget
Page 220
2013-2014 Biennial Budget Section V: Budget Details
Page 221
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
2013 Budgeted Revenue by Type, All Funds (Table)
2013 Budgeted Expenditures by Object, All Funds (Table)
2014 Budgeted Revenue by Type, All Funds (Table)
2014 Budgeted Expenditures by Object, All Funds (Table)
Relationship between Fund and City Structure (Table)
2013 & 2014 – Budgeted Expenditures by Administrative Structure (Table)
2013 & 2014 – Budgeted General Fund Expenditures by Cost Center (Graph)
2013 & 2014 – Budgeted General Fund Expenditures by Cost Center (Table)
2013 & 2014 – Budgeted Interfund Transfers (Table)
All funds are appropriated, see Ordinance No. 6432.
2013-2014 Biennial Budget Section V: Budget Details
Page 222
Licenses &Charges for Fines &
Taxes Permits Intergov't Services Forfeitures
39,754,933$ 1,838,484$ 4,751,784$ 1,955,947$ 1,556,500$
Arterial Street - - 12,482,030 - -
Local Street 1,474,250 - - - -
Hotel/Motel Tax 70,000 - - 9,100 -
Arterial Street Preservation 1,999,988 - 560,000 - -
Drug Forfeiture - - 30,000 - 250,000
Housing & Community Development - - 450,000 - -
Recreational Trails 7,100 - - - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 875,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - 406,320 - -
Local Revitalization 2010 C&D Bond 250,000 - 131,120 - -
LID Guarantee - - - - -
LID #250 - - - - -
LID #350 - - - - -
Golf Debt Service - - - - -
Municipal Park Construction 120,000 - 976,070 15,000 -
Capital Improvements 1,400,000 - - - -
Water - - - 11,738,722 -
Sewer - - - 20,576,301 -
Storm Drainage - - 351,500 7,948,108 -
Solid Waste - - 88,000 11,865,870 -
Airport - - 149,500 25,380 -
Cemetery - - - 728,800 -
Golf Course - - - 1,203,000 -
Insurance - - - - -
Facilities - - - 3,587,600 -
Innovation & Technology - - 90,000 5,000,864 -
Equipment Rental - - - 1,588,600 -
FI
D
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I
A
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Y
FU
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Fire Pension 63,000 - - - -
PE
R
M
A
N
E
N
T
FU
N
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Cemetery Endowment - - - 48,000 -
45,194,271$ 1,838,484$ 20,466,324$ 67,166,292$ 1,806,500$ TOTAL BUDGET
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
IN
T
E
R
N
A
L
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I
C
E
FU
N
D
S
CA
P
I
T
A
L
PR
O
J
E
C
T
S
GENERAL FUND
SP
E
C
I
A
L
R
E
V
E
N
U
E
F
U
N
D
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2013 REVENUE BY TYPE - ALL FUNDS
Fund
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V
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2013-2014 Biennial Budget Section V: Budget Details
Page 223
Other Interfund Other Financing Beginning Total
Revenue Transfers Sources Fund Balance Resources
495,015$ 193,085$ 25,000$ 12,108,801$ 62,679,549$
Arterial Street 2,500 635,540 - 1,300,518 14,420,588$
Local Street 3,350 150,000 - 1,117,320 2,744,920$
Hotel/Motel Tax 150 - - 91,931 171,181$
Arterial Street Preservation 1,500 - - 1,654,369 4,215,857$
Drug Forfeiture 1,300 - - 919,090 1,200,390$
Housing & Community Development - - - 55,647 505,647$
Recreational Trails 20 - - 22,451 29,571$
Business Improvement Area 40 - - 21,640 76,680$
Cumulative Reserve 3,000 - - 7,313,905 7,316,905$
Mitigation Fees 5,000 - - 2,368,612 3,248,612$
1998 Library Bond 300 280,300 - 46,054 326,654$
City Hall Annex 2010 A&B Bond - 1,290,200 - 158 1,696,678$
Local Revitalization 2010 C&D Bond 100 213,250 - 100 594,570$
LID Guarantee 100 - - 44,488 44,588$
LID #250 56,392 - - 349 56,741$
LID #350 7,245 - - - 7,245$
Golf Debt Service - 390,429 - - 390,429$
Municipal Park Construction 45,700 60,000 - 613,497 1,830,267$
Capital Improvements 94,817 56,670 - 5,268,537 6,820,024$
Water 266,024 - 11,046,957 2,983,426 26,035,129$
Sewer 87,270 - 240,000 8,899,265 29,802,836$
Storm Drainage 73,926 - 5,190,890 6,057,392 19,621,816$
Solid Waste 400 - - 725,294 12,679,564$
Airport 550,000 - - 727,073 1,451,953$
Cemetery 210 320,000 - 13,406 1,062,416$
Golf Course 251,430 51,250 - 105,984 1,611,664$
Insurance 2,000 - - 1,984,779 1,986,779$
Facilities 2,500 - - 973,149 4,563,249$
Innovation & Technology 4,500 104,250 - 2,038,367 7,237,981$
Equipment Rental 1,420,600 104,250 - 4,511,304 7,624,754$
FI
D
U
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I
A
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Y
FU
N
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Fire Pension 10,000 - - 2,590,285 2,663,285$
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment 2,100 - - 1,586,371 1,636,471$
3,387,489$ 3,849,224$ 16,502,847$ 66,143,562$ 226,354,993$ TOTAL BUDGET
EN
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IN
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A
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2013-2014 Biennial Budget Section V: Budget Details
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(10 & 20)(30)(40)(50)(60)
Personnel Supplies Services Intergov't Capital
28,877,836$ 1,063,000$ 10,076,828$ 5,924,962$ 5,000$
Arterial Street 609,264 - 240,000 - 12,518,106
Local Street 101,706 - 300 - 2,345,444
Hotel/Motel Tax - - 85,000 - -
Arterial Street Preservation 56,240 - - - 2,563,760
Drug Forfeiture 135,022 17,000 108,900 - -
Housing & Community Development 120,000 - 100,000 - 240,000
Recreational Trails - - - - -
Business Improvement Area - 8,000 47,000 - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 50,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
LID Guarantee - - - - -
LID #250 - - - - -
LID #350 - - - - -
Golf Debt Service - - - - -
Municipal Park Construction - - 20,000 - 1,485,000
Capital Improvements - - - - 1,120,270
Water 3,609,263 294,593 4,399,925 50,000 7,407,108
Sewer 2,601,395 131,467 2,240,825 14,059,500 1,443,912
Storm Drainage 3,240,630 96,917 1,651,684 120,000 6,041,594
Solid Waste 581,012 44,400 10,874,195 400,000 -
Airport 25,706 2,000 453,820 - 265,000
Cemetery 646,177 191,300 77,620 - 10,000
Golf Course 883,045 291,000 181,600 - -
Insurance 200,000 - 4,300 - -
Facilities 911,685 115,353 1,800,008 - -
Innovation & Technology 1,905,972 427,838 2,156,401 - 524,500
Equipment Rental 692,884 1,161,000 557,900 7,000 1,723,380
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Fire Pension 176,499 - 4,000 - -
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45,374,336$ 3,843,868$ 35,080,306$ 20,611,462$ 37,693,074$ TOTAL BUDGET
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(70 & 80)(90)Interfund Ending Total
Debt Service Interfund Srv.Transfers Fund Balance Budget
1,637,651$ 6,783,262$ -$ 8,311,010$ 62,679,549$
Arterial Street 125,454 71,400 - 856,364 14,420,588$
Local Street - 26,800 - 270,670 2,744,920$
Hotel/Motel Tax - - - 86,181 171,181$
Arterial Street Preservation - 10,920 - 1,584,937 4,215,857$
Drug Forfeiture - 22,000 - 917,468 1,200,390$
Housing & Community Development - - - 45,647 505,647$
Recreational Trails - - - 29,571 29,571$
Business Improvement Area - - - 21,680 76,680$
Cumulative Reserve 240,880 - 1,375,229 5,700,796 7,316,905$
Mitigation Fees - - 667,210 2,531,402 3,248,612$
1998 Library Bond 280,300 - - 46,354 326,654$
City Hall Annex 2010 A&B Bond 1,696,520 - - 158 1,696,678$
Local Revitalization 2010 C&D Bond 594,370 - - 200 594,570$
LID Guarantee - - 10,000 34,588 44,588$
LID #250 56,372 - - 369 56,741$
LID #350 7,245 - - - 7,245$
Golf Debt Service 390,429 - - - 390,429$
Municipal Park Construction - - - 325,267 1,830,267$
Capital Improvements - - 933,450 4,766,304 6,820,024$
Water 2,510,329 1,144,929 - 6,618,982 26,035,129$
Sewer 731,287 1,017,733 - 7,576,717 29,802,836$
Storm Drainage 826,852 1,345,025 - 6,299,114 19,621,816$
Solid Waste - 183,595 - 596,362 12,679,564$
Airport 161,275 - - 544,152 1,451,953$
Cemetery 22,267 56,200 - 58,852 1,062,416$
Golf Course 385 164,500 - 91,134 1,611,664$
Insurance - - - 1,782,479 1,986,779$
Facilities 119,200 - 645,000 972,003 4,563,249$
Innovation & Technology - 301,700 - 1,921,570 7,237,981$
Equipment Rental 247,500 - - 3,235,090 7,624,754$
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Fire Pension - - - 2,482,786 2,663,285$
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Cemetery Endowment - - - 1,636,471 1,636,471$
9,648,316$ 11,128,064$ 3,630,889$ 59,344,678$ 226,354,993$ TOTAL BUDGET
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Licenses &Charges for Fines &
Taxes Permits Intergov't Services Forfeitures
40,261,975$ 1,555,247$ 4,879,076$ 1,752,579$ 1,562,575$
Arterial Street - - 3,501,108 - -
Local Street 1,294,300 - - - -
Hotel/Motel Tax 70,000 - - 9,100 -
Arterial Street Preservation 2,041,223 - - - -
Drug Forfeiture - - 30,000 - 250,000
Housing & Community Development - - 450,000 - -
Recreational Trails 7,100 - - - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 875,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - 406,320 - -
Local Revitalization 2010 C&D Bond 250,000 - 131,120 - -
LID Guarantee - - - - -
LID #250 - - - - -
LID #350 - - - - -
Golf Debt Service - - - - -
Municipal Park Construction 120,000 - 336,000 15,000 -
Capital Improvements 1,400,000 - - - -
Water - - - 12,976,725 -
Sewer - - - 21,231,431 -
Storm Drainage - - 325,000 8,581,917 -
Solid Waste - - 88,000 11,974,504 -
Airport - - 180,000 25,380 -
Cemetery - - - 728,800 -
Golf Course - - - 1,218,000 -
Insurance - - - - -
Facilities - - - 3,430,000 -
Innovation & Technology - - 90,000 4,791,376 -
Equipment Rental - - - 1,529,900 -
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Fire Pension 63,000 - - - -
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Cemetery Endowment - - - 48,000 -
45,562,598$ 1,555,247$ 10,416,624$ 69,187,712$ 1,812,575$
2014 REVENUE BY TYPE - ALL FUNDS
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Other Interfund Other Financing Beginning Total
Revenue Transfers Sources Fund Balance Resources
499,650$ 17,000$ 25,000$ 8,311,010$ 58,864,112$
Arterial Street 2,500 346,050 - 856,364 4,706,022$
Local Street 3,350 150,000 - 270,670 1,718,320$
Hotel/Motel Tax 150 - - 86,181 165,431$
Arterial Street Preservation 1,500 - - 1,584,937 3,627,660$
Drug Forfeiture 1,300 - - 917,468 1,198,768$
Housing & Community Development - - - 45,647 495,647$
Recreational Trails 20 - - 29,571 36,691$
Business Improvement Area 40 - - 21,680 76,720$
Cumulative Reserve 3,000 - - 5,700,796 5,703,796$
Mitigation Fees 5,000 - - 2,531,402 3,411,402$
1998 Library Bond 300 283,700 - 46,354 330,354$
City Hall Annex 2010 A&B Bond - 1,290,200 - 158 1,696,678$
Local Revitalization 2010 C&D Bond 100 217,100 - 200 598,520$
LID Guarantee 100 - - 34,588 34,688$
LID #250 56,393 - - 369 56,762$
LID #350 7,246 - - - 7,246$
Golf Debt Service - 393,144 - - 393,144$
Municipal Park Construction 17,700,700 - - 325,267 18,496,967$
Capital Improvements 94,819 30,000 - 4,586,304 6,111,123$
Water 266,024 - 320,000 6,618,981 20,181,730$
Sewer 87,270 - 240,000 7,576,717 29,135,418$
Storm Drainage 73,926 - 315,000 6,299,114 15,594,957$
Solid Waste 400 - - 596,362 12,659,266$
Airport 603,000 - - 544,152 1,352,532$
Cemetery 210 320,000 - 58,852 1,107,862$
Golf Course 251,430 52,000 - 91,134 1,612,564$
Insurance 2,000 - - 1,782,479 1,784,479$
Facilities 2,500 - - 972,003 4,404,503$
Innovation & Technology 4,500 104,250 - 1,921,570 6,911,696$
Equipment Rental 1,358,600 104,250 - 3,235,090 6,227,840$
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Fire Pension 10,000 - - 2,482,786 2,555,786$
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Cemetery Endowment 2,100 - - 1,636,471 1,686,571$
21,038,128$ 3,307,694$ 900,000$ 59,164,677$ 212,945,255$
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2014 REVENUE BY TYPE - ALL FUNDS (continued)
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(10 & 20)(30)(40)(50)(60)
Personnel Supplies Services Intergov't Capital
29,384,713$ 1,064,350$ 9,519,557$ 6,387,098$ 5,000$
Arterial Street 628,226 - 240,000 - 2,757,882
Local Street 107,572 - 300 - 1,323,028
Hotel/Motel Tax - - 85,000 - -
Arterial Street Preservation 58,021 - - - 1,941,979
Drug Forfeiture 140,015 17,000 108,900 - -
Housing & Community Development 120,000 - 100,000 - 240,000
Recreational Trails - - - - -
Business Improvement Area - 8,000 47,000 - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 50,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
LID Guarantee - - - - -
LID #250 - - - - -
LID #350 - - - - -
Golf Debt Service - - - - -
Municipal Park Construction - - 20,000 - 18,416,000
Capital Improvements - - - - 235,000
Water 3,739,283 301,672 4,616,625 50,000 4,192,604
Sewer 2,689,499 130,300 2,305,125 14,059,500 975,914
Storm Drainage 3,350,776 83,300 1,644,665 112,000 1,237,433
Solid Waste 603,207 50,000 11,260,725 404,000 -
Airport 26,388 2,000 466,840 - 206,000
Cemetery 668,387 191,300 78,030 - 10,000
Golf Course 910,942 295,500 173,650 - -
Insurance 200,000 - 4,400 - -
Facilities 935,953 114,821 1,633,430 - -
Innovation & Technology 1,967,828 384,800 2,016,151 - 480,000
Equipment Rental 715,243 1,170,000 567,100 7,000 1,389,470
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Fire Pension 176,860 - 4,000 - -
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Cemetery Endowment - - - - -
46,422,913$ 3,813,043$ 34,891,498$ 21,069,598$ 33,410,310$
2014 EXPENDITURE BY OBJECT - ALL FUNDS
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(70 & 80)(90)Interfund Ending Total
Debt Service Interfund Srv.Transfers Fund Balance Budget
1,636,050$ 6,501,562$ -$ 4,365,782$ 58,864,112$
Arterial Street 195,962 70,200 - 813,752 4,706,022$
Local Street - 13,400 - 274,020 1,718,320$
Hotel/Motel Tax - - - 80,431 165,431$
Arterial Street Preservation - - - 1,627,660 3,627,660$
Drug Forfeiture - 15,000 - 917,853 1,198,768$
Housing & Community Development - - - 35,647 495,647$
Recreational Trails - - - 36,691 36,691$
Business Improvement Area - - - 21,720 76,720$
Cumulative Reserve 229,280 - 1,205,344 4,269,172 5,703,796$
Mitigation Fees - - 376,050 2,985,352 3,411,402$
1998 Library Bond 283,700 - - 46,654 330,354$
City Hall Annex 2010 A&B Bond 1,696,520 - - 158 1,696,678$
Local Revitalization 2010 C&D Bond 598,220 - - 300 598,520$
LID Guarantee - - 10,000 24,688 34,688$
LID #250 56,373 - - 389 56,762$
LID #350 7,246 - - - 7,246$
Golf Debt Service 393,144 - - - 393,144$
Municipal Park Construction - - - 60,967 18,496,967$
Capital Improvements - - 862,300 5,013,823 6,111,123$
Water 2,505,341 1,110,589 - 3,665,616 20,181,730$
Sewer 729,229 974,280 - 7,271,571 29,135,418$
Storm Drainage 826,199 1,276,483 - 7,064,101 15,594,957$
Solid Waste - 179,962 - 161,372 12,659,266$
Airport 166,675 - - 484,629 1,352,532$
Cemetery 22,267 54,400 - 83,478 1,107,862$
Golf Course 385 157,100 - 74,987 1,612,564$
Insurance - - - 1,580,079 1,784,479$
Facilities 118,500 - 645,000 956,799 4,404,503$
Innovation & Technology - 288,400 - 1,774,517 6,911,696$
Equipment Rental - 247,100 - 2,131,927 6,227,840$
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Fire Pension - - - 2,374,926 2,555,786$
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Cemetery Endowment - - - 1,686,571 1,686,571$
9,465,091$ 10,888,476$ 3,098,694$ 49,885,632$ 212,945,255$
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2014 EXPENDITURE BY OBJECT - ALL FUNDS (continued)
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The table below provides a cross-reference of the relationships between individual funds and City
structure. City funds are represented along the horizontal axis of the table while the City structural
divisions lie along the vertical axis. Boxes indicate how money from various City funds is allocated to
support distinct City administrative divisions. Only those administrative divisions with multiple
allocations are illustrated.
Relationship between Fund and City Structure
Solid Golf Equip.
General Water Sewer Storm Waste Airport Cemetery Course Facilities IT Rental
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund
Human Resources w w w w w w w w w
Finance w w w w w w w w w
Legal w w w w w w
Engineering w w w w w
Police w w w w
Parks & Recreation w w w w w
Facilities Services w w w w w w w w w
Innovation & Technology w w w w w w w w w
Equipment Rental w w w w w w w
2013-2014 Biennial Budget Section V: Budget Details
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Costs by Administrative Structure
Perhaps the most common way of viewing the organization of the City is by administrative structure.
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 the City 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 eight department heads. The larger
departments are then subdivided into divisions. The nine departments are:
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. The Housing and Community Development division
provides human services grants for local non-profit agencies, neighborhood outreach, and cultural
diversity programs. This division also administers the City’s Community Development Block Grant.
Human Resources: This department provides centralized personnel services to all City departments,
administers the Auburn Municipal Court, and provides risk management services throughout the City.
Human Resources also include the Civil Service Division, which applies to Police and Fire services.
Finance: Provides centralized budgeting and financial reporting services to all City departments.
Finance also provides other central administrative services such as City utilities billing.
Legal: Provides centralized legal and City Clerk services to all City Departments.
Innovation & Technology: Provides oversight for all technology and media production for the City.
Line Departments:
Planning and Development: Planning and Development provides City wide land use planning and
environmental protection. The Permitting and Inspections division is also centralized in the Planning
department.
Public Safety: Provides all police services and Auburn jail services.
Public Works: Includes engineering, utilities, equipment rental, and streets. Property Management
oversight is also provided.
Parks, Arts and Recreation: Provides recreational services and maintains park facilities. Parks includes
providing senior citizen services and the management of the Cemetery and Golf Course.
2013-2014 Biennial Budget Section V: Budget Details
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COSTS BY ADMINISTRATIVE STRUCTURE
2011 2012 2012 2013 2014
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
Mayor and Council 793,172$ 869,890$ 838,200$ 960,930$ 969,296$
Housing and Community Development 659,180 437,750 437,750 460,000 460,000
1,452,352 1,307,640 1,275,950 1,420,930 1,429,296
HUMAN RESOURCES DIRECTOR:
Human Resources 3,868,590 4,341,424 3,892,800 2,121,750 3,494,561
3,868,590 4,341,424 3,892,800 2,121,750 3,494,561
FINANCE DIRECTOR:
Finance 1,117,927 1,235,590 1,140,490 1,287,232 1,317,251
Non-Departmental 2,167,566 7,124,550 6,463,000 3,567,437 3,033,622
Hotel/Motel Tax 87,970 85,000 85,000 85,000 85,000
Cumulative Reserve 723,345 226,520 226,520 1,616,109 1,434,624
Mitigation Fees 1,695,452 2,454,340 2,354,340 717,210 426,050
Debt Service Funds 2,650,001 3,044,200 3,043,200 3,035,236 3,045,203
Capital Improvements 3,869,181 3,614,170 2,424,470 2,053,720 1,097,300
Local Revitalization 5,470,701 2,692,564 2,692,564 - -
Solid Waste 9,939,124 10,838,660 10,838,660 12,083,202 12,497,894
Airport 1,016,475 1,407,670 1,174,350 907,801 867,903
Insurance 185,374 203,700 203,700 204,300 204,400
Fire Pension 191,453 149,450 149,450 180,499 180,860
Cemetery Endowment 31,300 22,300 22,300 - -
29,145,869 33,098,714 30,818,044 25,737,746 24,190,107
CITY ATTORNEY:
Legal 1,554,731 1,699,500 1,639,300 1,728,391 1,763,737
1,554,731 1,699,500 1,639,300 1,728,391 1,763,737
PLANNING DIRECTOR:
Planning 4,720,942 5,043,980 4,717,005 4,961,298 5,026,147
Business Improvement Area 81,965 54,000 54,000 55,000 55,000
4,802,907 5,097,980 4,771,005 5,016,298 5,081,147
POLICE CHIEF:
Jail 6,130,267 4,764,750 4,164,750 6,676,146 5,786,100
Police 18,147,674 20,682,698 18,686,370 19,434,846 19,326,455
Drug Forfeiture 448,841 328,230 328,230 282,922 280,915
24,726,782 25,775,678 23,179,350 26,393,914 25,393,470
PUBLIC WORKS DIRECTOR:
Public Works 2,257,553 2,718,870 2,530,900 2,646,999 2,694,615
Streets 2,714,213 3,415,280 3,015,050 3,263,864 3,289,135
Arterial Street 9,875,733 17,188,570 14,905,065 13,564,224 3,892,270
Local Street 2,232,062 3,021,110 3,021,110 2,474,250 1,444,300
Arterial Street Preservation 1,284,766 1,751,500 1,751,500 2,630,920 2,000,000
Water 17,013,588 24,024,861 24,822,471 19,416,147 16,516,114
Sewer 28,277,041 23,083,331 23,083,330 22,226,119 21,863,847
Storm Drainage 14,370,842 12,437,750 10,799,750 13,322,702 8,530,856
Facilities 3,036,854 4,602,500 4,602,500 3,591,246 3,447,704
Equipment Rental 3,010,602 4,700,030 4,355,110 4,389,664 4,095,913
84,073,254 96,943,802 92,886,786 87,526,135 67,774,754
PARKS DIRECTOR:
Parks, Arts, & Recreation 6,989,062 7,598,230 7,240,050 7,719,646 7,797,411
Recreational Trails - - - - -
Municipal Parks 2,955,353 20,709,130 2,346,130 1,505,000 18,436,000
Cemetery 1,042,718 1,055,690 1,041,290 1,003,564 1,024,384
Golf Course 1,846,569 1,496,290 1,496,290 1,520,530 1,537,577
12,833,702 30,859,340 12,123,760 11,748,740 28,795,372
INNOVATION & TECHNOLOGY DIRECTOR:
Innovation and Technology 5,221,205 5,537,130 5,537,130 5,316,411 5,137,179
5,221,205 5,537,130 5,537,130 5,316,411 5,137,179
RESERVES:
General Fund 16,238,071 5,824,057 12,108,801 8,311,010 4,365,782
Special Revenue Funds 15,075,393 13,676,893 14,865,483 12,044,716 11,062,298
Debt Service Funds 100,629 91,629 91,149 81,669 72,189
Capital Funds 8,794,938 4,732,304 5,882,034 5,091,571 5,074,790
Enterprise Funds - - - - -
Utilities 39,486,601 17,645,387 18,665,377 21,091,175 18,162,660
Airport 961,633 495,983 727,073 544,152 484,629
Cemetery 71,819 171,289 13,406 58,852 83,478
Golf Course 68,324 459,584 105,984 91,134 74,987
Internal Service Funds 12,718,979 9,162,679 9,507,599 7,911,142 6,443,322
Fiduciary Funds 2,666,530 2,607,080 2,590,285 2,482,786 2,374,926
Permanent Funds 1,556,571 1,588,971 1,586,371 1,636,471 1,686,571
97,739,488 56,455,856 66,143,562 59,344,678 49,885,632
TOTAL ALL FUNDS 265,418,880$ 261,117,064$ 242,267,687$ 226,354,993$ 212,945,255$
2013-2014 Biennial Budget Section V: Budget Details
Page 233
Departmental Expenditures by Cost Center: General Fund
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 2013, the total public safety budget, which includes Police, Jail, Court, Probation and Civil Service,
is 49.2% of the General Fund. Police services are 35.7% of the General Fund, of which the largest
police program is operations. Jail services are 12.1% of the total General Fund, while Municipal
Court, Probation and Civil Services are 1.4%.
Parks, Arts, and Recreation account for 14.2% of the General Fund, with 7.8% dedicated to
Recreation and Park Facilities, and 1.6% to Senior Services.
The remainder of the General Fund is dispersed among a variety of services. Approximately 6.0% is
allocated for street maintenance, 4.9% for public works, and 9.1% for planning, building code
administration, and permitting.
The pie charts below depict General Fund expenditures for 2013 and 2014 by department.
Mayor/Council
1.8%
Human Resources
4%
Finance
2.4%Legal3.2%
Planning
9.1%
Jail -SCORE12.1%Police
35.7%
Public Works
4.9%
Parks
14.2%
Streets6.0%
Non-Dept6.6%
General Fund Expenditures by Department
2013
Mayor/Council
1.8%
Human Resources
6.4%
Finance
2.4%Legal3.2%
Planning
9.2%Jail -SCORE
10.7%Police
35.5%
Public Works
4.9%
Parks
14.3%
Streets
6.0%
Non-Dept
5.6%
General Fund Expenditures by Department2014
2013-2014 Biennial Budget Section V: Budget Details
Page 234
GENERAL FUND BUDGET BY COST CENTER
2011 2012 2012 2013 2014
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
City Council 291,079$ 342,360$ 320,300$ 328,194$ 329,145$
Mayor 502,093 527,530 517,900 632,736 640,151
793,172 869,890 838,200 960,930 969,296
HUMAN RESOURCES:
Municipal Court 1 1,753,590 1,914,180 1,711,300 547,938 1,881,999
Probation 1 1,314,948 1,485,080 1,365,000 1,556 1,589
Personnel & Administration 757,615 875,764 750,100 1,493,147 1,521,183
Civil Service Commission 42,437 66,400 66,400 79,109 89,790
3,868,590 4,341,424 3,892,800 2,121,750 3,494,561
FINANCE:
Administration 235,521 292,490 233,290 335,211 344,656
Budgeting, Accounting, & Audit 882,406 943,100 907,200 952,021 972,595
1,117,927 1,235,590 1,140,490 1,287,232 1,317,251
LEGAL:
City Clerk 436,184 508,920 502,970 510,180 518,710
Administration 520,874 564,230 531,330 603,045 608,776
Prosecution & Criminal 597,673 626,350 605,000 615,166 636,251
1,554,731 1,699,500 1,639,300 1,728,391 1,763,737
PLANNING:
Building & Permits 1,624,504 1,829,420 1,732,500 1,861,593 1,903,638
Animal Control 2 228,316 84,200 130,805 50,000 50,000
Community Services 357,788 380,250 330,100 453,643 464,871
Administration 1,893,617 1,970,000 1,872,500 1,857,304 1,869,859
Human Services 616,717 780,110 651,100 738,758 737,779
4,720,942 5,043,980 4,717,005 4,961,298 5,026,147
JAIL (SCORE):
Jail 6,130,267 4,764,750 4,164,750 6,676,146 5,786,100
6,130,267 4,764,750 4,164,750 6,676,146 5,786,100
POLICE:
Administration 3,945,343 4,372,080 4,206,500 4,551,451 4,486,868
Patrol & Operations 10,090,780 11,604,500 10,162,300 10,668,005 10,484,113
Investigations 2,371,998 2,695,950 2,477,000 2,491,260 2,576,371
Community Programs 557,498 667,500 566,000 678,350 700,741
Records 906,765 1,028,670 1,008,670 995,780 1,028,362
Jail 9,634 60,000 60,000 50,000 50,000
17,882,018 20,428,700 18,480,470 19,434,846 19,326,455
PUBLIC WORKS:
Emergency Management 3 265,656 253,998 205,900 153,532 160,134
Engineering 2,257,553 2,718,870 2,530,900 2,493,467 2,534,481
2,523,209 2,972,868 2,736,800 2,646,999 2,694,615
PARKS, ARTS, & RECREATION:
Cultural Arts 431,254 467,590 453,940 518,198 524,643
Special Events 276,970 336,420 336,420 341,098 346,786
Administration 677,345 750,080 747,480 919,114 910,663
Senior Center 779,145 837,950 791,100 866,498 872,447
Recreation 1,725,933 2,007,470 1,693,270 1,832,333 1,869,192
Theater 448,451 496,690 496,690 513,668 513,486
Museum 317,246 341,990 343,990 316,396 322,488
Parks Facilities 2,332,718 2,360,040 2,377,160 2,412,341 2,437,706
6,989,062 7,598,230 7,240,050 7,719,646 7,797,411
STREETS:
Maintenance & Operations 2,339,580 2,983,130 2,582,900 2,792,909 2,814,098
Administration 374,633 432,150 432,150 470,955 475,037
2,714,213 3,415,280 3,015,050 3,263,864 3,289,135
NON-DEPARTMENTAL:
Transfers & Miscellaneous 2,167,566 7,124,550 6,463,000 3,567,437 3,033,622
Ending Fund Balance 16,238,071 5,824,057 12,108,801 8,311,010 4,365,782
18,405,637 12,948,607 18,571,801 11,878,447 7,399,404
TOTAL GENERAL FUND 66,699,768$ 65,318,819$ 66,436,716$ 62,679,549$ 58,864,112$
1 Municipal Court and Probation services contracted to King County District Court effective November, 2012. Contract payments to
King County begin November 2013.
2 Animal Control Division added under Planning in 2011.
3 Emergency Management Division moved from Police to Public Works in 2012.
2013-2014 Biennial Budget Section V: Budget Details
Page 235
Citywide 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.
Fund No Fund Name Transfer Out Transfer In Transfer Out Transfer In Description
505 Facilities (645,000)$ -$ (645,000)$ -$
230 City Hall Annex Debt Service - 645,000 - 645,000
328 Capital Improvements (645,200) - (645,200) -
230 City Hall Annex Debt Service - 645,200 - 645,200
328 Capital Improvements (213,250) - (217,100) -
231 Local Revitalization Debt Srv.- 213,250 - 217,100
122 Cumulative Reserve (390,429) - (393,144) -
417 Golf Course Debt Service - 390,429 - 393,144
001 Non-Departmental (51,250) - (52,000) -
437 Golf Course - 51,250 - 52,000
249 LID Guarantee (10,000) - (10,000) -
001 General Fund - 10,000 - 10,000
430 Water (50,000) - (50,000) -
431 Sewer (50,000) - (50,000) -
432 Storm (50,000) - (50,000) -
103 Local Streets - 150,000 - 150,000
122 Cumulative Reserve (280,300) - (283,700) -
229 1998 Library Debt Service - 280,300 - 283,700
550 Equipment Rental (7,000) - (7,000) -
001 General Fund - 7,000 - 7,000
122 Cumulative Reserve (104,250) - (104,250) -
518 Information Services - 104,250 - 104,250
122 Cumulative Reserve (104,250) - (104,250) -
550 Equipment Rental - 104,250 - 104,250
122 Cumulative Reserve (320,000) - (320,000) -
436 Cemetery - 320,000 - 320,000
122 Cumulative Reserve (176,000) - - -
001 General Fund - 176,000 - -
124 Mitigation Fees (25,000) - (25,000) -
102 Arterial Street - 25,000 - 25,000
124 Mitigation Fees (38,640) - (109,550) -
102 Arterial Street - 38,640 - 109,550
124 Mitigation Fees (86,900) - (86,500) -
102 Arterial Street - 86,900 - 86,500
124 Mitigation Fees (10,000) - - -
102 Arterial Street - 10,000 - -
124 Mitigation Fees (50,000) - (25,000) -
102 Arterial Street - 50,000 - 25,000
124 Mitigation Fees (25,000) - (25,000) -
328 Capital Improvements - 25,000 - 25,000
124 Mitigation Fees - - (50,000) -
102 Arterial Street - - - 50,000
124 Mitigation Fees - - (50,000) -
102 Arterial Street - - - 50,000
124 Mitigation Fees (150,000) - - -
102 Arterial Street - 150,000 - -
124 Mitigation Fees (150,000) - - -
102 Arterial Street - 150,000 - -
124 Mitigation Fees (50,000) - - -
102 Arterial Street - 50,000 - -
124 Mitigation Fees (50,000) - - -
321 Municipal Parks - 50,000 - -
124 Mitigation Fees (31,670) - (5,000) -
328 Capital Improvements - 31,670 - 5,000
328 Capital Improvements (75,000) - - -
102 Arterial Street - 75,000 - -
432 Storm (10,000) - - -
321 Municipal Parks - 10,000 - -
Total Transfers (3,849,139)$ 3,849,139$ (3,307,694)$ 3,307,694$
Transfer from ER&R to General Fund to pay for grounds
maintenance
Transfer from 122 to 229 to pay for Library debt service.
Transfer from 124 to 102 for C207A0 - A Street NW,
Phase 1
Transfer from 122 to General Fund for AVHS startup
costs
Transfer from 122 to 436 to support Cemetery cash flow
needs (if needed).
Transfer from 122 to 550 to make 2nd and 3rd loan
payments from the GF.
Transfer from 122 to 518 to make 2nd and 3rd loan
payments from the GF.
Transfer from 124 to 328 for CP0767 - Mohawks
Plastics
Transfer from 124 to 102 for TIP #40 - 124th Ave SE
Corridor Imp.
Transfer from 124 to 102 for CP1104 - 8th St NE U-Turn
Improvements
Transfer from 124 to 102 for CP0611 - Harvey Rd & 8th
St NE
Transfer from 124 to 102 for C201A0 - M Street
Underpass
Transfer from 124 to 102 for TIP #54 - Kersey Way Study
Transfer from 124 to 102 for TIP #21 - C Street NW &
West Main St.
Transfer from 124 to 102 for TIP #20 - AWS & M St SE
Inter.
Transfer from 124 to 102 for TIP #41 - 124th Ave SE
Corridor Imp., Phase 2
Transfer from 124 to 102 for TIP #11 - M Street NE (E
Main St to 4th St NE)
2013 2014
Transfer rent collected from utilities in 505 to fund debt
service in 230
Transfer of REET 1 money in 328 to pay for debt service
in 230
Transfer of REET 2 money in 328 to pay for debt service
in 231
Transfer from Cumulative Reserve Fund to pay for debt
service in 417
Transfer from General Fund to return golf admission tax
to 437
Transfer from 430/431/432 to 103 to pay for utility
trenching done by streets
Transfer from 249 to General Fund to pay for LID
Administration
Transfer from 432 to 321 for CP1016 - Fenster Levee
Setback
Transfer from 328 to 102 for CP1104 - 8th St NE U-Turn
Improvements
Transfer from 124 to 328 for Jovita Heights Wetland
Mitigation
Transfer from 124 to 321 for Misc. Park Improvements
2013-2014 Biennial Budget Section V: Budget Details
Page 236
2013–2014 Biennial Budget Section VI: Program Improvements
Page 237
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 individual who requested the improvement and who might also be responsible for the
improvement’s implementation.
For Year
Indicates which year or years the improvement will be implemented into the budget.
2013 Cost
Estimated cost by the department to implement the program improvement in 2013.
2014 Cost
Estimated cost by the department to implement the program improvement in 2014.
Department Name
The Department of the Contact person who requested the improvement.
Funding Source
Indicates the fund(s) that have 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 by line item as well as the fund name or type that will fund the
proposal.
Conclusion
This last section is filled in after the budget is approved with the manner in which the proposal was
approved.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 238
2013-2014 Program Improvements by Department
The following table summarizes the program improvements that have been included in the 2013-2014
budget. The recommended levels of funding are indicated under the Costs columns.
PROGRAM IMPROVEMENTS
No.Department FTE New Program Title (Request ID)2013 Costs 2014 Costs
GENERAL FUND
1 Planning & Public Wks Comprehensive Plan Major Update (PLN.0004)100,000$ 85,000$
2 Planning National Flood Ins. Program/CRA Coordination (PLN.0007)10,000 10,000
3 Planning Restoration Site Maintenance (PLN.0008)20,000 20,000
4 Police Speech Recognition Software (POL.0011)50,000 5,000
5 Police State & Federal Police Software Security Compliance (IS.0017)25,000 2,500
6 Parks & Streets Automatic Vehicle Location for City Fleet (IS.0022)17,882 7,762
7 Public Works Mobile LiDAR Field Asset Collection (IS.0014)28,080 -
GENERAL FUND TOTAL 0.00 250,962$ 130,262$
OTHER FUNDS
6 Utilities Automatic Vehicle Location for City Fleet (IS.0022)50,582$ 27,164$
7 Local Street Mobile LiDAR Field Asset Collection (IS.0014)13,000 -
7 Arterial Street Preservation Mobile LiDAR Field Asset Collection (IS.0014)10,920 -
7 Information Services Mobile LiDAR Field Asset Collection (IS.0014)20,000 -
8 Utilities 1.00 Customer Service Representative (FIN.0007)89,599 88,984
9 Utilities 1.00 Construction Clerk (ENG.0005)84,399 88,234
10 Utilities 1.00 Senior Project Engineer (ENG.0006)145,355 152,189
11 Utilities 1.00 Senior Project Engineer (ENG.0007)148,855 152,189
12 Utilities 1.00 Assistant Project Engineer (ENG.0008)124,821 130,663
13 Drug Forfeiture Forensic Cell Phone Equipment (POL.0010)10,000 3,000
14 Water & Storm Drainage Utilities Support Vehicle (WTR.0002)30,000 8,000
15 Sewer & Storm Drainage Remote, All-Terrain Sewer & Storm Jetting Machine (SWR.0004)50,000 10,000
OTHER FUNDS TOTAL 5.00 777,531$ 660,423$
TOTAL ALL FUNDS 5.00 1,028,493$ 790,685$
2013–2014 Biennial Budget Section VI: Program Improvements
Page 239
Program Title: Contact Person:For Year:
Elizabeth Chamberlain 2013 & 2014
Department Name: Funding Source:
Planning &
Public Works General Fund
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund 100,000 General Fund 85,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:100,000$ Total Revenue:85,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 100,000 Professional Services 85,000
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:100,000$ Total Cost:85,000$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
With consultant support,the City will be able to meet its required deadline to update its Comprehensive Plan,three Utility
Comprehensive Plans, and its Transportation Comprehensive Plan.
2013 Cost:
Comprehensive Plan Major Update
$75,000 Planning
$25,000 Public Works
The City is required to complete a major update of its comprehensive plans every seven years beginning in 2004.The
State Legislature has twice extended that deadline which now stands at June 30,2015,then every eight years after.
Included in this major update will be review of the City's land use designations,densities,policies for future growth and
accommodation of growth,housing policies,and economic development strategies.A necessity of population growth
and increased densities is that we also review assumptions for water,sewer,storm,and transportation comprehensive
plans - all of which are directly linked to the City's overall Comprehensive Plan and vision for the next twenty years.
None.
No. 1
Conclusion:
Alternatives:
$35,000 Planning
$50,000 Public Works
Implications of Denial:
Advantages of Approval:
Failure to meet this deadline will mean that the City's Comprehensive Plan and Transportation Plan will both be
considered non-compliant with the Growth Management Act which will jeopardize future transportation funding as well
as other State grants that require compliant plans.Transportation funding in particular,requires that a jurisdiction have a
transportation plan that is certified by PSRC.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 240
Program Title: Contact Person:For Year:
Darcie Hanson 2013 & 2014
Department Name: Funding Source:
Planning General Fund
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund 10,000 General Fund 10,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:10,000$ Total Revenue:10,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 10,000 Other Services & Charges 10,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:10,000$ Total Cost:10,000$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
This proposal is to provide funding for technical support as required to meet NFIP minimum requirements and to
conduct CRS activities which are required in order to maintain the City's current CRS rating.This is turn provides for
decreased flood insurance costs for residential and commercial property owners.
2013 Cost:
National Flood Insurance Program/CRA Coordination
$10,000
The City of Auburn participates in the National Flood Insurance Program (NFIP)which allows owners of property within
the City to obtain federally-backed flood insurance.As part of its participation in the NFIP,the City also participates in
the Community Rating System (CRS),a voluntary point-based program that provides for lower flood insurance
premiums in flood hazard areas if the community engages in certain flood-risk reduction activities.Since 2008,Auburn
has maintained a rating of "5",resulting in a 25%discount in flood insurance premiums in the City.Proposed funding
provides for CRS public outreach and flood protection information activities which are required in order for the City to
maintain its CRS rating,as well as contract engineering services that may be needed in order to comply with NFIP
minimum requirements for land use/development regulation in flood hazard areas.
The City must comply with the minimum federal requirements of NFIP in order to participate in the program.
Participation in CRS is voluntary and the level of that participation is discretionary.The City can choose to increase,
maintain, or decrease its level of CRS flood risk reduction activities.
No. 2
Conclusion:
Alternatives:
$10,000
Implications of Denial:
Advantages of Approval:
If the City does not meet NFIP requirements,it will no longer be able to participate in the National Flood Insurance
Program and federally-backed flood insurance would not be available to property owners.If the City decreases its CRS
activities, its rating may be lowered, resulting in higher flood insurance rates for property owners.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 241
Program Title: Contact Person:For Year:
Darcie Hanson 2013 & 2014
Department Name: Funding Source:
Planning General Fund
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund 20,000 General Fund 20,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:20,000$ Total Revenue:20,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 20,000 Other Services & Charges 20,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:20,000$ Total Cost:20,000$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
This program would allow the City to meet its grant and permit maintenance obligations for these sites,as well as provide
for proactive management and maintenance of City natural resource investments.Further,it would help to provide early
identification and responsive correction action for problems such as noxious weeks,illegal dumping,and adverse increases
in water levels due to beaver dams.
2013 Cost:
Restoration Site Maintenance
$20,000
The City owns nearly 100 acres of certified compensatory environmental mitigation sites and completed grant-funded
restoration sites.Currently,there is no program or funding mechanism in place to provide for monitoring and
maintenance of these areas.This program would establish funding to provide for natural area maintenance activities as
required,including invasive weed control,litter/dumping removal,maintenance and repair of fencing/gates/signage,and
management of nuisance wildlife.This proposal does not include sites in the Auburn Environmental Park (AEP)which are
addressed separately as part of the program improvement for operation and maintenance of the AEP.
The City can choose not to monitor or maintain mitigation/restoration sites once they have been completed.Doing so
would be inconsistent with permit requirements and funding conditions for both state/federal agency-required mitigation
sites and grant-funded restoration sites.
No. 3
Conclusion:
Alternatives:
$20,000
Implications of Denial:
Advantages of Approval:
The City would be inconsistent with the terms of its prior years'grant agreements and state/federal environmental permits
requiring monitoring and maintenance.As a result,grantor agencies may be unwilling to award future grants to the City,
and state and federal agencies could exert more control over and/or require the City to perform corrective measures for
these sites. Problems may go undetected for a longer period of time and require greater cost and effort to resolve.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 242
Program Title: Contact Person:For Year:
Chief Lee 2013 & 2014
Department Name: Funding Source:
Police General Fund
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund 50,000 General Fund 5,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:5,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 50,000 Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 5,000
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:50,000$ Total Cost:5,000$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
The software is estimated to work up to three times faster that manual typing and deliver up to 99%accuracy.This
would improve the quality of reports as well as free up staff time for other duties.
2013 Cost:
Speech Recognition Software
$50,000
Purchase and install 100 copies of Dragon Naturally Speaking speech recognition software in order to make the
preparation of police reports and other documents more efficient, accurate, and complete.
Continue to type or handwrite reports and other documents.
No. 4
Conclusion:
Alternatives:
$5,000
Implications of Denial:
Advantages of Approval:
Continue to type or handwrite reports and other documents.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 243
Program Title: Contact Person:For Year:
Reba Stowe 2013 & 2014
Department Name: Funding Source:
Innovation & Technology General Fund
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund 25,000 General Fund 2,500
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:25,000$ Total Revenue:2,500$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 25,000 Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 2,500
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:25,000$ Total Cost:2,500$
Conclusion:
Alternatives:
$2,500
Implications of Denial:
Advantages of Approval:
The State of Washington,in upholding criminal justice authentication requirements,would shut down the Police
Department's electronic access.This would require additional staffing to request information via personal contact with the
State which would then be manually entered into the Spillman Police Records Management System which creates State
and federally-mandated criminal justice reports and statistics.
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
The advantage of complying with this mandate is that Police personnel will be able to continue the current method of
querying and retrieving information electronically, a much faster and more secure process.
2013 Cost:
State & Federal Police Software Security Compliance
$25,000
The State of Washington and the FBI are requiring all public safety agencies to use two-factor security authentication when
signing into criminal justice information systems such as the Auburn Police Department's Spillman Records Management
System.Two-factor authentication is a security process in which the user provides two or more means of identification,
one of them typically being a physical token such as a card or a USB device,and the other usually being something that is
memorized such as a security code or password.The two factors are sometimes spoken of as something you have and
something you know.A common example of two-factor authentication would be the use of a bank/debit card -the
card itself is the physical item and your personal identification number (PIN) is the memorized data that goes with it.
Police personnel would have to make personal contact the WA State Patrol and prove identity in order to request and
receive information.This would severely deteriorate service levels in the Department as a whole and the Police Records
division in particular.
No. 5
2013–2014 Biennial Budget Section VI: Program Improvements
Page 244
Program Title: Contact Person:For Year:
Reba Stowe 2013 & 2014
Department Name: Funding Source:
Innovation & Technology General Fund & Utility Funds
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund 17,882 General Fund 7,762
Utility Funds 50,582 Utility Funds 27,164
Other Funds Other Funds
Total Revenue:68,464$ Total Revenue:34,926$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment 18,538 Minor Equipment
Professional Services 15,000 Professional Services
Other Services & Charges 32,426 Other Services & Charges 32,426
Repairs & Maintenance 2,500 Repairs & Maintenance 2,500
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:68,464$ Total Cost:34,926$
Conclusion:
Alternatives:
$34,926
Implications of Denial:
Advantages of Approval:
Without the ability to track a vehicle current and/or historical location,the City would lose the ability to utilize that data
in its cost-saving efforts.Public safety could be affected when information regarding plowed snow routes is not readily
available online. Staff time would continue to be used to enter data metrics that could be automated.
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
The data available through the use of this technology would allow the City to save money by implementing cost-saving
strategies,make fleet preventative maintenance more efficient,and support day-to-day operations as well as FEMA
reporting requirements.Numerous Return On Investment (ROI)measures would be available such as:closest vehicle
dispatch (especially useful in an emergency),current and historical locations of service vehicles,public awareness of where
service vehicles have been (i.e.snowplows),cost-saving programs and awards (i.e.idle time,miles traveled,speeding,fuel
use,and carbon footprint),consistent and accurate FEMA data reporting,and Geo Fencing which alerts stakeholders
when a vehicle enters or leaves a restricted area.
2013 Cost:
Automatic Vehicle Location for City Fleet
$68,464
Implementation of an Automatic Vehicle Locator (AVL)solution to be used on selected City vehicles in order to increase
efficiencies in business operations and reduce operating expenses.The AVL consists of a Global Positioning System (GPS)
device to be installed in City vehicles,allowing each vehicle's location to be tracked and mapped for use within the City.
This data would keep employees safe,allow for efficient routing,and enable snowplow route reporting.In addition,the
GPS device would track key information that can be used in preventative vehicle maintenance.
The City would continue to manually track vehicle information which is inefficient and inconsistent.
No. 6
2013–2014 Biennial Budget Section VI: Program Improvements
Page 245
Program Title: Contact Person:For Year:
Reba Stowe 2013
Department Name: Funding Source:
Innovation & Technology
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund 28,080 General Fund
Internal Service Funds 20,000 Internal Service Funds
Other Funds 23,920 Other Funds
Total Revenue:72,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 72,000 Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:72,000$ Total Cost:-$
Conclusion:
Alternatives:
$0
Implications of Denial:
Advantages of Approval:
The City would have to continue using incomplete and out-of-date information to inform its Public Works projects and
decision-making. Staff would continue to perform visual inspections which inevitably result in a subjective evaluation.
General Fund, Funds 103 & 105
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Within two months,data on all designated above-ground assets could be collected,processed,reviewed,and integrated
into City technologies.The data collected would be extremely accurate and used to proactively fix problems in the field,
allowing staff the ability to make data-driven decisions that would meet state and federal requirements.In addition,the
data collected in CarteGraph can be used to create budget scenarios for the Save Our Streets Program and Council.
2013 Cost:
Mobile LiDAR Field Asset Collection
$72,000
Use mobile Light Detection &Ranging (LiDAR)technology to inventory and evaluate the condition of above-ground City
assets (such as pavement,street signs,sidewalks,etc.)in order to integrate that data into GIS and CarteGraph.Data
would be collected onboard a vehicle that would drive every City street capturing above-ground features and would
include high-definition still images and video.Once linked to GIS and CarteGraph,the data would be available for
viewing by the entire City.LiDAR is an optical sensing technology that can measure the distance to a target,or other
properties of that target,by illuminating it,most commonly,with light pulses from a laser.For example,when driving
over pavement,video would be captured as well as LiDAR data which would render a 3D report of the pavement's
condition showing crack patterns and depth.
Continue using current methods for the collection of data which includes the manual field verification and collection of
data by City staff.The City would also have to continue relying upon older software technologies which are currently
being used to store pavement condition data.
No. 7
2013–2014 Biennial Budget Section VI: Program Improvements
Page 246
Program Title: Contact Person:For Year:
Martin Chaw 2013 & 2014
Department Name: Funding Source:
Finance Utility Funds
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Utility Funds 89,599 Utility Funds 88,984
Other Funds Other Funds
Total Revenue:89,599$ Total Revenue:88,984$
Expenditures:Expenditures:
Wages 44,168 Wages 45,669
Benefits 37,731 Benefits 42,565
Supplies Supplies
Minor Equipment 7,700 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 750
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:89,599$ Total Cost:88,984$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Improved staff efficiency and customer service.
2013 Cost:
Customer Service Representative (1.0 FTE)
$89,599
The Finance Department is requesting an additional position be added to the Utilities section of the Finance Department.
Between 2009 and 2012,staff has decreased by 2.0 FTEs,phone calls to the utilities have increased by 66%,staff is
generating 7,000 more utility billing statements per year,and nearly 4,000 new Solid Waste customers have been added.
The department's Accounting Specialists,which provide over-flow and backup phone coverage to the Customer Care
Representatives,have seen an average 250%increase in the number of phone calls that they answer.This request will fund
1.0 FTE,a desktop computer workstation,a Class receipt printer,and miscellaneous licenses and support.Budgeted at
Grade/Step N02/4.
Do not hire additional staff and allow increased workload to be addressed with the existing staff configuration.
No. 8
Conclusion:
Alternatives:
$88,984
Implications of Denial:
Advantages of Approval:
If this request is not funded,the workload per FTE is expected to continue to increase.This will result in longer hold times
for customers, an increase in abandoned calls, and longer lines at the customer service counter.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 247
Program Title: Contact Person:For Year:
Ingrid Gaub 2013 & 2014
Department Name: Funding Source:
Public Works Utility Funds
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Utility Funds 84,399 Utility Funds 88,234
Other Funds Other Funds
Total Revenue:84,399$ Total Revenue:88,234$
Expenditures:Expenditures:
Wages 44,168 Wages 45,669
Benefits 37,731 Benefits 42,565
Supplies Supplies
Minor Equipment 2,500 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:84,399$ Total Cost:88,234$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
This position will provide much-needed administrative-level,capital project support to the Construction Inspection,
Project Management,and Contract Administration divisions,allowing the City to meet state and federally-mandated
documentation requirements.A permanent staff member would provide continuity as well as consistent and accurate
documentation, without the learning curve and training requirements of maintaining temporary staff.
2013 Cost:
Construction Clerk (1.0 FTE)
$84,399
This position will provide support to the Public Works Department in the administration of capital construction projects.
This position is necessary to manage the large volume of records associated with payments to consultants and contractors
and will ensure that accurate records are in place and available for State audit. Budgeted at Grade/Step N02/4.
Continue to employ contract or temporary staff to perform this work so that the City's contract records are maintained
and available for State audit.The other alternative is to reduce the number of projects that are actively worked on each
year.
No. 9
Conclusion:
Alternatives:
$88,234
Implications of Denial:
Advantages of Approval:
Without this position,the total number of projects that can be completed in any given year will be limited in order to
ensure that the City is able to continue meeting state and federally-mandated documentation requirements on capital
projects. We would continue to rely upon temporary staff to perform this sensitive administrative work.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 248
Program Title: Contact Person:For Year:
Ingrid Gaub 2013 & 2014
Department Name: Funding Source:
Public Works Utility Funds
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Utility Funds 145,355 Utility Funds 152,189
Other Funds Other Funds
Total Revenue:145,355$ Total Revenue:152,189$
Expenditures:Expenditures:
Wages 95,791 Wages 99,144
Benefits 47,064 Benefits 53,045
Supplies Supplies
Minor Equipment 2,500 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:145,355$ Total Cost:152,189$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
This position will provide additional resources for the management of capital projects,allowing the planned capital
project workload as shown in the 2012-2017 Capital Facilities Plan to be met.This position will also strengthen the City's
technical skills and resources,allowing the City to be more competitive in obtaining state and federal grants.In addition,
this position will improve the City's capacity for managing multi-discipline projects.
2013 Cost:
Senior Project Engineer (1.0 FTE)
$145,355
This position within the Public Works Department will provide oversight of project management staff working on a
variety of capital projects as well as be tasked with complete project management of assigned capital projects.This
position will allow the department to increase its total number of active projects and allow for more of the budgeted
project workload to be completed. Budgeted at Grade/Step N0J/4.
Defer certain capital projects to future years or reduce the total capital project workload to accommodate current
resource levels.
No. 10
Conclusion:
Alternatives:
$152,189
Implications of Denial:
Advantages of Approval:
Without this position,certain capital projects will need to be deferred to future years and the City's ability to meet grant
implementation timelines could be impacted.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 249
Program Title: Contact Person:For Year:
Ingrid Gaub 2013 & 2014
Department Name: Funding Source:
Public Works Utility Funds
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Utility Funds 148,855 Utility Funds 152,189
Other Funds Other Funds
Total Revenue:148,855$ Total Revenue:152,189$
Expenditures:Expenditures:
Wages 95,791 Wages 99,144
Benefits 47,064 Benefits 53,045
Supplies 3,500 Supplies
Minor Equipment 2,500 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:148,855$ Total Cost:152,189$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
This position will provide additional resources for the management of capital projects,allowing the planned capital
project workload as shown in the 2012-2017 Capital Facilities Plan to be met.This position will also strengthen the City's
technical skills and resources,allowing the City to be more competitive in obtaining state and federal grants.In addition,
this position will improve the City's capacity for managing multi-discipline projects.
2013 Cost:
Senior Project Engineer (1.0 FTE)
$148,855
This position within the Public Works Department will provide oversight of project management staff working on a
variety of capital projects as well as be tasked with complete project management of assigned capital projects.This
position will allow the department to increase its total number of active projects and allow for more of the budgeted
project workload to be completed. Budgeted at Grade/Step N0J/4.
Defer certain capital projects to future years or reduce the total capital project workload to accommodate current
resource levels.
No. 11
Conclusion:
Alternatives:
$152,189
Implications of Denial:
Advantages of Approval:
Without this position,certain capital projects will need to be deferred to future years and the City's ability to meet grant
implementation timelines could be impacted.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 250
Program Title: Contact Person:For Year:
Ingrid Gaub 2013 & 2014
Department Name: Funding Source:
Public Works Utility Funds
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Utility Funds 124,821 Utility Funds 130,663
Other Funds Other Funds
Total Revenue:124,821$ Total Revenue:130,663$
Expenditures:Expenditures:
Wages 78,401 Wages 81,145
Benefits 43,920 Benefits 49,518
Supplies Supplies
Minor Equipment 2,500 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:124,821$ Total Cost:130,663$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
This position will provide additional resources for the management of capital projects,allowing the planned capital
project workload as shown in the 2012-2017 Capital Facilities Plan to be met.This position will also strengthen the City's
technical skills and resources,allowing the City to be more competitive in obtaining state and federal grants.In addition,
this position will improve the City's capacity for managing multi-discipline projects.
2013 Cost:
Assistant Project Engineer (1.0 FTE)
$124,821
This position within the Public Works Department will provide technical and project management assistance for a variety
of capital projects.This position will allow the department to increase its total number of active projects and allow for
more of the budgeted project workload to be completed. Budgeted at Grade/Step N0G/4.
Defer certain capital projects to future years or reduce the total capital project workload to accommodate current
resource levels.
No. 12
Conclusion:
Alternatives:
$130,663
Implications of Denial:
Advantages of Approval:
Without this position,certain capital projects will need to be deferred to future years and the City's ability to meet grant
implementation timelines could be impacted.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 251
Program Title: Contact Person:For Year:
Reba Stowe 2013 & 2014
Department Name: Funding Source:
Innovation & Technology Drug Forfeiture Fund
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds 10,000 Other Funds 3,000
Total Revenue:10,000$ Total Revenue:3,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 3,000
Machinery & Equipment 10,000 Machinery & Equipment
Other Other
Total Cost:10,000$ Total Cost:3,000$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
The City's Police Department will have the ability to analyze devices at their headquarters and obtain the results very
quickly.Obtaining the information quickly is vital for all three detective divisions as an increasing number of subjects rely
on their mobile devices throughout their daily activities.
2013 Cost:
Forensic Cell Phone Equipment
$10,000
This device would allow the City's Police Department to forensically analyze various types of mobile devices including cell
phones,iPads,and iPhones.It allows for the extraction of all data from a mobile device including existing,hidden,or
deleted phone data such as call history, text messages, emails, chats, media files, geotags, and passwords.
Continue sending devices to a third-party agency for analysis.The delay in doing this can last several weeks to several
months depending upon their case load.
No. 13
Conclusion:
Alternatives:
$3,000
Implications of Denial:
Advantages of Approval:
Continue sending devices to a third-party agency and experience delays.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 252
Program Title: Contact Person:For Year:
Tim Carlaw 2013 & 2014
Department Name: Funding Source:
Storm Drainage Water & Storm
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Utility Funds 30,000 Utility Funds 8,000
Other Funds Other Funds
Total Revenue:30,000$ Total Revenue:8,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies 2,000
Minor Equipment Minor Equipment 2,000
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 4,000
Machinery & Equipment 30,000 Machinery & Equipment
Other Other
Total Cost:30,000$ Total Cost:8,000$
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Overall productivity would be increased by staff having the flexibility to schedule field activities any time throughout their
work day and not just when a pool vehicle is available.Consistent access to a vehicle would also improve staff's ability to
quickly respond to spills.
2013 Cost:
Utilities Support Vehicle
$30,000
A dedicated vehicle to support storm water inspections,groundwater monitoring,water quality sampling,stream flow
monitoring,spill response,and other activities.Performing these tasks requires travel to sites throughout the City and the
transportation of large amounts of equipment such as sample containers,ice chests,sample collection poles,data loggers,
hand tools,and a computer.City staff is currently using a ten-year-old pool vehicle made unreliable by ongoing electrical
problems.
Continue to use pool vehicles when they are available.In using this alternative,we run into the problem of storing
equipment in the vehicle.We are not able to preload or store government equipment and supplies in a pool vehicle
because of the need for accountability and security.Trying to carry sufficient supplies and equipment in a pool vehicle
also cuts down on its passenger carrying capacity.
No. 14
Conclusion:
Alternatives:
$8,000
Implications of Denial:
Advantages of Approval:
Without a dedicated vehicle,staff will continue to experience difficulty completing their monitoring and inspection
activities which are time-based with permit limits for completion such as monthly, quarterly, or annually.
2013–2014 Biennial Budget Section VI: Program Improvements
Page 253
Program Title: Contact Person:For Year:
Bob Elwell 2013 & 2014
Department Name: Funding Source:
Sewer Sewer & Storm Funds
2013 Cost of Improvement 2014 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Utility Funds 50,000 Utility Funds 10,000
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:10,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies 2,500
Minor Equipment Minor Equipment 2,500
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 5,000
Machinery & Equipment 50,000 Machinery & Equipment
Other Other
Total Cost:50,000$ Total Cost:10,000$
Conclusion:
Alternatives:
$10,000
Implications of Denial:
Advantages of Approval:
The City will be reliant upon third-party vendors to perform this kind of maintenance and emergency response work.
2014 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Staff will be able to clean and maintain sewer and storm pipe in limited-access areas and be better equipped to respond to
emergency call-outs in those areas.Annual savings of $50,000-100,000 will result from not having to outsource this kind
of work.
2013 Cost:
Remote, All-Terrain Sewer & Storm Jetting Machine
$50,000
This machine will be used for cleaning sewer and storm pipe in easements with limited access.The City has thousands of
feet of sewer and storm pipe in easements that staff cannot maintain with the large,heavy equipment currently in
inventory.The majority of these lines were constructed in conjunction with the development in areas recently annexed
from King County.At the time of development,the County did not require adequate access for the City's large
equipment so the City has been relying upon third-party vendors to maintain these lines.This machine is designed for all-
terrain use in wetlands,wooded areas,narrow alleys,and uneven surfaces,and would be capable of performing line
cleaning in all of the City's rough terrain and narrow easements.
Rely upon a third-party vendor to perform this work at an annual cost of $50,000-100,000 because the City cannot
maintain its sewer and storm pipes with existing equipment.
No. 15
2013–2014 Biennial Budget Section VI: Program Improvements
Page 254
2013-2014 Biennial Budget Section VII: Capital Planning
Page 255
SECTION VII: CAPITAL PLANNING, PROGRAMMING AND BUDGETINGSECTION VII: CAPITAL PLANNING, PROGRAMMING AND BUDGETINGSECTION VII: CAPITAL PLANNING, PROGRAMMING AND BUDGETINGSECTION 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 2013-2014 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) which is
updated annually and incorporates the capital facility improvements in the City’s biennial budget
process. It is considered a companion document to the budget document.
This section of the budget summarizes the Capital Facilities Plan (CFP) showing capital projects
budgeted for 2013 and 2014 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 and Recreation projects,
General Municipal projects, Community Improvements, and Other Proprietary Fund projects. Each
section includes a map highlighting the general location of significant projects, a brief discussion of
the projects budgeted for 2013 and 2014, a six-year summary of projects showing the cost and
funding source, and two graphs – one showing a comparison of revenue sources for 2013 vs. 2014,
and another showing the projected six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2013 – 2018) that is
printed as a separate document. It contains an executive summary along with three chapters.
Chapter One explains the purpose of the CFP, statutory requirements, and methodology. Chapter
Two outlines the Goals and Policies related to the provision of capital facilities. Chapter Three
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 impact on future operating budgets once the project is
completed.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 256
2020202013131313 / 201/ 201/ 201/ 2014444 Capital Budget:Capital Budget:Capital Budget:Capital Budget:
The following tables summarize the capital facility expenditures and planned funding sources in
this budget. The tables outlining individual projects are all shown in thousands.
Total
FUNDING SOURCES - 2013FUNDING SOURCES - 2013FUNDING SOURCES - 2013FUNDING SOURCES - 2013 FundFederalStateLocalOtherSources
(in thousands)BalanceSourcesSourcesSourcesREETSourcesBy Fund
Transportation Projects2,075$ 6,415$ 2,583$ -$ 75$ 7,200$ 18,348$
Water Projects1,005 - - - - 6,685 7,690
Sewer Projects1,705 - - - - - 1,705
Storm Drainage Projects1,625 352 - - - 4,335 6,312
Parks and Recreation Projects190 527 194 289 - 285 1,485
General Municipal Projects
and Community Improvements1,208 - - - 1,314 57 2,579
Other Proprietary Fund Projects126 149 - - - - 275
Total Funding by SourceTotal Funding by SourceTotal Funding by SourceTotal Funding by Source7,934$ 7,443$ 2,777$ 289$ 1,389$ 18,562$ 38,394$
EXPENDITURES - 2013EXPENDITURES - 2013EXPENDITURES - 2013EXPENDITURES - 2013
Transportation Projects 18,348$
Water Projects 7,690
Sewer Projects1,705
Storm Drainage Projects 6,312
Parks and Recreation Projects1,485
General Municipal Projects
and Community Improvements2,579
Other Proprietary Fund Projects 275
Total Capital ProjectsTotal Capital ProjectsTotal Capital ProjectsTotal Capital Projects38,394$
Total
FUNDING SOURCES - 2014FUNDING SOURCES - 2014FUNDING SOURCES - 2014FUNDING SOURCES - 2014 FundFederalStateLocalOtherFunding
(in thousands)BalanceSourcesSourcesSourcesREETSourcesBy Fund
Transportation Projects765$ 2,811$ 160$ -$ -$ 3,291$ 7,027$
Water Projects1,940 - - - - 2,544 4,484
Sewer Projects1,245 - - - - - 1,245
Storm Drainage Projects1,191 - 325 - - - 1,516
Parks and Recreation Projects300 124 116 96 - 17,780 18,416
General Municipal Projects
and Community Improvements600 - - - 1,067 30 1,697
Other Proprietary Fund Projects36 180 - - - - 216
Total Funding by SourceTotal Funding by SourceTotal Funding by SourceTotal Funding by Source6,077$ 3,115$ 601$ 96$ 1,067$ 23,645$ 34,601$
EXPENDITURES - 2014EXPENDITURES - 2014EXPENDITURES - 2014EXPENDITURES - 2014
Transportation Projects7,027$
Water Projects4,484
Sewer Projects1,245
Storm Drainage Projects1,516
Parks and Recreation Projects18,416
General Municipal Projects
and Community Improvements1,697
Other Proprietary Fund Projects216
Total Capital ProjectsTotal Capital ProjectsTotal Capital ProjectsTotal Capital Projects34,601$
CAPITAL PROJECTS SUMMARYCAPITAL PROJECTS SUMMARYCAPITAL PROJECTS SUMMARYCAPITAL PROJECTS SUMMARY
2013201320132013
2014201420142014
2013-2014 Biennial Budget Section VII: Capital Planning
Page 257
2013-2014 Biennial Budget Section VII: Capital Planning
Page 258
2013-2014 Biennial Budget Section VII: Capital Planning
Page 259
Transportation ProjectsTransportation ProjectsTransportation ProjectsTransportation Projects
Twenty-eight capital projects totaling $18,347,160 are budgeted for 2013 and seventeen capital
projects totaling $7,026,458 are budgeted for 2014. The significant projects include the following:
• The “M” Street Underpass Project ($6,752,640 in 2013 and $109,550 in 2014) will
construct a grade separation railroad crossing of “M” Street SE at the BNSF Stampede Pass.
(See Map (See Map (See Map (See Map –––– ““““AAAA””””))))
• The South 277th Auburn Way North to Green River Bridge Project ($1,024,300 in 2013
and $153,000 in 2014) includes preliminary engineering, design, right of way acquisition
and construction of major widening on S. 277th St, including the addition of three lanes,
one westbound and two eastbound, a Class 1 trail, storm improvements. The project
length is nine-tenths of a mile. (See Map (See Map (See Map (See Map –––– ““““BBBB””””))))
• Auburn Way South (SR-164) Corridor Safety Improvements ($250,000 in 2013 and
$2,083,108 in 2014) will improve access management, provide u-turns, upgrade transit
stops and street lighting, widen to accommodate turn lanes, pedestrians and bicycles,
upgrade pavement markings, install pedestrian signals and audible pedestrian push
buttons, and upgrade traffic signals to change the phasing and to improve the visibility of
the signal heads. (See Map (See Map (See Map (See Map –––– “C”“C”“C”“C”))))
• The Auburn Way South Corridor Improvement, Fir St. SE to Hemlock St. SE project
($2,331,950 in 2013) will widen Auburn Way South between Fir St SE and Hemlock St. SE
to five lanes with curb, gutter, sidewalks, illumination and storm improvements. A new
traffic signal will also be constructed at Hemlock Street SE and connect to Auburn’s
Intelligent Transportation System. (See Map (See Map (See Map (See Map –––– “D”“D”“D”“D”))))
• The Auburn Way South Pedestrian Improvements. Project ($748,830 in 2013) will
construct pedestrian improvements along Auburn Way South between Dogwood St SE and
Fir St SE that are consistent with WSDOT’s SR-164 Route Development Plan. This project
includes sidewalk improvements, access management, a mid-block pedestrian crossing,
construction of a u-turn wedge at Fir St SE and street lighting. (See Map (See Map (See Map (See Map –––– ““““EEEE”)”)”)”)
• The Citywide Traffic Signals Safety Improvements Project ($405,000 in 2013) will improve
traffic signal phasing and timing, improve visibility of traffic signals heads, and install
countdown pedestrian signal displays and ADA pedestrian pushbuttons.
• The “Save our Streets” (SOS) Program ($2,474,250 in 2013 and $1,444,300 in 2014) will
consist of a number of different contracts focused on the preservation of local streets
(unclassified streets) within the City. These contracts will include work such as crack
sealing, asphalt patching, pre-leveling, and thin asphalt overlays.
• The Annual Arterial Street Preservation Program ($2,620,000 in 2013 and $2,000,000 in
2014) will consist of regular pavement maintenance and/or rehabilitation of various
classified streets citywide that may include overlays, rebuilds, spot repairs, or a
combination of these. The program will also implement regular maintenance of various
classified streets by sealing newly formed cracks
2013-2014 Biennial Budget Section VII: Capital Planning
Page 260
Capacity Project: YESAnticipated Year of Completion:2012
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund277 -
Federal (Grants)6,581 -
State - -
Traffic Impact Fees925 25 25 350 25 25 25 475
REET -
Other Sources408 -
SubtotalSubtotalSubtotalSubtotal 8,1918,1918,1918,191 25252525 25252525 350350350350 25252525 25252525 25252525 475475475475
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 1,667 10 10 50 10 10 10 100
Right of Way1,072 -
Construction5,452 15 15 300 15 15 15 375
SubtotalSubtotalSubtotalSubtotal 8,1918,1918,1918,191 25252525 25252525 350350350350 25252525 25252525 25252525 475475475475
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $25,830Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $25,830Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $25,830Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $25,830
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund56 44 44
Federal (Grants)100 -
State 36 705 705
Traffic Impact Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal 192192192192 749749749749 ---- ---- ---- ---- ---- 749749749749
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 182 50 50
Right of Way10 -
Construction 699 699
SubtotalSubtotalSubtotalSubtotal 192192192192 749749749749 ---- ---- ---- ---- ---- 749749749749
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund150 -
Federal (Grants)872 3,665 3,665
State 4,791 -
Traffic Impact Fees4,357 39 110 109 109 108 108 583
Traffic Mitigation Fees660 -
REET 1,140 -
PWFT 1,008 1,800 1,800
Other (Other Agencies)2,366 1,249 1,249
SubtotalSubtotalSubtotalSubtotal 15,34415,34415,34415,344 6,7536,7536,7536,753 110110110110 109109109109 109109109109 108108108108 108108108108 7,2977,2977,2977,297
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 2,675 -
Right of Way3,359 -
Construction9,311 6,714 6,714
Long Term Debt- 39 110 109 109 108 108 583
SubtotalSubtotalSubtotalSubtotal 15,34415,34415,34415,344 6,7536,7536,7536,753 110110110110 109109109109 109109109109 108108108108 108108108108 7,2977,2977,2977,297
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $21,827Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $21,827Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $21,827Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $21,827
Project No: c201a0 (TIP#5)
Project Name: Auburn Way South Pedestrian Improvements, Phase 1Project Name: Auburn Way South Pedestrian Improvements, Phase 1Project Name: Auburn Way South Pedestrian Improvements, Phase 1Project Name: Auburn Way South Pedestrian Improvements, Phase 1
Project No: cp1118 (TIP#2)
This project will construct pedestrian improvements along Auburn Way South between Dogwood St SE and Fir St SE that are consistent
with WSDOT's SR-164 Route Development Plan. This project includes sidewalk improvements, access management, a mid-block pedestrian
crossing, construction of a u-turn wedge at Fir St SE and street lighting.
Construction of a grade separated railroad crossing of M St SE at the BNSF Stampede Pass tracks.
Project Name: A Street NW, Phase 1 (3rd St NW to 14th St NWProject Name: A Street NW, Phase 1 (3rd St NW to 14th St NWProject Name: A Street NW, Phase 1 (3rd St NW to 14th St NWProject Name: A Street NW, Phase 1 (3rd St NW to 14th St NW
Project No: c207a0 (TIP#1)
Construct a multi-lane arterial from 3rd St. NW to 14th St. NW. This project will improve mobility and is tied to corridor development. It
is consistent with the Comprehensive Plan and contributes to the completion of a north/south arterial corridor. The project length is
approximately three-quarters of a mile. The City purchased ROW from the northern property owner. If the property develops, some or a
portion of those funds may be reimbursed to the City (total cost was $251,000).
Project Name: M Street Grade Separation (3rd St SE to 8th St SE) Project Name: M Street Grade Separation (3rd St SE to 8th St SE) Project Name: M Street Grade Separation (3rd St SE to 8th St SE) Project Name: M Street Grade Separation (3rd St SE to 8th St SE)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 261
Project No: c222a0 (TIP#6)Capacity Project: YESAnticipated Year of Completion:2015
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund122 156 156
Federal (Grants)868 153 3,879 4,900
State -
Traffic Impact Fees 291 291
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 122122122122 1,0241,0241,0241,024 153153153153 4,1704,1704,1704,170 ---- ---- 5,3475,3475,3475,347
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 122 1,007 153 1,160
Right of Way 17 17
Construction 4,170 4,170
SubtotalSubtotalSubtotalSubtotal 122122122122 1,0241,0241,0241,024 153153153153 4,1704,1704,1704,170 ---- ---- ---- 5,3475,3475,3475,347
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $27,250Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $27,250Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $27,250Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $27,250
Capacity Project: YESAnticipated Year of Completion:2016
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- - - - - - - -
Federal (Grants)225 1,000 1,225
State -
Traffic Impact Fees 50 50 150 250
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- ---- 50505050 275275275275 1,1501,1501,1501,150 ---- ---- 1,4751,4751,4751,475
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 50 75 125
Right of Way 200 200
Construction 1,150 1,150
SubtotalSubtotalSubtotalSubtotal ---- ---- 50505050 275275275275 1,1501,1501,1501,150 ---- ---- 1,4751,4751,4751,475
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,500Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,500Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,500Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,500
Capacity Project: YESAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- - - - - - - -
Federal (Grants)-
PWFT 1,527 -
Traffic Impact Fees467 87 87 86 86 85 85 516
REET -
Other (Other Funds)-
SubtotalSubtotalSubtotalSubtotal 1,9941,9941,9941,994 87878787 87878787 86868686 86868686 85858585 85858585 516516516516
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 328 -
Right of Way200 -
Construction1,204 -
Long Term Debt262 87 87 86 86 85 85 516
SubtotalSubtotalSubtotalSubtotal 1,9941,9941,9941,994 87878787 87878787 86868686 86868686 85858585 85858585 516516516516
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project was completed in 2010. Ongoing budget is for PWTFL debt payments.
Project Name: South 277th (AWN to Green River Bridge) Project Name: South 277th (AWN to Green River Bridge) Project Name: South 277th (AWN to Green River Bridge) Project Name: South 277th (AWN to Green River Bridge)
This project includes preliminary engineering, design, right of way acquisition and construction of major widening on S. 277th Street,
including the addition of three lanes, one westbound and two eastbound, a Class 1 trail, and storm improvements. The project length is
nine-tenths of a mile.
Project Name: Harvey Rd. & 8th St. NE Intersection ImprovementsProject Name: Harvey Rd. & 8th St. NE Intersection ImprovementsProject Name: Harvey Rd. & 8th St. NE Intersection ImprovementsProject Name: Harvey Rd. & 8th St. NE Intersection Improvements
This project will construct a complete 4 lane street section on M St NE between E Main St and 4th St NE.
Project Name: M Street NE (E. Main St. to 4th St. NE) Project Name: M Street NE (E. Main St. to 4th St. NE) Project Name: M Street NE (E. Main St. to 4th St. NE) Project Name: M Street NE (E. Main St. to 4th St. NE)
Project No: cpxxxx (TIP#11)
Project No: cp0611 (TIP#17)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 262
Capacity Project: YESAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund9 148 - - - - - 148
Federal (Grants)100 -
PWFT -
Traffic Impact Fees40 10 10
REET 75 75
Other Sources -
SubtotalSubtotalSubtotalSubtotal 149149149149 233233233233 ---- ---- ---- ---- ---- 233233233233
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 117 -
Right of Way32 -
Construction 233 233
SubtotalSubtotalSubtotalSubtotal 149149149149 233233233233 ---- ---- ---- ---- ---- 233233233233
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,600Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,600Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,600Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,600
Capacity Project: NOAnticipated Year of Completion:2016
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- - 50 - 125 - - 175
Federal (Grants)425 425
PWFT -
Traffic Impact Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- ---- 50505050 ---- 550550550550 ---- ---- 600600600600
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 50 50
Right of Way 100 100
Construction 450 450
SubtotalSubtotalSubtotalSubtotal ---- ---- 50505050 ---- 550550550550 ---- ---- 600600600600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund100 -
Federal (Grants)450 450
State -
Traffic Mitigation Fees150 150
Other Sources -
SubtotalSubtotalSubtotalSubtotal 100100100100 150150150150 450450450450 ---- ---- ---- ---- 600600600600
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 100 50 50
Right of Way 100 100
Construction 450 450
SubtotalSubtotalSubtotalSubtotal 100100100100 150150150150 450450450450 ---- ---- ---- ---- 600600600600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
This project includes the design, right of way acquisition and construction of intersection improvements that will consist of a traffic signal
with eastbound u-turn capacity.
Project Name: Auburn Way North / 1st St NE Signal ImprovementsProject Name: Auburn Way North / 1st St NE Signal ImprovementsProject Name: Auburn Way North / 1st St NE Signal ImprovementsProject Name: Auburn Way North / 1st St NE Signal Improvements
Project No: cpxxxx (TIP#19)
This project will construct a new complete traffic signal with controller cabinet and battery backup along with necessary intersection
improvements.
Project Name: 8th Street NE and SE 104th St Intersection ImprovementsProject Name: 8th Street NE and SE 104th St Intersection ImprovementsProject Name: 8th Street NE and SE 104th St Intersection ImprovementsProject Name: 8th Street NE and SE 104th St Intersection Improvements
Project No: cp1104 (TIP#18)
This Project is the first phase of improvements for this intersection. Scope includes construction of a new westbound to northbound right
turn pocket, improved turning radius at corner, realignment of westbound 17th St SE's approach to Auburn Way South, lighting
improvements, related traffic signal modifications and right of way acquisition.
Project Name: Auburn Way South and M St SE Intersection ImprovementsProject Name: Auburn Way South and M St SE Intersection ImprovementsProject Name: Auburn Way South and M St SE Intersection ImprovementsProject Name: Auburn Way South and M St SE Intersection Improvements
Project No: cpxxxx (TIP#20)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 263
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund -
Federal (Grants)-
State -
Traffic Mitigation 150 150
REET -
Other (Other Agencies)-
SubtotalSubtotalSubtotalSubtotal ---- 150150150150 ---- ---- ---- ---- ---- 150150150150
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 50 50
Right of Way -
Construction 100 100
SubtotalSubtotalSubtotalSubtotal ---- 150150150150 ---- ---- ---- ---- ---- 150150150150
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund1 9 9
Federal (Grants)-
State -
Traffic Mitigation -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal 1111 9999 ---- ---- ---- ---- ---- 9999
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 1 9 9
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal 1111 9999 ---- ---- ---- ---- ---- 9999
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- 50 50 50 50 50 50 300
Federal (Grants)-
State -
Traffic Mitigation -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 50505050 50505050 50505050 50505050 50505050 50505050 300300300300
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction 50 50 50 50 50 50 300
SubtotalSubtotalSubtotalSubtotal ---- 50505050 50505050 50505050 50505050 50505050 50505050 300300300300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 41st Street SE and A Street SE Access Management StudyProject Name: 41st Street SE and A Street SE Access Management StudyProject Name: 41st Street SE and A Street SE Access Management StudyProject Name: 41st Street SE and A Street SE Access Management Study
Project No: cpxxxx (TIP#27)
Study the area from 37th St SE to the White River on A St SE including 41st St SE from D St SE to C St SE. The study should review the
safety and access needs of the traveling public and the adjacent properties.
Project Name: C street NW and West Main StreetProject Name: C street NW and West Main StreetProject Name: C street NW and West Main StreetProject Name: C street NW and West Main Street
Project Name: Annual Bridge Preservation ProjectProject Name: Annual Bridge Preservation ProjectProject Name: Annual Bridge Preservation ProjectProject Name: Annual Bridge Preservation Project
Project No: cpxxxx (TIP#28)
This is an annual level of effort project used to fund bridge improvements as identified by the city's annual bridge inspection program.
Construct new decorative monopole type traffic signal to include protected left turn phases for C ST traffic. This would also provide
additional safety related to the railroad pre-emption. Future improvements to this intersection may include widening for additional turn
lanes.
Project No: cpxxxx (TIP#21)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 264
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund269 25 25 50
Federal (Grants)-
State -
Traffic Mitigation -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal 269269269269 25252525 25252525 ---- ---- ---- ---- 50505050
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 100 10 10 20
Right of Way -
Construction169 15 15 30
SubtotalSubtotalSubtotalSubtotal 269269269269 25252525 25252525 ---- ---- ---- ---- 50505050
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- 100 100 100 300
Federal (Grants)-
State -
Local -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 100100100100 ---- 100100100100 ---- 100100100100 ---- 300300300300
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 10 10 10 30
Right of Way -
Construction 90 90 90 270
SubtotalSubtotalSubtotalSubtotal ---- 100100100100 ---- 100100100100 ---- 100100100100 ---- 300300300300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- 100 100 100 100 100 100 600
Federal (Grants)-
State -
Local -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 100100100100 100100100100 100100100100 100100100100 100100100100 100100100100 600600600600
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 10 10 10 10 10 10 60
Right of Way -
Construction 90 90 90 90 90 90 540
SubtotalSubtotalSubtotalSubtotal ---- 100100100100 100100100100 100100100100 100100100100 100100100100 100100100100 600600600600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: c410a0 (TIP#29)
Project Name: South 277th Wetland MitigationProject Name: South 277th Wetland MitigationProject Name: South 277th Wetland MitigationProject Name: South 277th Wetland Mitigation
This is an annual level of effort project focused on funding bicycle and safety improvements on classified roadways. Projects are prioritized
annually based upon field studies. Project was previously called "Citywide Roadway Safety Infrastructure Improvements.
Wetland mitigation for the 277th St Grade Separation project.
Project Name: Citywide Arterial Bicycle & Safety ImprovementsProject Name: Citywide Arterial Bicycle & Safety ImprovementsProject Name: Citywide Arterial Bicycle & Safety ImprovementsProject Name: Citywide Arterial Bicycle & Safety Improvements
Project No: cpxxxx (TIP#31)
Project Name: Citywide Pedestrian Crossing Program Project Name: Citywide Pedestrian Crossing Program Project Name: Citywide Pedestrian Crossing Program Project Name: Citywide Pedestrian Crossing Program
Project No: cpxxxx (TIP#30)
This is a bi-annual level of effort project used to fund small pedestrian safety studies and improvement projects. This project provides for
pedestrian safety studies and improvements at various locations citywide. Projects are prioritized annually based on safety issues and
pedestrian demands.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 265
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- - -
Federal (Grants)308 308
State -
Traffic Impact Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 308308308308 ---- ---- ---- ---- ---- 308308308308
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 44 44
Right of Way 5 5
Construction 259 259
SubtotalSubtotalSubtotalSubtotal ---- 308308308308 ---- ---- ---- ---- ---- 308308308308
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: YESAnticipated Year of Completion:2015
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- - - - - - - -
Federal (Grants)125 1,565 1,690
State -
Traffic Impact Fees 50 25 185 260
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 50505050 150150150150 1,7501,7501,7501,750 ---- ---- ---- 1,9501,9501,9501,950
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 50 150 200
Right of Way 250 250
Construction 1,500 1,500
SubtotalSubtotalSubtotalSubtotal ---- 50505050 150150150150 1,7501,7501,7501,750 ---- ---- ---- 1,9501,9501,9501,950
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2016
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund -
Federal (Grants)150 865 1,015
State -
Traffic Impact Fees 50 50 135 235
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- ---- 50505050 200200200200 1,0001,0001,0001,000 ---- ---- 1,2501,2501,2501,250
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 50 100 150
Right of Way 100 100
Construction 1,000 1,000
SubtotalSubtotalSubtotalSubtotal ---- ---- 50505050 200200200200 1,0001,0001,0001,000 ---- ---- 1,2501,2501,2501,250
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 37th & B St NW Railroad Crossing Safety ImprovementsProject Name: 37th & B St NW Railroad Crossing Safety ImprovementsProject Name: 37th & B St NW Railroad Crossing Safety ImprovementsProject Name: 37th & B St NW Railroad Crossing Safety Improvements
This project will fund the design, coordination, permitting and construction of improvements at the 37th St NW BNSF Railroad crossing.
Improvements include construction of a pre-signal for eastbound traffic and related signal modifications at B St NW, advanced railroad pre-
emption, and traffic monitoring cameras.
Project No: cpxxxx (TIP#38)
Project Name: 124th Ave SE Corridor Improvements Phase 2Project Name: 124th Ave SE Corridor Improvements Phase 2Project Name: 124th Ave SE Corridor Improvements Phase 2Project Name: 124th Ave SE Corridor Improvements Phase 2
Project No: cpxxxx (TIP#41)
This project will fund the design, right of way acquisition, and construction of improvements to the signalized intersection of SE 312th St
and 124th Ave SE. Improvements include adding bike lanes, dual westbound left turn lanes, dual southbound thru lanes, northbound right
turn pocket, ITS and pedestrian safety improvements.
This project will fund the design, right of way acquisition, and construction of a 4-lane section with bicycle and pedestrian facilities on
124th Ave SE between SE 318th St and SE 312th St.
Project Name: 124th Ave SE Corridor Improvements, Phase 1Project Name: 124th Ave SE Corridor Improvements, Phase 1Project Name: 124th Ave SE Corridor Improvements, Phase 1Project Name: 124th Ave SE Corridor Improvements, Phase 1
Project No: cpxxxx (TIP#40)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 266
Capacity Project: YESAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund -
Federal (Grants)250 2,083 2,333
State -
Traffic Impact Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 250250250250 2,0832,0832,0832,083 ---- ---- ---- ---- 2,3332,3332,3332,333
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 250 62 312
Right of Way 70 70
Construction 1,951 1,951
SubtotalSubtotalSubtotalSubtotal ---- 250250250250 2,0832,0832,0832,083 ---- ---- ---- ---- 2,3332,3332,3332,333
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund 5 5
Federal (Grants)-
State -
Traffic Impact Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 5555 ---- ---- ---- ---- ---- 5555
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 5 5
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal ---- 5555 ---- ---- ---- ---- ---- 5555
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund- 10 10
Federal (Grants)-
State -
Local -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 10101010 ---- ---- ---- ---- ---- 10101010
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 10 10
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal ---- 10101010 ---- ---- ---- ---- ---- 10101010
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
This project will fund a pre-design study to determine the right of way, environmental and construction requirements for intersection
safety improvements. This safety project scope will include sight distance improvements, constructing turn lanes, channelization,
environmental mitigation, signage and clear zone improvements.
This project will fund a study to determine the feasibility, scope and cost of low impact roadway, bicycle and pedestrian improvements in
the Environmental Park area. Included in this study scope is a connection between Clay St NW and Western St NW.
This project will improve access management, provide u-turns, upgrade transit stops and street lighting, widen to accommodate turn lanes
and pedestrians and bicycles, upgrade pavement markings, install pedestrian signals and audible pedestrian push buttons, and upgrade
traffic signals to change the phasing and to improve the visibility of the signal heads.
Project Name: 104th Ave SE & Green River Road StudyProject Name: 104th Ave SE & Green River Road StudyProject Name: 104th Ave SE & Green River Road StudyProject Name: 104th Ave SE & Green River Road Study
Project No: cpxxxx (TIP#46)
Project Name: Auburn Way South (SR-164) Corridor Safety ImprovementsProject Name: Auburn Way South (SR-164) Corridor Safety ImprovementsProject Name: Auburn Way South (SR-164) Corridor Safety ImprovementsProject Name: Auburn Way South (SR-164) Corridor Safety Improvements
Project No: cpxxxx (TIP#43)
Project No: cpxxxx (TIP#47)
Project Name: Environmental Park Roadway Improvements StudyProject Name: Environmental Park Roadway Improvements StudyProject Name: Environmental Park Roadway Improvements StudyProject Name: Environmental Park Roadway Improvements Study
2013-2014 Biennial Budget Section VII: Capital Planning
Page 267
Capacity Project: YESAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund 10 10
Federal (Grants)-
State -
Traffic Impact Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 10101010 ---- ---- ---- ---- ---- 10101010
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 10 10
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal ---- 10101010 ---- ---- ---- ---- ---- 10101010
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund -
Federal (Grants)-
State -
Traffic Mitigation Fees 50 50
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 50505050 ---- ---- ---- ---- ---- 50505050
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 50 50
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal ---- 50505050 ---- ---- ---- ---- ---- 50505050
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund1 -
Federal (Grants)35 364 364
State -
Traffic Mitigation Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal 36363636 364364364364 ---- ---- ---- ---- ---- 364364364364
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 36 15 15
Right of Way -
Construction 349 349
SubtotalSubtotalSubtotalSubtotal 36363636 364364364364 ---- ---- ---- ---- ---- 364364364364
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Downtown to Les Gove Non-Motorized Improvements StudyProject Name: Downtown to Les Gove Non-Motorized Improvements StudyProject Name: Downtown to Les Gove Non-Motorized Improvements StudyProject Name: Downtown to Les Gove Non-Motorized Improvements Study
Project No: cpxxxx (TIP#48)
Project Name: Lea Hill Safe Routes to School ImprovementsProject Name: Lea Hill Safe Routes to School ImprovementsProject Name: Lea Hill Safe Routes to School ImprovementsProject Name: Lea Hill Safe Routes to School Improvements
Project No: cp1120 (TIP#56)
This project will construct pedestrian improvements along the south side of SE 312th St east of the intersection with 124th Ave SE,
intersection improvements at 116th Ave SE & SE 304th St, paint bike lanes on 116th Ave SE between SE 312th St and SE 304th St and
improve curb ramps adjacent to Rainier Middle School.
Project Name: Kersey Way StudyProject Name: Kersey Way StudyProject Name: Kersey Way StudyProject Name: Kersey Way Study
This project provides funding to complete a study of the 2nd St SE & F St SE corridor between Les Gove Park and Downtown Auburn.
Improvements may include pavement reconstruction, sidewalks, access ramps, signal modifications and route signing.
Project No: cpxxxx (TIP#54)
This project will study improvements to the Kersey Way SE corridor from the White River Bridge to the southern city limits. The study will
develop the scope and costs for horizontal/vertical geometric roadway improvements, roadside hazard mitigation, street lighting and non-
motorized trail construction. The project length is approximately two miles.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 268
Capacity Project: YESAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund1 -
Federal (Grants)-
State 561 1,866 1,866
Traffic Mitigation Fees -
REET -
Other Sources140 466 466
SubtotalSubtotalSubtotalSubtotal 702702702702 2,3322,3322,3322,332 ---- ---- ---- ---- ---- 2,3322,3322,3322,332
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 477 -
Right of Way225 -
Construction 2,332 2,332
SubtotalSubtotalSubtotalSubtotal 702702702702 2,3322,3322,3322,332 ---- ---- ---- ---- ---- 2,3322,3322,3322,332
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $9,300Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $9,300Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $9,300Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $9,300
Capacity Project: YESAnticipated Year of Completion:2015
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund9 3 40 140 183
Federal (Grants)-
State 12 160 561 733
Traffic Mitigation Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal 9999 15151515 200200200200 701701701701 ---- ---- ---- 916916916916
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 9 15 200 215
Right of Way -
Construction 701 701
SubtotalSubtotalSubtotalSubtotal 9999 15151515 200200200200 701701701701 ---- ---- ---- 916916916916
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund3 5 5
Federal (Grants)400 400
State -
Traffic Mitigation Fees -
REET -
Other Sources -
SubtotalSubtotalSubtotalSubtotal 3333 405405405405 ---- ---- ---- ---- ---- 405405405405
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 3 80 80
Right of Way -
Construction 325 325
SubtotalSubtotalSubtotalSubtotal 3333 405405405405 ---- ---- ---- ---- ---- 405405405405
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Way South Corridor Imp., Fir St SE to Hemlock St SEProject Name: Auburn Way South Corridor Imp., Fir St SE to Hemlock St SEProject Name: Auburn Way South Corridor Imp., Fir St SE to Hemlock St SEProject Name: Auburn Way South Corridor Imp., Fir St SE to Hemlock St SE
Project Name: Citywide Traffic Signals Safety ImprovementsProject Name: Citywide Traffic Signals Safety ImprovementsProject Name: Citywide Traffic Signals Safety ImprovementsProject Name: Citywide Traffic Signals Safety Improvements
Project No: cpxxxx (TIP#67)
This project will improve traffic signal phasing and timing, improve visibility of traffic signal heads, and install countdown pedestrian signal
displays and ADA pedestrian pushbuttons.
Project No: cp1119 (TIP#58)
This project will widen Auburn Way South between Fir St SE and Hemlock St SE to five lanes with curb, gutter, sidewalks, illumination and
storm improvements. A new traffic signal will also be constructed at Hemlock Street SE and connect to Auburn's Intelligent Transportation
System.
Project Name: Auburn Ave NE & 3rd St NE Pedestrian & Access ImprovementProject Name: Auburn Ave NE & 3rd St NE Pedestrian & Access ImprovementProject Name: Auburn Ave NE & 3rd St NE Pedestrian & Access ImprovementProject Name: Auburn Ave NE & 3rd St NE Pedestrian & Access Improvement
Project No: cp1023 (TIP#59)
This project will improve access, safety and operations for pedestrian, bicyclists and motorized vehicles at the intersections of 3rd St NE &
Auburn Ave, 4th St NE and Auburn Ave, and 4th St NE & Auburn Way North. Improvements include a new traffic signal and geometric
improvements at 3rd Street NE to add a missing pedestrian crossing and add northbound left turn movement; removing all ADA
obstructions from the pedestrian path within the project limits, restricting uncontrolled accesses near the intersection, and modifying the
traffic signal at Auburn Way North and 4th St NE to eliminate the east/west split phase operation.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 269
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Street Preservation Fund- 500 500
Property Tax -
Utility Tax 1,552 1,300 1,300 1,300 1,300 1,300 1,300 7,800
REET2 -
Other Sources -
SubtotalSubtotalSubtotalSubtotal 1,5521,5521,5521,552 1,3001,3001,3001,300 1,8001,8001,8001,800 1,3001,3001,3001,300 1,3001,3001,3001,300 1,3001,3001,3001,300 1,3001,3001,3001,300 8,3008,3008,3008,300
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 40 50 40 40 40 40 250
Right of Way -
Construction1,552 1,260 1,750 1,260 1,260 1,260 1,260 8,050
SubtotalSubtotalSubtotalSubtotal 1,5521,5521,5521,552 1,3001,3001,3001,300 1,8001,8001,8001,800 1,3001,3001,3001,300 1,3001,3001,3001,300 1,3001,3001,3001,300 1,3001,3001,3001,300 8,3008,3008,3008,300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Street Preservation Fund- -
Property Tax -
Utility Tax 200 200 200 200 200 200 200 1,200
REET2 -
Other Sources -
SubtotalSubtotalSubtotalSubtotal 200200200200 200200200200 200200200200 200200200200 200200200200 200200200200 200200200200 1,2001,2001,2001,200
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 20 20 20 20 20 20 20 120
Right of Way -
Construction180 180 180 180 180 180 180 1,080
SubtotalSubtotalSubtotalSubtotal 200200200200 200200200200 200200200200 200200200200 200200200200 200200200200 200200200200 1,2001,2001,2001,200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Street Preservation Fund- 560 560
Federal (Grants)560 560
Utility Tax -
REET2 -
Other Sources -
SubtotalSubtotalSubtotalSubtotal ---- 1,1201,1201,1201,120 ---- ---- ---- ---- ---- 1,1201,1201,1201,120
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 134 134
Right of Way -
Construction 986 986
SubtotalSubtotalSubtotalSubtotal ---- 1,1201,1201,1201,120 ---- ---- ---- ---- ---- 1,1201,1201,1201,120
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Description: Implement regular pavement maintenance and/or rehabilitation of various classified streets citywide. These projects may
include overlays, rebuilds, spot repairs, or a combination of these. This program is funded through a 1% utility tax that was adopted by
Council in 2008.
Project Name: Annual Arterial Crack Seal ProgramProject Name: Annual Arterial Crack Seal ProgramProject Name: Annual Arterial Crack Seal ProgramProject Name: Annual Arterial Crack Seal Program
Project No: various (TIP#36)
Implement regular maintenance of various classified streets by sealing newly formed cracks. Sealing the cracks will prolong the life of the
pavement by stopping water from draining into the subbase of the road.
Project No: various (TIP#35)
Project Name: Annual Arterial Street Preservation Project Name: Annual Arterial Street Preservation Project Name: Annual Arterial Street Preservation Project Name: Annual Arterial Street Preservation
Project Name: West Valley Highway System Preservation (15th NW to 37th NW)Project Name: West Valley Highway System Preservation (15th NW to 37th NW)Project Name: West Valley Highway System Preservation (15th NW to 37th NW)Project Name: West Valley Highway System Preservation (15th NW to 37th NW)
Project No: cpxxxx (TIP#22)
The West Valley Highway System Preservation project will overlay the failing portions of the street pavement between 15th Street NW and
37th Street NW. This entails the installation of a leveling course, providing a 2”-3” thick asphalt concrete overlay, and includes minor
surface utility adjustments.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 270
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Local Street Fund871 850 850
Property Tax2,000 -
Sales Tax on Construction1,474 1,294 1,111 1,122 1,133 1,145 7,279
REET2 -
Other (Funds 430, 431, 432)150 150 150 150 150 150 150 900
SubtotalSubtotalSubtotalSubtotal 3,0213,0213,0213,021 2,4742,4742,4742,474 1,4441,4441,4441,444 1,2611,2611,2611,261 1,2721,2721,2721,272 1,2831,2831,2831,283 1,2951,2951,2951,295 9,0299,0299,0299,029
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 521 500 200 200 200 200 200 1,500
Right of Way -
Construction2,500 1,974 1,244 1,061 1,072 1,083 1,095 7,529
SubtotalSubtotalSubtotalSubtotal 3,0213,0213,0213,021 2,4742,4742,4742,474 1,4441,4441,4441,444 1,2611,2611,2611,261 1,2721,2721,2721,272 1,2831,2831,2831,283 1,2951,2951,2951,295 9,0299,0299,0299,029
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Arterial Street Fund (Fund 102)998 665 265 390 275 250 150 1,995
Local Street Fund (Fund 103)871 850 - - - - - 850
Street Preservation (Fund 105)- 560 500 - - - - 1,060
Federal (Grants)7,688 6,415 2,811 5,819 2,290 - - 17,335
State 5,388 2,583 160 561 - - - 3,304
REET 1,140 75 - - - - - 75
PWTFL2,535 1,800 - - - - - 1,800
Property Tax (Fund 103)2,000 - - - - - - -
Sales tax on Const. (Fund 103)- 1,474 1,294 1,111 1,122 1,133 1,145 7,279
Utility Tax (Fund 105)1,752 1,500 1,500 1,500 1,500 1,500 1,500 9,000
Other (Funds 430, 431, 432)150 150 150 150 150 150 150 900
Other (Other Agencies)2,914 1,715 - - - - - 1,715
Other (Traffic Mitigation Fees)660 350 - - - - - 350
Other (Traffic Impact Fees)5,789 211 347 1,121 505 218 218 2,620
SubtotalSubtotalSubtotalSubtotal 31,88531,88531,88531,885 18,34818,34818,34818,348 7,0277,0277,0277,027 10,65210,65210,65210,652 5,8425,8425,8425,842 3,2513,2513,2513,251 3,1633,1633,1633,163 48,28348,28348,28348,283
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 6,358 2,429 1,015 505 280 290 280 4,799
Right of Way4,898 122 70 550 100 - - 842
Construction20,368 15,671 5,745 9,402 5,267 2,768 2,690 41,543
Long Term Debt262 126 197 195 195 193 193 1,099
SubtotalSubtotalSubtotalSubtotal 31,88531,88531,88531,885 18,34818,34818,34818,348 7,0277,0277,0277,027 10,65210,65210,65210,652 5,8425,8425,8425,842 3,2513,2513,2513,251 3,1633,1633,1633,163 48,28348,28348,28348,283
* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands
Project Name: Local Street Improvement ProgramProject Name: Local Street Improvement ProgramProject Name: Local Street Improvement ProgramProject Name: Local Street Improvement Program
Project No: various (TIP#37)
The program will focus on the preservation of local streets (unclassified streets) within the City of Auburn. The work will include crack
sealing, asphalt patching, pre-leveling, asphalt overlays and roadway reconstruction. Beginning in 2013 funding sources include annual
sales tax on construction.
TOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATIONTOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATIONTOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATIONTOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATION
2013-2014 Biennial Budget Section VII: Capital Planning
Page 271
$0$1,750$3,500$5,250$7,000
Fund Balance
Federal Grants
State Grants
Sales Tax on Construction
Utility Tax
Public Works Trust Fund Loan
Traffic Impact & Mitigation Fees
Other Funds
Other Local Agencies
Transportation ProjectsTransportation ProjectsTransportation ProjectsTransportation Projects
2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources
(in thousands)
2013
2014
$0
$6,000
$12,000
$18,000
$24,000
2013 2014 2015 2016 2017 2018
Transportation ProjectsTransportation ProjectsTransportation ProjectsTransportation Projects
Projected Capital ExpendituresProjected Capital ExpendituresProjected Capital ExpendituresProjected Capital Expenditures
(in thousands)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 272
2013-2014 Biennial Budget Section VII: Capital Planning
Page 273
WatWatWatWater Utility Projectser Utility Projectser Utility Projectser Utility Projects
Eight capital projects totaling $7,690,000 are budgeted for 2013 and eight capital projects totaling
$4,484,150 are budgeted for 2014. The significant projects include the following:
• The Well 1 Improvements Project ($3,680,000 in 2013) will provide hydro geologic
evaluation of existing well conditions, rehabilitation or re-drilling of the well to maximum
well production, and construction of building improvements to house chlorine disinfection
equipment and an emergency generator. (S(S(S(See Map ee Map ee Map ee Map –––– ““““AAAA”)”)”)”)
• The Fulmer Well Field Improvements Project ($515,000 in 2013 and $1,750,000 in 2014)
will conduct an evaluation of the wells 2, 6 and 7 facilities and the Fulmer Field Corrosion
Control Treatment Facility to assess the supply and treatment capacity of the existing
facilities and infrastructure. The evaluation will include an assessment of individual and
total well supply capacities, a review of the treatment facility operating and control
parameters, and recommendations for facility and control improvements based on the
evaluation. (See Map (See Map (See Map (See Map –––– ““““BBBB”)”)”)”)
• The Well 4 Power and Chlorination ($245,000 in 2013 and $954,150 in 2014) will
construct a new building at the Well 4 site to house a diesel-fueled standby generator and
new hypochlorite disinfection equipment. (See Map (See Map (See Map (See Map –––– “C”)“C”)“C”)“C”)
• The Water Repair & Replacements Projects ($1,350,000 in 2013 and $150,000 in 2014)
are projects required for meeting peak demands and reducing system losses. Projects will
be coordinated with the Local Street Program and other utility projects. 2013 budget will
be used for the Valley AC Main Replacement project. (See Map (See Map (See Map (See Map –––– “D”)“D”)“D”)“D”)
• The Lakeland Hills Reservoir 5 Improvements ($750,000 in 2013) will paint the interior
and exterior to preserve the life of the life of the reservoir, add mixing equipment for
improved water quality and safety improvements including seismic isolation valve and
new ladder. (See Map (See Map (See Map (See Map –––– “E”)“E”)“E”)“E”)
• The Water Meter & Billing System Improvements Project ($500,000 both in 2013 and
2014) will conduct a study to determine which recent improvements in automated
metering technology, generally referred to as Advanced Metering Infrastructure (AMI),
would best benefit the City and construct selected improvements.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 274
Capacity Project: YESAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund679 355 355
Bond Proceeds832 -
State -
Local -
REET -
Other (PWTF loan)3,325 3,325
SubtotalSubtotalSubtotalSubtotal 1,5111,5111,5111,511 3,6803,6803,6803,680 ---- ---- ---- ---- ---- 3,6803,6803,6803,680
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 628 -
Right of Way -
Construction883 3,680 3,680
SubtotalSubtotalSubtotalSubtotal 1,5111,5111,5111,511 3,6803,6803,6803,680 ---- ---- ---- ---- ---- 3,6803,6803,6803,680
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,800Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,800Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,800Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,800
Capacity Project: YESAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund403 310 310
Bond Proceeds 515 1,440 1,955
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 403403403403 515515515515 1,7501,7501,7501,750 ---- ---- ---- ---- 2,2652,2652,2652,265
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 403 515 515
Right of Way -
Construction 1,750 1,750
SubtotalSubtotalSubtotalSubtotal 403403403403 515515515515 1,7501,7501,7501,750 ---- ---- ---- ---- 2,2652,2652,2652,265
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund42 -
Bond Proceeds 245 954 1,199
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 42424242 245245245245 954954954954 ---- ---- ---- ---- 1,1991,1991,1991,199
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 42 65 65
Right of Way -
Construction 180 954 1,134
SubtotalSubtotalSubtotalSubtotal 42424242 245245245245 954954954954 ---- ---- ---- ---- 1,1991,1991,1991,199
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $600Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $600Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $600Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $600
Project Name: Well 1 ImprovementsProject Name: Well 1 ImprovementsProject Name: Well 1 ImprovementsProject Name: Well 1 Improvements
Hydro geologic evaluation of existing well conditions, construction of transmission main to Howard Road Corrosion Control Treatment
Facility for aeration, and construction of building improvements to house chlorine disinfection equipment and an emergency generator.
Project No: cp0915
Conduct an evaluation of the Wells 2, 6 and 7 facilities and the Fulmer Field Corrosion Control Treatment Facility to assess the supply
and treatment capacity of the existing facilities and infrastructure. The evaluation will include an assessment of individual and total well
supply capacities, a review of the treatment facility operating and control parameters, and recommendations for facility and control
improvements based on the evaluation.
Project Name: Fulmer Well Field ImprovementsProject Name: Fulmer Well Field ImprovementsProject Name: Fulmer Well Field ImprovementsProject Name: Fulmer Well Field Improvements
Project No: cp1107
Project Name: Well 4 Power and ChlorinationProject Name: Well 4 Power and ChlorinationProject Name: Well 4 Power and ChlorinationProject Name: Well 4 Power and Chlorination
Project No: c512a0
Construct a new building at the Well 4 site to house a diesel-fueled standby generator and new hypochlorite disinfection equipment.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 275
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund 150 150 150 450
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 150150150150 ---- 150150150150 ---- 150150150150 ---- 450450450450
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 20 20 20 60
Right of Way -
Construction 130 130 130 390
SubtotalSubtotalSubtotalSubtotal ---- 150150150150 ---- 150150150150 ---- 150150150150 ---- 450450450450
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund120 1,500 200 1,700 260 3,660
Bond Proceeds 1,350 150 1,500
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 120120120120 1,3501,3501,3501,350 150150150150 1,5001,5001,5001,500 200200200200 1,7001,7001,7001,700 260260260260 5,1605,1605,1605,160
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 120 200 260 460
Right of Way -
Construction 1,350 150 1,500 1,700 4,700
SubtotalSubtotalSubtotalSubtotal 120120120120 1,3501,3501,3501,350 150150150150 1,5001,5001,5001,500 200200200200 1,7001,7001,7001,700 260260260260 5,1605,1605,1605,160
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund48 -
Bond Proceeds 750 750
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 48484848 750750750750 ---- ---- ---- ---- ---- 750750750750
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 48 80 80
Right of Way -
Construction 670 670
SubtotalSubtotalSubtotalSubtotal 48484848 750750750750 ---- ---- ---- ---- ---- 750750750750
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cpxxxx
Distribution system repair and replacement projects required for meeting peak demands and reducing system losses. Projects will be
coordinated with the Local Street Program and other utility projects. 2012-2013 budget will be used for the Valley AC Main
Replacement project.
Project Name: Water Repair & ReplacementsProject Name: Water Repair & ReplacementsProject Name: Water Repair & ReplacementsProject Name: Water Repair & Replacements
Project Name: Lakeland Hills Reservoir 5 ImprovementsProject Name: Lakeland Hills Reservoir 5 ImprovementsProject Name: Lakeland Hills Reservoir 5 ImprovementsProject Name: Lakeland Hills Reservoir 5 Improvements
Project No: cp0765
Paint the interior and exterior to preserve the life of the reservoir, add mixing equipment for improved water quality and safety
improvements including seismic isolation valve and new ladder.
Program for inspection and redevelopment of supply wells and springs necessary to ensure production at maximum capacity for efficient
utilization.
Project Name: Well Inspection and Redevelopment ProgramProject Name: Well Inspection and Redevelopment ProgramProject Name: Well Inspection and Redevelopment ProgramProject Name: Well Inspection and Redevelopment Program
Project No: cpxxx
2013-2014 Biennial Budget Section VII: Capital Planning
Page 276
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund 330 330
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 330330330330 ---- ---- ---- ---- 330330330330
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 330 330
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal ---- ---- 330330330330 ---- ---- ---- ---- 330330330330
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund 220 220
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 220220220220 ---- ---- ---- ---- 220220220220
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 40 40
Right of Way -
Construction- 180 180
SubtotalSubtotalSubtotalSubtotal ---- ---- 220220220220 ---- ---- ---- ---- 220220220220
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2015
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund 80 400 480
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 80808080 400400400400 ---- ---- ---- 480480480480
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 80 80
Right of Way -
Construction 400 400
SubtotalSubtotalSubtotalSubtotal ---- ---- 80808080 400400400400 ---- ---- ---- 480480480480
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Maintenance & Operations Facility ImprovementsProject Name: Maintenance & Operations Facility ImprovementsProject Name: Maintenance & Operations Facility ImprovementsProject Name: Maintenance & Operations Facility Improvements
Project No: cpxxxx
Improvements to M&O facilities and operations including remodel the existing building.
Project No: cpxxxx
Update the Comprehensive Water Plan as required by Washington State Department of Health.
Project Name: Comprehensive Water PlanProject Name: Comprehensive Water PlanProject Name: Comprehensive Water PlanProject Name: Comprehensive Water Plan
Project Name: Muckleshoot Indian Tribe Master MetersProject Name: Muckleshoot Indian Tribe Master MetersProject Name: Muckleshoot Indian Tribe Master MetersProject Name: Muckleshoot Indian Tribe Master Meters
Project No: c10130
Install master meters to Muckleshoot Indian Tribe properties to ease account administration.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 277
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund600 500 500 500 500 500 500 3,000
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 600600600600 500500500500 500500500500 500500500500 500500500500 500500500500 500500500500 3,0003,0003,0003,000
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 50 50 50 50 50 50 50 300
Right of Way -
Construction550 450 450 450 450 450 450 2,700
SubtotalSubtotalSubtotalSubtotal 600600600600 500500500500 500500500500 500500500500 500500500500 500500500500 500500500500 3,0003,0003,0003,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2016
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund80 500 500 500 1,500
Bond Proceeds 500 500
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 80808080 500500500500 500500500500 500500500500 500500500500 ---- ---- 2,0002,0002,0002,000
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 80 -
Right of Way -
Construction 500 500 500 500 2,000
SubtotalSubtotalSubtotalSubtotal 80808080 500500500500 500500500500 500500500500 500500500500 ---- ---- 2,0002,0002,0002,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Water Fund1,972 1,005 1,940 3,050 1,200 2,350 760 10,305
Bond Proceeds832 3,360 2,544 - - - - 5,904
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - 3,325 - - - - - 3,325
SubtotalSubtotalSubtotalSubtotal 2,8042,8042,8042,804 7,6907,6907,6907,690 4,4844,4844,4844,484 3,0503,0503,0503,050 1,2001,2001,2001,200 2,3502,3502,3502,350 760760760760 19,53419,53419,53419,534
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design1,371 730 500 70 250 70 310 1,930
Right of Way- - - - - - - -
Construction1,433 6,960 3,984 2,980 950 2,280 450 17,604
SubtotalSubtotalSubtotalSubtotal 2,8042,8042,8042,804 7,6907,6907,6907,690 4,4844,4844,4844,484 3,0503,0503,0503,050 1,2001,2001,2001,200 2,3502,3502,3502,350 760760760760 19,53419,53419,53419,534
* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands
TOTAL CAPITAL COSTS and FUNDING SOURCES - WATERTOTAL CAPITAL COSTS and FUNDING SOURCES - WATERTOTAL CAPITAL COSTS and FUNDING SOURCES - WATERTOTAL CAPITAL COSTS and FUNDING SOURCES - WATER
Project Name: Street Utility ImprovementsProject Name: Street Utility ImprovementsProject Name: Street Utility ImprovementsProject Name: Street Utility Improvements
Project No: cpxxxx
Water main improvements in coordination with the Save our Streets (SOS) program and general arterial street improvements.
Project Name: Water Meter & Billing System ImprovementsProject Name: Water Meter & Billing System ImprovementsProject Name: Water Meter & Billing System ImprovementsProject Name: Water Meter & Billing System Improvements
Project No: cpxxxx
Conduct a study to determine which recent improvements in automated metering technology, generally referred to as Advanced
Metering Infrastructure (AMI), would best benefit the City and construct selected improvements.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 278
$0$1,250$2,500$3,750$5,000
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Water Utility ProjectsWater Utility ProjectsWater Utility ProjectsWater Utility Projects
2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources
(in thousands)
2013
2014
$0
$2,500
$5,000
$7,500
$10,000
201320142015201620172018
Water Utility ProjectsWater Utility ProjectsWater Utility ProjectsWater Utility Projects
Projected Capital ExpendituresProjected Capital ExpendituresProjected Capital ExpendituresProjected Capital Expenditures
(in thousands)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 279
2013-2014 Biennial Budget Section VII: Capital Planning
Page 280
2013-2014 Biennial Budget Section VII: Capital Planning
Page 281
Sanitary Sewer ProjectsSanitary Sewer ProjectsSanitary Sewer ProjectsSanitary Sewer Projects
Three capital projects totaling $1,705,000 are budgeted for 2013 and five capital projects totaling
$1,245,000 are budgeted for 2014. The significant projects include the following:
• The Sanitary Sewer Replacement Program ($1,430,000 in 2013 and $300,000 in 2014) is
an annual program for the repair and replacement of broken sewer mains and facilities.
Additionally, system improvements which enhance the ability to maintain services are
included.
• The Street Utility Improvements Project ($20,000 in both 2013 and 2014) will replace
sewer line in coordination with SOS and arterial street improvements.
• The Vactor Decant Facility ($270,000 in 2014) will allocate funds to construct a decant
facility for sewer vactor waste. (S(S(S(See Map ee Map ee Map ee Map –––– “A”)“A”)“A”)“A”)
• The Maintenance and Operations Facility Expansion Project ($200,000 in 2014) will
expand the existing M&O building into a more functional and maintainable facility. (See (See (See (See
Map Map Map Map –––– “B”)“B”)“B”)“B”)
• The Comprehensive Sewer Plan Update ($75,000 in 2013 and $275,000 in 2014) will
update the comprehensive sewer plan to be consistent with the City’s overall
Comprehensive Plan update as required by the State of Washington.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 282
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Sewer Fund1,573 1,430 300 1,930 2,250 310 1,500 7,720
Federal -
Bond Proceeds -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 1,5731,5731,5731,573 1,4301,4301,4301,430 300300300300 1,9301,9301,9301,930 2,2502,2502,2502,250 310310310310 1,5001,5001,5001,500 7,7207,7207,7207,720
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 258 143 250 386 225 250 150 1,404
Right of Way6 -
Construction1,309 1,287 50 1,544 2,025 60 1,350 6,316
SubtotalSubtotalSubtotalSubtotal 1,5731,5731,5731,573 1,4301,4301,4301,430 300300300300 1,9301,9301,9301,930 2,2502,2502,2502,250 310310310310 1,5001,5001,5001,500 7,7207,7207,7207,720
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Sewer Fund165 200 200 200 200 200 200 1,200
Federal -
Bond Proceeds -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 165165165165 200200200200 200200200200 200200200200 200200200200 200200200200 200200200200 1,2001,2001,2001,200
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 15 20 20 20 20 20 20 120
Right of Way -
Construction150 180 180 180 180 180 180 1,080
SubtotalSubtotalSubtotalSubtotal 165165165165 200200200200 200200200200 200200200200 200200200200 200200200200 200200200200 1,2001,2001,2001,200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Sewer Fund 270 270
Federal -
Bond Proceeds -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 270270270270 ---- ---- ---- ---- 270270270270
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 70 70
Right of Way -
Construction 200 200
SubtotalSubtotalSubtotalSubtotal ---- ---- 270270270270 ---- ---- ---- ---- 270270270270
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Funds allocated to construct a decant facility for sewer vactor waste.
Project Name: Sanitary Sewer Repair & ReplacementProject Name: Sanitary Sewer Repair & ReplacementProject Name: Sanitary Sewer Repair & ReplacementProject Name: Sanitary Sewer Repair & Replacement
Repair and replace broken sewer mains and other facilities. These lines will be identified through television inspection and routine
cleaning. This particular program includes proposed projects which do not have an approved Project Management Plan, or are not
associated with the SOS or other transportation improvements. 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.
Additionally, system improvements which enhance the ability to maintain service are included here.
Project No: cpxxxx
Project Name: Street Utility ImprovementsProject Name: Street Utility ImprovementsProject Name: Street Utility ImprovementsProject Name: Street Utility Improvements
Project No: cpxxxx
Sewer line replacement in coordination with the Save our Streets (SOS) program and Arterial improvements.
Project Name: Vactor Decant FacilityProject Name: Vactor Decant FacilityProject Name: Vactor Decant FacilityProject Name: Vactor Decant Facility
Project No: cpxxxx
2013-2014 Biennial Budget Section VII: Capital Planning
Page 283
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Sewer Fund 200 200
Federal -
Bond Proceeds -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 200200200200 ---- ---- ---- ---- 200200200200
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 40 40
Right of Way -
Construction 160 160
SubtotalSubtotalSubtotalSubtotal ---- ---- 200200200200 ---- ---- ---- ---- 200200200200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Sewer Fund 75 275 350
Federal -
Bond Proceeds -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 75757575 275275275275 ---- ---- ---- ---- 350350350350
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 75 275 350
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal ---- 75757575 275275275275 ---- ---- ---- ---- 350350350350
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Sewer Fund1,738 1,705 1,245 2,130 2,450 510 1,700 9,740
Federal- - - - - - - -
Bond Proceeds- - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
SubtotalSubtotalSubtotalSubtotal 1,7381,7381,7381,738 1,7051,7051,7051,705 1,2451,2451,2451,245 2,1302,1302,1302,130 2,4502,4502,4502,450 510510510510 1,7001,7001,7001,700 9,7409,7409,7409,740
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 273 238 655 406 245 270 170 1,984
Right of Way6 - - - - - - -
Construction1,459 1,467 590 1,724 2,205 240 1,530 7,756
SubtotalSubtotalSubtotalSubtotal 1,7381,7381,7381,738 1,7051,7051,7051,705 1,2451,2451,2451,245 2,1302,1302,1302,130 2,4502,4502,4502,450 510510510510 1,7001,7001,7001,700 9,7409,7409,7409,740
* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands
Project No: cpxxxx
Funds allocated to expand the existing M&O building into a more functional and maintainable facility.
TOTAL CAPITAL COSTS and FUNDING SOURCES - SEWERTOTAL CAPITAL COSTS and FUNDING SOURCES - SEWERTOTAL CAPITAL COSTS and FUNDING SOURCES - SEWERTOTAL CAPITAL COSTS and FUNDING SOURCES - SEWER
Project Name: Comprehensive Sewer Plan UpdateProject Name: Comprehensive Sewer Plan UpdateProject Name: Comprehensive Sewer Plan UpdateProject Name: Comprehensive Sewer Plan Update
Project No: cpxxxx
Update the Comprehensive Sewer Plan to be consistent with the City's overall Comprehensive Plan update as required by the State of
Washington.
Project Name: Maintenance and Operations Facility ExpansionProject Name: Maintenance and Operations Facility ExpansionProject Name: Maintenance and Operations Facility ExpansionProject Name: Maintenance and Operations Facility Expansion
2013-2014 Biennial Budget Section VII: Capital Planning
Page 284
$0$500$1,000$1,500$2,000
Working Capital
Sanitary Sewer ProjectsSanitary Sewer ProjectsSanitary Sewer ProjectsSanitary Sewer Projects
2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources
(in thousands)
2013
2014
$0
$1,000
$2,000
$3,000
$4,000
2013 2014 2015 2016 2017 2018
Sanitary Sewer ProjectsSanitary Sewer ProjectsSanitary Sewer ProjectsSanitary Sewer Projects
Projected Capital ExpendituresProjected Capital ExpendituresProjected Capital ExpendituresProjected Capital Expenditures
(in thousands)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 285
2013-2014 Biennial Budget Section VII: Capital Planning
Page 286
2013-2014 Biennial Budget Section VII: Capital Planning
Page 287
Storm Drainage ProjectsStorm Drainage ProjectsStorm Drainage ProjectsStorm Drainage Projects
Six capital projects totaling $6,311,500 are budgeted for 2013 and seven capital projects totaling
$1,515,600 are budgeted for 2014. The most significant projects are as follows:
• The Pipeline Repair and Replacement Project ($1,000,000 in 2013 and $200,000 in 2014)
will include projects identified as those requiring replacement of existing infrastructure.
These projects support street repairs and other utility replacement programs requiring
coordination.
• The Auburn Way S Flooding, Phase 1 & 2 Project ($1,638,000 in 2013) will construct
conveyance improvements to 17th Street SE as part of the Metro Realignment project. The
project will replace conveyance line from A Street SE to K Street SE and add an additional
7 acre feet of storage within the existing A Street SE detention pond. (See Map (See Map (See Map (See Map –––– ““““AAAA”)”)”)”)
• The Street Utility Improvements Project ($200,000 in 2013 and $200,000 in 2014) will
include storm drainage conveyance improvements in coordination with the Save our
Streets (SOS) program and arterial street improvements.
• The Mill Creek Wetland 5K Restoration Project ($601,500 in 2013 and $575,000 in 2014)
is a restoration project that includes invasive species removal, stream channel restoration
for improved conveyance and habitat, and native plantings along Mill Creek between
Main Street and stream crossing at SR 167. (See Map (See Map (See Map (See Map –––– ““““BBBB”)”)”)”)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 288
Capacity Project: YESAnticipated Year of Completion:2015
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund 91 453 544
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 91919191 453453453453 ---- ---- ---- 544544544544
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 91 91
Right of Way -
Construction 453 453
SubtotalSubtotalSubtotalSubtotal ---- ---- 91919191 453453453453 ---- ---- ---- 544544544544
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund650 1,000 200 1,000 200 1,000 200 3,600
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 650650650650 1,0001,0001,0001,000 200200200200 1,0001,0001,0001,000 200200200200 1,0001,0001,0001,000 200200200200 3,6003,6003,6003,600
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 100 120 24 120 24 120 24 432
Right of Way -
Construction550 880 176 880 176 880 176 3,168
SubtotalSubtotalSubtotalSubtotal 650650650650 1,0001,0001,0001,000 200200200200 1,0001,0001,0001,000 200200200200 1,0001,0001,0001,000 200200200200 3,6003,6003,6003,600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund -
Bond Proceeds 1,638 1,638
State -
Local -
REET -
Other (Other Agency)-
SubtotalSubtotalSubtotalSubtotal ---- 1,6381,6381,6381,638 ---- ---- ---- ---- ---- 1,6381,6381,6381,638
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 197 197
Right of Way -
Construction 1,441 1,441
SubtotalSubtotalSubtotalSubtotal ---- 1,6381,6381,6381,638 ---- ---- ---- ---- ---- 1,6381,6381,6381,638
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Bypass at 2nd and G Street SEProject Name: Bypass at 2nd and G Street SEProject Name: Bypass at 2nd and G Street SEProject Name: Bypass at 2nd and G Street SE
This project will install a parallel bypass pipe to convey upstream flows around a localized low spot located at 2nd and G Street SE. The
existing line will serve to drain the localized low spot.
Project No: cp1013
Projects identified as those requiring replacement of existing infrastructure. These projects support street repairs and other utility
replacement programs, requiring coordination.
Project Name: Pipeline Repair & Replacement ProgramProject Name: Pipeline Repair & Replacement ProgramProject Name: Pipeline Repair & Replacement ProgramProject Name: Pipeline Repair & Replacement Program
Project No: cpxxxx
Project Name: Auburn Way South Flooding, Phase 1 & 2Project Name: Auburn Way South Flooding, Phase 1 & 2Project Name: Auburn Way South Flooding, Phase 1 & 2Project Name: Auburn Way South Flooding, Phase 1 & 2
Project No: cp1202
Construct conveyance improvement to 17th Street SE as part of Metro realignment project. Replace existing conveyance line from A
Street SE to K Street SE and add an additional 7 ac-ft of storage within the existing A Street SE detention pond.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 289
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund250 -
Bond Proceeds 2,697 2,697
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 250250250250 2,6972,6972,6972,697 ---- ---- ---- ---- ---- 2,6972,6972,6972,697
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 250 324 324
Right of Way -
Construction 2,373 2,373
SubtotalSubtotalSubtotalSubtotal 250250250250 2,6972,6972,6972,697 ---- ---- ---- ---- ---- 2,6972,6972,6972,697
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2015
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund 75 595 670
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 75757575 595595595595 ---- ---- ---- 670670670670
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 75 75
Right of Way -
Construction 595 595
SubtotalSubtotalSubtotalSubtotal ---- ---- 75757575 595595595595 ---- ---- ---- 670670670670
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund481 200 200 200 200 200 200 1,200
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 481481481481 200200200200 200200200200 200200200200 200200200200 200200200200 200200200200 1,2001,2001,2001,200
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 100 12 12 12 12 12 12 72
Right of Way -
Construction381 188 188 188 188 188 188 1,128
SubtotalSubtotalSubtotalSubtotal 481481481481 200200200200 200200200200 200200200200 200200200200 200200200200 200200200200 1,2001,2001,2001,200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cpxxxx
Project Name: 30th Street NE Area Flooding, Phase 2Project Name: 30th Street NE Area Flooding, Phase 2Project Name: 30th Street NE Area Flooding, Phase 2Project Name: 30th Street NE Area Flooding, Phase 2
Project No: cpxxxx
Locate a storm drain line to capture stormwater from the two residential developments at the west edge for the former CRISTA
Ministries property. Currently, stormwater flows are discharged onto a depressed area on the CRISTA Ministries property where its
infiltration is limited by high groundwater levels that occur during extended periods of high flows on the Green River. This phase would
construct a new storm drain within I St. NE southward to connect into the upgraded 42-inch diameter (Phase 1) storm drain near the
intersection at I St. NE and 30th St. NE. The 42-inch diameter line would have sufficient available capacity to convey the I St. NE flows.
Project Name: 30th Street NE Area Flooding, Phase 1Project Name: 30th Street NE Area Flooding, Phase 1Project Name: 30th Street NE Area Flooding, Phase 1Project Name: 30th Street NE Area Flooding, Phase 1
Project No: cp1122
This project would install a new storm drain from the NW corner of the airport property to the existing Brannan Park storm pump
station. This pipe would replace the existing 30-inch diameter pipe generally located along the 30th St. NE alignment and the northerly
boundary of Brannan Park by improving the conveyance system’s hydraulic capacity, thereby reducing the potential for stormwater
flooding into the street.
Project Name: Street Utility ImprovementsProject Name: Street Utility ImprovementsProject Name: Street Utility ImprovementsProject Name: Street Utility Improvements
Storm drainage conveyance improvements in coordination with the Save our Streets (SOS) program and Arterial Street improvements.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 290
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund 200 200
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 200200200200 ---- ---- ---- ---- 200200200200
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction 200 200
SubtotalSubtotalSubtotalSubtotal ---- ---- 200200200200 ---- ---- ---- ---- 200200200200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund175 175 350
Bond Proceeds -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 175175175175 175175175175 ---- ---- ---- ---- 350350350350
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 175 175 350
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal ---- 175175175175 175175175175 ---- ---- ---- ---- 350350350350
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund750 250 250 500
Bond Proceeds -
Federal 352 352
State 325 325
Local 249 -
Other 10 -
SubtotalSubtotalSubtotalSubtotal 1,0091,0091,0091,009 602602602602 575575575575 ---- ---- ---- ---- 1,1771,1771,1771,177
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 249 -
Right of Way760 250 250
Construction 352 575 927
SubtotalSubtotalSubtotalSubtotal 1,0091,0091,0091,009 602602602602 575575575575 ---- ---- ---- ---- 1,1771,1771,1771,177
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cpxxxx
Funds allocated to remodel the existing M&O building into a more functional and maintainable facility
Project Name: Comprehensive Storm Drainage Plan UpdateProject Name: Comprehensive Storm Drainage Plan UpdateProject Name: Comprehensive Storm Drainage Plan UpdateProject Name: Comprehensive Storm Drainage Plan Update
Project No: cpxxxx
Update the Comprehensive Storm Drainage Plan to be consistent with the City's overall Comprehensive Plan update as required by the
State of Washington.
Project Name: Mill Creek Wetland 5K RestorationProject Name: Mill Creek Wetland 5K RestorationProject Name: Mill Creek Wetland 5K RestorationProject Name: Mill Creek Wetland 5K Restoration
Project No: cp0746
Mill Creek Wetland 5K reach (W5K) is a stream restoration project to provide improved conveyance and habitat along a 1.2 mile reach
of Mill Creek between West Main Street and SR 167. The project includes a new larger stream culvert at 15th Street NW for improved
hydraulic conveyance and fish passage, removal of invasive vegetation, native tree and shrub plantings, and a new maintenance trail
along Mill Creek within the AEP Phase 2 planning area that will also provide passive recreation hiking opportunities along the creek. The
project is being conducted in partnership with the Army Corps of Engineers under the Corps' Ecosystem Restoration Program.
Project Name: Maintenance and Operations ExpansionProject Name: Maintenance and Operations ExpansionProject Name: Maintenance and Operations ExpansionProject Name: Maintenance and Operations Expansion
2013-2014 Biennial Budget Section VII: Capital Planning
Page 291
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Storm Drainage Fund2,131 1,625 1,191 2,248 400 1,200 400 7,064
Bond Proceeds- 4,335 - - - - - 4,335
Federal- 352 - - - - - 352
State - - 325 - - - - 325
Local 249 - - - - - - -
REET - - - - - - - -
Other 10 - - - - - - -
SubtotalSubtotalSubtotalSubtotal 2,3902,3902,3902,390 6,3126,3126,3126,312 1,5161,5161,5161,516 2,2482,2482,2482,248 400400400400 1,2001,2001,2001,200 400400400400 12,07612,07612,07612,076
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 699 828 377 132 36 132 36 1,541
Right of Way760 250 - - - - - 250
Construction931 5,234 1,139 2,116 364 1,068 364 10,285
SubtotalSubtotalSubtotalSubtotal 2,3902,3902,3902,390 6,3126,3126,3126,312 1,5161,5161,5161,516 2,2482,2482,2482,248 400400400400 1,2001,2001,2001,200 400400400400 12,07612,07612,07612,076
* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands
TOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGETOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGETOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGETOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGE
2013-2014 Biennial Budget Section VII: Capital Planning
Page 292
$0$1,250$2,500$3,750$5,000
Working Capital
Bond Proceeds
Grant
Storm DrainageStorm DrainageStorm DrainageStorm Drainage
2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources
(in thousands)
2013
2014
$0
$1,000
$2,000
$3,000
$4,000
$5,000
$6,000
$7,000
2013 2014 2015 2016 2017 2018
Storm Drainage ProjectsStorm Drainage ProjectsStorm Drainage ProjectsStorm Drainage Projects
Projected Capital ExpendituresProjected Capital ExpendituresProjected Capital ExpendituresProjected Capital Expenditures
(in thousands)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 293
2013-2014 Biennial Budget Section VII: Capital Planning
Page 294
2013-2014 Biennial Budget Section VII: Capital Planning
Page 295
Parks and Recreation ProjectsParks and Recreation ProjectsParks and Recreation ProjectsParks and Recreation Projects
Nine projects totaling $1,485,000 are budgeted for 2013 and eight capital projects totaling
$18,416,000 are budgeted for 2014.
The most significant projects include following:
• The Auburn Community Center ($17,660,000 in 2014) will construct a new 20,100 sq. ft.
Community Center and associated site improvements at Les Gove Park. The project
includes 3,500 sq. ft. of administrative space of the Parks Department and numerous
public meeting and activity spaces. (See Map (See Map (See Map (See Map –––– ““““AAAA”)”)”)”)
• The Fenster Levee Setback, Phase 2B Project ($835,000 in 2013 and 261,000 in 2014) will
construct approximately 880 feet of levee setback along the left bank of the Green River
at the City’s Fenster Nature Park property. The project is intended to improve fish habitat
and create additional flood storage capacity. (See Map (See Map (See Map (See Map –––– ““““BBBB”)”)”)”)
• The Lea Hill Park Replacement Project ($165,000 in 2013) in coordination with the
Community and Green River Community College will design and construct a new park to
replace the existing park to meet the needs of the Lea Hill Community. (See Map (See Map (See Map (See Map –––– “C”)“C”)“C”)“C”)
• The Park Acquisitions/Development Project ($240,000 in 2013 and $120,000 in 2014) will
provide funding for land acquisitions to occur based on demand and deficiencies including
trails and corridors.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 296
Capacity Project: YESAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund -
Federal -
State -
Other Local Agencies350 120 120
REET -
Other 120 120 120 240
SubtotalSubtotalSubtotalSubtotal 470470470470 240240240240 120120120120 ---- ---- ---- ---- 360360360360
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Acquisition470 120 120 240
Construction 120 120
SubtotalSubtotalSubtotalSubtotal 470470470470 240240240240 120120120120 ---- ---- ---- ---- 360360360360
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2015
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund25 50 75
Federal -
State -
Local -
REET -
Other (Park Impact)20 20
SubtotalSubtotalSubtotalSubtotal ---- 25252525 ---- 70707070 ---- ---- ---- 95959595
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction 25 70 95
SubtotalSubtotalSubtotalSubtotal ---- 25252525 ---- 70707070 ---- ---- ---- 95959595
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund50 50
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 50505050 ---- ---- ---- ---- ---- 50505050
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 5 5
Right of Way -
Construction 45 45
SubtotalSubtotalSubtotalSubtotal ---- 50505050 ---- ---- ---- ---- ---- 50505050
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Project Name: Park Acquisitions/DevelopmentProject Name: Park Acquisitions/DevelopmentProject Name: Park Acquisitions/DevelopmentProject Name: Park Acquisitions/Development
Land acquisitions to occur based on demand and deficiencies including trails and corridors. Projects to potentially include the State Parks
property adjacent to Game Farm Park.
Project No: cpxxxx
Project Name: Fulmer Park ImprovementsProject Name: Fulmer Park ImprovementsProject Name: Fulmer Park ImprovementsProject Name: Fulmer Park Improvements
Project No: cpxxxx
Develop new park amenities on land exchanged with the Water Utility.
Repair trail throughout park, develop reforestation plan.
Project Name: Isaac Evans ParkProject Name: Isaac Evans ParkProject Name: Isaac Evans ParkProject Name: Isaac Evans Park
Project No: cpxxxx
2013-2014 Biennial Budget Section VII: Capital Planning
Page 297
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
NMTC -
REET 98 -
Local -
Other (Proceeds from QALICB)-
Other (Solid Waste Fees)1,000 -
Other (To Be Determined)17,660 17,660
SubtotalSubtotalSubtotalSubtotal 1,0981,0981,0981,098 ---- 17,66017,66017,66017,660 ---- ---- ---- ---- 17,66017,66017,66017,660
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design1,093 2,520 2,520
Property Acquisition 8,000 8,000
Construction5 7,140 7,140
SubtotalSubtotalSubtotalSubtotal 1,0981,0981,0981,098 ---- 17,66017,66017,66017,660 ---- ---- ---- ---- 17,66017,66017,66017,660
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $200,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $200,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $200,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $200,000
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund50 50 100
Federal -
State -
Local -
REET -
Other (Park Impact & Mitigation)-
SubtotalSubtotalSubtotalSubtotal ---- 50505050 50505050 ---- ---- ---- ---- 100100100100
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 5 5
Right of Way -
Construction 45 50 95
SubtotalSubtotalSubtotalSubtotal ---- 50505050 50505050 ---- ---- ---- ---- 100100100100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund 60 60
Federal -
State -
Local -
REET -
Cumulative Reserve Fund -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 60606060 ---- ---- ---- ---- 60606060
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 10 10
Right of Way -
Construction 50 50
SubtotalSubtotalSubtotalSubtotal ---- ---- 60606060 ---- ---- ---- ---- 60606060
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Project No: cp0925
Construct a new 20,100 sq. ft. Community Center facility and associated site improvements at Les Gove Park campus. The project includes
3,500 sq. ft. of administrative space of the Parks Department and numerous public meeting and activity spaces. As of this printing
funding sources for this project has not been identified.
Project Name: Auburn Community Center Project Name: Auburn Community Center Project Name: Auburn Community Center Project Name: Auburn Community Center
Project Name: Veteran's Park ImprovementsProject Name: Veteran's Park ImprovementsProject Name: Veteran's Park ImprovementsProject Name: Veteran's Park Improvements
Project No: cpxxxx
Replace existing concrete paths, add a climbing toy with safety surfacing, upgrade spray pool or expand playground, improve irrigation
coverage, selective tree removal and turf renovation.
Project No: cpxxxx
Interior lighting and site amenities improvements.
Project Name: Les Gove Park ImprovementsProject Name: Les Gove Park ImprovementsProject Name: Les Gove Park ImprovementsProject Name: Les Gove Park Improvements
Project No: cpxxxx
Interior lighting and site amenities improvements.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 298
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund40 40
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- ---- ---- ---- 40404040
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 5 5
Right of Way -
Construction 35 35
SubtotalSubtotalSubtotalSubtotal ---- 40404040 ---- ---- ---- ---- ---- 40404040
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund68 100 50 50 50 50 300
Federal -
State 75 75 75 75 75 375
Local -
REET -
Other (Park Impact)100 50 50 50 50 50 250
SubtotalSubtotalSubtotalSubtotal 168168168168 50505050 175175175175 175175175175 175175175175 175175175175 175175175175 925925925925
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction168 50 175 175 175 175 175 925
SubtotalSubtotalSubtotalSubtotal 168168168168 50505050 175175175175 175175175175 175175175175 175175175175 175175175175 925925925925
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2017
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund 25 400 425
Federal -
State -
Local -
Bond Proceeds
REET -
Other 175 175
SubtotalSubtotalSubtotalSubtotal ---- ---- 25252525 ---- ---- 575575575575 ---- 600600600600
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 25 75 100
Right of Way -
Construction 500 500
SubtotalSubtotalSubtotalSubtotal ---- ---- 25252525 ---- ---- 575575575575 ---- 600600600600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000
Project No: cp1001
Project Name: Auburndale Park IIProject Name: Auburndale Park IIProject Name: Auburndale Park IIProject Name: Auburndale Park II
Replace existing playground equipment and Field 4 Improvements.
Project No: cpxxxx
Minor park improvements including shelters, roofs, playgrounds, irrigation and restrooms as denoted in the Parks Master Plan.
Project Name: Brannan Park ImprovementsProject Name: Brannan Park ImprovementsProject Name: Brannan Park ImprovementsProject Name: Brannan Park Improvements
Project No: cpxxxx
Develop a Master Plan in 2014; improve the existing trail system and install signage and play structure.
Project Name: Misc. Parks Improvements Project Name: Misc. Parks Improvements Project Name: Misc. Parks Improvements Project Name: Misc. Parks Improvements
2013-2014 Biennial Budget Section VII: Capital Planning
Page 299
Capacity Project: NOAnticipated Year of Completion:2017
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund25 30 55
Federal -
State -
Other Local Agencies -
REET -
Other 5 5
SubtotalSubtotalSubtotalSubtotal ---- 30303030 ---- ---- ---- 30303030 ---- 60606060
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 6 6
Right of Way -
Construction 24 30 54
SubtotalSubtotalSubtotalSubtotal ---- 30303030 ---- ---- ---- 30303030 ---- 60606060
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund -
Federal -
State 65 65
Local -
REET -
Other (Other Agency)1,330 100 100
SubtotalSubtotalSubtotalSubtotal 1,3301,3301,3301,330 165165165165 ---- ---- ---- ---- ---- 165165165165
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 200 -
Right of Way -
Construction1,130 165 165
SubtotalSubtotalSubtotalSubtotal 1,3301,3301,3301,330 165165165165 ---- ---- ---- ---- ---- 165165165165
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund -
Federal 527 124 651
State 145 129 41 170
Local 169 96 265
REET -
Other 25 10 10
SubtotalSubtotalSubtotalSubtotal 170170170170 835835835835 261261261261 ---- ---- ---- ---- 1,0961,0961,0961,096
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 169 25 15 40
Right of Way1 -
Construction 810 246 1,056
SubtotalSubtotalSubtotalSubtotal 170170170170 835835835835 261261261261 ---- ---- ---- ---- 1,0961,0961,0961,096
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp1003
Project to construct approximately 880 feet of levee setback along the left bank of the Green River at the City's Fenster Nature Park
property. This project is intended to improve fish habitat and create additional flood storage capacity.
Project Name: Lakeland Park #4Project Name: Lakeland Park #4Project Name: Lakeland Park #4Project Name: Lakeland Park #4
Project No: cpxxxx
Development and construction of an environmental community park. Trails, fencing, parking and visitor amenities are included in the
project.
Project Name: Lea Hill Park ReplacementProject Name: Lea Hill Park ReplacementProject Name: Lea Hill Park ReplacementProject Name: Lea Hill Park Replacement
Project Name: Fenster Levee SetbackProject Name: Fenster Levee SetbackProject Name: Fenster Levee SetbackProject Name: Fenster Levee Setback
Project No: cp1016
In coordination with the Community and Green River Community College, design and construct a new community park to meet the
needs of the Lea Hill Community. This park will replace the existing Lea Hill Park.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 300
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund 65 65
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- ---- 65656565 ---- ---- ---- ---- 65656565
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 5 5
Right of Way -
Construction 60 60
SubtotalSubtotalSubtotalSubtotal ---- ---- 65656565 ---- ---- ---- ---- 65656565
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Municipal Parks Constr. Fund68 190 300 100 50 480 50 1,170
Cumulative Reserve Fund- - - - - - - -
Federal - 527 124 - - - - 651
Local 350 289 96 - - - - 385
State 145 194 116 75 75 75 75 610
Other (Park Impact & Mitigation)100 50 - 70 50 50 50 270
Other (Local Agencies)1,330 100 - - - - - 100
REET 98 - - - - - - -
Bond Proceeds- - - - - - - -
Other1,145 135 17,780 - - 175 - 18,090
SubtotalSubtotalSubtotalSubtotal 3,2363,2363,2363,236 1,4851,4851,4851,485 18,41618,41618,41618,416 245245245245 175175175175 780780780780 175175175175 21,27621,27621,27621,276
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design1,462 46 2,575 - - 75 - 2,696
Property Acquisition470 120 8,120 - - - - 8,240
Right of Way1 - - - - - - -
Construction1,303 1,319 7,721 245 175 705 175 10,340
SubtotalSubtotalSubtotalSubtotal 3,2363,2363,2363,236 1,4851,4851,4851,485 18,41618,41618,41618,416 245245245245 175175175175 780780780780 175175175175 21,27621,27621,27621,276
* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands
Project Name: Dykstra Park ImprovementProject Name: Dykstra Park ImprovementProject Name: Dykstra Park ImprovementProject Name: Dykstra Park Improvement
Project No: cpxxxx
Replace existing Playground, improve picnic area and concrete sidewalk
TOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKSTOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKSTOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKSTOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKS
2013-2014 Biennial Budget Section VII: Capital Planning
Page 301
$0$2,000$4,000$6,000$8,000$10,000$12,000$14,000$16,000$18,000
Municipal Parks Fund
Federal & State Grants
Other Local Agencies
Park Impact & Mitigation
Other
Parks & Recreation ProjectsParks & Recreation ProjectsParks & Recreation ProjectsParks & Recreation Projects
2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources
(in thousands)
2013
2014
-$500
$1,500
$3,500
$5,500
$7,500
$9,500
$11,500
$13,500
$15,500
$17,500
$19,500
2013 2014 2015 2016 2017 2018
Parks & Recreation ProjectsParks & Recreation ProjectsParks & Recreation ProjectsParks & Recreation Projects
Projected Capital ExpendituresProjected Capital ExpendituresProjected Capital ExpendituresProjected Capital Expenditures
(in thousands)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 302
2013-2014 Biennial Budget Section VII: Capital Planning
Page 303
General General General General CommunityCommunityCommunityCommunity and and and and MunicipaMunicipaMunicipaMunicipallll Improvement Improvement Improvement Improvement ProjectsProjectsProjectsProjects
Six Community Improvement Projects totaling $674,970 are budgeted for 2013 and five projects
totaling $452,100 are budgeted for 2014. Seven General Municipal Building Projects totaling
$1,903,800 are budgeted for 2013 and four projects totaling $1,245,200 are budgeted for 2014.
The “Community Improvement Projects” include the following:
• The Annual Sidewalk Improvements Project ($200,000 in 2013) is a program for sidewalk
repair and improvements throughout the City.
• The Traffic Signal Improvements Project ($175,000 in both 2013 and 2014) is a program
for signal equipment and intersection improvements.
• Local Revitalization Debt Service ($213,300 in 2013 and $217,100 in 2014) for GO Bonds
issued for the Downtown Promenade Improvements.
• The Jovita Heights Wetland Mitigation ($31,670 in 2013 and $5,000 in 2014) will design
and construct approximately 0.25 acres of compensatory wetland mitigation to address
the wetland impacts of the Jovita Heights residential subdivision. (See Map (See Map (See Map (See Map –––– “A”)“A”)“A”)“A”)
The “General Municipal Building Projects” include the following:
• Construction of an M&O Vehicle Bay and Storage Building ($100,000 in 2013 and
$100,000 2014) will add three insulated vehicle bays for Vactor storage and will provide
necessary weather protection for street sweepers, sanding and snow plow equipment.
(See Map (See Map (See Map (See Map –––– ““““BBBB”)”)”)”)
• Construction of a Vehicle Maintenance Bay ($250,000 in 2013 and 2014) for heavy
equipment and large vehicles to improve efficiency and the ability to perform inspections
and maintenance on more than one large vehicle at a time. (See Map (See Map (See Map (See Map –––– ““““CCCC”)”)”)”)
• City Hall Remodel, Phase 2 ($488,000 in 2013) will remodel the 1st floor of the City Hall;
remodeled space will house the Mayor’s office, Council Offices and Community Services.
(See Map (See Map (See Map (See Map –––– “D”)“D”)“D”)“D”)
• City Hall HVAC System Upgrade Project ($250,600 in 2013) will complete upgrades to
the City Hall heating, ventilating and air-conditioning (HVAC) system.
• City Hall Annex Debt Service ($645,200 in 2013 and $645,200 in 2014) for GO Bonds
issued for the City Hall Annex.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 304
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Capital Improvement Fund 328235 200 200
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 235235235235 200200200200 ---- ---- ---- ---- ---- 200200200200
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 20 20 20
Right of Way -
Construction215 180 180
SubtotalSubtotalSubtotalSubtotal 235235235235 200200200200 ---- ---- ---- ---- ---- 200200200200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
General Fund -
Federal -
State -
Local -
REET 175 175 175 175 175 175 175 1,050
Other -
SubtotalSubtotalSubtotalSubtotal 175175175175 175175175175 175175175175 175175175175 175175175175 175175175175 175175175175 1,0501,0501,0501,050
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 25 25 25 25 25 25 25 150
Right of Way -
Construction150 150 150 150 150 150 150 900
SubtotalSubtotalSubtotalSubtotal 175175175175 175175175175 175175175175 175175175175 175175175175 175175175175 175175175175 1,0501,0501,0501,050
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
General Fund -
Federal -
State -
Local -
REET 176 -
Other (Traffic Impact)505 25 25 20 20 65 20 175
SubtotalSubtotalSubtotalSubtotal 681681681681 25252525 25252525 20202020 20202020 65656565 20202020 175175175175
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction681 25 25 20 20 65 20 175
SubtotalSubtotalSubtotalSubtotal 681681681681 25252525 25252525 20202020 20202020 65656565 20202020 175175175175
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp0767
The project consists of developing a wetland mitigation plan and conducting construction within the Goedecke South Property owned
by the Sewer Utility in order to compensate for approximately 1.6-acre wetland loss on the Mohawk Plastics property. The project was
approved under an existing agreement approved by Resolution No. 4196, June 2007. The project was completed in 2010 and is
currently within the 10-year monitoring period, which involves annual maintenance, monitoring and reporting.
Project Name: Mohawks Plastic Site Mitigation ProjectProject Name: Mohawks Plastic Site Mitigation ProjectProject Name: Mohawks Plastic Site Mitigation ProjectProject Name: Mohawks Plastic Site Mitigation Project
Project Name: Annual Sidewalk ImprovementsProject Name: Annual Sidewalk ImprovementsProject Name: Annual Sidewalk ImprovementsProject Name: Annual Sidewalk Improvements
Project will fund sidewalk improvements to a variety of locations throughout the city. A sidewalk inventory was completed in 2004.
Annual projects are selected based upon criteria such as: gap closure, safe walking routes to schools, completion of downtown pedestrian
corridor or "linkage", connectivity to transit services, ADA requirements, and "Save our Streets" (SOS) project locations.
Project No: cpxxxx
This project includes procuring and installing traffic signal equipment upgrades for existing signals as well as safety/capacity improvements
for existing and/or new signals. The City uses accident and traffic count data to identify intersections in need of improvements.
Project Name: Traffic Signal ImprovementsProject Name: Traffic Signal ImprovementsProject Name: Traffic Signal ImprovementsProject Name: Traffic Signal Improvements
Project No: cpxxxx
2013-2014 Biennial Budget Section VII: Capital Planning
Page 305
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
General Fund (Non-Deptl)-
Federal -
State -
Local -
REET 30 30 30 30 30 30 30 180
Other -
SubtotalSubtotalSubtotalSubtotal 30303030 30303030 30303030 30303030 30303030 30303030 30303030 180180180180
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction30 30 30 30 30 30 30 180
SubtotalSubtotalSubtotalSubtotal 30303030 30303030 30303030 30303030 30303030 30303030 30303030 180180180180
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
General Fund -
Federal -
State -
Local -
REET 501 213 217 214 214 213 217 1,288
Other -
SubtotalSubtotalSubtotalSubtotal 501501501501 213213213213 217217217217 214214214214 214214214214 213213213213 217217217217 1,2881,2881,2881,288
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Long-Term Debt Service501 213 217 214 214 213 217 1,288
SubtotalSubtotalSubtotalSubtotal 501501501501 213213213213 217217217217 214214214214 214214214214 213213213213 217217217217 1,2881,2881,2881,288
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
General Fund (Non-Deptl)-
Federal -
State -
Local -
REET -
Other 32 5 37
SubtotalSubtotalSubtotalSubtotal ---- 32323232 5555 ---- ---- ---- ---- 37373737
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 10 10
Right of Way -
Construction 22 5 27
SubtotalSubtotalSubtotalSubtotal ---- 32323232 5555 ---- ---- ---- ---- 37373737
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Public ArtProject Name: Public ArtProject Name: Public ArtProject Name: Public Art
Project No: cpxxxx
The City designates $30,000 annually toward the purchase of public art, for placement at various locations throughout the City.
Project Name: Jovita Heights Wetland MitigationProject Name: Jovita Heights Wetland MitigationProject Name: Jovita Heights Wetland MitigationProject Name: Jovita Heights Wetland Mitigation
Project No: cp0616
This project will design and construct approximately 0.25 acres of compensatory wetland mitigation to address the wetland impacts of
the Jovita Heights (Vista Point) residential subdivision. This is a "fee in lieu" mitigation project authorized by City of Auburn Resolution
No. 4005.
Project Name: Local RevitalizationProject Name: Local RevitalizationProject Name: Local RevitalizationProject Name: Local Revitalization
Project No: cpxxxx
To pay debt service costs on General Obligation bonds issued for the Downtown Promenade Improvements. Local Revitalization
financing is a credit on the State's portion of sales tax that the City will receive over the next 25 years.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 306
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Capital Improvement Fund 328549 100 100
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 549549549549 100100100100 ---- ---- ---- ---- ---- 100100100100
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 33 -
Right of Way -
Construction516 100 100
SubtotalSubtotalSubtotalSubtotal 549549549549 100100100100 ---- ---- ---- ---- ---- 100100100100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Capital Improvement Fund 328488 488
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 488488488488 ---- ---- ---- ---- ---- 488488488488
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction 488 488
SubtotalSubtotalSubtotalSubtotal ---- 488488488488 ---- ---- ---- ---- ---- 488488488488
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Equipment Rental Fund100 100 100 200
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 100100100100 100100100100 100100100100 ---- ---- ---- ---- 200200200200
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction100 100 100 200
SubtotalSubtotalSubtotalSubtotal 100100100100 100100100100 100100100100 ---- ---- ---- ---- 200200200200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp0711
Add three insulated vehicle bays for Vactor storage to provide year-round protection. These vehicles hold large quantities of water at all
times enabling them to be immediately dispatched in the event of an emergency. This requires them to be protected from freezing
temperatures. Draining their large tanks each day would cause a dispatch delay while refilling, that could result in extraordinary damage
to public and private property in an emergency situation. Enclose existing bays to provide necessary weather protection for street
sweepers, sanding, and snow plow equipment. Construct storage shed to facilitate removal of portable containers, improving space
utilization and traffic flow throughout Maintenance and Operations.
Project No: cp1009
2013 expenses for the City Hall remodel Phase 1 include new workstations on the 2nd floor of City Hall. The remodeled space will
house Human Resources, City Clerk and the City Attorney's Office inclusive of office space, reception areas and conference rooms.
Remodel of the 1st floor of City Hall including spaces currently occupied by the Mayor's Office, Community Services, Human Resources
and the City Attorney's Office. The remodeled space will house the Mayor's Office, Council Offices and Community Services.
Project Name: M&O Vehicle Bay and StorageProject Name: M&O Vehicle Bay and StorageProject Name: M&O Vehicle Bay and StorageProject Name: M&O Vehicle Bay and Storage
Project Name: City Hall Remodel. Phase 1Project Name: City Hall Remodel. Phase 1Project Name: City Hall Remodel. Phase 1Project Name: City Hall Remodel. Phase 1
Project Name: City Hall Remodel. Phase 2Project Name: City Hall Remodel. Phase 2Project Name: City Hall Remodel. Phase 2Project Name: City Hall Remodel. Phase 2
Project No: cpxxxx
2013-2014 Biennial Budget Section VII: Capital Planning
Page 307
Capacity Project: YESAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Equipment Rental Fund250 250 500
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 250250250250 250250250250 ---- ---- ---- ---- 500500500500
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 25 25
Right of Way -
Construction 225 250 475
SubtotalSubtotalSubtotalSubtotal ---- 250250250250 250250250250 ---- ---- ---- ---- 500500500500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Equipment Rental Fund70 250 320
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 70707070 250250250250 ---- ---- ---- ---- 320320320320
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 70 70
Right of Way -
Construction 250 250
SubtotalSubtotalSubtotalSubtotal ---- 70707070 250250250250 ---- ---- ---- ---- 320320320320
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
General Fund -
Federal -
State -
Local -
REET 376 251 251
Other -
SubtotalSubtotalSubtotalSubtotal 376376376376 251251251251 ---- ---- ---- ---- ---- 251251251251
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction376 251 251
SubtotalSubtotalSubtotalSubtotal 376376376376 251251251251 ---- ---- ---- ---- ---- 251251251251
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: City Hall HVAC System UpgradeProject Name: City Hall HVAC System UpgradeProject Name: City Hall HVAC System UpgradeProject Name: City Hall HVAC System Upgrade
Project No: cp0716
Design and implementation of upgrades to the City Hall heating, ventilating, and air-conditioning (HVAC) system. Improvements will
allow for upgrades to the controls, air distribution and air handling components. It will also provide a systematic, phased
implementation plan that can be put in place over the next several years.
Project Name: ER&R Vehicle Maintenance BayProject Name: ER&R Vehicle Maintenance BayProject Name: ER&R Vehicle Maintenance BayProject Name: ER&R Vehicle Maintenance Bay
Project No: cp0710
Add an additional large vehicle bay at Equipment Rental shop for heavy equipment and large vehicles to improve efficiency and remove
choke points. Adding a large vehicle bay with a large vehicle lift will enable us to perform inspections and maintenance on more than
one large vehicle at a time. This becomes extremely important during emergency operations such as snow and ice events.
Project Name: M & O Fuel Tank ReplacementProject Name: M & O Fuel Tank ReplacementProject Name: M & O Fuel Tank ReplacementProject Name: M & O Fuel Tank Replacement
Project No: cp0710
Replace our three 10,000 gallon underground tanks with new above ground tanks. Our existing tanks were installed in 1989 and they
are single wall fiberglass tanks. The City's current insurance carrier will not insure these tanks once they become 25 years old which will
occur in 2014. The city is looking at other insurance options that may remove this age restriction. 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.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 308
Capacity Project: NOAnticipated Year of Completion:Beyond 2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
General Fund -
Federal -
State -
Local -
REET 1,550 645 645 645 644 645 645 3,869
Other -
SubtotalSubtotalSubtotalSubtotal 1,5501,5501,5501,550 645645645645 645645645645 645645645645 644644644644 645645645645 645645645645 3,8693,8693,8693,869
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Long-Term Debt Service1,550 645 645 645 644 645 645 3,869
SubtotalSubtotalSubtotalSubtotal 1,5501,5501,5501,550 645645645645 645645645645 645645645645 644644644644 645645645645 645645645645 3,8693,8693,8693,869
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
General Fund 98- - - - - - - -
Capital Improvements Fund 328784 788 - - - - - 788
Equipment Rental Fund 550100 420 600 - - - - 1,020
Federal- - - - - - - -
State - - - - - - - -
Local - - - - - - - -
REET2,808 1,314 1,067 1,064 1,063 1,063 1,067 6,638
Other 505 57 30 20 20 65 20 212
SubtotalSubtotalSubtotalSubtotal 4,1974,1974,1974,197 2,5792,5792,5792,579 1,6971,6971,6971,697 1,0841,0841,0841,084 1,0831,0831,0831,083 1,1281,1281,1281,128 1,0871,0871,0871,087 8,6588,6588,6588,658
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 78 150 25 25 25 25 25 275
Right of Way- - - - - - - -
Construction4,119 2,429 1,672 1,059 1,058 1,103 1,062 8,383
Long-Term Debt Service2,051 858 862 859 858 858 862 5,157
SubtotalSubtotalSubtotalSubtotal 4,1974,1974,1974,197 2,5792,5792,5792,579 1,6971,6971,6971,697 1,0841,0841,0841,084 1,0831,0831,0831,083 1,1281,1281,1281,128 1,0871,0871,0871,087 8,6588,6588,6588,658
* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands
To Pay debt service costs on General Obligation bonds issued for the City Hall Annex.
Project Name: City Hall Annex Debt ServiceProject Name: City Hall Annex Debt ServiceProject Name: City Hall Annex Debt ServiceProject Name: City Hall Annex Debt Service
Project No: cpxxxx
TOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTSTOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTSTOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTSTOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTS
2013-2014 Biennial Budget Section VII: Capital Planning
Page 309
$0 $375 $750 $1,125 $1,500
Capital Imp Fund
Equip. Rental Fund
REET
Other
General Municipal & Community ProjectsGeneral Municipal & Community ProjectsGeneral Municipal & Community ProjectsGeneral Municipal & Community Projects
2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources
(in thousands)
2013
2014
$0
$875
$1,750
$2,625
$3,500
2013 2014 2015 2016 2017 2018
General Municipal & Community Improvement Projects Projected General Municipal & Community Improvement Projects Projected General Municipal & Community Improvement Projects Projected General Municipal & Community Improvement Projects Projected
Capital ExpendituresCapital ExpendituresCapital ExpendituresCapital Expenditures
(in thousands)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 310
2013-2014 Biennial Budget Section VII: Capital Planning
Page 311
Other Proprietary Fund ProjectsOther Proprietary Fund ProjectsOther Proprietary Fund ProjectsOther Proprietary Fund Projects
Airport Fund:Airport Fund:Airport Fund:Airport Fund: (See Map (See Map (See Map (See Map –––– ““““AAAA”)”)”)”)
Three capital projects totaling $265,000 are budgeted for 2013 and three capital project totaling
$206,000 are budgeted for 2014.
The Airport Projects includes the following:
• Airport Security ($50,000 in 2013 and $50,000 in 2014)
• Hanger Roof Repair ($6,000 in 2014)
• General Repair and Maintenance projects ($140,000 in 2013)
• Airport Master Plan Update ($75,000 in 2013 and $150,000 in 2014)
Cemetery Fund:Cemetery Fund:Cemetery Fund:Cemetery Fund: (See Map (See Map (See Map (See Map –––– ““““BBBB”)”)”)”)
One capital project for general facility repair and maintenance totaling $10,000 is budgeted for
2013 and $10,000 for 2014.
Golf Course Fund:Golf Course Fund:Golf Course Fund:Golf Course Fund:
• There are no capital projects currently planned for 2013/2014.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 312
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Airport Fund- 5 5 10
Federal 45 45 90
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 50505050 50505050 ---- ---- ---- ---- 100100100100
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction- 50 50 100
SubtotalSubtotalSubtotalSubtotal ---- 50505050 50505050 ---- ---- ---- ---- 100100100100
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NOAnticipated Year of Completion:2018
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Airport Fund200 6 6 6 18
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 200200200200 ---- 6666 ---- 6666 ---- 6666 18181818
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction200 6 6 6 18
SubtotalSubtotalSubtotalSubtotal 200200200200 ---- 6666 ---- 6666 ---- 6666 18181818
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000
Capacity Project: NOAnticipated Year of Completion:2013
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Airport Fund60 103 103
Federal 37 37
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 60606060 140140140140 ---- ---- ---- ---- ---- 140140140140
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction60 140 140
SubtotalSubtotalSubtotalSubtotal 60606060 140140140140 ---- ---- ---- ---- ---- 140140140140
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Rows 9 & 10 Hangar metal roof repaired and/or replaced.
Project Name: General Repairs and MaintenanceProject Name: General Repairs and MaintenanceProject Name: General Repairs and MaintenanceProject Name: General Repairs and Maintenance
Project No: cpxxxx
Project Name: Airport Security ProjectsProject Name: Airport Security ProjectsProject Name: Airport Security ProjectsProject Name: Airport Security Projects
Increased security has been identified by FAA and TSA. Airport control access gates for both vehicle & and personnel.
Project No: cp0713
Project Name: Hangar -Rows 9 & 10, Roof Repair or ReplacementProject Name: Hangar -Rows 9 & 10, Roof Repair or ReplacementProject Name: Hangar -Rows 9 & 10, Roof Repair or ReplacementProject Name: Hangar -Rows 9 & 10, Roof Repair or Replacement
Various airport projects will be identified and prioritized on an annual basis as grant funding is secured. Remove west side trees in
compliance with US Corps of Engineers.
Project No: cp1025
2013-2014 Biennial Budget Section VII: Capital Planning
Page 313
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Airport Fund 8 15 23
Federal 67 135 202
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal ---- 75757575 150150150150 ---- ---- ---- ---- 225225225225
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design 75 150 225
Right of Way -
Construction -
SubtotalSubtotalSubtotalSubtotal ---- 75757575 150150150150 ---- ---- ---- ---- 225225225225
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Airport Fund260 116 26 - 6 - 6 154
Federal- 149 180 - - - - 329
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
SubtotalSubtotalSubtotalSubtotal 260260260260 265265265265 206206206206 ---- 6666 ---- 6666 483483483483
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design - 75 150 - - - - 225
Right of Way- - - - - - - -
Construction260 190 56 - 6 - 6 258
SubtotalSubtotalSubtotalSubtotal 260260260260 265265265265 206206206206 ---- 6666 ---- 6666 483483483483
* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands
Project Name: Airport Master Plan UpdateProject Name: Airport Master Plan UpdateProject Name: Airport Master Plan UpdateProject Name: Airport Master Plan Update
Project No: cpxxxx
This is a mid-term Airport Master Plan Update. In 2002 a Master Plan update was completed and this is the second update to the
Master Plan and Airport Layout Plan (ALP). This is a FAA requirement for continued eligibility of federal and state grants.
TOTAL CAPITAL COSTS and FUNDING SOURCES - AIRPORTTOTAL CAPITAL COSTS and FUNDING SOURCES - AIRPORTTOTAL CAPITAL COSTS and FUNDING SOURCES - AIRPORTTOTAL CAPITAL COSTS and FUNDING SOURCES - AIRPORT
2013-2014 Biennial Budget Section VII: Capital Planning
Page 314
Capacity Project: NOAnticipated Year of Completion:2014
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Cemetery Fund10 10 10 20
Federal -
State -
Local -
REET -
Other -
SubtotalSubtotalSubtotalSubtotal 10101010 10101010 10101010 ---- ---- ---- ---- 20202020
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design -
Right of Way -
Construction10 10 10 20
SubtotalSubtotalSubtotalSubtotal 10101010 10101010 10101010 ---- ---- ---- ---- 20202020
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorPriorPriorPriorBudgetBudgetBudgetBudgetBudgetBudgetBudgetBudgetEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimateEstimate2013-182013-182013-182013-18
Funding Sources:Funding Sources:Funding Sources:Funding Sources:YearsYearsYearsYears201320132013201320142014201420142015201520152015201620162016201620172017201720172018201820182018TotalTotalTotalTotal
Cemetery Fund10 10 10 - - - - 20
Federal- - - - - - - -
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other (Bond Proceeds)- - - - - - - -
SubtotalSubtotalSubtotalSubtotal 10101010 10101010 10101010 ---- ---- ---- ---- 20202020
Capital Costs:Capital Costs:Capital Costs:Capital Costs:
Design - - - - - - - -
Right of Way- - - - - - - -
Construction10 10 10 - - - - 20
SubtotalSubtotalSubtotalSubtotal 10101010 10101010 10101010 ---- ---- ---- ---- 20202020
* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands* Amounts shown in thousands
TOTAL CAPITAL COSTS and FUNDING SOURCES - CEMETERYTOTAL CAPITAL COSTS and FUNDING SOURCES - CEMETERYTOTAL CAPITAL COSTS and FUNDING SOURCES - CEMETERYTOTAL CAPITAL COSTS and FUNDING SOURCES - CEMETERY
Project Name: Cemetery Facilities - General Repair & MaintenanceProject Name: Cemetery Facilities - General Repair & MaintenanceProject Name: Cemetery Facilities - General Repair & MaintenanceProject Name: Cemetery Facilities - General Repair & Maintenance
Project No: cp436a
General repairs and maintenance including columbarium niche caps.
2013-2014 Biennial Budget Section VII: Capital Planning
Page 315
$0$50$100$150$200
Airport Fund
FAA Grants
Cemetery Fund
Other Proprietary Fund ProjectsOther Proprietary Fund ProjectsOther Proprietary Fund ProjectsOther Proprietary Fund Projects
2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources2013 / 2014 Revenue Sources
(in thousands)
2013
2014
$0
$50
$100
$150
$200
$250
$300
2013 2014 2015 2016 2017 2018
Other Proprietary Fund ProjectsOther Proprietary Fund ProjectsOther Proprietary Fund ProjectsOther Proprietary Fund Projects
Projected Capital ExpendituresProjected Capital ExpendituresProjected Capital ExpendituresProjected Capital Expenditures
(in thousands)
2013-2014 Biennial Budget Section VII: Capital Planning
Page 316
2013-2014 Biennial Budget Section VIII: Appendices
Page 317
APPENDIX A
POSITION SALARY SCHEDULE
The following pages in this appendix detail the compensation ranges for all City of Auburn employees,
both affiliated and non-affiliated. The amounts listed include only base salaries, excluding benefits such as
retirement, health insurance, etc.
Elected Officials
MinimumMaximum
MayorN/A$123,964.32
Council MembersN/A$11,700.00
Deputy MayorN/A$16,500.00
Department Directors
MinimumMaximum
City Attorney$118,123.92 $145,204.56
Finance Director$118,123.92 $145,204.56
Innovation and Technology Director$118,123.92 $145,204.56
Human Resources/Risk Management Director$118,123.92 $145,204.56
Parks, Arts and Recreation Director$118,123.92 $145,204.56
Planning and Development Director$118,123.92 $145,204.56
Police ChiefN/A$146,500.08
Public Works Director$118,123.92 $145,204.56
2013-2014 Biennial Budget Section VIII: Appendices
Page 318
POSITION SALARY SCHEDULE
Auburn Police Department
The police department has both affiliated and unaffiliated positions. The charts on this page represent the
positions organized by the bargaining units. Wages reflected here are base wages only and do not include
longevity, education or other premiums. Contract periods are listed below each chart. All unaffiliated
positions under the direction of the Chief of Public Safety are included with all of the City’s unaffiliated
positions later in this appendix.
MinimumMaximum
Police Commander N/A$111,266.40
Commanders
Contract Period: January 2008 – December 2010 with 2 year roll over Memorandum of Understanding
(MOU) for 2011 – 2012; including another extension MOU ending March 31, 2013.
MinimumMaximum
Police Officer$57,641.52 $72,890.40
Police SergeantN/A$84,843.84
Commissioned
Contract Period: January 2011 – December 2012
New collective bargaining agreement has not been negotiated at publication of this budget. The figures
contained herein are 2012 salaries that will be continued in 2013 until a new collective bargaining
agreement has been reached.
Non-Commissioned
MinimumMaximum
Evidence/Identification Technician$46,469.76 $57,331.68
Parking Control Attendant$38,107.44 $48,007.68
Police Services Specialist$40,215.60 $50,662.08
Police Services Supervisor$47,638.56 $58,774.08 Contract Period: January 2013 – December 2015.
2013-2014 Biennial Budget Section VIII: Appendices
Page 319
POSITION SALARY SCHEDULE
Other affiliated positions within the City are represented by Teamster Local No. 117. As with some of the
non-affiliated positions, the positions classified below may have positions in more than one department.
Outside Workers
MinimumMaximum
Building Technician$50,094.00 $65,920.32
Electrician$52,053.36 $68,499.12
Maintenance Specialist$53,355.60 $61,122.24
Maintenance Worker I$42,759.60 $52,349.04
Maintenance Worker I (CDL)$43,614.72 $53,395.92
Maintenance Worker II$50,544.00 $58,206.00
Maintenance Worker II (CDL)$51,554.88 $59,370.24
Mechanic$53,355.60 $61,122.24
Meter Reader$38,447.28 $47,070.72 Contract Period: January 2008 – December 2010 with 2 year roll over Memorandum of Understanding
for 2011 – 2012. New collective bargaining agreement has not been negotiated at publication of this
budget. The figures contained herein are 2012 salaries with the 1.923% concessions returned to
employees’ base salary, which will be continued in 2013 until a new collective bargaining agreement has
been reached.
Custodian Unit
MinimumMaximum
Custodian$35,515.20 $41,865.12
Custodian Lead$40,842.48 $48,144.96 Contract Period: January 2008 – December 2010 with 2 year roll over Memorandum of Understanding
for 2011 – 2012. New collective bargaining agreement has not been negotiated at publication of this
budget. The figures contained herein are 2012 salaries that will be continued in 2013 until a new collective
bargaining agreement has been reached.
2013-2014 Biennial Budget Section VIII: Appendices
Page 320
POSITION SALARY SCHEDULE
Non-Affiliated Employees
MinimumMaximum
Accountant$53,633.28 $65,960.16
Accounting Assistant$40,744.08 $49,852.56
Accounting Specialist$48,556.08 $59,688.72
Administrative Services & Business Manager$69,287.76 $85,171.20
Administrative Specialist - M&O$43,980.00 $54,063.84
Advisor to the Mayor$92,463.60 $113,661.60
Animal Control Officer$48,556.08 $59,688.72
Arts & Events Manager$69,287.76 $85,171.20
Arts Coordinator$59,426.64 $73,049.28
Assistant Chief of PoliceN/A$127,344.00
Assistant City Attorney$92,463.60 $113,661.60
Assistant City Engineer$92,463.60 $113,661.60
Assistant Director of Human Resources & Risk
Management
$92,463.60 $113,661.60
Building Inspector$59,426.88 $73,049.28
Building Official$82,187.52 $101,030.16
Cemetery Supervisor$64,544.40 $79,342.56
City Clerk$64,544.40 $79,342.56
City Engineer/Assistant Public Works Director$106,537.92 $130,962.72
City Prosecutor$69,287.76 $85,171.20
Civil Engineer - Utilities$72,059.04 $88,578.48
Codes Compliance Officer$59,426.88 $73,049.28
Community Diversity Assistant (PT)$32,978.40 $40,544.40
Community Services Work Crew Leader$43,980.00 $54,063.84
Construction Inspector$59,426.88 $73,049.28
Construction Manager$69,287.76 $85,171.20
Contract Administration Specialist$48,556.08 $59,688.72
Crime Analyst$53,633.28 $65,960.16
Curator of Education$53,633.28 $65,960.16
Customer Care Manager - Utilities$69,287.76 $85,171.20
Customer Care Representative - Utilities$40,744.08 $49,852.56
Customer Support Manager$72,059.04 $88,578.48
Department Secretary$48,556.08 $59,688.72
Deputy City Clerk$53,633.28 $65,960.16
Development Administration Specialist$48,556.08 $59,688.72
Development Engineer$82,187.52 $101,030.16
Development Review Engineer$72,059.04 $88,578.48
Development Services Manager$92,463.60 $113,661.60
Domestic Violence Victim Advocate$53,633.28 $65,960.16
Economic Development Manager$79,071.60 $99,049.44
Emergency Preparedness Manager$64,544.40 $79,342.56
Employee Relations & Compensation Manager$92,463.60 $113,661.60
Employment Manager$74,869.68 $92,032.56
Engineering Aide$55,778.16 $68,556.80
Engineering Design Tech $64,544.40 $79,342.56
Engineering Survey Tech $55,778.16 $68,556.80
Environmental Planner$59,426.64 $73,049.28
Environmental Services Manager$67,994.16 $83,581.20
2013-2014 Biennial Budget Section VIII: Appendices
Page 321
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
MinimumMaximum
Executive Assistant to the Mayor$59,426.64 $73,049.28
Facilities Manager$74,869.68 $92,032.56
Facilities Supervisor$64,544.40 $79,342.56
Fleet/General Services Manager$67,994.16 $83,581.20
Field Supervisor$64,544.40 $79,342.56
Financial Analyst$64,544.40 $79,342.56
Financial Planning Manager$92,463.60 $113,661.60
Financial Services Manager$106,537.92 $130,962.72
GIS & Database Specialist$55,778.16 $68,566.80
Golf Operations Assistant$40,744.08 $49,852.56
Golf Professional$59,426.64 $73,049.28
Government Relations Manager$59,426.64 $73,049.28
Greens Superintendent$64,544.40 $79,342.56
Human Resources Assistant$48,556.08 $59,688.72
Human Resources Coordinator$59,426.64 $73,049.28
Human Resources/Judicial Liaison$64,544.40 $79,342.56
Human Services Specialist$48,556.08 $59,688.72
I&T Support Specialist$55,778.16 $68,566.80
IT Operations Manager$82,187.52 $101,030.16
Lead City Prosecutor$74,869.68 $92,032.56
Legal Assistant$48,556.08 $59,688.72
Maintenance & Operations Manager$82,187.52 $101,030.16
Maintenance & Operations Support Manager$69,287.76 $85,171.20
Multimedia Manager$67,994.16 $83,581.20
Multimedia Assistant (PT)$22,102.08 $26,931.84
Multimedia Video Technician$55,778.16 $68,566.80
Museum Director$69,287.76 $85,171.20
Neighborhood Programs Manager$69,287.76 $85,171.20
Network Administrator$64,544.40 $79,342.56
Network Communications Engineer$69,287.76 $85,171.20
Network Engineer$72,059.04 $88,578.48
Office Assistant$40,744.08 $49,852.56
Paralegal$53,633.28 $65,960.16
Parks Maintenance Manager$69,287.76 $85,171.20
Payroll & Accounts Payable Manager$69,287.76 $85,171.20
Payroll Specialist$48,556.08 $59,688.72
Permit Technician$48,556.08 $59,688.72
Planner$59,426.64 $73,049.28
Planning Services Manager$80,575.92 $99,049.44
Plans Examiner$64,544.40 $79,342.56
Police Records Manager$64,544.40 $79,342.56
Principal Planner$74,869.68 $92,032.56
Program Specialist$48,556.08 $59,688.72
Project Assistant$43,980.00 $54,063.84
Project/Construction Manager$80,575.92 $99,049.44
Project Engineer$82,187.52 $101,030.16
Project Surveyor$69,287.76 $85,171.20
2013-2014 Biennial Budget Section VIII: Appendices
Page 322
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
MinimumMaximum
Public Affairs & Marketing Manager$74,869.68 $92,032.56
Records Clerk$43,980.00 $54,063.84
Recreation Program Coordinator$59,426.64 $73,049.28
Recreation Programs Manager$69,287.76 $85,171.20
Registration Clerk/Office Assistant$40,744.08 $49,852.56
Senior Accountant$64,544.40 $79,342.56
Senior Center Assistant (PT)$19,965.55 $24,328.43
Senior Center Supervisor$64,544.40 $79,342.56
Senior Construction Coordinator$64,544.40 $79,342.56
Senior Planner$69,287.76 $85,171.20
Senior Project Engineer$88,042.32 $108,225.84
Sewer/Storm Manager$69,287.76 $85,171.20
Sewer Utility Engineer$82,187.52 $101,030.16
Solid Waste Customer Care Specialist$48,556.08 $59,688.72
Solid Waste & Recycling Coordinator$59,426.64 $73,049.28
Solid Waste & Recycling Supervisor$64,544.40 $79,342.56
Special Events Coordinator$59,426.64 $73,049.28
Storm Drainage Technician$59,426.88 $73,049.28
Storm Drainage Utility Engineer$82,187.52 $101,030.16
Street Systems Engineer (SOS)$82,187.52 $101,030.16
Street/Vegetation Manager$69,287.76 $85,171.20
Support Clerk $40,744.08 $49,852.56
Survey Party Chief$59,426.88 $73,049.28
Survey Supervisor$74,869.68 $92,032.56
Systems Analyst$64,544.40 $79,342.56
Teen Coordinator$59,426.64 $73,049.28
Theater Operations Specialist$48,556.08 $59,688.72
Traffic Engineer$82,187.52 $101,030.16
Traffic Operations Engineer$82,187.52 $101,030.16
Traffic Operations Technician$69,287.76 $85,171.20
Traffic Signal Technician$59,426.88 $73,049.28
Transportation Planner$72,059.04 $88,578.48
Transportation Manager$92,463.60 $113,661.60
Utilities Engineer$92,463.60 $113,661.60
Utilities Technician$48,556.08 $59,688.72
Water Manager$69,287.76 $85,171.20
Water Quality Program Coordinator$69,287.76 $85,171.20
Water Resources Technician$59,426.88 $73,049.28
Water Utility Engineer$82,187.52 $101,030.16
Web Specialist$59,426.88 $73,049.28
2013-2014 Biennial Budget Section VIII: Appendices
Page 323
History of Auburn
The City of Auburn, located 20 miles south of Seattle, was home
to some of the earliest white settlers in King County. Nestled in a
fertile river valley, Auburn has been both a farm community and
a center of business and industry for more than 150 years.
Auburn is located near the original confluence of the Green and
White rivers, both of which contain runoff water from the
Cascade Mountain range. The valley was originally the home of
the Skopamish, Smalhkamish, and Stkamish Indian tribes. The first
white men in the region were explorers and traders who arrived
in the 1830s.
Settlers first came to the valley in the 1850s. On October 27, 1855, an Indian ambush killed nine people, including
women and children. In November, a military unit led by Lieutenant William Slaughter camped near what is now
present-day Auburn. On December 4, 1855, a group of Indians attacked, killing Lt. Slaughter and two other men.
A new treaty was written which provided the establishment of the Muckleshoot reservation, which is the only Indian
reservation now within the boundaries of King County. The White River tribes collectively became known as the
Muckleshoot tribe.
White settlers, the Neely and Ballard families began returning to the area. In 1891, the town of Slaughter incorporated.
Although many older citizens considered the town’s name as a memorial, many newer residents understandably felt
uncomfortable with it. Within two years, the town was renamed Auburn, taken from the first line of Oliver
Goldsmith’s poem, The Deserted Village: “Sweet Auburn! Loveliest village of the plain.”
Auburn had been a bustling center for hop farming until 1890 when the crops were destroyed by aphids. After that, the
farms were mostly dairy farms and berry farms. Nevertheless, flooding was still a problem for Auburn farmers up until
the Howard Hanson Dam was built in 1962. This dam on the Green River, along with the Mud Mountain Dam on the
White River, provided controlled river management, which left the valley nearly flood-free.
Another impetus to Auburn’s growth was the railroad. The Northern Pacific Railroad put a rail line through town in
1883, but it was the Seattle-Tacoma Interurban line that allowed easy access to both cities starting in 1902. The
Interurban allowed farmers to get their product to the markets within hours after harvest. The railroad, along with
better roads, caused many new companies to set up business in Auburn, among them the Borden Condensery (which
made Borden’s Condensed Milk) and the Northern Clay Company.
Auburn grew through the twentieth century like many American towns. The 1920s were prosperous for citizens, but the
Great Depression of the 1930s left many in need. World War II brought great hardship to many local Japanese farmers
when they were moved to internment camps and their land taken from them. At the same time, local boys were sent
to fight in the Pacific, and some died in battle.
The postwar era was prosperous to Auburn, bringing more businesses and a community college to the city. In 1963,
The Boeing Company built a large facility to mill sheet metal skin for jet airliners. As time went on, many farms
disappeared as the land was converted to industrial use. In the 1990s, a large super-mall was built in the valley, enticing
consumers from all over the Puget Sound region.
Auburn has made the transition from small farms to large industries, but much of the city’s history remains. A
monument in the memory of Lieutenant Slaughter, erected in 1918, still stands in a local park. The Neely Mansion, built
by the son of a pioneer in 1891, has been refurbished and is listed on the National Register of Historic Places. Auburn’s
downtown still maintains a “Main Street U.S.A” appearance.
Sources:
Clarence B. Bagley, History of King County (Chicago: S. J. Clarke Publishing Co, 1929) Vol. 1, 712-727.
Also see: Josephine Emmons Vine, Auburn – A Look Down Main Street (City of Auburn, 1990).
Auburn Hardware Store, 1915, White River Valley Museum
2013-2014 Biennial Budget Section VIII: Appendices
Page 324
About Auburn
For over 100 years the city of Auburn has been providing visitors and
residents with the opportunity to discover why this town is like no other.
Auburn is the land of two rivers, home to two nations and spread across
two counties. Located between Seattle and Tacoma in the shadow of Mt.
Rainier, Auburn is the perfect place to work, play and spend a lifetime. It is
is a warm, embracing community where people still stop to say hello.
Auburn is a community rich in history where you’ll find new businesses
mingling with old and a historic downtown getting acquainted with a new,
modern facade.
Auburn is centrally located between Seattle and Tacoma in the heart of
the Green River Valley with easy access to the best of both cities. Auburn
is a quick 30 minute drive to all Seattle has to offer and more, and a 20
minute drive to Tacoma. Amenities like the Pike Place Market, Benaroya
Hall, Seattle Art Museum and Tacoma Chihuly Museum of Glass are all
within easy reach.
Sustainable Business Prices
Auburn, with its close proximity and all the advantages of Seattle and Tacoma, still has sustainable business practices.
And although there is an influx of people into the Auburn community, housing prices are still affordable.
Mt. Rainier and Outdoor Lifestyle
Auburn is about one hour from Mt. Rainier, Crystal Mountain and the Snoqualmie Ski Area. It is also home to several
biking and walking trails, including the White and Green River trails and the Interurban Trail. Auburn has over 30
developed parks of all sizes for the whole family to enjoy. There are three golf courses in Auburn: the Auburn Golf
Course, Washington National Golf Club, and Jade Green Golf Course & Driving Range.
Education
Auburn has reason to be proud of its schools. They pride themselves in providing an excellent education that
produces students who have a love of learning and a sense of responsibility. Auburn boasts over two dozen
elementary, middle, and high schools, each one unique, but all offering a supportive learning environment designed
to foster each student’s natural abilities. Green River Community College, the city’s “Harvard on the Hill,” provides
the serious student a quiet, natural environment in which to study. This is a community that puts learning and
education first.
Urban Transportation
Take the Sounder Train to Seattle. Avoid the traffic and rest, read or log onto your laptop as you take the 20 minute
ride from Auburn to Seattle to work, shop, or do business. Sound Transit recently added another train and has nine
morning and nine evening trains traveling from Auburn into Seattle and back.
Sense of Community in Historic Downtown
Come establish a sense of community in one of the oldest cities in the state of Washington. With unique architecture,
combined with historic preservation and renovations, Auburn has retained the look and feel of a real downtown.
Auburn’s unique historic downtown still provides a gathering place for numerous events.
2013-2014 Biennial Budget Section VIII: Appendices
Page 325
ARTS AND CULTURE
City of Auburn Arts Programs
The City of Auburn offers various arts and education programs including a growing public art collection, the City Hall
Gallery, the Cheryl Sallee Gallery at the Senior Activity Center featuring emerging regional artists, an Outdoor
Sculpture Gallery, and the popular BRAVO Performing Arts Series, presenting national and internationally acclaimed
touring shows, from dance, theatre, and music, to amazing circus acts and children’s shows. For more information
visit www.auburnwa.gov/things_to_do/arts_entertainment.htm.
Auburn Symphony Orchestra
Auburn’s professional symphony includes 65-70 orchestra members, and has received wide press coverage for its
superb performances. Auburn’s symphony ranks second only to the Seattle Symphony. The Auburn Symphony
Orchestra is conducted by internationally known Stewart Kershaw, former music director of Pacific Northwest Ballet.
He has conducted at the Seattle Opera House for the last twenty seasons. For more information visit
www.auburnsymphony.org.
Auburn Performing Arts Center
The Performing Arts Center is an eleven-hundred seat state-of-the-art venue conveniently located in downtown
Auburn. The facility has been named in publication listings of the top acoustical halls for music performance in the
nation.
Auburn Avenue Theater
The City of Auburn currently leases the Auburn Avenue Theater and since 2007 has been operating the venue as a
popular performing arts space featuring a variety of entertainment options including theatrical performances,
children’s shows, comedy nights, dance, music, and more, right in the heart of downtown. For a full list of
performances at the Auburn Avenue Theater, visit d d
www.auburnwa.gov/things_to_do/arts_entertainment/auburn_avenue_theater.htm.
White River Valley Museum
The White River Valley Museum is a partnership with the City of Auburn and combines history and culture to create
an exciting and educational experience for visitors. Museum collections focus on local Puget Sound history, Northwest
Indian culture, Japanese immigration and the Northern Pacific Railroad.
The White River Valley Museum has worked with the City of Auburn to restore Mary Olson Farm, the most intact
1880s family farm in King County. It operates as a living history and environmental learning site. The farm is a King
County Landmark and on the National Register of Historic Places. Significant features include an 1897 barn, a 1902
farmhouse and two salmon runs in Olson Creek. For more information visit www.wrvmuseum.org.
2013-2014 Biennial Budget Section VIII: Appendices
Page 326
WHAT’S HAPPENING IN AUBURN
YEAR ‘ROUND
White River Valley Museum
Exhibits open Wednesday through Sunday, 12:00 to
4:00 pm. Call 253 288-7433
www.wrvmuseum.org
Teen Late Night
Call 253-931-3043 for dates, times and locations
BRAVO Performing Arts Series
September - June
Auburn Performing Arts Center
Call 253-931-3043 for full schedule
Avenue Kids
Auburn Avenue Theater
Call 253-931-3043 for full schedule
Comedy Night at the Ave
Auburn Avenue Theater
Call 253-931-3043 for full schedule
Auburn Symphony Orchestra
Call 253-939-8509 for concert information
SPRING & FALL
King County Residential Special Recycling Event
Held March/April and September/October
Auburn Riverside High School
Open to households within Auburn who are served by
Waste Management or Allied Waste Services.
For more information call 253-931-3038 (option #2)
or visit www.auburnwa.gov/solidwaste
JANUARY
Miss Auburn Scholarship Show
www.missauburn.org
Largest local program of Miss America in the United
States.
Uniquely Auburn
Last Sunday of January, 2 p.m.
Auburn Performing Arts Center
206-349-3061
Stories, Entertainment, Art & Poetry Show, Free
Dinner
FEBRUARY
Daddy Daughter Date Night
Senior Activity Center
Call 253-931-3043 for dates and times
MARCH
Auburn Senior Activity Center Rummage Sale
Call 253-931-3016 for dates, times or to donate
APRIL
Community Volunteer Luncheon
Auburn Senior Activity Center
Call 253-931-3016 for dates, times and registration
information
Mountainview Cemetery Sunrise Service
Easter morning
Call 253-931-3028 for more information
Annual Residential Bulky Item Collection
Items collected curbside
A once-a-year opportunity to clean house and get rid
of such bulky items as appliances, outdoor items,
furniture, and lawn equipment.
For more information call 253-931-3038 (option #2)
or visit www.auburnwa.gov/solidwaste
MAY
Kent-Auburn Tamba Sister City Dinner & Auction
Location to be determined
Annual fundraiser for the Sister City Committee.
Call 253-931-3099 for more information
Auburn’s Clean Sweep
A perfect opportunity to give back to your community
Call 253-931-3043 for more information
Auburn’s Memorial Day Service
Mountainview Cemetery
Call 253-931-3028 for time and more information
Petpalooza
Auburn’s award-winning pet-friendly event
Call 253-931-3043 for dates, times and information
JUNE
City of Auburn Residential Community Yard Sale
Call 253-931-3038 (option #2) for dates, times and
participation information
.
2013-2014 Biennial Budget Section VIII: Appendices
Senior Fishing Pond
Mill Pond
The Senior Center is hosting a Senior Fishing Derby along
with the Green River Steelhead Trout Club
Call 253-931-3016 for date, time and information
KIDS DAY
Les Gove Park
Day after last day of school for Auburn School District
Children’s summer kickoff celebration which includes
entertainment, information fair, arts and crafts, and other fun
activities.
Call 253-931-3043 for date, time and more information.
JULY
Soundbites
City Hall Plaza Park
Auburn’s newest concert series – a lively, eclectic music series
certain to quench your ears and appetite!
Fourth of July Festival
Les Gove Park
253-931-3043
Come out and enjoy Auburn’s 4th of July Festival! Activities
include a kid’s parade, games and crafts as well as bingo, a
vintage car show, book sale, and free Museum admission for
everyone.
Summer Fun in Auburn’s Parks
Call 253-931-3043 for more details
Kids SummerStage, Les Gove Park, Wednesdays at 12 p.m.,
July–August
Summer Sounds & Cinema, various parks, music begins at 7
p.m., movie at dusk
Hooked on History Kids Program, Free, White River Valley
Museum, 10:30 to 11:30 –call 253-288-7433
AUGUST
NATIONAL NIGHT OUT
Held throughout the City of Auburn; First Tuesday of the
month
Designed to encourage neighbors to gather together to show
they are united against crime, connecting with each other and
City staff.
Call 253-876-1965 for more information
Auburn Days
Downtown Auburn and various locations
253-939-3389
The annual Auburn Days Festival is a community celebration
that feature art, music, crafts, bocce, parade, food,
entertainment, railroad display, a fun run, all-school class
reunion, car show, Young Uns Square, boat display and
model airplanes.
Page 327
2013-2014 Biennial Budget Section VIII: Appendices
SEPTEMBER
Disaster Preparedness Fair
City Hall Plaza Park
The City of Auburn Emergency Preparedness Division
hosts this fun and informative fair to assist in educating
citizens on preparing for emergencies.
Call 253-876-1925 for more information
Hops & Crops Festival
Mary Olson Farm
Call 253-288-7433 for more information
OCTOBER
Auburn’s S’more Than You Imagined Festival
Game Farm Wilderness Park
Enjoy an evening of storytelling, s’mores, and
entertainment around a campfire.
Call 253-931-3043 for more information
Harvest Masquerade Ball
Dinner and dancing fundraiser to support educational
programs at the White River Valley Museum
For more information call 253-288-7433 or visit
www.wrvmuseum.org
Halloween Harvest Festival & Downtown Trick-or-
Treating
Washington Elementary and downtown Auburn
Come out and celebrate with games and activities at
Washington Elementary School. Then trick or treat at the
shops in downtown Auburn.
Call 253-931-3043 for more information
NOVEMBER
Auburn’s Veterans Day Observance & Parade
Main Street
Auburn’s annual Veterans Day observance features one of
the largest sanctioned Veterans Day parade west of the
Mississippi along with a static display exhibit, a luncheon,
military display and flyover followed by one of the state’s
largest marching band competitions.
Call 253-931-3043 for more information
Auburn Senior Activity Center Thanksgiving Dinner
Call 253-931-3016 for more information
Page 328
2013-2014 Biennial Budget Section VIII: Appendices
DECEMBER
Santa Parade/City Hall Tree Lighting
Main Street; City Hall Plaza & B Street Plaza
253-931-3043
A fun-filled parade celebrating the holidays. Parade
on Main Street, immediately followed by a tree
lighting ceremony at City Hall. The Optimist Santa
House opens immediately following the tree lighting.
Breakfast with Santa
Auburn Senior Activity Center
Join Santa and his elves for breakfast and special
holiday entertainment.
Call 253-931-3016 for registration information
Auburn Senior Activity Center Holiday Dinner
Call 253-931-3016
Tree of Giving Program
November - December
Trees with stockings at Auburn City Hall and
various locations around Auburn.
Gift giving for the disadvantaged and disabled in
the community.
Call 253-931-3043 for more information
Page 329
2013-2014 Biennial Budget Section VIII: Appendices
Elected Official
Local Involvement
Regional / National Involvement
Mayor Pete Lewis Chair of Valley Regional Fire Authority Board; Valley Communications
Center and Auburn Noon Lions Club
Chair, Association of Washington Cities Economic Development and Infrastructure
sub-committee; Vice Chair, King County Regional Policy Committee; Member,
Valley Communications Center Board; Suburban Cities Association (SCA), Public
Issues Committee of SCA; Past Chair, Green River Valley Flood Control District;
South County Area Transportation Board, Pierce County Cities and Towns Forum;
Valley Cities Association and the South Correctional Entity; Member, U.S.
Conference of Mayors Transportation Committee, International Trade Committee;
Amtrak Advisory Board
Councilmember
Largo Wales
(Position #1)
Vice Chair of Finance Committee; Vice Chair of Les Gove Community
Campus; Member of Planning and Community Development
Committee
President, Auburn Youth Resources Board; Kiwanis President; President, Auburn
Food Bank
Councilmember
John Partridge
(Position #2)
Chair of Finance Committee; Member, Municipal Services Committee;
Auburn Noons Lions Club, Sons of Italy chapter
Suburban Cities Association; Vice Chair King County Regional Law, Safety and
Justice Committee; Council Liaison, Auburn Valley Humane Society
Councilmember
Bill Peloza
(Position #3)
Chair of Municipal Services Committee; Vice Chair of Public Works
Committee; Member, Council Operations Committee; Auburn Farmer’s
Market representative; Auburn Airport Advisory Board; Auburn Rotary
Club; Sons of Italy chapter
National League of Cities; Energy, Environment and Natural Resources Steering Committee; King County Regional Water Quality Committee (RWQC); RWQC Caucus Chair of the Suburban Cities Association; King County Metropolitan Solid
Waste Advisory Committee; King County Metropolitan Water Pollution
Abatement Advisory Committee and King County Water Resource Inventory Area
(WRIA 9 - Green/Duwamish & Central Puget Sound Watershed) Management and Watershed Ecosystem Forum (Co-Chair) Committees; Alternate member, King County Flood Control District Advisory Committee; Alternate member, South
County Area Transportation Board (SCATB).
Councilmember and
Depty Mayor
Nancy Backus
(Position #4)
Chair of Planning and Community Development Committee; Chair
Council Operations Committee; Valley Regional Fire Authority Board
and President of the Miss Auburn Scholarship Program
NLC Finance, Administration & Governmental Relations (FAIR) Policy Committee;
President and Treasurer of Wa. State Association of Local Miss America Programs,
Member of the Auburn King County Library System Board; Graduate Leadership
Institute of South Puget Sound
Councilmember
John Holman
(Position #5)
Vice Chair, Planning and Community Development Committee;
Member, Finance Committee
Washington State Boundary Review Board; Member, Green River Community
College Foundation Board; Member, Auburn Rotary Club
Councilmember
Rich Wagner
(Position #6)
Chair of Public Works Committee; Chair of Les Gove Community
Campus Committee; Vice Chair of Council Operations; Valley Regional
Fire Authority, Arts Commission
Metropolitan Solid Waste Management Advisory Committee; Regional Access
Mobility Partnership; Puyallup River Watershed Forum
Councilmember
Wayne Osborne
(Position #7)
Vice Chair, Municipal Services Committee; Member, Public Works
Committee; Member, Les Gove Community Campus; Auburn Planning
Commission;
Airport Advisory Board and Technical Working Group
Page 330
Auburn Elected Officials
Front row: Largo Wales, Mayor Pete Lewis, Nancy Backus Deputy Mayor
Back row: Bill Peloza, Rich Wagner, Wayne Osborne, John Partridge, John Holman
2013-2014 Biennial Budget Section VIII: Appendices
Peter B. Lewis, Mayor
25 West Main Street
Auburn, WA 98001-4998
Web Page: www.auburnwa.gov
City of Auburn Council Meetings & Member Information
City Council meetings are held the first and third Mondays of each month at 7:30 pm in the City of Auburn Council
Chambers, 25 West Main. If Monday is a holiday, the meeting is then held Tuesday.
Term Expires Pos # Name Email Phone
12/31/2013 MAYOR
Peter B. Lewis
plewis@auburnwa.gov (253) 931-3000
CITY COUNCIL
12/31/2015 1 Largo Wales lwales@auburnwa.gov (253) 261-5421
12/31/2013 2 John Partridge jpartridge@auburnwa.gov (253) 261-1671
12/31/2015 3 Bill Peloza bpeloza@auburnwa.gov (253) 261-3235
12/31/2013 4 Nancy Backus nbackus@auburnwa.gov (253) 261-1555
12/31/2015 5 John Holman Jholman@auburnwa.gov (253) 261-1991
12/31/2013 6 Rich Wagner rwagner@auburnwa.gov (253) 261-3263
12/31/2015 7 Wayne Osborne wosborne@auburnwa.gov (253) 261-5667
Councilmembers are listed above in order of position.
Nancy Backus is the Deputy Mayor and Mayor Pro Tem and alternate to all Council Committees.
Auburn City Council Standing Committees
Committee Meeting Time Members Date & Location
Finance 5:30 p.m. *John Partridge Rm 1, 2nd Fl, City Hall Annex
**Largo Wales 1st & 3rd Monday
John Holman of Each Month
Municipal Services *Bill Peloza Conference Room #3, City Hall
3:30 p.m. **Wayne Osborne 2nd & 4th Monday
John Partridge of Each Month
Planning & Community Development *Nancy Backus Rm 2, 2nd Fl, City Hall Annex
5:00 p.m. **John Holman 2nd & 4th Monday
Largo Wales of Each Month
Public Works *Rich Wagner Rm 2, 2nd Fl, City Hall Annex
3:30 p.m. **Bill Peloza 1st & 3rd Monday
Wayne Osborne of Each Month
Les Gove Community Campus Committee *Rich Wagner Council Chambers, City Hall
** Largo Wales 4th Wednesday of Each Month
Wayne Osborne
Council Operations Committee *Rich Wagner Rm 2, 2nd Floor City Hall
**Sue Singer 1st Monday of Each Month
Nancy Backus
* Chairman, **Vice Chairman
Page 331
2013-2014 Biennial Budget Section VIII: Appendices
WHO TO CALL
City Government:
Mayor’s Office 253-931-3041
City Attorney’s Office 253-931-3030
Communications & Community Relations 253-931-4009
Finance Department 253-931-3033
Human Resources & Risk Management 253-931-3040
Innovation & Technology 253-804-5078
Parks, Arts and Recreation 253-931-3043
Planning & Development 253-931-3090
Public Works 253-931-3010
Public Safety:
Fire Department (Valley Regional Fire Authority) 253-931-3060
Municipal Court (King County) 1-800-325-6165 ext. 59200
Police Department 253-931-3080
South Correctional Entity (SCORE) 206-257-6200
City Resources:
Airport 253-333-6821
Cemetery 253-931-3028
Golf Course 253-833-2350
Museum 253-288-7433
Senior Center 253-931-3016
Community Resources:
Animal Control 253-931-3062
Auburn Chamber of Commerce 253-833-0700
Auburn Downtown Association 253-939-3982
Auburn School District 253-931-4900
Auburn Valley Humane Society 253-249-7849
Drivers’ Licensing 253-931-3940
Employment Security 253-833-0102
Food Bank 253-833-8925
General Services Administration 253-931-7000
King County Justice Center – Kent Location 206-205-2501
King County Tax Assessor 206-296-7300
Language Line 1-800-823-1786
Pet Licensing 253-876-1997
Pierce County Tax Assessor 253-798-7427
Post Office 253-931-3018
Puget Sound Energy 1-888-225-5773
Waste Management (Residential) 253-833-3333
The Outlet Collection - Seattle 253-833-9500
Voter Registration 206-296-8683
Page 332
2013-2014 Biennial Budget Section VIII: Appendices
COMMUNITY STATISTICS
This section of the budget contains a synopsis of data regarding the Auburn community. This data is presented
both to provide background information to the reader and to add insight to some of the budget
goals and policies addressed in this document.
Date of IncorporationJune 13, 1891
Form of GovernmentMayor-Council
Type of GovernmentNon-Charter Code City
Population71,240
Rank in Size - Washington State15th
Assessed Valuation$6,909,168,076
Area29.84 Square Miles
Auburn Median Age34 Years Old
Registered Voters34,404
Miles of Streets248 Miles
Number of Stations (4 in Auburn, 1 in Pacific)*6
Number of Commissioned Fire Fighting Personnel107
Number of Non-Commissioned Personnel13
Total Number of Personnel and Firefighters120
Fire Responses 346
Emergency Medical Service Responses7,711
All Other Responses 2,399
Total Number of Responses 10,456
Number of Stations/Precincts2
Number of Commissioned Police Personnel101
Number of Non-Commissioned Personnel19
Total Number of Personnel and Officers120
Number of Calls for Service (Dec. 2012 estimated)65,948
WATER SERVICE
Basic Service Charge$13.17/Month
Commodity Rate:
0-7$2.61/ccf
7.01-15$3.20/ccf
15.01-9999$3.63/ccf
Total Water Customers - January 201313,856
Gallons of Water Produced - 2012 Statistic2,642,867,000
Average Daily Consumption - 2012 Statistic6.68 million Gallons
Miles of Water Main275 Miles
POLICE PROTECTION
FIRE PROTECTION
*Beginning January 1, 2007, the Valley Regional Fire
Authority began providing fire protection services for the
Cities of Auburn, Algona and Pacific.
2012 INFORMATION
2013 Utility Rates: Reduced rates for low-income senior
citizens and disabled persons available.
Page 333
2013-2014 Biennial Budget Section VIII: Appendices
City Sewer - Single Family Residence$21.02/Month
Metro Sewer - Single Family Residence$39.79/Month
Total Sanitary Sewer Customers - January 201314,175
Sanitary Sewers196 Miles
Single Family Residence$17.41/Month
Number of Accounts - January 201316,829
Storm Pipes252 Miles
1 can (35 gal)/week, curbside$15.05/Month
Number of Residential Accounts - January 201315,489
BUSINESS LICENSES
Fee per Year$50
Business Licenses Issued - 2012 Statistic4,170
VALUE OF BUILDING PERMITS ISSUED IN 2012$111,430,669
Developed Park Acreage324
Total Park Acreage630
Number of Developed Parks33
Number of Cemetery Interments259
Number of Rounds Played (Golf Course)45,704
Athletic Teams388
Recreation Activities3,833
Senior Center Visits40,704
Cultural Arts & Major Special Events146
Audience Served by Cultural Arts & Major Special Events129,584
Museum Audience Served15,397
MAJOR EMPLOYERS (number of employees)
Boeing 3,970
Auburn School District1,850
Muckleshoot Casino Enterprises1,500
The Outlet Collection Seattle1,100
Auburn Multicare Hospital635
Green River Community College635
Social Security Administration600
Emerald Downs500
Zones500
Federal Aviation Administration450
City of Auburn400
General Services Administration350
PARKS, RECREATION AND CULTURE
STORM
SOLID WASTE (Contracted Services)
SEWER
Page 334
2013-2014 Biennial Budget Section VIII: Appendices
GENERAL DEMOGRAPHICS
Persons 19 years and younger28.6%
Persons 20 - 34 years20.3%
Persons 35 - 54 years29.0%
Persons 55 years and older22.1%
Male49.3%
Female50.7%
Median Household Income (City of Auburn)
City of Auburn$56,700
Washington State$58,890
State6.50%
King County Metro0.80%
Transit and Traffic Congestion (effective 4/1/01)0.36%
RTA (effective 4/1/09) 0.90%
City of Auburn Local Option0.84%
City of Auburn Local Option-Criminal Justice0.10%
King County Option0.00%
TOTAL SALES TAX RATE9.50%
OTHER CITY TAXES AND TAX RATES:
Natural Gas Utility Tax*6.00%
Brokered Natural Gas5.00%
Electric Utility Tax*6.00%
Telephone Utility Tax*6.00%
Cable Television Utility Tax*1.00%
Cable Television Franchise Tax5.00%
Garbage Utility Tax*7.00%
Water Utility Tax*7.00%
Sewer Utility Tax*7.00%
Stormwater Utility Tax*7.00%
Gambling Taxes**
Amusement Games**2.00%
Bingo**5.00%
Card Rooms***4.00%
Punch Board and Pull Tabs**10.00%
***Applied on gross receipts.
Sources of information:
CityofAuburnGIS,Finance,Building,Fire,Police,Parks,
ArtsandRecreationDepartment,USCensus,Kingand
PierceCountyElectionsOfficeandWashingtonStateOffice
of Financial Management.
SALES TAX RATE:
*Includes additional 1.0% levied for arterial street (Fund
102) improvements.
**Applied on gross receipts net of the amount awarded as
prizes.
Page 335
2013-2014 Biennial Budget Section VIII: Appendices
0
15,000
30,000
45,000
60,000
75,000
20082009201020112012
Population, Housing and School Enrollment
Population Housing Units Enrollment
20082009201020112012
School Enrollment (1)14,71614,58914,48214,36314,408
Rate of Unemployment (2)5.5%9.5%9.6%8.7%7.7%
Population (3)67,00567,48570,18070,70571,240
Housing Units (4)
One Unit14,18614,23514,33314,82314,957
Two or More10,37510,39110,42610,59210,631
Mobile Home or Special2,7612,7822,7942,6352,618
Total Housing Units27,32227,40827,83428,05028,206
Sources:
(1) Auburn School District No. 408 - CAFR
(2) U.S. Department of Labor
(3) WA State Office of Financial Management
(4) WA State Office of Financial Management
Population, Housing and School Enrollment Trends
Page 336
2013-2014 Biennial Budget Section VIII: Appendices
$0
$5,000
$10,000
$15,000
$20,000
20082009201020112012
(T
h
o
u
s
a
n
d
s
)
Retail Tax Collections
Wholesaling Construction Services Retail Trade
Automotive Manufacturing Other Business Transportation
Sales Tax Collections by Sector (in thousands)
20082009201020112012
$873$781$731$754$772
3,255 2,559 2,558 2,785 3,019
521 358 389 383 425
360 352 351 331 341
323 228 235 236 269
483 352 315 345 372
872 833 802 968 967
1,062 676 765 764 778
7,749 6,140 6,145 6,566 6,943
3,107 2,867 3,307 2,882 3,056
1,647 1,368 1,324 1,296 1,221
643 383 405 583 405
76 31 29 77 55
2,306 1,073 1,185 1,260 1,297
72 46 128 224 61
15,600$ 11,909$ 12,523$ 12,887$ 13,037$
Source:
Manufacturing
Construction
Non-Store Retailers
Miscellaneous Retail Trade
Retail Trade
Services
Retail Trade
Auto & Gas
General Merchandise
Building Material
Food Stores
Apparel
Furniture & Electronics
Transportation
Wholesaling
City of Auburn Finance Department
Actual receipts Jan-Dec
Grand Total
Other Business
Page 337
2013-2014 Biennial Budget Section VIII: Appendices
0
20,000,000
40,000,000
60,000,000
80,000,000
20082009201020112012
Construction Activity By Value
Commercial Residential
Building Permits and Construction Values
YearPermitsValuePermitsValue
200843$15,090,276159$26,475,169
20093646,743,03512423,227,980
2010198,412,79120638,529,694
20113810,904,44125368,481,490
20122413,218,64346198,212,026
Source:
City of Auburn Building Division
Data represents new construction only
Commercial BuildingResidential Building
Page 338
2013-2014 Biennial Budget Section VIII: Appendices
$0.00
$3.00
$6.00
$9.00
$12.00
$15.00
20082009201020112012
$1.48 $1.49 $1.82 $1.93 $2.08
$11.26 $10.97
$12.60
$13.82 $14.35
PROPERTY TAX LEVY AND DEMOGRAPHIC INFORMATION
(King County portion of Auburn)
Emergency Medical Services Library Valley Regional Fire Authority(VRFA)
Port of Seattle Washington State Ferry District
King County Auburn School District City of Auburn
Property Tax
Levy20082009201020112012$%
City of Auburn1.48$ 1.49$ 1.82$ 1.93$ 2.08$ 0.15$ 8%
Auburn School District4.414.385.096.006.140.142%
King County1.211.101.281.341.420.086%
Ferry District0.0550.05 0.0030.0040.0040.0003%
Washington State2.131.962.222.282.420.146%
Port of Seattle0.220.200.220.220.230.015%
Valley Regional Fire Authority (VRFA)1.001.11 1.181.181.190.011%
Library 0.450.420.490.570.570.000%
Emergency Medical Services0.300.270.300.300.300.000%
Total Levy Rate11.26$ 10.97$ 12.60$ 13.82$ 14.35$ 0.53$ 4%
Auburn % to Total Levy13.15%13.55%14.47%13.96%14.49%
Demographic Information
(King & Pierce County)20082009201020112012$%
Assessed Valuation(in 000's)6,526,967$ 8,713,853$ 7,809,500$ 7,214,024$ 6,920,527$ (293,498)$ -4%
Average Homeowner Assessed Value259,000$ 302,900$ 246,000$ 223,000$ 203,000$ (20,000)$ -9%
City Tax on an Average Home383$ 450$ 448$ 430$ 422$ (8)$ -2%
Population67,005 67,485 68,270 70,705 71,240 535 1%
School Enrollment14,716 14,589 14,482 14,363 14,219 (144) -1%
CPI-W/Seattle, Annual growth rate4.5%0.4%0.8%1.8%2.3%0.5%28%
IPD/Implicit Price Deflator4.5%-0.8%1.5%1.5%1.7%0.2%10%
Change
Change
Page 339
2013-2014 Biennial Budget Section VIII: Appendices
$0.00
$3.00
$6.00
$9.00
$12.00
$15.00
20082009201020112012
$1.48 $1.49 $1.82 $1.93 $2.08
$10.65 $10.66
$11.97
$13.41 $13.97
PROPERTY TAX LEVY AND DEMOGRAPHIC INFORMATION
(Pierce County portion of Auburn)
Library Valley Regional Fire Authority(VRFA)
Port of Tacoma Washington State
Pierce County Auburn School District
City of Auburn
Property Tax
Levy20082009201020112012$%
City of Auburn1.48$ 1.49$ 1.82$ 1.93$ 2.08$ 0.15$ 8%
Auburn School District4.414.385.096.006.140.142%
Pierce County1.081.081.161.281.420.1411%
Washington State2.072.022.072.272.410.146%
Port of Tacoma0.190.180.180.180.180.000%
Valley Regional Fire Authority (VRFA)1.001.11 1.181.181.190.011%
Library 0.420.400.460.570.55(0.02)-4%
Total Levy Rate10.65$ 10.66$ 11.97$ 13.41$ 13.97$ 0.56$ 4%
Auburn % to Total Levy13.90%13.95%15.24%14.39%14.89%
Demographic Information
(King & Pierce County)20082009201020112012$%
Assessed Valuation(in 000's)6,526,967$ 8,713,853$ 7,809,500$ 7,214,024$ 6,920,527$ (293,498)$ -4%
Average Homeowner Assessed Value259,000$ 302,900$ 246,000$ 223,000$ 203,000$ (20,000)$ -9%
City Tax on an Average Home383$ 450$ 448$ 430$ 422$ (8)$ -2%
Population67,005 67,485 68,270 70,705 71,240 535 1%
School Enrollment14,716 14,589 14,482 14,363 14,219 (144) -1%
CPI-W/Seattle, Annual growth rate4.5%0.4%0.8%1.8%2.3%0.5%28%
IPD/Implicit Price Deflator4.5%-0.8%1.5%1.5%1.7%0.2%10%
Change
Change
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AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6432
Date:
November 2, 2012
Department:
Finance
Attachments:
2013-2014 Preliminary Budget;
Ordinance No. 6432 and Schedule A
Budget Impact:
$226,354,993 – 2013
$212,945,255 – 2014
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6432, establishing the City’s budget for 2013-2014.
Background Summary:
Budget Process: In June, the City began the process of developing the budget for the 2013-2014
biennium. This included budget workshops and public hearings as follows:
- July 10: Fund and Process Overview (workshop #1)
- August 23 and September 13: Proprietary and Capital Funds (workshops #2 and #3)
- September 17: Review General Fund revenues; first public hearing on budget
- September 26: General Fund and Special Revenue Funds (workshop #4)
Following these presentations and workshops, Council provided policy guidance to the administration.
These included clarifying 2011-2012 accomplishments and expanding upon 2013-2014 goals and
objectives.
2013-2014 Preliminary Budget: A copy of the 2013-2014 Preliminary Budget was presented to Council
on November 2, 2012.
Ordinance No. 6432: Council’s approval of Ordinance No. 6432 will establish the City’s 2013-2014
biennial budget. As the budget has been reviewed by Council during the budget workshops, adoption of
Ordinance 6432 is scheduled as follows:
- November 19: First reading by the Finance Committee and a public hearing before the full Council.
- December 3: Second and final reading by the Finance Committee with referral to the full Council for
adoption.
Staff recommends Council approval of Ordinance No. 6432.
Reviewed by Council & Committees: Reviewed by Departments & Divisions:
Arts Commission COUNCIL COMMITTEES: Building M&O
Airport Finance Cemetery Mayor
Hearing Examiner Municipal Serv. Finance Parks
Human Services Planning & CD Fire Planning
Park Board Public Works Legal Police Planning Comm. Other Public Works Human Resources
Information Services
Action:
Committee Approval: Yes No
Council Approval: Yes No Call for Public Hearing ___/___/____
Referred to _________________________________ Until ____/___/____
Tabled ______________________________________ Until ___/___/____
Councilmember: Partridge Staff: Coleman
Meeting Date: November 2, 2012 Item Number:
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APPENDIX D
GLOSSARY OF TERMS
This glossary identifies terms used in this budget. Accounting terms are defined in general, non-technical terms.
For more precise definitions of these terms, the reader should refer to the State BARS manual.
Account
A record of additions, deletions, and balances of individual assets, liabilities, equity, revenues and expenses.
Accrual Basis
Refers to the accounting of revenues and expenditures on the basis of when they are incurred or committed,
rather than when they are made or received. All funds except the governmental funds are accounted on this
basis and the governmental funds are accounted on a modified accrual basis.
Administrative or Support Departments
Refers to the organizational units or departments that primarily provide services to other departments or
divisions.
These departments include:
Mayor and Council: Provides overall administration to the entire City. Also includes expenses related
to the operation of the Council.
Human Resources: Provides centralized personnel services to all City services. Also includes Civil Service
which applies to Police and Fire Services.
Finance: Provides centralized financial services to all City departments. Also provides a variety of other
central administrative service including insurance, printing, data processing, and billing of City utilities.
City Attorney: Provides centralized legal services to all City services.
Innovation and Technology: Provides technology services to all City departments.
Public Works: Provides centralized facilities maintenance and fleet maintenance services to all City
Departments.
Appropriation
Legal authorization granted by ordinance of the City Council that approves budgets for individual funds.
Arbitrage
The interest revenue earned in excess of interest costs from the investment of proceeds from the sale of bonds.
Federal law requires that earnings over a certain rate be repaid to the federal government and is called arbitrage
rebate.
Assessed Valuation
A valuation set upon real estate or other property by a government (King County or Pierce County Tax
Assessor) as a basis for levying taxes.
B & O Tax
Business and Occupation tax is a gross receipts tax levied on businesses. It is based on the value of products,
gross proceeds of sales or gross income of the business.
Balanced Budget
A budget is considered balanced when the fund's total resources of beginning fund balance, revenues and other
financing sources is equal to the total of expenditures, other financing uses and ending fund balance.
BARS
Budgeting, Accounting & Reporting System (BARS); refers to the accounting rules established by the State
Auditor’s Office.
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Baseline Budget
The baseline budget consists of budget proposals that would be sufficient to maintain the operation of programs
that had been previously, in earlier budgets, authorized.
Bond
A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date
or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. The
difference between a note and a bond is that the latter runs for a longer period of time and requires greater legal
formality.
Budget Amendment
The method used to make revisions to the adopted budget. Adjustments are made via an ordinance approved
by the City Council.
Capital Assets
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 and a cost of $5,000 or greater.
Capital Facilities Plan (CFP)
A plan that studies the manner in which the capital needs of the City can be met and establishes policies and
management programs to address those needs. A published six-year plan document is one element of the
comprehensive plan required by Washington’s Growth Management Act. Capital facilities generally have long
useful lives, significant costs and tend not to be mobile.
Capital Expenditures
Expenditures that result in the acquisition of, or addition to, capital assets.
Capital Project Construction Funds
A type of fund which accounts for major general government construction projects financed by long-term general
obligations.
Community Development Block Grant (CDBG)
A grant received annually by the City from the Department of Housing and Urban Development. While
included in the budget for accounting purposes, specific allocation of these funds occurs in a separate process.
Comprehensive Plan
A long-range policy adopted by the City to guide decisions affecting the community’s physical development.
Consumer Price Index (CPI)
Consumer Price Index measures a price change for a constant market basket of goods and services from one
period to the next within the same city (or in the Nation). The CPI is not a true cost of living index and should
not be used for place-to-place comparisons.
Councilmanic Bonds
General Obligation bonds authorized by the City Council.
Current Expense Fund
See General Fund.
Debt Service
Interest and principal payments on debt.
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Debt Service Funds
A type of fund that accounts for the payment of outstanding long-term general obligations of the City.
Department
Refers to an organizational unit. In Auburn, it refers to nine such units: Mayor & Council, Human Resources and
Risk Management Department, Finance Department, Legal Department (or City Attorney), Planning and
Development, Police Department, Public Works Department, Innovation and Technology, Parks, Arts and
Recreation Department (see administrative and line departments for descriptions). May be composed of one or
more organizational units referred to as Divisions.
Depreciation
(1) Expiration in the service life of capital assets. (2) The portion of the cost of a capital asset that is charged as an
expense during a particular period.
Division
Refers to an organizational unit below that of Department. All of the proprietary funds are administered as a
Division, although sometimes referred to as Departments because of their status as such in a previous
administration.
Enterprise Funds
A type of proprietary fund which contains activities which are operated in a manner similar to private businesses
in Auburn, the Enterprise Funds account for the City’s utilities, the cemetery, the golf course, and the airport.
Endangered Species Act (ESA)
The Endangered Species Act provides for the designation and protection of invertebrates, wildlife, fish and plant
species that are in danger of becoming extinct and mandate conservation of the ecosystems in which endangered
species depend.
Expenditures
The cost of goods or services that use current assets. When accounts are kept on the accrual or modified accrual
basis, expenditures are recognized at the time the goods are delivered or services rendered.
Full-Time Equivalent Position (FTE)
Refers to budgeted employee positions based on the number of hours for each position. A full-time position is
1.00 FTE and equals 2,080 hours per year and a .50 position is 1,040 hours per year.
Fund
A self-balancing group of accounts which includes both revenues and expenditures.
Fund Balance
The difference between assets and liabilities reported in a governmental fund. Fund balances are either
designated or undesignated.
Designated: Funds that have been dedicated to a particular purpose.
Undesignated: The remaining un-appropriated balance of the fund after accounting for the designated funds.
Fiduciary Funds
A group of funds which accounts for funds held by the City as a trustee.
GAAP
Generally Accepted Accounting Principles are standards used for accounting and reporting for both private
industry and governments.
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General Fund
A specific fund which accounts tax supported activities of the City and other types of activities not elsewhere
accounted. In the City budget, this fund is divided into departments. Sometimes it may be referred to as the
Current Expense Fund. The General Fund is a Governmental Fund.
General Obligations (Debt)
Refers to a type of debt that is secured by means of the tax base of the City or obligations against which the full
faith and credit of the City was pledged. Includes debt incurred by three different circumstances:
1) debt incurred by the vote of the people and retired by means of a separate property tax levy,
2) debt approved by the City Council to be retired out of the proceeds of the regular levy (referred to as either
councilmanic bonds or an inside levy), and
3) debt, which while secured by taxing authority, is retired by means of other revenue.
Governmental Fund Types
A group of funds that account the activities of the City that are of a governmental character, as distinguished
from activities which are of a business character.
Indirect Charges or Cost Allocation
Refers to the process of accounting costs between funds and is usually applied to determining the costs of
administrative services provided to Non-General Fund divisions.
Inside Levy
The dedication of a portion of the regular property tax levy to retire Councilmanic bonds.
Interfund Payments
Expenditures made to other funds for services rendered.
Internal Service Funds
A type of proprietary fund that accounts for goods and services that are provided as internal services of the City.
Internal service funds include the equipment rental, innovation and technology, facilities, and insurance funds.
Line Departments
Line departments are those that provide services directly to the public and consist of the following departments:
Planning and Development: Includes several divisions including Planning and
Development, and Community and Human Services.
Police: Provides all police services and animal control services.
Public Works: Consists of several divisions or services, including engineering, water, sewer and storm
utilities, equipment rental, streets, emergency management, and facilities.
Parks: Provides recreational services and maintains park facilities. Includes senior services and the
management of the cemetery and golf course.
Finance: In addition to the administrative and support function noted above, also oversees the airport
and solid waste divisions.
Local Improvement Districts (LIDs)
A LID is a legal mechanism that finances specific capital improvements which benefit specific properties. A LID
places a special assessment against the benefited property to repay debt incurred to finance the improvements.
METRO (Municipality of Metropolitan Seattle)
Conveyance, treatment and disposal of all sanitary sewage collected within the Auburn sanitary sewer service
area is provided by King County based on a contract signed in 1974 with Municipality of Metropolitan Seattle.
The County and Metro consolidated effective January 1, 1994. The County now performs the services formerly
performed by Metro. The county has assumed all obligations and contracts with Metro.
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Mill
The property tax rate that is based on the valuation of property. A tax rate of one mill produces $1 of taxes on
each $1,000 of property valuation.
Mission Statement
A declaration of a unit or of the overall organization’s goal or purpose. The City of Auburn’s Mission Statement
can be found immediately preceding the Table of Contents and the Distinguished Budget Presentation Award in
the Final Budget document.
Mitigation Fees
Fees paid by developers to equitably share the cost of infrastructure improvements required for supporting the
development project.
Modified Accrual Basis of Accounting
Refers to the method of accounting in which (a) revenues are recognized in the accounting period of which they
become available and measurable and (b) expenditures are recognized in the accounting period in which the
fund liability is incurred, if measurable, except for un-matured interest on general long-term debt and certain
similar accrued obligations, which should be recognized when due.
Object (as defined by the State Auditor’s BARS manual)
As used in expenditure classification, this term applies to the type of item purchased or the service obtained (as
distinguished from the results obtained from expenditures). Examples are professional services, contractual
services, and materials and supplies.
Potential Annexation Area (PAA)
Those currently unincorporated areas the City intends to annex within the 20-year time frame in the
Comprehensive Plan.
Program Improvements
Program improvements are a type of budgetary action which consists of new initiatives or substantial changes to
existing programs.
Proprietary Funds
A group of funds which account for the activities of the City which are of a proprietary or “business” character.
Public Safety
A term used to identify police services.
Public Works Trust Fund (PWTF)
A state program that makes available low-interest loans to help local governments with public works projects.
Regular Levy
The portion of the property tax that supports the General Fund.
Revenue
Refers to income from all sources, i.e. property taxes, fines and fees, permits, etc.
Revenue Bonds
Bonds that are retired by means of revenue, usually a proprietary fund. In a strict sense, these bonds are not
secured by the tax base of the full faith and credit of the City, although sometimes general obligation bonds
which are being retired by revenue may be referred inaccurately to as revenue bonds. While the full faith and
credit of the City is not pledged as security, the revenue of a utility often is.
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Special Assessments
An assessment similar to a tax (but legally distinct and is separately billed), applied to property participating in a
Local Improvement District (LID) to retire the LID debt.
Special Levy
Separate property tax levies authorized by the voters for specific purposes.
Special Revenue
A type of governmental fund that accounts for the proceeds of specific revenue sources that are legally restricted
for expenditures.
Tax Base
The wealth of the community available to be taxed by various forms of City taxes; commonly thought of as the
assessed value of the community.
Working Capital
Working Capital is generally defined as current assets minus current liabilities. Working capital measures
how much in liquid assets less short-term obligations is available to be used for budgeted expenditures.
LIST OF ACRONYMS
BARS - Budgeting, Accounting & Reporting System (BARS); refers to the accounting rules established by the State
Auditor’s Office.
CFP - Capital Facilities Plan
CPI - Consumer Price Index
EIS - Environmental Impact Study
ESA - The Endangered Species Act
FTE - Full-Time Equivalent Position
GAAP - Generally Accepted Accounting Principles
GMA - Growth Management Act
LED - Light Emitting Diode (street signals)
LEOFF - Washington's Law Enforcement Officers' and Fire Fighters' Retirement System
LID - Local Improvement District
MIT - Muckleshoot Indian Tribe
NPDES - National Pollution Discharge Elimination System
PAA - Potential Annexation Area
PERS - Washington’s Public Employees’ Retirement System
PWTF - Public Works Trust Fund
RTID - Regional Transportation Improvement District
SOS - Save Our Streets program
TADA – The Auburn Downtown Association
TIP - Transportation Improvement Program
UTGO - Unlimited Tax General Obligation bonds
WRIA - Water Resources Inventory Area
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DOCUMENT AND FINANCIAL DATA PREPARED BY:
Shelley R. Coleman
Finance Director
Martin Chaw Rhonda Ewing
Financial Planning Manager Accounting Manager
Consuelo Rogel
Financial Analyst
Tamara Baker
Financial Analyst
Aimee Campbell
Financial Analyst
Evelyn McOsker
Finance Secretary
LEGAL PROCEDURES:
Danielle Daskam
City Clerk