HomeMy WebLinkAboutCity of Auburn Washington 2015-2016 Biennial Budget.pdf
CITY OF AUBURN
WASHINGTON
2015-2016 BIENNIAL BUDGET
For Fiscal Years January 1, 2015 to December 31, 2015
and January 1, 2016 to December 31, 2016
January 1, 2015
Prepared by the Finance Department
CITY OFFICIALS
MAYOR
Nancy Backus
CITY COUNCIL
Claude DaCorsi John Holman Wayne Osborne
Bill Peloza Yolanda Trout Rich Wagner Largo Wales
DEPARTMENT DIRECTORS
Administration Director Michael Hursh Human Resources / Risk & Property Mgmt. Director Rob Roscoe
Finance Director Shelley Coleman
City Attorney Dan Heid
Community Development and Public Works Director Kevin Snyder
Police Chief Bob Lee
Parks, Arts and Recreation Director Daryl Faber
Innovation and Technology Director Vacant
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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.
Cover photo by Dan Streiffert
Auburn Environmental Park
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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,
2013 through December 31, 2014. 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.
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TABLE OF CONTENTS
2015 – 2016 BIENNIAL BUDGET
CITY OFFICIALS .........................................................................................................................................................ii
Auburn’s Vision and Mission Statement ......................................................................................................... iii
Distinguished Budget Presentation Award ......................................................................................................iv
Mayor’s Transmittal Letter ........................................................................................................................... vii
The Budget Process ........................................................................................................................ viii
2015-2016 Biennial Budget Considerations ........................................................................................ ix
Closing Comments ........................................................................................................................... xi
SECTION I: BUDGET SUMMARY .............................................................................................................................. 1
Reader’s Guide .............................................................................................................................................. 1
Financial Structure of the City Budget ............................................................................................................ 2
General Fiscal Environment ........................................................................................................................... 5
Key Issues Affecting the 2015 – 2016 Budget Process ...................................................................................... 7
2015 Budget Summary – All Funds ............................................................................................................... 10
2016 Budget Summary – All Funds ............................................................................................................... 12
Comparative Budget Summary – All Funds ................................................................................................... 14
Comparative Budget Summary – General Fund ............................................................................................ 16
Staffing Trends ............................................................................................................................................. 18
SECTION II: PROCESS/POLICIES ............................................................................................................................. 23
Basis of Budgeting ....................................................................................................................................... 23
Budget Calendar ......................................................................................................................................... 25
Budget Purpose .......................................................................................................................................... 27
Budget Process ............................................................................................................................................ 27
Budget Structure ......................................................................................................................................... 28
Components of the Budget ......................................................................................................................... 28
Capital Planning ......................................................................................................................................... 29
Budget Policies ........................................................................................................................................... 30
Citywide Goals and Strategies ..................................................................................................................... 40
2013 – 2014 Progress on Citywide Goals ...................................................................................................... 41
2015 – 2016 Budget Strategy ....................................................................................................................... 44
SECTION III: FINANCIAL PLAN ............................................................................................................................. 47
Introduction ............................................................................................................................................... 47
Analysis of 2015 – 2016 Revenues by Sources for All Funds .......................................................................... 48
Analysis of 2015 – 2016 Budgeted Expenditures for All Funds ...................................................................... 50
Revenue Analysis ........................................................................................................................................ 52
General Fund ................................................................................................................................. 52
Special Revenue Funds ................................................................................................................... 57
Capital Project Funds ..................................................................................................................... 59
Enterprise Funds .............................................................................................................................. 61
Internal Service Funds ..................................................................................................................... 63
Fiduciary Funds .............................................................................................................................. 65
Permanent Fund............................................................................................................................. 66
General Fund Six-Year Forecast ................................................................................................................... 67
Long-Term Debt Obligations and Debt Capacity .......................................................................................... 69
General Fund Fiscal Capacity ...................................................................................................................... 73
Working Capital ......................................................................................................................................... 75
SECTION IV: OPERATING BUDGET ....................................................................................................................... 79
Introduction ............................................................................................................................................... 79
Total Baseline Budget ................................................................................................................................. 80
Total General Fund Budget .......................................................................................................................... 81
Mayor and City Council.............................................................................................................................. 83
Administration ............................................................................................................................................ 87
Human Resources and Risk Management ................................................................................................... 101
Finance ..................................................................................................................................................... 111
Legal............................................................................................................................................................143
Community Development and Public Works ............................................................................................. 149
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Police Department and SCORE (South Correctional Entity) ......................................................................... 187
Parks, Arts and Recreation ......................................................................................................................... 197
Innovation and Technology ....................................................................................................................... 213
SECTION V: DETAILS ............................................................................................................................................ 219
2015 Revenue by Type – All Funds ............................................................................................................220
2015 Expenditure by Object – All Funds..................................................................................................... 222
2016 Revenue by Type – All Funds ............................................................................................................ 224
2016 Expenditure by Object – All Funds..................................................................................................... 226
Relationship between Fund and City Structure ........................................................................................... 228
Budgeted Expenditures by Administrative Structure .................................................................................... 229
Budgeted General Fund Expenditures by Department and Cost Center ....................................................... 231
Budgeted Interfund Operating Transfers ..................................................................................................... 235
SECTION VI: PROGRAM IMPROVEMENTS .......................................................................................................... 237
SECTION VII: CAPITAL BUDGET .......................................................................................................................... 267
Capital Planning, Programming and Budgeting ........................................................................................... 267
2015 – 2016 Capital Budget ....................................................................................................................... 268
Capital Facility Items – Transportation Projects ..........................................................................................270
Capital Facility Items – Water Utility Projects ............................................................................................. 288
Capital Facility Items – Sanitary Sewer Projects ........................................................................................... 298
Capital Facility Items – Storm Drainage Projects .........................................................................................304
Capital Facility Items – Parks, Arts and Recreation Projects ......................................................................... 314
Capital Facility Items – General Municipal & Community Improvement Projects .........................................320
Capital Facility Items – Other Proprietary Projects ......................................................................................330
SECTION VIII: APPENDICES .................................................................................................................................. 335
Appendix A: Employee Position Classification Salary Schedule ................................................................... 335
Appendix B: History of Auburn and Community Information ................................................................... 341
Appendix C: Agenda Bill and Ordinance No. 6533 ................................................................................... 359
Appendix D: Glossary ............................................................................................................................... 365
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January 1, 2015
Citizens of Auburn
c/o City of Auburn
25 West Main
Auburn, Washington 98001
Re: Transmittal of the 2015-2016 Biennial Budget
Dear Citizens of Auburn:
The City of Auburn’s Biennial Budget for 2015-2016 is presented to you here. I believe a budget is a moral
document. A budget represents who we are. It shows what our values are and it guides our vision – it is
the vision of the people you elected to be stewards of your dollars and is the guide by which we form our
policies and how we govern. This is your document. It is a written plan for how our city will operate
through the policies of the city council and seeks to meet the needs of those that call Auburn home. The
vision of your city council is for Auburn to be a premier community with vibrant opportunities with a
mission to provide a service-oriented government that meets the needs of our citizens and business
community. This budget document should illuminate how that vision and mission can become a reality.
This blueprint for this budget is guided by the following priorities:
One Auburn: Celebrate Auburn’s diverse cultures, religions and viewpoints by increasing
community awareness and information, enhancing existing partnerships and creating new
partnerships. Support existing and new programs, services and quality of life and employment
opportunities for existing and returning Auburn Veterans and their families. Work in closer
coordination with citizens to recognize and support the identities and uniqueness of
neighborhoods.
Improve City Streets: Engage with Auburn residents and businesses on long-term funding and
program solutions to help fix and improve Auburn’s streets.
Disrupt the Status Quo of City Government: Eliminate the “that’s the way we always have done
it” mentality and give City staff the responsibility, authority and accountability to innovate and
create.
Increase Citizen Engagement: Increase citizen awareness and involvement in city government,
events and activities through greater use of technology, broader engagement and increased civic
education opportunities.
Public Safety: Continue investments in staff, technology, communication, education and other
resources to ensure that citizens and businesses are protected and secure, that there is reduced
criminal activity and that there is trust and shared responsibility for maintaining a safe community.
Business Support Services: Increase the City’s efforts to support, learn from and assist existing
businesses to help make them and the community more successful.
Downtown Enhancement: Continue the momentum for downtown revitalization by improving
public spaces throughout the Downtown. Work with the Auburn Downtown Association, property
owners and businesses to help improve buildings and properties, market Downtown services,
shopping and enhance Downtown’s image in the community and the region.
Encourage Increased Local Spending: Implement marketing and awareness programs to increase
local spending and attract new and diverse businesses to create greater retail and service
opportunities to reduce citizens’ need to travel to other communities.
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Marketing and Branding: Rebrand and market Auburn to better reflect the community and
increase positive perception among residents, businesses, regional governments and state and
national stakeholders.
Imagine Auburn: Complete the Imagine Auburn comprehensive planning process and begin
implementation of strategies and actions to help realize the community’s 20+ year vision. Work
with city council, community members and City staff to create a 5-year Corporate Business Plan
that will guide policy decision-making and investment decisions and allow the City and community
to better measure the City’s performance.
Since 2009, economic conditions and legislative enactments have resulted in limitations in revenue growth.
The result of these challenging economic conditions was a necessity to examine even closer our business
model. The City of Auburn budget has seen cumulative losses of about $51 million through legislative or
initiative action. Some examples of these losses include, the Streamlined Sales Tax, repeal of the motor
vehicle excise tax, property tax limitations and the reduction of the liquor sales excise tax. Whether it was
realized beforehand or not when the state and federal government changed the rules or the voters
approved certain initiatives, the result is always the same. Less money means less service.
Through it all, the City has continued to deliver the high-quality array of services our citizens have come to
expect. The basic economic formula remains the same. City (General Fund) income is divided
approximately into thirds with property tax providing one third, sales tax a third, and utility taxes, fees
and fines providing the remaining third.
State law limits growth in property tax revenue to 1.0% per year. Sales tax revenues are forecasted to
increase modestly as the local, regional, and national economies continue to recover. 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 good news is that new businesses are springing up all over the city and existing businesses are reporting
a positive economic climate. We are hearing of expansion plans and steady growth consistently. We will
continue our focus on economic development to grow this important part of our city. The addition of new
business will have positive impacts on available revenue and the continued success of our many established
businesses will continue to provide support for City services and public facilities in the coming years.
Auburn is the center of the largest industrial complex in the northwest and strategically sits in the middle of
the major north-south and east-west routes of this region. This may show an even greater asset to Auburn
with the recent announcement that the Ports of Seattle and Tacoma will be joining forces to form the
Seaport Alliance to further strengthen the competitive advantage of our region.
The City’s General Fund continues to be budgeted conservatively. Following a steep decline in revenues
during the 2009 recession, the City’s revenue base has made 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 revenues and expenditures will continue to improve, with moderate increases
over 2014, 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. Programs in this budget are
supported by offsetting revenue with few exceptions.
THE BUDGET PROCESS
The 2015-2016 budget is the culmination of a detailed process involving city staff, the public and the city
council. The city council has established citywide vision and goals as stated earlier and my office has specific
areas of focus. The departments used this vision to develop the capital and program areas of the 2015-2016
budget. Budget requests were developed jointly by department directors and the mayor and were
presented for review to the city council over several workshops.
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I am proud of the work we put in together to develop this budget. The city staff worked tirelessly to put
forward a prioritized budget, City leadership sat together to reach consensus and develop efficiencies to
further bring down costs, maintain or grow programs in a creative way. The city council scoured the
documents line-by-line and scrutinized every cost center to ensure that all dollars were being allocated to
the best extent.
This work 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.
2015-2016 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 city streets, citizen
engagement, public safety, economic development and an array of programs responding to community
needs.
Our Fiscal Condition
The budget has been prepared with the objective of maintaining the City’s financial condition and
facilitating achievement of city 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.
Over the past two years, economic conditions have improved locally. Real estate activity and real property
values have improved, retail sales are growing significantly, and the rate of unemployment in the city and
King County is at pre-recessionary levels. In 2015 and 2016, revenues are projected to grow modestly over
2014 levels, with the pace increasing in 2015 as the economic recovery continues to strengthen.
At the same time, 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 includes dedicating
1.0% of utility taxes toward arterial roadway improvements. In addition, the City utilizes sales taxes
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 2015-2016 biennium.
During the 2015-2016 biennium, the City will evaluate additional means of financing city-wide
transportation needs.
The 2015 budget for the water utility includes issuance of $5.2 million of new revenue bonds to support
major capital improvement projects. Rate revenue for the water utility will be used to repay the bonds. No
new revenue bonds are anticipated for the sewer or storm drainage utilities.
Should it be required, Mountain View Cemetery will receive some financial support during the 2015-2016
biennium from the cumulative reserve fund. 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 2016, the fund is expected to have a balance of approximately $1.7 million.
Our 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. A number of commercial and service industry projects
currently in progress, or in the planning stages, contribute to an economic picture of ongoing
development. These include the North Creek Business Park, which will become home to over 200,000
square feet of business space; the Green River College Aviation Campus, a downtown facility that will
house the college’s aviation classes; Merrill Gardens, the second mixed use urban project in the City’s
downtown. The addition of these new businesses is anticipated to have positive impacts on available
revenue.
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
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day fund, is projected to have a fund balance of $4.3 million by the end of 2016. The General Fund is
projected to end 2016 with $5.2 million in ending fund balance, or 8.0% of operating expenses as
required by City policy. Additionally, an insurance reserve of $1.2 million is maintained to meet litigation
claims and $2.4 million is maintained for certain LEOFF 1 retired firefighters.
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 2015 budget allocates $253,134,187 and the 2016 budget
allocates $240,237,151 among all budget functions and funds.
A strong financial position is not the only objective of responsible city government. The council is
responsible for developing the future vision of the City. In 2006, the mayor and city council jointly
developed a ten-year plan called “Vision 2016”. This plan set the goals and the overall direction for the
City and priorities for program support and development during that period, and annual budgets allocated
the City’s resources to achieve these goals. Most of the specific goals identified in the plan were achieved
between 2006 and 2014, but the plan is reaching the end of its term. The council will begin developing a
new long term vision in 2015 that will encompass newly identified priorities. The next budget cycle, 2017-
2018 will encompass and begin implementing the renewed vision.
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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, and has plans to revisit and revitalize it, for Auburn’s future. Building a bridge to that
vision is our challenge – and continuing dialogue with Auburn’s citizens and businesses is a firm foundation
for that bridge.
At the moment, we are emerging from an economic downturn and our city is poised for growth. We
ensured that we could weather this storm and we have. We are financially strong, we have qualified and
passionate staff at the ready and we have recently reorganized some of our most important customer
service functions so that the business we do going forward is at the highest level.
Auburn has some exciting opportunities ahead. We have the attention of those looking to locate their
business in our city, as well as those looking to move their families here. The next few years will bring
much change to our downtown, as well as to other areas within the city. Will there be some growing
pains? Absolutely! Auburn is over 120 years old, and the one constant during that time has been change.
We have grown from a sleepy little town of 12,000 back in the late 1960s to a city of regional significance
with approximately 74,000 people in 2014. Your city government is here to serve you! I am thrilled about
the opportunities that lie in front of us!
The 2015-2016 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. We are always going to be better together than trying to make it on our own. We partner with
Auburn School District, Green River Community College, the Muckleshoot Indian Tribe and numerous
regional and national organizations to ensure that we are doing the right things for our citizens.
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.
Sincerely,
Nancy Backus
Mayor
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2015-2016 Biennial Budget Section I: Budget Summary
SECTION I: BUDGET SUMMARY
This section summarizes the 2015-2016 Preliminary Budget and provides comparisons to previous years’
revenues and expenditures. The section begins with a Reader’s Guide which provides the reader with the
general layout of the budget document and continues with a summary of the City’s financial structure and
an overview of the City’s general fiscal environment, including legislative measures affecting City revenue.
The section then provides summarized budget data showing a breakdown of the General Fund and then all
funds combined. The reader is encouraged to refer to the Operating Budget (Section IV) for a more
detailed account of the departmental budgets. Also, an expanded explanation of revenue sources and
trends can be found in the Financial Plan (Section III).
Reader’s Guide
Understanding a governmental budget and its specialized terminology and organization can be a
challenging exercise. This Reader’s Guide has been provided to highlight the kinds of information
contained in this document and to inform the reader where to find particular information. It also provides
a description of the City’s expenditure groupings and budget account structure.
Budget Document Organization
This budget document contains legally required budget information, descriptive background information
and various illustrative graphs and tables that will be helpful to the reader’s understanding. It is divided
into 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 the ten priorities that guided the budget, the budget process and
considerations, and major changes and upcoming issues that affected policy when preparing the upcoming
budget.
Section I, Budget Summary – This section contains a broad overview of the budget and the City’s financial
structure.
Section II, Budget Process/Policies – Presents the City’s budget process and the policies that guided the
preparation of this budget document.
Section III, Financial Plan – Historical and future revenue trends are presented for each fund group as well
as a six-year revenue forecast of the General Fund.
Section IV, Operation Budget – The operating budget is organized by department with each tab
representing the funds, departments and/or divisions assigned to one of the City’s eight directors. See the
table “Summary of Financial Structure” on page 4 for a listing of the director responsible for each fund.
Section V, Details – Detailed information on city operations based on administrative, functional and
financial structures and operating transfers.
Section VI, Program Improvements – Presents, in detail, each program improvement (increase in personnel
or program expansion) contained in the current budget.
Section VII, Capital Budget – Briefly discusses each capital project authorized by the current budget and
impacts on future operating budgets.
Section VIII, Appendices – Includes employee salary schedules, “About Auburn” information, adopted
Ordinance, and a glossary of terms.
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2015-2016 Biennial Budget Section I: Budget Summary
Financial Structure of the City Budget
The City of Auburn’s accounting and budget structure is based upon Governmental Fund Accounting to
ensure legal compliance and financial management for various restricted revenues and program
expenditures. Fund accounting segregates certain functions and activities into separate self-balancing
‘funds’ created and maintained for specific purposes (as described below). Resources from one fund used
to offset expenditures in a different fund are budgeted as either a ‘transfer in’ or ‘transfer out’.
The City of Auburn budget is organized in a hierarchy of levels, each of which is defined below:
Fund A fund is an accounting entity used to record the revenues and expenditures of a
governmental unit which is designated for the purpose of carrying on specific activities or
attaining certain objectives. For example Fund 102, the Arterial Street Fund, is designated
for the purpose of maintaining the arterial streets within the City.
Governmental Fund Types
General Fund – The General Fund is the City’s primary fund that accounts for current
government operations. This fund is used to account for all resources not required to be
accounted for in another fund. The General Fund supports police protection, parks and
recreation, planning and economic development, general administration of the City, and
any other activity for which another type of fund is not required.
Special Revenue Funds – Special Revenue Funds are used to account for revenues which
are legally or administratively restricted for special purposes. These funds receive revenues
from a variety of sources, including Federal and State grants, taxes, and service fees. These
revenues are dedicated to carrying out the purposes of the individual special revenue fund.
The City currently has ten Special Revenue Funds. Examples of restricted revenues that
must be spent on specific purposes are gas tax revenues, Federal and State grants for
transportation, community development block grants, forfeited drug funds, business
improvement assessments, hotel/motel tax and mitigation fees.
Debt Service Funds – Debt Service Funds account for resources used to repay the principal
and interest on general purpose long-term debt not serviced by the enterprise funds.
These funds do not include contractual obligations accounted for in the individual funds.
Capital Project Funds – Capital Project Funds pay for major improvements and
construction. Revenues for capital funds are derived from contributions from operating
funds and bond proceeds. These revenues are usually dedicated to capital purposes and
are not available to support operating costs. The City has three Capital Project Funds:
Municipal Parks Construction, Capital Improvements Fund and the Local Revitalization
Fund.
Permanent Funds – These funds report resources that are legally restricted to the extent
that only earnings, and not principal, may be used for purposes that support the
programs. The City has one permanent fund, the Cemetery Endowment Care Fund.
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2015-2016 Biennial Budget Section I: Budget Summary
Proprietary Fund Types
Enterprise Funds – Enterprise Funds are used to account for operations that are financed
and operated in a manner similar to business enterprises. They are established as fully self-
supporting operations with revenues provided primarily from fees, charges for services, or
contracts for services. The City maintains seven Enterprise Funds to account for the
operations of Water, Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport, and the
Cemetery.
Internal Service Funds – Internal Service Funds are used to account for operations similar
to those accounted for in Enterprise Funds, but these funds provide goods or services to
other departments on a cost reimbursement basis. The City maintains five Internal Service
funds to account for insurance activities, worker’s compensation, facilities, innovation and
technology and fleet management.
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.
Department Department designates a major unit of government services; e.g., Parks, Arts and
Recreation.
Division A division is a specific line of work performed by a department or fund, and is most often
distinguished as a separate cost center within the fund or department. For example,
Emergency Management is a division within the Administration Department and includes
the costs of centralized City activities related to preparing for, responding to, and
recovering from all types of disasters.
Object The 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.
Page 3
2015-2016 Biennial Budget Section I: Budget Summary
Summary of Financial Structure
Fund Number & Title Responsibility Budget Description
001 General Fund Revenues
001 General Fund Operations
Mayor & Council
Administration
Human Resources
Finance
City Attorney
Community Development
Jail Police
Public Works
Parks, Arts and Recreation
Streets Non-Departmental
Finance Director
Mayor
Administration Director
HR Director
Finance Director
City Attorney
CDPW Director
Police Chief Police Chief
CDPW Director
Parks Director
CDPW Director Finance Director
General government activities
Mayor and Council costs
General government administration, Emergency Management.,
Economic Development, Community Services, and Public Affairs General governmental employment, safety and court costs
General governmental finance costs
General governmental legal costs
Community development/building permits
SCORE jail costs Direct police department costs
General governmental engineering costs
Parks maintenance, golf course, recreation, arts and senior
programs
Street maintenance costs Citywide expenditures, fund transfers, fund balance and one-time
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
CDPW Director
CDPW Director
Finance Director CDPW Director
Police Chief
Administration Director
Parks Director
CDPW Director Finance Director
Finance Director
MVFT and grants for arterial street capital construction projects
Sales tax on construction for local street repairs
Lodging tax for promotion of tourism 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 237 Golf Course
249 LID Guarantee
275 LID #350
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 Principal and interest, Golf Course general obligation debt
Reserves for security of Local Improvement Districts (LIDs)
Principal and interest, Local Improvement District
Capital Projects Funds
321 Municipal Parks Construction
328 Capital Improvements
330 Local Revitalization
Parks Director
Finance Director
Finance Director
Capital projects at municipal parks
Capital improvements – Citywide projects
Capital improvements – downtown urban center
Enterprise Funds 430 Water
431 Sewer
432 Storm Drainage
433 Sewer Metro
434 Solid Waste 435 Airport
436 Cemetery
CDPW Director
CDPW Director
CDPW Director
CDPW Director
Finance Director Finance Director
Parks Director
Operating fund for water utility
Operating fund for sewer utility
Operating fund for storm drainage utility
Operating fund for King County Metro sewer charge
Operating fund for solid waste utility Operating fund for municipal airport
Operating fund for municipal cemetery
Internal Service Funds
501 Insurance
503 Workers’ Compensation
505 Facilities 518 Innovation and Technology
550 Equipment Rental
HR Director
HR Director
Administration Director IT & Administration Director
CDPW Director
Insurance reserves
Self-insured workers’ compensation
Operating fund for facilities and property management Operating fund for information services and multimedia
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 Care Finance Director Long-term reserves for cemetery care and improvements
All funds are appropriated, see Ordinance No. 6533.
Page 4
2015-2016 Biennial Budget Section I: Budget Summary
$8.7
$7.8 $7.6 $7.2 $7.0
$7.4
$8.2
$8.8
$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 2013 2014 2015
Estimated
2016
Estimated
Bil
l
i
o
n
s
Property Assessed Valuation
Pierce Co.
King Co.
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 78% of General Fund revenues
are derived from taxes, including property
taxes, sales taxes, utility taxes, and other taxes
such as admissions and gaming taxes. The
remainder of revenues is derived from sources
such as business licenses, development related
fees, intergovernmental payments such as
liquor excise taxes and profit distributions
from the State of Washington and fines from
traffic violations. General Fund revenues are generally cyclical following the economic cycles of the
surrounding region.
The City’s general revenues were significantly
impacted by the Great Recession and the
Streamlined Sales Tax legislation. Between 2007 and
2009, sales taxes declined by about 33% from
$17.6 to $11.9 million, which was a level not seen
since 1999. Since 2009, sales taxes have recovered
somewhat but are still nearly 20% below 2007
levels. The City does receive mitigation revenue
from the state which is intended to mitigate some of
the effects of the change in tax law. Property tax
assessed valuations declined between 2009 and
2013 and are not projected to reach 2009 levels
until 2016.
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
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 Retirement System Plans 2 and 3. This decision increased City
benefit expenses at the same time as local revenues were recovering 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 temporarily
redirected these resources to the State’s budget. These and similar actions may recur in the future as the
State continues to grapple with its financial situation.
While Auburn’s economy remains diversified, these administrative and legislative decisions, along with the
extended weakness in general economic conditions that is only now beginning to improve, 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 2015-2016 budget is able to maintain
Property Taxes
29%
Sales Taxes
23%
Utility Taxes
19%
Other Taxes
7%
Licenses &
Permits
3%
Intergovernmtl
9%
Fees & Charges
6%
Fines & Forfeits
2%
Other
Revenues
2%
2015 -2016 General Fund Revenues
Page 5
2015-2016 Biennial Budget Section I: Budget Summary
current levels of general governmental services without any further labor or cost reduction strategies.
While this budget presents a viable, sustainable solution, in the long-term if economic conditions do not
continue to improve and/or the State further erodes the City’s financial base through additional costs or by
reducing revenues, more aggressive cost containment measures may be required, possibly 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 Actions
There have been several legislative actions at the state level that have permanently reduced sales and
other tax revenues for the City of Auburn. These actions are summarized below, along with potential
impacts on Auburn’s revenue.
Sales Tax Exemption on Purchase and Lease of Manufacturing Equipment, Retooling of Manufacturing
Equipment, and General Research and Development (1995)
Legislation was passed to exempt the purchase and lease of manufacturing equipment from state and local
sales taxes. The next year further legislation was enacted exempting sales taxes on research and
development and on the retooling of manufacturing equipment. Estimated impact: reduction of $1.0
million per year in 2015-2016.
Initiative 695 (1999)
In November 1999, the voters of Washington State approved Initiative 695, which repeals the State’s
long standing motor vehicle excise tax (MVET) and requires future voter approval of tax and fee increases
proposed by state, county and local governments. The ruling was upheld on appeal at the Washington
State Supreme Court. The loss of the MVET eliminated an average of $750 million annually as a funding
source for local governments, transit systems and state transportation projects. The loss of MVET
revenues was approximately 2% of total General Fund revenues. During 2000, State funding was
provided to assist in offsetting the revenue losses. The City of Auburn received approximately $200,000
in 2001 and 2002. Early in 2003, the State discontinued this funding assistance. Estimated impact:
reduction of $1.0 million per year in 2015-2016.
Initiative 747 (2001)
Another loss 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. Estimated impact: reduction of about $950,000 per year in
2015-2016.
Initiative 776 (2002)
The voters approved this initiative in the fall of 2002 to repeal the $15 local option vehicle excise tax
levied in King, Snohomish and Douglas counties. The voters of these counties initially approved this tax
and there was argument whether a statewide vote could repeal a local voted tax. After several court
cases and subsequent appeals, the State Supreme Court upheld the initiative. Estimated impact: reduction
of about $575,000 per year in 2015-2016.
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 temporarily reduced in 2012 in an effort to balance the
State budget. Estimated impact: no projected reduction in 2015-2016, but the possibility exists for
mitigation payments to be reduced or eliminated in the future.
Page 6
2015-2016 Biennial Budget Section I: Budget Summary
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 were reinstated at approximately
65% of its original levels. Liquor profits were frozen at 2011 levels. Estimated impact: reduction of
about $200,000 per year in 2015-2016.
Key Issues Affecting the 2015-2016 Budget Process
The key issues for 2015-2016 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, while the Great Recession has affected revenues throughout the City, growth in general
City revenues is expected to remain modest. Property valuations are expected to increase by 10.0% per
year between 2014 and 2016, although the increase in 2015 could be as high as 20%. 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 by an average of 5.8% in both 2015 and 2016, dental costs by 6.0% per year, and vision costs by
5.0% per year. State of Washington pension contribution rates are also expected to increase in 2015 and
2016.
Auburn 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 (SOS) program, the roadwork
improvements that remain represent the most difficult and expensive areas of the City’s transportation
system to rehabilitate as these roadways will likely require rebuilding. Starting in 2013, the SOS program
has been funded from sales taxes collected on new construction. During the 2015-2016 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 2015-2016 budget, should the
general economy fail to show sustained improvement in this time period, the City will likely be required to
re-evaluate its financial position and to manage its remaining resources appropriately.
The Auburn Community
The City of Auburn is located in southern King County and northern Pierce County, the two most
populous counties in the State. It is strategically located in relation to the labor and consumer markets of
these two metropolitan counties. The City serves approximately 74,630 people within its incorporated
limits, and another 35,000 to 40,000 people who reside in the adjacent unincorporated area considered
to be within the Auburn community. The City of Auburn was incorporated in 1891 and operates as a non-
charter code city under the laws of the State. The City’s total assessed valuation in 2014 was
approximately $7.3 billion.
Page 7
2015-2016 Biennial Budget Section I: Budget Summary
For the 2015-2016 budget, the City’s authorized FTE’s total 416.6 in 2015 and 415.6 in 2016 (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.
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. The King County District Court provides municipal court and probation
services.
Retailing has also become a significant factor in Auburn’s economy. Sales taxes represent the second largest
single source of revenue to the General Fund (with property taxes being the largest single source). Retail,
automotive and services such as restaurants, engineering, and administrative services make up nearly three-
quarters of the City’s sales tax base.1 The Outlet Collection of Seattle serves as a local and regional
destination shopping center.
Other Funds
The most significant issue for the proprietary funds (which account for the activities of the City utilities,
cemetery, and airport) over the past several years has been ensuring that these entities are self-sufficient
and needed capital projects are accomplished.
Key issues and projects facing the City’s proprietary funds in the 2015-2016 budget include:
Completing the updates for the Comprehensive Plans for the City’s water, sewer and storm drainage
utilities.
Continued infrastructure replacement for all three utilities in coordination with street and arterial
improvements.
Initiating construction of water utility meter and billing system improvements utilizing Advanced
Metering Infrastructure (AMI).
Completing Phase 2 of the Auburn Way South flood improvements project, involving all three utilities.
Increasing cemetery revenues from property and merchandise sales through improved marketing plan.
Completing environmental assessment and design of airport runway extensions to increase safety and
utilization.
1 Based upon 2013 sales tax collections
Page 8
2015-2016 Biennial Budget Section I: Budget Summary
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2015 and 2016.
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
2015 Budget Summary – All Funds (Table)
2015 Budgeted Revenues by Fund, % of Total (Graph)
2015 Budgeted Expenditures by Fund, % of Total (Graph)
2016 Budget Summary – All Funds (Table)
2016 Budgeted Revenues by Fund, % of Total (Graph)
2016 Budgeted Expenditures by Fund, % of Total (Graph)
Comparative Budget Summary, 2013-2016 – All Funds (Table)
2015 & 2016 Budgeted Revenue – All Funds (Graph)
2015 & 2016 Budgeted Expenditures – All Funds (Graph)
Comparative Budget Summary, 2013-2016 – General Fund (Table)
2015 & 2016 Budgeted Revenue – General Fund (Graph)
2015 & 2016 Budgeted Expenditures – General Fund (Graph)
Population vs. Staff Levels, 2006-2016 (Graph)
Position Allocation by Funding, 2012-2016 (Table)
Position Allocation by Department, 2012-2016 (Table)
Page 9
2015-2016 Biennial Budget Section I: Budget Summary
Beginning2015 2015 Ending
Fund BalanceResourcesExpendituresFund Balance
$14,592,724$58,767,680$62,813,278$10,547,126
Arterial Street 1,312,844 14,150,590 14,354,730 1,108,704
Local Street 1,196,068 1,752,500 2,600,000 348,568
Hotel/Motel Tax 139,991 94,040 86,000 148,031
Arterial Street Preservation 521,910 2,134,700 2,195,410 461,200
Drug Forfeiture 505,405 97,100 304,448 298,057
Housing & Community Development 27,371 450,000 440,000 37,371
Recreational Trails 36,717 7,130 - 43,847
Business Improvement Area 41,212 55,060 55,000 41,272
Cumulative Reserve 5,582,204 1,314,100 658,000 6,238,304
Mitigation Fees 5,205,964 994,890 3,586,423 2,614,431
1998 Library Bond - 279,500 279,500 -
City Hall Annex 2010 A&B Bond - 1,695,917 1,695,917 -
Local Revitalization 2010 C&D Bond - 594,637 594,617 20
Golf Course - 389,195 389,195 -
LID Guarantee 24,549 20 2,000 22,569
LID #350 7,864 7,257 7,247 7,874
Municipal Park Construction 427,106 620,130 540,000 507,236
Capital Improvements 8,944,989 1,840,247 2,157,368 8,627,868
Local Revitalization 229,370 250 229,620 -
Water 4,526,763 19,158,319 18,310,129 5,374,953
Sewer 10,794,820 7,985,084 9,954,201 8,825,703
Sewer Metro 2,447,311 16,101,737 16,056,900 2,492,148
Storm Drainage 10,674,042 10,141,339 13,034,095 7,781,286
Solid Waste 2,272,081 13,347,800 12,761,420 2,858,461
Airport 682,748 1,060,369 1,451,008 292,109
Cemetery 126,755 1,078,300 1,048,607 156,448
Insurance 1,613,131 1,000 218,900 1,395,231
Workers' Compensation 123,000 860,100 816,601 166,499
Facilities 1,546,227 3,638,820 3,838,569 1,346,478
Innovation and Technology 2,363,378 5,660,747 6,195,259 1,828,866
Equipment Rental 4,324,274 4,210,470 5,349,861 3,184,883
FI
D
U
C
I
A
R
Y
FU
N
D
S
Fire Pension 2,580,481 76,000 170,181 2,486,300
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment Care 1,663,664 34,200 - 1,697,864
$84,534,959$168,599,228$182,194,484$70,939,703
IN
T
E
R
N
A
L
S
E
R
V
I
C
E
FU
N
D
S
TOTAL
TOTAL BUDGET $253,134,187 $253,134,187
2015 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
DE
B
T
S
E
R
V
I
C
E
CA
P
I
T
A
L
PR
O
J
E
C
T
S
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
Page 10
2015-2016 Biennial Budget Section I: Budget Summary
General Fund
29.0%
Special Revenue
Funds
14.0%Debt Service
1.2%Capital Projects
4.8%
Enterprise Funds
39.7%
Internal Service
Funds
9.6%
Other Misc.
Funds
1.7%
Budgeted Revenues by Fund -2015
General Fund
29.0%
Special Revenue
Funds
14.0%Debt Service
1.2%Capital Projects
4.8%
Enterprise Funds
39.7%
Internal Service
Funds
9.6%
Other Misc.
Funds
1.7%
Budgeted Expenditures by Fund -2015
Page 11
2015-2016 Biennial Budget Section I: Budget Summary
Beginning 2016 2016 Ending
Fund BalanceResourcesExpendituresFund Balance
$10,547,126$59,354,240$64,735,529$5,165,837
Arterial Street 1,108,704 12,088,787 12,320,712 876,779
Local Street 348,568 1,602,500 1,600,000 351,068
Hotel/Motel Tax 148,031 94,940 86,000 156,971
Arterial Street Preservation 461,200 3,127,300 3,351,390 237,110
Drug Forfeiture 298,057 97,100 273,028 122,129
Housing & Community Development 37,371 450,000 440,000 47,371
Recreational Trails 43,847 7,130 - 50,977
Business Improvement Area 41,272 55,060 55,000 41,332
Cumulative Reserve 6,238,304 14,200 1,917,084 4,335,420
Mitigation Fees 2,614,431 994,890 1,221,827 2,387,494
1998 Library Bond - 285,100 285,100 -
City Hall Annex 2010 A&B Bond - 1,688,444 1,688,444 -
Local Revitalization 2010 C&D Bond 20 592,452 592,432 40
Golf Course - 351,553 351,553 -
LID Guarantee 22,569 20 2,000 20,589
LID #350 7,874 7,256 7,246 7,884
Municipal Park Construction 507,236 9,016,000 9,155,000 368,236
Capital Improvements 8,627,868 1,756,036 5,561,324 4,822,580
Local Revitalization - - - -
Water 5,374,953 14,264,636 15,748,910 3,890,679
Sewer 8,825,703 8,171,011 9,793,077 7,203,637
Sewer Metro 2,492,148 16,333,387 16,317,200 2,508,335
Storm Drainage 7,781,286 9,576,161 9,784,730 7,572,717
Solid Waste 2,858,461 13,427,400 13,040,602 3,245,259
Airport 292,109 881,900 826,807 347,202
Cemetery 156,448 1,178,300 1,098,229 236,519
Insurance 1,395,231 1,000 218,900 1,177,331
Workers' Compensation 166,499 863,100 854,310 175,289
Facilities 1,346,478 3,598,400 3,797,528 1,147,350
Innovation and Technology 1,828,866 5,639,465 5,582,583 1,885,748
Equipment Rental 3,184,883 3,669,480 4,638,014 2,216,349
FI
D
U
C
I
A
R
Y
FU
N
D
S
Fire Pension 2,486,300 76,000 170,659 2,391,641
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment Care 1,697,864 34,200 - 1,732,064
$70,939,703$169,297,448$185,515,218$54,721,933
$240,237,151
IN
T
E
R
N
A
L
S
E
R
V
I
C
E
FU
N
D
S
TOTAL
TOTAL BUDGET
2016 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
DE
B
T
S
E
R
V
I
C
E
CA
P
I
T
A
L
PR
O
J
E
C
T
S
$240,237,151
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
Page 12
2015-2016 Biennial Budget Section I: Budget Summary
General Fund
29.1%
Special Revenue
Funds
12.4%Debt Service
1.2%Capital Projects
8.3%
Enterprise Funds
38.1%
Internal Service
Funds
9.1%
Other Misc.
Funds
1.8%
Budgeted Revenues by Fund -2016
General Fund
29.1%
Special Revenue
Funds
12.4%Debt Service
1.2%Capital Projects
8.3%
Enterprise Funds
38.1%
Internal Service
Funds
9.1%
Other Misc.
Funds
1.8%
Budgeted Expenditures by Fund -2016
Page 13
2015-2016 Biennial Budget Section I: Budget Summary
Comparative Budget Summary
Comparative Budget Summary
2014
2013 2014 Estimated 2015 2016
ActualAdj. BudgetActual Budget Budget
REVENUES
Taxes $49,158,814$49,248,298$50,505,809$51,980,600$52,868,900
Charges for Services 70,519,91672,803,73574,422,32675,741,30476,779,259
Intergovernmental 11,553,73320,484,82015,408,03316,521,33820,689,455
Miscellaneous 3,547,3233,717,9003,548,7804,214,2493,337,152
Licenses and Permits 3,041,9481,900,2472,367,5941,851,3001,844,600
Fines and Penalties 1,424,4011,562,5751,179,9001,388,0401,396,180
Other Sources 7,177,8843,231,5542,368,7611,405,9921,404,267
Total Revenues 146,424,018152,949,129 149,801,202 153,102,823 158,319,813
EXPENDITURES
Salaries & Wages 31,352,275 34,118,043 33,686,663 35,152,348 35,830,918
Benefits 13,792,197 16,563,676 15,704,845 16,794,432 17,783,006
Supplies 2,959,014 4,079,535 4,004,227 4,152,208 4,098,434
Services & Charges 31,924,469 42,649,267 42,068,042 38,671,537 39,968,237
Intergovernmental 21,006,372 21,880,298 20,516,428 22,520,200 22,625,000
Capital Outlay 23,117,312 67,838,789 45,373,353 35,158,095 33,682,787
Debt 9,336,116 9,848,191 9,799,916 7,934,159 9,329,190
Interfund Payments 11,330,266 11,107,152 11,107,152 12,405,101 12,160,011
Total Expenditures 144,818,021 208,084,951 182,260,627 172,788,079 175,477,583
OTHER FINANCING SOURCES (USES)
Debt Proceeds (Water and Storm Drainage Utility12,465,919 - - 5,150,000 -
2013 bonds and Water Utility 2015 bonds)
State PWTF Loan Proceeds (Water Utility)1,525,447 1,077,945 1,077,945 - -
Proceeds from Sale of Fixed Assets 2,593,405 - - - -
Transfers In 5,418,611 16,084,220 8,494,985 9,406,405 10,037,635
Transfers Out (5,418,611) (16,084,220) (8,494,985) (9,406,405) (10,037,635)
Net Change in Restricted Assets (5,196,292) 4,837,529 4,837,529 - -
Contributed Capital 5,294,561 875,000 1,180,000 940,000 940,000
Total Financing Sources (Uses)16,683,040 6,790,474 7,095,474 6,090,000 940,000
Net Change in Fund Balance 18,289,037 (48,345,348) (25,363,950) (13,595,256) (16,217,770)
Fund Balances - Beginning 91,609,872 109,898,910 109,898,910 84,534,960 70,939,703
Fund Balances - Ending
Designated 6,296,4115,597,9996,883,6074,423,4544,214,517
Undesignated 103,602,49955,955,56477,651,35266,516,24950,507,416
Total Fund Balances - Ending $109,898,910$61,553,562$84,534,960$70,939,703$54,721,923
ALL FUNDS
Page 14
2015-2016 Biennial Budget Section I: Budget Summary
2015 / 2016 Budgeted Revenue – All Funds
2015 / 2016 Budgeted Expenditures – All Funds
Taxes
Charges for Services
Intergovernmental
Miscellaneous
Licenses and Permits
Fines and Penalties
Other Sources
Debt Proceeds (Utility
2015 Bonds)
Contributed Capital
Transfers In
Thousands
2015
2016
Salaries & Wages
Benefits
Supplies
Services & Charges
Intergovernmental
Capital Outlay
Debt
Interfund Payments
Transfers Out
Thousands
2015
2016
Page 15
2015-2016 Biennial Budget Section I: Budget Summary
Comparative Budget Summary
2014
20132014Estimated20152016
ActualAdj. BudgetActualBudgetBudget
REVENUES
Taxes:
Property $14,415,456$15,699,417$15,699,417$16,708,900$17,133,500
Sales & Use 12,630,271 13,048,552 13,264,000 13,662,000 14,072,000
Utility 11,045,658 11,174,232 11,089,654 11,239,100 11,356,200
Other 3,724,245 3,239,774 3,917,300 3,992,400 4,058,400
Licenses & Permits 3,041,948 1,900,247 2,367,594 1,851,300 1,844,600
Intergovernmental 4,733,492 5,138,5885,003,772 5,262,430 5,265,580
Charges for Services 2,144,329 3,476,812 3,622,479 3,380,880 3,404,580
Fines & Forfeitures 1,424,401 1,562,575 1,179,900 1,388,040 1,396,180
Other Revenue 476,690 719,333 706,100 718,250 722,200
Total Revenues 53,636,490 55,959,530 56,850,216 58,203,300 59,253,240
EXPENDITURES
Salaries & Wages 20,262,906 22,680,841 22,249,462 22,911,184 23,409,747
Personnel Benefits 8,738,386 10,838,773 9,979,942 10,663,677 11,262,842
Supplies 886,080 1,458,783 1,387,275 1,532,760 1,516,790
Services & Charges 8,051,777 10,412,613 10,021,418 11,915,517 12,670,887
Intergov't Services & Charges 6,031,123 6,268,798 5,497,600 5,464,600 5,714,700
Capital Outlay 195,673 - - 5,000 5,000
Debt Service 2,009,444 1,702,735 1,636,435 305,290 1,639,981
Interfund Payments for Services 6,704,613 6,661,162 6,661,162 8,046,556 7,878,928
Total Expenditures 52,880,003 60,023,706 57,433,295 60,844,583 64,098,876
OTHER FINANCING SOURCES (USES)
Insurance Recoveries 169,056 25,000 75,000 25,000 25,000
Transfers In
Interfund Transfer from Fund 122 for AVHS Start-Up 102,548 - - - -
Interfund Transfer from IT to General Fund - - - 350,000 -
Interfund Transfer from Fund 124 to General Fund - - - 113,380 -
Other Transfers In 91,000 122,097 91,000 76,000 76,000
Transfers Out
Library GO Bond Debt Service - - - (279,500) (285,100)
Golf Course Debt Service - - - (389,195) (351,553)
Golf Course Admissions Tax (51,646) - - - -
Transfer Out to Fund 611 for Fire Pension - (231,000) (231,000) - -
Transfer Out to Fund 550 for 2 Police Vehicles - (100,000) (100,000) - -
Transfer Out to Fund 518 for E-Builder Program - (27,885) (27,885) - -
Transfer Out to Fund 518 for 2 Police Vehicles - (25,200) (25,200) - -
Transfer Out to Fund 321 for Property Purchase - (22,500) (22,500) - -
Transfer to Cumulative Reserve Fund (2,000,000) - - (1,300,000) -
Total Financing Sources (Uses)(1,689,041) (259,488) (240,585) (1,404,315) (535,653)
Net Change in Fund Balance (932,554) (4,323,664) (823,664) (4,045,598) (5,381,289)
Fund Balances - Beginning 16,348,942 15,416,388 15,416,388 14,592,724 10,547,126
Fund Balances - Ending $15,416,388$11,092,724$14,592,724$10,547,126$5,165,837
GENERAL FUND
Page 16
2015-2016 Biennial Budget Section I: Budget Summary
2015 / 2016 Budgeted Revenue – General Fund
2015 / 2016 Budgeted Expenditures – General Fund
Taxes
Licenses & Permits
Intergovernmental
Charges for Services
Fines & Forfeitures
Other Revenue
Transfers In
Thousands
2015
2016
Salaries & Benefits
Supplies
Other Services
Intergov't Services
Interfund Payments
Capital Outlay
Debt Service
Transfers Out
Thousands
2015
2016
Page 17
2015-2016 Biennial Budget Section I: Budget Summary
Staffing Trends
The following 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.
As can be seen on the graphic, City staffing increased between the years of 2006 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.
The 2011 staffing decreased by 8 FTE’s overall. This was partially due to the creation of the multi-
jurisdictional South Correctional Entity (SCORE) in 2010. Effective January 1, 2011, City correctional staff
became SCORE personnel.
In 2012, the City of Auburn eliminated its municipal court and probation operations. These services are
continued under contract with the King County District Court (KCDC). This change resulted in a
reduction of Citywide FTE’s in the Municipal Court. The reduction was partially offset by gains in other
departments, for a net reduction of 10 FTE’s.
Citywide staffing increased by 11 FTE’s in 2013 and an additional 9 FTE’s in 2014. The increased staffing
was a result of many factors relating to Citywide population growth and economic development. For
example, increases in economic development activities necessitate having additional staff for permitting
approval, additional police officers to ensure public safety for a growing population, and increased
staffing to manage Citywide utilities, including engineering, maintenance and extension of the
infrastructure, and infrastructure inspections. According to the Office of Financial Management, the City
of Auburn’s population growth was approximately 3% and 2% in 2013 and 2014 respectively. Staffing
growth during the 2013-2014 fiscal years mirrors the population growth in the City over the same period.
Six new FTE’s authorized in the 2015-2016 biennial budget support various City departments. Three
FTE’s are budgeted in the Police Department in order to provide greater public safety for citizens as well
as increased presence within the community. The Administration Department is adding one Facilities and
Property Analyst position to manage the City’s assets. The Community Development and Public Works
Department is budgeted to gain one Code Compliance Officer in order to provide a proactive verses
reactive approach to Citywide code and property violations. Lastly, the Innovation and Technology
Department is budgeted to increase staffing by one FTE to include an IT Support Lead position. This
position is slated to be physically located at the Police Department to manage critical technology support.
Although Citywide staffing increased in 2013 and 2014 and is expected to increase by 6 FTE’s in 2015, the
number of employees per 1,000 citizens has remained flat at 5.5 FTE’s per 1,000 citizens since 2012 and is
projected to remain at that level through the 2015-2016 biennium budget cycle.
Page 18
2015-2016 Biennial Budget Section I: Budget Summary
2006 2007 2008 2009 2010 2011 2012 2013 2014 2015 2016
FTE 463 422 488 430 409 401 391 402 411 417 416
Staff/Pop 9.5 8.4 7.3 6.4 5.8 5.7 5.5 5.5 5.5 5.5 5.5
0.0
3.0
6.0
9.0
12.0
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100
200
300
400
500
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Population vs Staff Levels 2006-2016
POSITION ALLOCATION BY FUNDING 14-1515-16
Department 20122013201420152016ChangesChanges
Mayor 5.005.003.003.003.000.000.00
Administration 0.000.006.106.106.100.000.00
Human Resources 6.566.565.965.965.960.000.00
Finance 8.898.898.798.798.790.000.00
Legal 11.7011.7012.6312.6312.630.000.00
Community Development27.1027.1024.6025.6025.601.000.00
Police 120.48125.48125.10128.10128.103.000.00
Public Works - Engineering19.9420.3420.4920.4920.490.000.00
Parks, Arts & Recreation*34.5135.0143.5143.5143.510.000.00
Public Works - Streets 12.9812.9813.3313.3313.330.000.00
Non Departmental 0.000.000.000.000.000.000.00
Sub-Total General Fund247.16253.06263.51267.51267.514.000.00
Water 34.4135.9137.6637.6637.660.000.00
Sewer 23.3324.7524.3324.3324.330.000.00
Storm Drainage 28.8430.5733.5133.5133.510.000.00
Solid Waste 5.926.276.426.426.420.000.00
Airport 0.160.160.160.160.160.000.00
Cemetery 7.575.575.575.575.570.000.00
Golf Course*8.508.500.000.000.000.000.00
Facilities 9.489.488.489.489.481.000.00
Multi-Media 0.000.004.104.104.100.000.00
Innovation and Technology17.6017.6015.0016.0016.001.000.00
Equip. Rental 6.658.658.828.827.820.00-1.00
Other Funds 1.091.093.043.043.040.000.00
Sub-Total Other Funds143.55148.55147.09149.09148.092.00-1.00
TOTAL FTE's 390.70401.60410.60416.60415.606.00-1.00
Page 19
2015-2016 Biennial Budget Section I: Budget Summary
POSITION ALLOCATION BY DEPARTMENT 14-1515-16
Department 20122013201420152016ChangesChanges
Mayor 7.007.003.003.003.000.000.00
Administration 0.000.008.008.008.000.000.00
Human Resources 8.008.008.008.008.000.000.00
Finance 22.0023.0023.0023.0023.000.000.00
Legal 13.0013.0014.0014.0014.000.000.00
Community Development28.0029.0025.0026.0026.001.000.00
Police 121.60125.00126.00129.00129.003.000.00
Public Works - Engineering43.0048.0049.0049.0049.000.000.00
Parks, Arts & Recreation*35.5036.0045.0045.0045.000.000.00
Public Works - Streets 19.0019.0019.0019.0019.000.000.00
Non Departmental 0.000.000.000.000.000.000.00
Sub-Total General Fund297.10308.00320.00324.00324.004.000.00
Water 22.0022.0024.0024.0024.000.000.00
Sewer 11.0010.0010.0010.0010.000.000.00
Storm Drainage 10.0010.0010.0010.0010.000.000.00
Solid Waste 2.002.002.002.002.000.000.00
Airport 0.000.000.000.000.000.000.00
Cemetery 7.005.005.005.005.000.000.00
Golf Course*8.008.000.000.000.000.000.00
Facilities 9.009.009.0010.0010.001.000.00
Multi-Media 0.000.003.603.603.600.000.00
Innovation & Technology17.6017.6015.0016.0016.001.000.00
Equip. Rental 7.0010.0012.0012.0011.000.00-1.00
Sub-Total Other Funds93.6093.6090.6092.6091.602.00-1.00
TOTAL FTE's 390.70401.60410.60416.60415.606.00-1.00
FTE: Full Time Equivalent
Changes in 2013 through 2016 Budget:
Mayor:
Administration:
Finance:
Per the 2013-2014 Budget, Council approved 1.0 FTE: a Customer Services Representative.
With the creation of the Administration Department in 2014, the Advisor to the Mayor position was reclassed to
Director of Administration and moved from Mayor's Department to the Administration Department. In addition,
the Economic Development Manager and the Public Affairs and Marketing Manager positions were moved from
the Mayor's Department to the Administration Department. In 2014, the Governmental Relations Manager
position was reclassed to the Parks Planning and Development Manager position and moved from the Mayor's
Department to the Parks, Arts and Recreation Department.
The Administration Department was created in 2014 and includes Public Affairs and Marketing, Emergency
Management, Economic Development and Community Services/Government Services. Note: Both the Multi-
Media and the Facilities FTE's report to the Director of Administration.
Does not include seven elected Council positions.
Page 20
2015-2016 Biennial Budget Section I: Budget Summary
Legal:
Community Development:
Police:
Public Works:
Parks, Arts and Recreation:
Water:
Sewer:
Cemetery:
Golf Course:*
In 2013, 1.0 Supernumerary position was deactivated.
In 2013, 1.0 FTE was reduced due to a long-term vacant position. In 2013, the Cemetery Office Assistant position
was eliminated via Budget Amendment #2.
Effective January 2014, the Golf Course Fund was combined into the Parks, Arts and Recreation Department
within the General Fund. The 8.0 FTE's in the Golf Course are now categorized as General Fund FTE's in the
Parks, Arts and Recreation Department.
In 2013, 1.6 Emergency Management FTE's were moved to the Public Works Department from the Police
Department. Budget Amendment #1 in 2013 added 0.4 FTE by increasing the Emergency Management Office
Assistant to a 1.0 FTE. In the 2013-2014 budget, Council approved 4.0 FTE's, including 1.0 FTE Construction
Clerk, 2.0 FTE Senior Project Engineers, and 1.0 FTE Assistant Project Engineer, and the number of FTE's in the
Public Works Department was reduced by 1.0 as the Maintenance and Operations Manager position was
reclassified from Public Works - Engineering to ER&R in 2013. In January 2014, the number of FTE's was reduced
FTE's by 2.0 as Emergency Management FTE's were moved from the Public Works Department to the
Administration Department. 3.0 FTE's were added in 2014 via Budget Amendment #8; these included the Project
Survey Technician position and 2.0 Stormwater Management Inspectors.
In 2013, 0.5 FTE was added via Budget Amendment #2 to increase the Senior Center Office Assistant from 0.5
FTE to 1.0 FTE. In 2014, 1.0 FTE was added to the Parks, Arts and Recreation Department from the Mayor's
Department by reclassifying the Government Relations Manager position to the Parks Planning and Development
In 2014, 2.0 FTE's were added via Budget Amendment #8, including a Utility Locator and a SCADA/Telemetry
Specialist.
1.0 FTE Records Clerk was added via Budget Amendment #6 in 2014.
1.0 FTE Economic Development Planner was approved via Budget Amendment #1 in 2013. In 2014, 3.0 FTE's
were moved from the Community Development Department to the Administration Department. These include
the Community Services Assistant, Neighborhood Programs Manager, and Veteran's/Human Services Coordinator.
The Assistant Director of Public Works was reclassified from Engineering to ER&R in 2014. 1.0 FTE was added via
the 2015-2016 Budget per the Program Improvement Process; this position is a Code Compliance Officer.
In January 2013, 1.6 Emergency Management FTE's were moved from the Police Department to the Public Works
Department. In 2013, added 5.0 FTE's via Budget Amendment #3 - new COPS grant monies. The 2014 budget
reduced the Police Department FTE's by 5.0 due to the expiration of the original COPS grant, although those 5.0
FTE's were restored to the budget in 2014 via Budget Amendment #6. 1.0 FTE was added in 2014 via Budget
Amendment #8 for support of the Muckleshoot Indian Tribe (MIT - to be fully reimbursed by the Tribe). 3.0
FTE's were added via the 2015-2016 budget per the Program Improvement process; these positions include a
Bicycle Officer, a Major Crimes Detective, and a Police Records Specialist.
Page 21
2015-2016 Biennial Budget Section I: Budget Summary
Facilities:
Multi-Media:
Innovation and Technology:
ER&R:
In 2013, 1.0 Office Assistant was added via Budget Amendment #2. In 2013, the Maintenance and Operations
position was reclassified from Public Works to ER&R. 1.0 Supernumerary position was activated in December
2013. 1.0 Mechanic position was added in 2014 via Budget Amendment #6. The Assistant Director of Public
Works was reclassifed from Engineering to ER&R in 2014. The ER&R Department FTE's will be reduced by 1.0 FTE
at the end of December 2015 by deactivating the Supernumerary position.
In 2014, 3.6 Multimedia FTE's moved from the Innovation and Technology Department to the Multi-Media
division which reports to the Director of Administration. These FTE's include the Multimedia Video Specialist,
Multimedia Design Technician, Multimedia Assistant (0.6 FTE), and the Webmaster. 1.0 Office Assistant was
added in 2014 via Budget Amendment #6. 1.0 FTE was added in the 2015-2016 budget via the Program
Improvement process. This position is the IT Support Lead to support the Police Department.
1.0 FTE was added via the 2015-2016 budget per the Program Improvement process; this position is the Facility
Property Analyst.
In 2014, 3.6 Multimedia FTE's moved from the Innovation and Technology Department to the Multi-Media
division which reports to the Director of Administration. These FTE's include the Multimedia Video Specialist,
Multimedia Design Technician, Multimedia Assistant (0.6 FTE), and the Webmaster.
Page 22
2015-2016 Biennial Budget Section II: Process/Policies
SECTION II: PROCESS/POLICIES
Organization
The City has a “strong mayor” form of government as organized under the Optional Municipal Code
as provided in state law. The independently elected Mayor is responsible for all administrative
functions of the City and all of the department directors report to the Mayor. The City Council
exercises legislative and quasi-judicial functions. All seven members of the City Council and the Mayor
are elected at large for four-year terms. The Mayor develops and proposes the budget while the
Council reviews and requests modifications as it deems appropriate. The optional municipal code
confers a limited form of “home rule” to those municipalities organized under its provisions.
Basis of Budgeting
The City prepares its biennial budget in accordance with Optional Municipal Code 35A.33 of the
Revised Code of Washington. Biennial budgeting has been permitted for Washington cities since 1985
and allows cities to adopt a two-year appropriation. An appropriation represents the City’s legal
authority to expend funds. Traditionally, the appropriations have been for one-year terms. State law
has extended this legal authority so that a City’s legislative body may approve an appropriation, or
budget, for a two-year term. Currently, an annual budget means that every other budget is developed
in the context of elections for many of the policy makers. By design, the City biennial budget is
considered in non-election years, as the biennium must begin in odd-numbered years.
The most common reason for using a twenty-four month appropriation is the time savings in both the
budget development and approval process. This includes staff time invested in preparing the budget
as well as the time Council spends during the approval and adoption phases. While it does take more
time to prepare a twenty-four month budget than one for the traditional twelve months, the
additional time spent is not as significant as preparing two annual budgets. As a result, over the two-
year period, there is a substantial time savings, allowing staff and Council to focus on long-range
strategic planning.
The concept of a two-year appropriation is straightforward. Rather than a twelve-month window
during which the appropriated funds can be legally spent, a biennium provides for a twenty-four
month window. The two-year budget provides an opportunity to widen the planning horizon and
allow more long-term thinking to be part of the financial plan that the budget represents. However,
there may also be concerns about spending portions of the budget earlier in the biennium than had
been planned. For this reason, many cities have adopted variations of a biennial budget. One
approach is to adopt two one-year budgets, which is the method that the City of Auburn has chosen.
The requirements for preparing an annual budget and a biennial budget are similar. One distinction is
that a “mid-biennium review” is required with a biennial budget. The purpose of this review is to
make adjustments to the budget or essentially, a tune up. This review is not intended to become
another complete budget process in itself. The mid-biennium review begins September 1st and is to be
completed by the end of the first year of the two-year budget.
All governmental fund type budgets are prepared on the modified accrual basis of accounting in
conformity with Generally Accepted Accounting Principles (GAAP). The budget for proprietary funds
is prepared on an accrual basis, also in accordance with GAAP. The legal level of budgetary control
where expenditures cannot exceed appropriations is at the individual fund level. Revisions that alter
the total expenditures of any fund must be approved by the City Council and adopted by ordinance.
All appropriations lapse at the end of each year. The City’s basis of budgeting is consistent with its
basis for Accounting as reported in the Comprehensive Annual Financial Report.
Page 23
2015-2016 Biennial Budget Section II: Process/Policies
Policy/Strategy Phase
Needs Assessment Phase
Review/Development Phase
Adoption/Implementation Phase
Steps in the Budget Process
Mayor & Council update the
vision for the City. Goals,
policies and/or mission
statements are set to
accomplish the vision
Mayor & Finance Director
meet to discuss budget
Property Tax
Levy
Established
Preliminary Budget
prepared & filed with
City Clerk
City Clerk publishes
notice of Preliminary
Budget & public
hearing
Copies of Preliminary
Budget and details
to the public
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
Mayor meets with
department directors
and reviews
department
programs
programs are
directors
Budget
prioritized by
Mayor and are made available
Council reviews
Preliminary Budget
in detail and makes
suggested
revisions
Revisions/Adjustments are made to the Preliminary Budget, resulting in the
Final Budget
Page 24
2015-2016 Biennial Budget Section II: Process/Policies
2015-2016 Budget Calendar
Budget Process MarAprMayJunJulAugSepOct NovDec
2014
Mayor and Council budget retreat to update
the vision for the City.
Budget Training Presented by the Finance
Department (3 Sessions).
Mayor and Finance Director meet to discuss
budget priorities.
Budget instructions and forms are distributed
to departments.
Department Directors complete CFP
worksheets and Decision Packages for IT,
ER&R and Facilities.
Department Directors complete remaining
budget and documents and return to Finance.
City Council Budget Workshop #1: Overview of
2015-16 Budget Process.
Departments review budgets and goals with
the Mayor and Directors.
Departments budgets are adjusted based upon
priorities.
Finance department prepares preliminary
revenue forecasts.
City Council Budget Workshop #2: Overview of
2015-16 General, Proprietary, Capital, and
Special Revenue Funds.
City Council Budget Workshop #3: Overview of
2015-16 General, Proprietary, Capital, and
Special Revenue Funds, continued.
Notice of public budget hearing #1 is
published.
Revenue forecast is finalized.
Preliminary CFP and SEPA check list to
Community Development (Planning
Commission, SEPA, State Overview).
City Council Budget Workshop #4: Overview of
2015-16 General, Proprietary, Capital, and
Special Revenue Funds, continued.
Hold public budget hearing #1 with revenue
presentation.
City Council Budget Workshop #5: Overview of
2015-16 General, Proprietary, Capital, and
Special Revenue Funds, continued.
Preliminary budget is filed with the City Clerk,
distributed to City Council and made available
to the public.
Public notice of preliminary budget filing and of
public hearing #2 is published.
Council and Mayor Work Session on budget
recommendations.
Public budget hearing #2.
2015 Property tax levy is set by ordinance.
Budget and CFP are adopted by ordinance.
10/17
&
o10/17
o11/03
o11/17
o 11/17
12/01
7/28
9/05
7/15-
7/24
9/05
5/09
n5/16
Fall '13
7/09
8/12
8/26
9/10
5/08-5/15
6/16
9/24
8/29
6/23
7/24-7/31
9/15
Page 25
2015-2016 Biennial Budget Section II: Process/Policies
Mar AprMayJunJulAugSepOct NovDec
2015
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 Committees.
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 2015
Property tax levy is set by ordinance.
CFP Amendment and Mid-biennial budget
modification are adopted by ordinance.
2016
Mayor and Council budget retreat to update
the vision for the City.
Mid year Budget Amendment is adopted by
ordinance.
2016 Property tax levy is set by ordinance.
Year-end Budget Amendment is adopted by
ordinance.
2015-2016 Budget Calendar
Budget Process
7/07-8/07
11/23
7/07
9/01
8/10
10/12
8/24-8/31
9/14
10/19
12/07
11/02
10/19
11/19
7/18
12/05
3/14
3/16
10/05
9/14
3/11
11/21
Page 26
2015-2016 Biennial Budget Section II: Process/Policies
Budget Purpose
The City of Auburn’s budget seeks to achieve four basic purposes:
A Policy Tool
The City’s budget process is conducted in a manner
that allows the City’s policy officials to
comprehensively review the direction of the City
and to redirect its activities by means of the
allocation of financial resources. On this basis, the
budget sets policies for the following year. This
budget also facilitates the evaluation of City
programs by providing a means to examine both
the financial activities and the progress towards
performance objectives of City departments over
time.
An Operations Guide
This budget provides financial control by setting forth both legislative and administrative guidance to
City employees regarding the character and scope of their activities. This direction is set forth in both
summary and detail form in the various products of the budget process.
A Financial Plan
This budget outlines the manner in which the financial resources of the City will be managed during
the budget process. This allocation of resources is based on both the current needs and on a longer-
term view of the development of City programs. The budget takes into account unforeseen
contingencies and provides for periodic adjustments.
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
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.
Operations
Guide
Financial
Plan
Communi-
cations Tool
Policy Tool
Four purposes of a Budget
Page 27
2015-2016 Biennial Budget Section II: Process/Policies
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. City Council is 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 quarterly financial report is also prepared and
presented to the City Council reporting on Citywide actual to budget performance.
Preliminary Budget
The Preliminary Budget is prepared, pursuant to State law, as the Mayor’s budget recommendations
to the City Council. This public document contains a summary of information at the fund level, and
for the General Fund at the department level. It focuses on key policy issues, while still providing a
comprehensive overview of the complete budget.
Budget Ordinance
The actual appropriations implementing the budget are contained in the budget ordinance adopted
by the City Council.
Final Budget
The Final Budget is issued as a formal published document as modified by the City Council. It is this
document which is formally filed as the Final Budget.
Programs
While the budget proposals of the administration are developed in concert with the fiscal proposals in
the budget, the budget documents themselves only summarize the individual objectives and
performance measures. Generally, these programs are not finalized until the budget is in final form
since the budget will determine the actual activities undertaken by each department.
Components of the Budget
The budget consists of three parts: operating budget, program improvements, and capital budget.
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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 City Council, which meets to not only consider proposals before it 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 City Council include the status of the fiscal management
policies of the budget.
The financial aspects of the budget are monitored in periodic reports issued by the Finance
Department comparing actual expenditures and revenues with the budget. In these reports, financial
data can be presented at a higher level of detail than the final budget. These reports include an
analysis of the City’s financial condition.
From time to time it becomes necessary to modify the adopted budget. The procedure for amending
the budget depends upon the type of change that is needed. One type of change does not affect the
“bottom line” total for a department or a fund. These changes, mainly transfers from one line-item to
another within a department’s operating budget or changes between divisions within a department,
may be effected by the Mayor and the Finance Director with written request from the department
director.
The second type of budget amendment brings about a change in the total appropriation for a
department or fund. Examples of these changes include but are not limited to the following: the
acceptance of additional grant money, an adjustment to reflect increased revenues such as tax receipts,
the appropriation of additional funding if expenditures are projected to exceed budgeted amounts,
and re-appropriation of monies from one fund to another when deemed necessary. These changes
require Council approval in the form of an ordinance. The status of the budget is comprehensively
analyzed during the mid-biennial review and periodically through each year to identify any needed
adjustments. All requests for amendments are first filed with 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 2014)
Six Year Capital Facilities Plan Update
Comprehensive Plan Update
Water, Sewer, Storm Drainage Comprehensive Plan Update
Scheduled Actions (2015-2016)
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 that describe how financial resources of the City are obtained
(various taxes, fees, rates, etc.) together with how they are allocated, managed, and controlled. The
Council goals are broad policy statements that outline the significant objectives of the City. Budget
objectives are policy statements summarizing the actions that are to be implemented in the budget.
These budget policies result from an ongoing process of economic and financial analysis by the
Finance Department. The periodic financial reports, which are routinely reviewed by the Mayor and
City Council, monitor progress against this analysis. The development of the Comprehensive Annual
Financial Report (CAFR) is also an important part of the analysis process. The financial management
policies result from combining the above analysis with Generally Accepted Accounting Principles
(GAAP).
General Financial Goals
1. To provide a financial base sufficient to sustain municipal services to maintain the social well-being
and physical condition of the City;
2. To be able to withstand local and regional economic downturns, changes in service requirements
and respond to other changes affecting the City and community;
3. To maintain an excellent credit rating in the financial community and to assure the taxpayers the
City of Auburn is maintained in a sound fiscal condition.
Financial Management Policies
The following policies guide the manner in which the budget develops, allocates, manages and
controls financial resources available to the City. These policies are goals that the City seeks to
achieve in its decision-making. However, since fiscal conditions and circumstances continually shift
and change in response to operating needs, it may not be practical or always desirable to continually
achieve these policies. Therefore, these policies are intended to guide, not govern, financial decision
making and may not be fully achieved within any given budget period.
Guiding Principles
Sustainability of public services, responsibility and transparency in the management of public
resources, and equity of financial burden to taxpayers and city service users form the bases for the
City’s financial management policies. The financial policies that are presented below provide the
framework for which these policies are achieved. By following these policies, the City will work to:
Protect and preserve the public’s investment in City assets
Protect and preserve the City’s credit rating
Provide for predictability and stability in City resources
Provide for transparency and accountability in City financial management
Plan for and mitigate looming fiscal issues and challenges
Comply with State, Federal and local legal and reporting requirements
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Organization
The City’s financial policies are organized around several key areas of financial operations. These
include:
1. Accounting and financial reporting
2. Operating budget
3. Revenue management
4. Capital facilities plan management
5. Public utility management
6. Debt management
7. Equipment replacement
8. Cash/Investments management
9. Reserve management
10. Lines of authority
Section 1. Accounting and Financial/Budget Reporting Policies
General policies governing the City’s approach to accounting and financial reporting form the basis for
complying with Federal, State and local laws and regulations and provide the framework for
managing the finances of the City.
1. Fund and Fund Reporting Structure
1.1. 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.
1.2. The accounts of the City and its operating budget shall be maintained in accordance with the
State Budgeting, Accounting, and Reporting System (BARS) code.
2. Independent Evaluation
2.1. The State Auditor will annually perform a financial and compliance audit of the City’s
financial statements. Their opinions will be contained in the City’s Comprehensive Annual Financial
Report (CAFR), and the State Auditor’s Report.
2.2. As an additional independent confirmation of the quality of the City’s financial reporting, the
City will annually seek to obtain the Government Finance Officers Association Certificate of
Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award.
The Budget and CAFR will be presented in a way designed to communicate with citizens about the
financial affairs of the City.
3. Budget Reporting
3.1. Revenues and expenditures for each City fund shall be balanced for each year of the
biennium. Any adjustments to budgeted levels shall also be balanced between revenues and
expenditures.
3.2. The adopted budget and subsequent amendments to the adopted budget for all funds shall be
subject to appropriation that is expressly granted by Council ordinance.
3.3. Quarterly financial status reports will be prepared for City Council review. These reports will
assess actual against budgeted revenue and expenditure performance, investment portfolio
performance, and retail sales tax performance.
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Section 2. Operating Budget Policies
An operating budget forms the foundation by which the City manages its resources and spending
plans. In order for departments to legally spend money, authority in the form of an appropriation
ordinance must be approved by Council. The City’s biennial operating budget is developed by the
Mayor and reviewed and approved by the City Council at the conclusion of each even numbered
year and takes effect January 1st of each odd-numbered year.
1. General Management
1.1. The City budget is developed on a biennial (two-year) cycle, coinciding with the calendar
year and starts each odd-numbered year (for example, the 2015-2016 budget is effective from January
1, 2015 through December 31, 2016). While the City budget is adopted for a two year period,
appropriation of resources is made on an annual cycle.
1.2. Periodic adjustments to the City’s biennial budget are necessary to recognize the receipt of
unanticipated revenues and/or to modify spending plans. Adjustments to the City’s budget will be
collated and presented to the City Council for review and approval periodically.
1.2.1. There will be generally three (3) adjustments to the budget annually.
1.2.1.1. The first adjustment occurs approximately within the first three months of each year and is
intended to address unanticipated revenues, spending plan modifications, and carry forwards of
unspent project/program budgets on capital projects still in process.
1.2.1.2. The second adjustment occurs approximately during the summer and is intended to recognize
actual beginning fund balances as a result of completed financial statements for the previous year.
1.2.1.3. The final adjustment occurs approximately during the fourth quarter of each year and is
intended to address adjustments to revenues and spending plans prior to the conclusion of the year.
1.2.1.4. Additional adjustments to the budget may be required and is determined by the Finance
Department
1.3. The City should accept ongoing service obligations in new areas of programming only when
an adequate on-going source of funding is available.
1.4. A forecast of revenues and expenditures will be prepared concurrent with the preparation of
the City’s biennial budget. The forecast will cover the six-year period, inclusive of the two years for
the new biennial budget (for example, the 2015-2016 budget will include a six-year financial forecast
covering the period 2015 through 2020).
2. Monitoring and Reporting
2.1. Reports on the status of revenue collections and expenditures against biennial budgeted levels
are prepared and presented to the City Council quarterly. These reports will highlight significant
trends that may affect the ability of the City to stay within budget and to promote discussion between
the City’s management team and the City Council as to strategies to remain within budgeted levels.
3. Use of One-Time Resources
3.1. One-time funds will not be used to support on-going obligations. One-time resources may
only be used to support one-time expenses such as capital investments or to replenish reserves.
4. Regional Social Service Funding
4.1. The City’s role in social service funding shall continue to be supplemental (addressing special
or unique local needs) to the basic responsibilities of regional agencies.
4.2. The City shall continue to advocate that the responsibility for funding basic social service
needs rest with regional (or broader) agencies that have access to a broader basis of funding and can
more appropriately address needs on a regional basis.
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Section 3. Revenue Management Policies
A comprehensive revenue management policy is required to ensure the sustainability of public
services, to minimize exposure of the City to economic downturns, to provide for financial stability,
and to ensure equity between the cost of public services and the users of those services.
1. General Management
1.1. Revenue estimates for budget purposes should be conservative yet realistic.
1.2. Revenue forecasts should be prepared for a six-year period so as to enable identification of
trends, changes to laws and regulations that may affect revenue growth and collections, and structural
issues, such as the forecasted pace of growth in on-going revenues to on-going expenditures.
1.3. Timely payment of taxes, fees and charges owed to the City is needed to ensure quality public
services. The City should aggressively pursue all amounts due to the City.
1.4. Indirect administrative costs associated with the operation of funds should be identified and
charged against the operation of those funds.
2. Revenue Diversification
2.1. The City will seek to maintain a diversified mix of revenue to provide for long-term stability
and predictability.
2.2. The City will seek to avoid dependence on temporary or unstable revenues to fund
mainstream municipal services.
2.3. The City should avoid dependence on Federal revenues to fund ongoing mainstream
municipal services.
3. Fees and Charges
3.1. General Fund services should be supported by user fees to the extent appropriate for the
character of the service and its user.
3.2. User fees and charges should be reviewed prior to the start of each biennial budgeting cycle
to ensure adequate cost of service recovery.
3.3. Charges for services should be sufficient to recover the full cost of related services, including
direct operating costs, and other costs such as capital and overhead costs.
3.4. Modifications to user fees require approval by Council.
4. Grants and Unpredictable Revenues
4.1. Grant funds or similar contractual revenue of a temporary nature will be budgeted only if
they are committed at the time of the preliminary budget. Otherwise, separate appropriations will be
made during the year as grants are awarded or contracts made.
4.2. Unpredictable revenues, such as those derived from the sale of surplus inventory, shall be
treated as a one-time revenue and shall not be used to support ongoing expenses.
Section 4. Capital Facilities Plan Financial Management Policies
Comprehensive capital planning is an integral part of community vitality, maintaining and improving
the quality of life of City residents, encouraging economic development, ensuring public safety, and
enabling the ability of the City to continue to provide quality public services.
1. General Management
1.1. The City will develop a multi-year plan for capital improvements as required by the Growth
Management Act of Washington State. The Capital Facilities Plan (CFP) will be updated annually and
be financially constrained for the appropriated budget period.
1.2. For each capital project, the CFP shall include a description of the project, its need and
anticipated benefit to the City, and the anticipated impact the project may have on the City’s
operating budget, such as additional operating and maintenance (O&M) costs and staffing.
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1.3. For each capital project and for each year of the six-year planning period, the CFP shall
include an estimate of the cost of construction, an estimate of the annual O&M impact, and
anticipated sources of funding.
1.4. The CFP shall be prepared and submitted to the City Council as part the proposed biennial
operating budget. The CFP shall be updated annually.
1.5. The burden for financing capital should be borne by the primary beneficiaries of the facility.
1.6. Long-term borrowing for capital facilities should be considered an appropriate method of
financing large facilities that benefit more than one generation of users.
2. Cost of Private Development
2.1 Private development of residential, industrial, and commercial properties shall pay its fair
share of capital improvements that are necessary to serve the development. The City shall utilize
statutorily authorized tools such as system development charges, impact fees, mitigation fees, or
benefit districts, or other user fees to capture the cost of serving such developments.
3. Monitoring and Reporting
3.1. Reports on the status of projects included in the CFP shall be prepared and presented to the
City Council monthly. These reports will highlight the status of project construction, scheduling,
spending and funding and discuss any significant issues or trends that may affect the ability of the City
to stay within budget and to promote discussion between the City’s management team and the City
Council as to strategies to remain within budgeted levels.
Section 5. Public Utility Operating and Capital Financial Management
Comprehensive operating and capital planning for Water, Sewer, Storm Drainage, and Solid Waste
services is required for maintaining public health/safety and quality of life as well as supporting
economic development. Each utility is operated as an independent enterprise and as such is expected
to be financially self-sufficient and without subsidy from the City’s General Fund or other funds. Rate
revenue must be sufficient to fully fund the direct and indirect operating, capital, debt service costs,
and annual depreciation of each utility.
1. General Management
1.1. Utility financial operations and capital spending plans will be prepared coincident with the
City’s biennial budget. The utility capital spending plans will be prepared consistent with the City’s
Comprehensive Plan and in consultation with the City Council and the City’s Planning Commission.
1.2. The Finance Department will prepare a six-year financial forecast evaluating the revenue
requirements for each utility and determine the sufficiency of existing rates to finance forecasted
operating and capital costs. The evaluation will include identifying any significant changes in services,
customers, laws/regulations, and/or consumer behavior (such as water usage) that may affect utility
expenses and revenues. Results of the six-year financial forecast will be reviewed with the City
Council coincident with the Council’s review of the six-year General Fund financial forecast.
1.3. Similar to the City’s General Fund, one-time utility resources (such as grants and fund balance)
should not be used to finance on-going utility expenses.
1.4. Enterprise funds shall be budgeted on a flexible basis, which allows activities to expand and
contract in accordance with increased or decreased revenue earning activity.
1.5. The City will promote a local improvement district program for certain street, water, sewer,
and storm drainage improvements. They will be funded with no protest covenants obtained from
property owners whenever possible.
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1.6. 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.
1.7. Depreciation shall be accounted for, and should be used, as a measure of capital development
needs in the utilities. As such, the first priority for the use of such funds should be in maintaining
existing services. Costs incurred because of growth should be borne by new users, and extension of
services to new users should be on the basis of an investment decision by which the capital expenses
will be recouped through rate income from new users.
2. Utility Rate Management
2.1. The City should adjust utility and other enterprise fund rates in increments adequate to offset
inflation and to maintain adequate working capital balance and equities. Modifications to the City’s
utility rates and/or rate structure will be reviewed and approved by the City Council. Utility rates
should be approved for a rolling three to five year period (for example, utility rates evaluated in 2012
should include recommended rates for the period 2013 through 2017). Approval of utility rates
sufficient to support forecasted utility expenses should occur prior to, or concurrent with, approval of
the utility budget.
2.2. Utility rates will be sufficient to fully fund the forecasted direct and indirect operational costs
and capital costs, including the cost of annual depreciation and to meet utility debt service coverage
requirements, if any.
2.3. Utility rates should be periodically evaluated on a cost-of-service basis to ensure sufficiency
and equity in the delivery of services to customer classes. Cost of service evaluations should occur
once every 4 to 6 years or when significant changes in the mix or makeup of customers occur.
3. Utility Revenue Debt Management
3.1. The City will strive to maintain a ratio of 50% debt/50% equity (cash), achieved by debt-
financing no more than 60% of each six-year utility capital facilities plan.
3.2. Gross utility rate revenue, net of operating expenses exclusive of depreciation, will be
sufficient to provide a minimum of 1.25 times debt service coverage of all outstanding revenue bonds
or the level of coverage called for in the revenue bond covenants, whichever is greater.
3.3. Revenue bond debt service coverage requirements can be met on a combined utility basis but
will be conservatively tested on an individual utility bases. System development revenue, which can
be included as part of the coverage test, should be excluded to further provide for conservative testing
of coverage requirements.
3.4. In the event new revenue bonds are required to support the planned capital investments of
the utility, approval of rates sufficient to pay the debt service including coverage requirements should
occur prior to the issuance of such bonds.
4. Utility Reserve Management
4.1. Each utility fund should maintain adequate fund balances/working capital to meet cash flow
requirements and unexpected contingencies. The City shall maintain minimum working capital
balances in these funds for operations and maintenance expenses (depreciation not included).
4.1.1. Water, 25%, approximately 90 days;
4.1.2. Wastewater, Surface Water and Solid Waste utility funds, 16%, approximately 60 days; and
4.1.3. King County Wastewater Treatment, $360,000, approximately 2%.
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Section 6. Debt Management Policies
Strategic use of short- and long-term debt is an important element of the City’s financial toolbox as its
use can leverage existing resources and support temporary/short-term cash flow needs of the City and
enable the accomplishment of large investments. However, as debt service payments can obligate
City resources over a long period time, its use and impact on City cash flow, ratings by financial
institutions, and compliance with statutory requirements should be carefully considered.
1. General Management
1.1. The City will not use short-term or long-term debt to support ongoing operations.
1.2. Prior to the decision to issue general obligation debt, which is an obligation against the
general taxing authority of the City, the feasibility of alternative methods of financing using special
assessments, fees/charges, and special revenue debt should first be determined.
1.3. The City will work to maintain strong ratings on its debt including maintaining open
communications with bond rating agencies concerning its financial condition.
1.4. General Obligation (GO) Bond debt should be scheduled for repayment based on the entire
outstanding debt not just the individual issue; in a manner which seeks to reduce fluctuation in the
total tax rate.
1.5. The City will strive to improve its bond ratings by improving its financial stability.
1.6. The City shall employ competent financial advisors and bond attorneys for all large bond
issues.
2. Debt Capacity
2.1. Annual debt service should not exceed fifteen percent (15%) of operating revenues.
2.2. Total direct debt should not exceed two percent (2%) of the City’s assessed value.
2.3. No more than sixty percent (60%) of the City’s capital program should be debt financed.
3. Short-Term Debt
3.1. Short-term debt is defined as a period of three years or less. The City shall use short-term debt
to meet temporary cash flow needs that are caused by a delay in receipting of anticipated revenues or
for issuing long-term debt.
3.2. Interfund loans may be issued to meet short-term cash flow needs. Interfund loans will only
be used when the recipient fund’s revenue stream is anticipated to be sufficient to repay the loan.
3.3. Interfund loans must be repaid within the period of one year or as stated in the ordinance or
resolution, and will bear interest based upon prevailing rates.
3.4. All interfund loans require Council approval in the form of an ordinance or resolution.
3.5. The City will not use short-term debt for current operations.
4. Long-Term Debt
4.1. Long-term debt is defined as exceeding three years. Long-term debt will only be used when
pay-as-you-go financing of capital projects is not feasible. Long-term debt service payments will not
exceed the expected life of a project. Long-term debt will be used to finance City needs that can be
capitalized and depreciated.
4.2. Long-term debt can be refunded if the net present value (NPV) of savings is at least four
percent (4%).
4.3. Self-supporting bonds (such as special assessment improvement districts) may only be used to
finance improvements associated with the subject improvement districts.
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Section 7. Equipment Replacement
The City’s physical assets, such as vehicles and buildings, represent a significant investment of
resources. Timely maintenance and replacement of these assets at the end of their useful lives is
necessary for reliability and quality of public services and ensures public and employee safety.
1. General Management
1.1. The City will maintain a comprehensive inventory of its physical assets including its useful life,
original purchase date and cost, information on its general condition, and the estimated value of
replacement.
1.2. The City will maintain a replacement schedule by physical asset indicating the replacement
cost and its corresponding source of funding. The replacement schedule will be reviewed annually
and budgeted as part of the City’s biennial budgeting process.
1.3. The City will maintain its physical assets at a level adequate to protect the City’s capital
investment and minimize future maintenance and replacement costs and provide for the timely
maintenance and orderly replacement of capital and equipment from current revenues or equipment
reserve funds where possible.
1.4. Equipment reserve funds will be maintained at levels sufficient to meet scheduled equipment
replacement and ensure public and employee safety and to prevent a deterioration in City assets.
1.5. Accounting and tracking of City assets are codified under Administrative Code Section 100-31.
Section 8. Cash / Investment Management
The City’s Investment Policy is codified under Administrative Code #100-40. Consistent with this
policy, the Finance Director will annually submit the investment policy to the City Council for review.
Section 9. Reserve Policies
Reserves and reserve management policies are an important and necessary part of any financial
management plan. Reserves are established as a hedge against cash flow fluctuations that are
expected to occur during the course of the year, to sustain the City during economic downturns, and
to sustain City services in the event of unanticipated needs, catastrophic events or natural disasters.
The following policies provide definitions for the appropriate level of reserves and how these
resources should be replenished in the event they are used.
1. General Management
1.1. General government funds should maintain adequate fund balances or working capital to
meet unexpected contingencies.
1.2. The City will maintain a Cumulative Reserve Fund in an amount of at least 5% of General
Government operating expenditures, with a target of 10%. Expenditures utilizing the Cumulative
Reserve Fund are used for stabilization of general operations during counter-cyclical times to protect
the City from unforeseen contingencies and to maintain one year payments of general obligation debt
service, and general governmental capital projects. Accumulation of reserves can be made from a
variety of revenue sources and can include one-time revenues and year-end surpluses.
1.3. Minimum fund operating reserve balances will be maintained as follows:
1.3.1. The General Fund shall maintain at least 8% of total budgeted operating expenditures, with a
target of 12%.
1.3.2. Each enterprise fund should maintain adequate fund balances or working capital to meet
unexpected contingencies and cash flow needs. Each utility fund shall strive to ensure ongoing system
integrity through reinvestment in the system. To mitigate impact to rates, the City will phase in system
reinvestment over a 10-year period in equal 10% increments starting in 2012.
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1.3.3. Other proprietary funds should maintain working capital balances of 10% to 20% of their
budgeted operating, maintenance and capital expenditures.
1.3.4. Replacement reserves shall be established for equipment and computer software should the
need continue beyond the estimated initial useful life, regardless of whether the equipment is acquired
via lease, gift or purchase. Service charges paid by City departments to the appropriate Internal
Service funds should include an amount to provide for replacements. Minimum reserves for these
funds should be as follows:
1.3.4.1. Equipment Rental and Replacement:
Operating reserves of 30 days (excluding depreciation) and replacement reserves equal to
three times depreciation.
1.3.4.2. Innovation and Technology:
Operating reserves of 30 days (excluding depreciation) and replacement reserves equal to
three times depreciation.
1.3.4.3. Facilities:
Operating reserves of 30 days and repair and replacement reserves equal to 50% of one
year of operations.
1.3.4.4. Reserve balances of other funds shall be set through the budget process in an amount
consistent with the purpose and nature of the fund.
1.4. Evaluation of reserve levels will be made in conjunction with the City’s budget.
2. Use and Replenishment
2.1. Use of reserves to address cash flow needs and for which funds will be replenished within one
year can be authorized with Mayoral approval.
2.2. Use of reserves where replenishment exceeds one year will require review and approval by
the City Council. This review will include the need for using reserves, the anticipated plan to
replenish the reserve account, the anticipated rate and time period over which the fund will be
replenished, and the source of funds. Regular reports to Council will be made as to the status of
reserve replenishment.
2.3. The rate of replenishment will not exceed three years of use.
Section 10. Lines of Authority
This section delineates the roles and responsibilities of the Council, the Mayor and the Departments in
the management of City resources.
1. General Management
1.1. The City Council has the authority to execute legislative policies and approve the City’s
budget at the fund level. The City Council has the authority to review the status of the City’s financial
performance and amend the budget at the fund level.
1.2. The City Council has the authority to review the City’s quarterly financial reports and to
provide policy guidance to the Mayor on issues.
1.3. The Mayor has the administrative authority to oversee development of the biennial budget,
to propose amendments to the City Council, to approve operating and capital spending decisions
within the parameters of the Council approved budget, and to enter into contractual agreements to
execute the intent of the budget.
1.4. Each Department Director has the authority to expend City funds within their approved
budget authority and in accordance with direction and procedures prescribed by the Mayor’s Office
and to recommend budget requests to the Mayor.
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2015-2016 Biennial Budget Section II: Process/Policies
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 2015-2016 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 a direction in 2006 for the City by establishing Vision 2016 which
looks ahead and envisions what the City should look like in 10 years. Again, the Vision has been
updated from time and during each budget cycle to maintain relevancy. The 2015-2016 budget
continues to implement the vision that the City Council and Mayor developed.
2015-2016 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 of less than 4 minutes. (Lead: Police)
3. Continue to work with the Green River Community College to ensure the safety and security of
students. (Lead: Police)
4. Continue exploring innovative ways to address public safety needs of the community. (Lead: All)
5. Increase policy presence in downtown parks and business areas and become ambassadors of these
areas. (Lead: Police, Parks)
6. Create a traffic schools to create a fine alternative for drivers. (Lead: Police, Legal, Court)
II. Encourage a Sense of Community
7. Continue providing support to the Housing Home Repair program. (Lead: Community
Development Services)
8. Continue to promote community outreach by involving citizens and business in their City
Government. (Lead: All)
9. Continue to promote stability in neighborhoods and the downtown area. (Lead: Community
Development Services)
10. Promote pride in Auburn and citizen engagement with City government via new technology
(Lead: IT, Community Development)
11. Continue to develop the resources of the Les Gove Community Campus including the Youth/Teen
Center, the Veterans and Human Services Center, and the creation of a truly centralized park
concept. (Lead: Parks, Administration, Community Development Services)
III. Encourage Economic Development
12. Complete a major update to the City’s Comprehensive Plan. (Lead: Community Development
Services, Public Works)
13. Develop 10 year economic development strategic plan. (Lead: Community Development
Services, Economic Development)
14. Continue marketing Auburn as the Regional Entertainment Center. (Lead: Community
Development Services, Administration)
15. Continue to support the City’s economic development initiatives and programs. (Lead:
Community Development Services, Administration)
IV. Improve Designated Urban Center
16. Implement an annual downtown improvement project. (Lead: Community Development; Public
Works)
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2015-2016 Biennial Budget Section II: Process/Policies
V. Complete Public Works Projects
17. Continue to seek sources of grant funding to support local and regional arterial and key
transportation improvements. (Lead: Public Works)
18. Continue to replace, upgrade, and improve the reliability of storm drainage, water and sanitary
sewer infrastructure. (Lead: Public Works)
19. Continued to implement local and arterial pavement preservation improvements throughout the
City. (Lead: Public Works)
20. Complete design and construction of Mill Creek, Wetland 5K reach. (Lead: Community
Development Services)
21. Construct Fenster Levee Setback phase 2B. (Lead: Community Development Services)
22. Design and construct Jovita Heights ‘fee in lieu of’ wetland mitigation project. (Lead: Community
Development Services)
23. Update the Auburn Environmental Park Master Plan. (Lead: Community Development Services)
24. Implement the National Flood Insurance Program community rating system program. (Lead:
Community Development Services)
25. 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)
26. Continue with phased replacements of all traffic signal lights with low-energy LED lights. (Lead:
Public Works)
VI. Plan Future City Development
27. Work with City Council 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)
28. Prepare comprehensive plan major update. (Lead: Community Development; Public Works)
VII. Actively Support Regional Transportation Improvements
29. Continue to participate in Regional Transportation Forums – SCATBD, RPEC, KCPEC, PSRC,
PCTCC and RAMP on key transportation issues. (Lead: Public Works)
30. Continue to coordinate Community Development efforts with adjacent and regional agencies.
(Lead: Public Works)
VI. Enhance Quality of Life
31. Complete design and construction of Mill Creek. (Lead: Community Development, Public Works)
32. Develop a Citywide climate action plan and policy. (Lead: Community Development Services)
33. Implement the Citywide Arterial bicycle and safety improvements program. (Lead: Public Works)
34. Implement the biennial pedestrian crossing improvement program. (Lead: Public Works)
35. Continue to fund the Lakeland Hills and Community Circulator shuttle programs. (Lead: Public
Works)
36. 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)
2013 and 2014 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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2015-2016 Biennial Budget Section II: Process/Policies
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.
Lead city responsible for the Alive & Free Program and area law enforcement agencies with
prevention and intervention services serving Auburn, Kent, Renton and Tukwila.
II. Encourage a Sense of Community
Issued nine Neighborhood Matching Grants.
Provided housing repair funds to assist over 100 low-income homeowners with emergency and
minor repairs to their homes.
Provided funding and coordination of Inclement Weather Sheltering which serves Auburn
residents in need of emergency assistance.
Continued development of the strategy and logistics of the Veterans & Human Services 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 (100
neighborhoods to date are involved).
Expanded National Night Out efforts and coordinated increased participation by more than 40%.
Initiated the Auburn Visioning process – Imagine Auburn.
III. Encourage Economic Development
Continued to enhance relationships focusing on Economic Development with: Green River
Community College, Auburn Area Chamber of Commerce, Auburn Downtown Association, etc.
Promoted Citywide economic development activities, including implementation of incentives.
Continued building of sister city relationships with cities in Japan, Korea, Italy and China.
Significant economic changes in the City included: relocation of Orion Industries to Auburn, with
about 300 employees; expansion of the Schilling Brewing Company into a new 30,000 sq. ft.
micro-brew and bottling plant; the acquisition of the Auburn Regional Hospital by MultiCare
Medical Systems, creating the MultiCare Auburn Medical Center, adding new clinical space and
several hundred new employees; major improvements to the Outlet Collection of Seattle; the
completion of the Orion Industries facility, bringing 350 new jobs to Auburn; and construction
beginning on the Trek Apartments, a five-story mixed use project in the downtown area.
IV. Improve Designated Urban Center
Completed construction of the South Division Street Promenade.
Began the Main Street Streetscape Urban Design Project.
Began the design of the City Downtown Public Parking Lot Reconfiguration Project.
Created an outdoor sculpture gallery in downtown Auburn that rotates sculptures annually.
V. Complete Public Works Projects
Completed construction on the M Street underpass and the A Street NW extension project.
Completed work on the new Lea Hill Park.
Completed the City Hall remodel.
Added new park acreage on the West Hill of Auburn with the purchase of the 10 acre West
Auburn Lake property.
Added 20 acres of park land located along the Green River.
Secured over $10 million in grants to help fund projects in our Transportation Improvement Plan.
Executed agreements with the project partner and secured full funding for the South 277th St
Widening Project (AWN to Green River Bridge).
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.
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2015-2016 Biennial Budget Section II: Process/Policies
Completed pre-design for M Street SE and Auburn Way South intersection improvements.
Continue to maintain the City’s utility infrastructure network.
Completed the Water Utility Meter & Billing System Improvements study, which will implement
automated metering technology for the City, and identified a preferred solution.
Negotiated and executed an agreement to purchase water from Tacoma Public Utilities through
the Cascade Water Alliance agreement.
VI. Plan Future City Development
In 2013, performed 2,727 building plan reviews for residential and commercial development and
11,987 building inspections, averaging 48 inspections per day.
During 2013 and 2014, assisted in the permitting, renovations, and openings of Auburn High
School, Trek Multi-Family development, two new buildings at Green River Community College,
seven new warehouse/manufacturing facilities, the redevelopment and tenanting of the Outlook
Collection, Waste Management compressed natural gas facility, the Fenster Levee Setback, Auburn
Marketplace, the Jimmy John’s strip mall, two O’Reilly Auto Parts stores, Orion Aerospace, Multi-
Care occupancy at the 3rd floor of 1 East Main Street, and the HCSA Laundry Facility.
Adopted ordinances that regulate communal residences, electric fences, three rezones,
modifications to the C-1 zone, modification to impact fees, the 2012 building code, and a series of
City-initiated Comprehensive Plan amendments.
In 2013, issued 429 new single-family residential building permits and 57 commercial building
permits, with a combined total construction valuation of over $232 million.
VII. Actively Support Regional Transportation Improvements
Continued to support southeast cities to develop rail transit program to Transit Center.
Participated in several regional transportation forums on key projects – South County Area
Transportation Board (SCATBD), Regional Project Evaluation Committee (RPEC), King County
Project Evaluation Committee (KCPEC), Puget Sound Regional Council (PSRC), Pierce County
Transportation Coordinating Committee (PCTCC), and the Regional Access Mobility Partnership
(RAMP).
Completed annual updates to the Comprehensive Transportation Plan and the 6-year
Transportation Improvement Plan.
VIII. Enhance Quality of Life
Continued the development of a community ‘One Stop Shop’ for Veteran’s & Human Services.
Continued the development of facilities and programs for youth and adults in Les Gove
Community Campus.
Provided funding and coordination for the Olympic and Cascade Middle Schools’ summer
programming serving at-risk youth.
Managed the annual Senior Citizen/Disability Discount and Rebate program.
Increased both attendance and vendor sales by 10% annually at the Auburn International Farmers
Market.
Opened the Mary Olson Farm, with onsite guides and programs for summer weekend visitors.
Re-tooled the one-day ArtRageous festival into ArtRageous Zones at several special events to
expand the scope and reach of access to a hands-on art experience.
Improved opportunities for park recreation including replacing playgrounds at Brannan Park and
Tom Park, adding new exercise equipment at Game Farm Park, completed soccer field
improvements at Brannan Park, and installing new drainage, curbing, parking lot, and patio/picnic
area at Veteran’s Memorial Park.
Provide for greater recreation opportunities at the Auburn Golf Course including expanding social
media marketing partnering with Costco, Golf Now, and The Golf Channel and offering text
message, e-mail, and Facebook specials during slow times.
Assisted in increasing the number of available transitional housing units available to domestic
violence victims and crisis situations.
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2015-2016 Biennial Budget Section II: Process/Policies
2015-2016 Budget Strategy
The 2015-2016 budget will be implemented by a series of objectives regarding development of
resources and their allocation to various competing demands.
1. Avoid the addition of permanent staff positions, unless there is an offsetting revenue stream or
reduction in current expenditures to support the position, and 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.
3. Use fund balance or working capital to finance capital equipment that maintains or enhances
productivity.
4. Control discretionary expenditures.
5. Provide adequate training, and increasing technology and tools to enhance productivity.
6. Maintain a baseline of funding which continues to deliver high-quality municipal services with
special attention to:
a. Continue support of growth management
b. Maintain effective legal 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’s budget places a high priority on maintaining the fiscal integrity of the City by
managing reserves to counterbalance economic cycles while responding to emerging needs. When
new programs are added, each is closely evaluated to ensure that it can be supported over the long
run. Temporary “growth period” revenues can also be used for capital needs of a non-continuing
nature. Enhanced revenue also can build reserves to provide counter-cyclical balance (e.g., a rainy-
day fund). The main purpose of such a reserve is to allow the City to respond to funding needs in an
economic recession without having to resort to new taxes. The City has established a Cumulative
Reserve Fund both for building revenues for major capital needs and to provide a counter-cyclical
balance.
It is anticipated that the development of residential construction will continue due to, in part, low
interest rates coupled with pent-up demand. 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.
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2015-2016 Biennial Budget Section II: Process/Policies
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.
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 about
$2.2 million of expenditures in 2015. 2016 is budgeted for $5.6 million in expenditures – including a
$3.3 million transfer to the Municipal Parks Construction Fund for the Auburn Community and
Youth/Teen Center – leaving a projected ending fund balance in 2016 of $4.8 million for future
projects identified in the Capital Facilities Plan.
General Fund Priorities
City General Fund revenues are forecasted conservatively but realistically. Increases in salary and
benefits and in contractual services will be increased in accordance with union contracts. Revenue
estimates are conservative and based on the 2013 actual and 2014 estimated revenues received. Costs
may need to be reduced if revenue decreases from estimated amounts. The General Fund budget was
developed under the following policy priorities:
1. Avoid new programs until new revenue sources to support them are identified.
2. Protect the City’s long-term fiscal integrity and Moody’s bond rating.
3. Maintain productivity.
4. Enhance efficiency and effectiveness.
5. Ensure adequate and ongoing support for City programs and activities.
6. Provide training, adequate technology and tools to enhance productivity.
7. Fund priority planning needs to enhance or promote economic development within the City and
enforce code compliance.
8. Maintain programs directed at protecting the quality of life in the community and its
neighborhoods.
9. Provide grant required matching funds for street improvements.
10. Seek out additional sources of revenue for street improvement and construction.
11. Fund continuing public safety needs.
Many of these priorities are implemented in the development and review of the baseline budget
proposals of various departments.
Proprietary Fund Priorities
The budget priorities in the Proprietary Funds are a continuation of past budget priorities, which have
generally placed these funds on a sound, self-supporting basis.
1. Continue operation of the funds on a self-supporting basis.
2. Maintain the fiscal capacity of the utilities with appropriate measures.
3. Implement programs and rates to encourage resource conservation, particularly in water usage.
4. Maintain orderly development of capital facilities to meet needs.
5. Continue measures to enhance productivity and maintain new facilities as they come on line.
6. Continue programs that encourage greater recycling of our waste materials.
7. Focus on capital projects that deal effectively with the City’s growth.
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2015-2016 Biennial Budget Section II: Process/Policies
Other Funds Budget Priorities
Fiduciary funds will be managed in a manner that continues to provide for their long-term
obligations. The Insurance Fund will provide for insurance independence if needed. Debt service
funds will continue to retire debt as appropriate. No additional funds will be added to the LID
Guarantee Fund, as the fund is currently considered adequate.
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2015-2016 Biennial Budget Section III: Financial Plan
SECTION III: FINANCIAL PLAN
Introduction
The National Advisory Council on State and Local Budgeting (NACSLB) endorses the forecasting of
revenue and expenditures in their Recommended Budget Practices. This section of the budget provides
a combined view of both past and anticipated future revenue and expenditures for all funds. A
detailed revenue analysis is presented for each fund type. The plan focuses analysis on revenue sources
in order to inform users of this document on how the City funds services it provides to its citizens. A
table, graph and explanation of major changes are provided for the General Fund, Special Revenue
Funds, Capital Funds, Enterprise Funds, Internal Service Funds, Fiduciary Funds and the Permanent
Fund. This is followed by a six-year forecast of revenue and expenditures along with a discussion of
the factors that affect the forecast. Long term debt and debt capacity is discussed as well as the
General Fund fiscal capacity. This section ends with a discussion of fund balance and working capital
balances.
A budget is a plan that develops and allocates the City’s financial resources to meet community needs
in both the present and the future. The development and allocation of these resources is
accomplished based on the foregoing policies, goals and objectives addressing the requirements and
needs of the City of Auburn. While the other sections of this document present the budget in detail,
this section provides an overview of the budget as a Financial Plan. As such, this section focuses on
City strategies to maintain its financial strength and the basis for the expectation for future revenues.
An important part of a financial plan is the City’s Capital Improvement Program. While the projects
affecting 2015-2016 are summarized under Section VII, Capital Budget in this document, the entire
Capital Facilities Plan (CFP) is outlined, in detail, in a separate document.
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2015-2016 Biennial Budget Section III: Financial Plan
Analysis of 2015-2016 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 2015 and 2016. The table shows the revenue by source of funds from 2013-2016.
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
$80,000,000
Taxes Charges for
Svcs
Intergov Miscellaneous Licenses &
Permits
Fines &
Penalties
Transfers In Other Sources
2015 Budget
2016 Budget
2015-2016 Budgeted Revenues
Total All Funds 2013 2014 2014 2015 2016
Revenues ActualAdj BudgetEst ActualBudget Budget
Taxes $49,158,813$49,248,298$50,505,809$51,980,600$52,868,900
Charges for Services 70,519,916 72,803,735 74,422,326 75,741,304 76,779,260
Intergovernmental 11,553,734 20,484,820 15,408,033 16,521,338 20,689,455
Miscellaneous 11,435,288 4,592,900 4,728,780 5,154,249 4,277,151
Licenses and Permits 3,041,948 1,900,247 2,367,594 1,851,300 1,844,600
Fines and Penalties 1,424,401 1,562,575 1,179,900 1,388,040 1,396,180
Transfers In 5,418,611 16,084,220 8,494,985 9,406,405 10,037,635
Other Sources 21,169,250 4,309,499 3,446,706 6,555,992 1,404,267
Total Revenues & Other
Financing Sources 173,721,961 170,986,294 160,554,132 168,599,228 169,297,448
Beginning Fund Balance 91,609,872 109,898,910 109,898,910 84,534,959 70,939,703
TOTAL AVAILABLE RESOURCES 265,331,833$ 280,885,204$ 270,453,042$ 253,134,187$ 240,237,151$
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 44.9% and 45.4% of total
revenues in 2015 and 2016 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.
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2015-2016 Biennial Budget Section III: Financial Plan
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 30.8%
of total revenue in 2015 and 31.2% in 2016. Almost all tax revenues are received in the General
Fund to support the ongoing operations of the City. Effective in 2013, annual sales taxes collected
from new construction activity is used to support activities in the Local Street Fund (Fund 103). The
amount of sales taxes from new construction is estimated to total $1.6 million in 2015 and $1.5
million 2016. 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.
Intergovernmental Revenue
Intergovernmental revenue consists primarily of Federal and State grants and other governmental
contributions, including State shared revenues such as streamlined sales tax and motor vehicle fuel
tax. Intergovernmental revenue constitutes 9.8% of revenue in 2015 and 12.2% in 2016. The
increase in revenue in 2016 is primarily attributable to the $3.0 million State grant for the Auburn
Community and Youth/Teen Center, as well as $1.1 million in Federal grants for various street
preservation projects with the City. Revenues within this category are primarily used to fund the
construction of street projects and other capital projects, such as park improvements within the
Municipal Parks 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. In 2013, approximately $5.3 million in developer contributions were
collected in the Water, Sewer, and Storm Drainage funds. This category includes $1.0 million for
developer contributions in 2015 for the road widening project on South 277th Street.
License and Permit Revenue
License and Permit revenue is dependent on the economy as most of this revenue is comprised of
building, electrical and plumbing permits from new construction activity. During the 2013-2014
biennium, the City of Auburn experienced an influx of development activity. The 2015-2016 budget
assumes continued expansion within the City – although at a slightly reduced rate. 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 is projected to be relatively stable. It includes false alarm, traffic and parking
fines.
Transfers In
This revenue source represents transfers between funds, and includes payments to other funds for
debt service, capital construction projects, grant matches and interfund loans. Transfers in 2015 are
budgeted at $9.4 million and reflect $3.1 million in transfers from the Mitigation Fees fund for
various arterial street projects and parks projects. Transfers in 2016 are budgeted at $10.0 million
and include $5.3 million in transfers to the Municipal Parks Fund for the Auburn Community and
Youth/Teen Center.
Other Sources
Other revenue sources account for 3.9% of total revenues in 2015 and 0.8% in 2016. Revenues in
2015 include $5.2 million in anticipated bond proceeds to fund the construction of major projects in
the Water Fund.
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2015-2016 Biennial Budget Section III: Financial Plan
Analysis of 2015-2016 Budgeted Expenditures for All Funds
The following graph presents the 2015 and 2016 budgeted expenditures of the City by major
category.
$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
Salaries Benefits Supplies Services &Charges Intergov CapitalOutlay Debt InterfundPayments
2015 Budget
2016 Budget
2015-2016 Budgeted Expenditures
Total Baseline Budget 2013 2014 2014 2015 2016
ActualAdj BudgetEst ActualBudget Budget
Salaries $31,352,275$34,118,043$33,686,663$35,152,348$35,830,918
Benefits 13,792,197 16,563,676 15,704,845 16,794,432 17,783,006
Supplies 2,959,014 4,079,535 4,004,227 4,152,208 4,098,434
Services & Charges 31,924,469 42,649,267 42,068,042 38,671,537 39,968,237
Intergov 26,424,982 37,964,518 29,011,413 31,926,605 32,662,635
Capital Outlay 23,117,312 67,838,789 45,373,353 35,158,094 33,682,787
Debt 9,336,116 9,848,191 9,799,916 7,934,159 9,329,190
Interfund Payments 11,330,266 11,107,152 11,107,152 12,405,101 12,160,011
Other Uses 5,196,292 (4,837,529) (4,837,529) - -
Designated Fund Balance 6,296,411 5,597,999 6,883,607 4,423,454 4,214,517
Undesignated Fund Balance103,602,499 55,955,564 77,651,352 66,516,249 50,507,416
ALL FUNDS TOTAL $265,331,833$280,885,204$270,453,042$253,134,187$240,237,151
Salaries and Benefits
Salaries and benefits are budgeted at approximately $51.9 million in 2015 and $53.6 million in 2016
and are in accordance with current labor agreements for 2015 and 2016. The 2015 budget includes
an increase of six FTE’s due to program improvements and service enhancements. Significant
changes in benefits include anticipated increases in medical benefits (2015: +5.8%; 2016: +5.8%),
increases in dental benefit costs (2015: +6.0%; 2016: +6.0%) and additional vision benefit costs
(2015: 5.0%; 2016: 5.0%) as projected by the Association of Washington Cities. The budget
includes an increase in the Labor and Industries rate of 3.1% in both 2015 and 2016. Pension
contribution rates for PERS Plan 2 and PERS Plan 3, which are set by the State of Washington, are
projected to increase from the current 9.21% in 2014 to 12.47% in 2015.
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2015-2016 Biennial Budget Section III: Financial Plan
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
Intergovernmental expenditures are budgeted at $31.9 million in 2015 and $32.7 million in 2016.
These expenditures include transfers to other funds for debt service, capital construction, and street
project funding. Transfers between funds are budgeted at $9.4 million in 2015 and $10.0 million in
2016. Intergovernmental expenditures include the contractual costs for sewage treatment to King
County as well as the contractual cost for the South Correctional Entity (SCORE), Valley
Communications Center for 911 services, and payments to King County District Court for municipal
court and probation services.
Capital Outlay
Approximately $35.2 million has been allocated for capital improvement and projects for 2015 and
$33.7 million in 2016. Most of the capital expenditures are budgeted in the Utility funds, with the
balance of capital expenditures primarily in the Arterial and Local Street construction funds and the
Municipal 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 2015-2016 include: the 277th Street Corridor Capacity Project, West Main
Street Improvement Project, implementing Advanced Metering Infrastructure (AMI), Phase 2 of the
Auburn Way South Flooding project, and construction of the Auburn Community and Youth/Teen
Center.
Interfund Payments
Payments to the Internal Service Funds are budgeted at approximately $12.4 million in 2015 and
$12.2 million in 2016. 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.
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2015-2016 Biennial Budget Section III: Financial Plan
REVENUE ANALYSIS
GENERAL FUND
The City’s General Fund receives a wide variety of revenue. This section of the budget discusses the
key factors that affect revenue for the next year.
General Fund Revenue
By Funding Source
20122013201420152016
ActualActualEst ActualBudgetBudget
Beginning Fund Balances:
Designated/Reserved 300,825342,025221,614221,614221,614
Undesignated 15,937,24516,006,917 15,194,774 14,371,11010,325,512
Total Fund Balances$16,238,070$16,348,942$15,416,388$14,592,724$10,547,126
Taxes:
Property 12,866,48814,415,45615,699,41716,708,90017,133,500
Sales & Use 13,163,55612,630,27113,264,00013,662,00014,072,000
Utility 10,291,02011,045,65811,089,65411,239,10011,356,200
Other 3,551,2333,724,2453,917,3003,992,4004,058,400
Licenses & Permits 2,344,6433,041,9482,367,5941,851,3001,844,600
Intergovernmental 5,847,1504,733,4925,003,7725,262,4305,265,580
Charges for Service 2,432,7362,144,3293,622,4793,380,8803,404,580
Fines & Forfeitures 1,577,8371,424,4011,179,9001,388,0401,396,180
Transfers In 17,000193,54891,000539,38076,000
Other Revenues 869,135645,747781,100743,250747,200
Total General Fund$69,198,867$70,348,035$72,432,604$73,360,404$69,901,366
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $44.0 million in tax revenue
during 2014. Total revenues from taxes are anticipated to increase in 2015 to an estimated $45.6
million and $46.6 million in 2016. 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 the General Fund. In addition, there is continued uncertainty regarding State fiscal
challenges including holes left by one-time budget fixes and funding for $1 billion to meet basic
education mandates. Revenue budgeted for the next biennium is based on the assumption that the
economy will continue to grow at a steady but moderate pace. If growth is slower than anticipated,
revenues may have to be adjusted downward.
Property Taxes
Property taxes remain the largest single source of General Fund revenue for the City, constituting
28.4% of total General Fund revenues budgeted for 2015. Over the past several years, voters of the
State of Washington have changed the property tax levying process through referenda and
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2015-2016 Biennial Budget Section III: Financial Plan
initiatives. Referendum 47, passed in 1997, changed the 106% limit to the lesser of six percent or
inflation. There was a provision; however, that – with a finding of substantial need – a majority plus
one vote of the City Council could raise revenue to the 106% limit. In 2001, the citizens voted on
and passed Initiative 747 (I-747), which limits the increase in property taxes to the lesser of 1% or
inflation. New construction, annexations and refund levies are additional. I-747 was declared
unconstitutional by the King County Superior court on June 13, 2006 and overturned by a State
Supreme Court decision in November 2007.
Following this decision, the Washington Legislature approved House Bill 2416 reinstating the
provisions of I-747 retroactively to 2002, thereby 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%. Due to the Great Recession, the City
experienced four consecutive years of declining property valuation during fiscal years 2010 through
2013. However, in 2014 this trend changed and the Assessed Valuation (AV) of property values
increased 5.5% compared to the year prior. The 2015 and 2016 property tax revenues are based
upon an estimated 10% annual increase in overall Assessed Value (AV). This recovery, combined
with the City’s ability to tap into the banked capacity, is expected to increase property tax revenues
in the amount of $1.0 million in 2015. Note: 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.
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
0.84%, 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.
Since 2013, sales taxes received from new construction have been transferred to the Local Street
Fund in support of the City’s Save Our Streets (SOS) program. This is estimated to total $1.6 million
in 2015 and $1.5 million in 2016. In 2015 and 2016, sales taxes are estimated to increase by 3.0%
annually to a total General Fund contribution of $13.7 million and $14.1 million, respectively.
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. These revenues are budgeted at $4.0 million in 2015 and
$4.1 million in 2016. The sales tax credit for annexation is budgeted at $1.9 million per year in 2015
and 2016. The second largest tax source in this category is criminal justice sales tax, which is
budgeted at $1.6 million in 2015 and 2016. Gambling taxes include a 2.0% tax on amusement
games, 10% tax on punchboards and pull-tabs, and 4% on social card rooms. Tax revenues in this
category are fairly consistent and make up 6.8% of General Fund revenues in 2015 and 2016.
1 The local City sales tax rate is 1.0%, of which 15% is distributed to counties and the State retains 1% for
administrative costs, resulting in a net rate of .84%.
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2015-2016 Biennial Budget Section III: Financial Plan
$-
$4,000,000
$8,000,000
$12,000,000
$16,000,000
$20,000,000
2012 2013 2014 2015 2016
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 robust for the past few years and is projected to
continue to stay strong through the next biennium. Building permit revenues in 2013 reached an
unprecedented rate, at $2.1 million. It is projected that 2015 and 2016 building permit revenues will
continue to be steady, although at a lower level than was experienced in 2013. 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 is a new source of revenue effective January 1, 2013
with transition of services from King County to the City of Auburn animal control and the Auburn
Valley Humane Society (AVHS). Pet license revenues are budgeted at $160,000 in 2015 and
$165,000 in 2016. Licenses and Permits are projected to be approximately 3.1% of budgeted
General Fund revenues in 2015 and 2016.
Intergovernmental
Various state-shared tax revenues, including streamlined sales tax, motor vehicle sales tax, liquor
excise tax and liquor profits and grant revenues dominate this category. The 2012 Legislature, as a
strategy to balance the State’s budget shortfall, implemented changes that 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 ($200,000/year permanent loss). Streamlined sales taxes were 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. During the 2012-2013 fiscal budget the Legislature reduced
streamlined sales taxes by 3.4%, resulting in a $68,000 loss of revenue. This revenue stream has
been fully reinstated and is budgeted at $2.0 million annually for the 2015 and 2016 biennium.
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2015-2016 Biennial Budget Section III: Financial Plan
Other major sources of revenue in this category include Federal Community Oriented Policing
(COPS) grants. It is anticipated that the City will receive $290,000 for the Federal AARA COPS
grant which will be used to support the funding of 7.0 FTE’s in the Police Department. The City
anticipates receiving $630,000 annually from the Muckleshoot Indian Tribe for City services
rendered, including police calls for service, court services, and street maintenance. Payment from the
Tribe is based upon actual service delivery and is reconciled each year with Tribe management.
Charges for Services
This category consists of user fees that are derived primarily from recreational fees paid by
participants for programs provided by the City’s Parks, Arts and Recreation Department, plan check
fees paid to the Community Development Department, and reimbursement for off duty law
enforcement services rendered. Revenue from recreational services tends to gradually increase with
community growth and demand. Recreational fees support about 20% 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 2015 as they follow new construction
and permitting activity. Due to an accounting change effective January 1, 2014, all revenues
associated with the Auburn Golf Course are accounted for the General Fund. The Golf Course
charges for services revenue is budgeted at $1.2 million in 2015. Charges for services constitute
approximately 5.7% of total General Fund revenue in 2015 and 2016.
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
$7,000,000
2012 2013 2014 2015 2016
General Fund Revenue
Licenses & Permits, Intergovernmental and Charges for Service
Licenses & Permits Intergovernmental Charges for Service
Fines and Forfeits
Fines and forfeits consist mainly of parking infractions, traffic fines, and fines derived from the City’s
photo enforcement program. Fines and forfeits are projected to be 2.4% of the total 2015 and 2016
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 in 2015 include $350,000 from the Innovation
and Technology Department to fund general governmental program improvements, and $113,000
for Economic Development activities.
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2015-2016 Biennial Budget Section III: Financial Plan
Other Revenues
Other revenue consists primarily of interest revenue, contributions and donations, insurance
recoveries, facilities rentals, and golf cart rental revenues. Facilities rental revenues are projected to
remain stable at approximately $300,000 in 2015 and 2016. Due to an accounting change effective
January 1, 2014, golf cart revenues are accounted for the General Fund and are now included in this
category. Golf cart rental revenues are budgeted at $210,000 in 2015. Interest revenues are
projected to decline in the next biennium due to lower interest rates.
$-
$500,000
$1,000,000
$1,500,000
$2,000,000
2012 2013 2014 2015 2016
General Fund Revenue
Fines, Transfers In and Other Revenues
Fines & Forfeitures Transfers In Other Revenues
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2015-2016 Biennial Budget Section III: Financial Plan
SPECIAL REVENUE FUNDS
The City has ten special revenue funds presented in this budget. These funds account for the
proceeds of specific revenue sources and are legally restricted to expenditures for specific purposes.
Special Revenue Funds
Revenue By Funding Source
2012 2013 2014 2015 2016
ActualActualEst ActualBudgetBudget
Beginning Fund Balances 15,075,39317,031,94019,655,70514,569,68511,339,783
Taxes 4,519,2714,643,1054,397,8804,333,2004,203,800
Intergovernmental 11,795,7775,099,1137,318,64310,126,53711,783,040
Charges for Services 1,465,4621,698,8301,156,000996,000996,000
Miscellaneous 368,625121,148127,2841,135,92086,020
Other Sources 4,803,4265,509,8422,435,8284,458,4531,463,047
Total Revenue 38,027,953$ 34,103,978$ 35,091,340$ 35,619,795$ 29,871,690$
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
2012 2013 2014 2015 2016
Special Revenue Funds
Other Sources and Intergovernmental not included
Taxes Charges for Services Miscellaneous
Taxes
Tax revenue 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 programs. Current City policy directs 1.0% of
the utility tax to the Arterial Street Preservation Fund. This revenue is budgeted at $2.1 million in
both 2015 and 2016. Beginning in 2013, sales taxes collected from new construction projects are
deposited into the Local Street Fund in support of the City’s Save Our Streets program. In 2015 and
2016, the amount budgeted is $1.6 million and $1.5 million respectively. Prior to 2013, the City
dedicated $2.0 million annually in property taxes to the Local Street Fund.
Another tax which supports activities in the Special Revenue Funds is the 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. Other taxes collected include the Business Improvement
Assessment (BIA), which is a tax levied by the City on all businesses within the downtown core area.
Retail businesses are levied $0.15 per square foot and service businesses are levied $0.15 per square
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2015-2016 Biennial Budget Section III: Financial Plan
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. There are
approximately 264,500 square feet of service businesses and 225,300 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.
Charges for Service
Special Revenue Funds charges for services are derived mainly from the Mitigation Fee Fund. This
revenue consists of mitigation fees paid by developers. These revenues in 2015-2016 are budgeted
conservatively at $1.0 million, as they fluctuate based on the local economy.
Miscellaneous
Miscellaneous revenue consists primarily of developer contributions and interest income which is
budgeted conservatively in 2015 and 2016. The 2015 budget includes a one-time developer
contribution of $1.0 million for the 277th Street Corridor Capacity Project.
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 and State
entitlements. The majority of this funding is Federal grant monies as well as State grant monies from
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 the majority of this revenue is received on a reimbursement basis. The Arterial Street Fund is
anticipating approximately $9.6 million of State and Federal funding for 2015 and $11.3 million
from Federal funding in 2016. Major arterial street projects include the 277th Street Corridor
Capacity Project, 320th Street Corridor Improvements, Auburn Way South Corridor Safety
Improvements (SR-164), and improvements along West Main Street.
Other Sources
This revenue source consists of Public Works Trust Fund (PWTF) loan proceeds and 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
$18,000,000
2012 2013 2014 2015 2016
Special Revenue Funds
Other Sources and Intergovernmental
Other Sources Intergovernmental
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2015-2016 Biennial Budget Section III: Financial Plan
CAPITAL PROJECT FUNDS
The City maintains three capital project funds: the Municipal Parks Construction Fund, the Capital
Improvement Fund and the Local Revitalization Fund. Major non-proprietary capital acquisitions
and construction are budgeted in these funds separately from operations.
Capital Project Funds Revenue
By Funding Source
2012 2013 2014 2015 2016
ActualActualEst ActualBudgetBudget
Beginning Fund Balance8,794,938 7,449,566 10,136,476 9,601,465 9,135,104
Taxes 1,879,873 2,352,750 1,820,000 1,725,000 1,725,000
Intergovernmental 1,342,956 1,007,770 849,444 150,000 3,150,000
Charges for Service 11,064 11,111 11,100 11,100 11,100
Miscellaneous 141,041 150,577 581,094 59,527 260,146
Other Sources 51,376 2,957,858 1,966,160 515,000 5,625,790
Total Revenue 12,221,248$ 13,929,633$ 15,364,274$ 12,062,092$ 19,907,140$
$-
$1,000,000
$2,000,000
$3,000,000
$4,000,000
$5,000,000
$6,000,000
2012 2013 2014 2015 2016
Capital Project Funds Revenue
Taxes Intergovernmental Other Sources
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 percentages. Both the first and second ¼% may be used for streets, sidewalks,
street lighting systems, traffic signals, bridges, domestic water systems, and storm and sanitary sewer
systems. In addition, the first ¼% may be used to purchase park and recreational facilities, law
enforcement facilities, fire protection facilities, trails, libraries, and administrative and judicial
facilities. Due to the nature of REET revenues being contingent upon real estate sales and the local
economy, this revenue source is budgeted conservatively in 2015 and 2016.
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2015-2016 Biennial Budget Section III: Financial Plan
Intergovernmental
The Capital Improvement Fund anticipates the receipt of $100,000 in grant revenue in 2015 for City
sidewalk repairs and improvements. Grant revenues budgeted in the Capital Projects Fund in 2016
total $3.2 million; of this, $3.0 million is a State grant for the Auburn Community and Youth/Teen
Center.
Other Sources
Other funding sources consist of interfund operating transfers in from other funds, bond proceeds,
and the sale of fixed assets. These transfers are used to fund the capital projects to be determined by
City Council. 2016 includes a one-time $5.3 million transfer in for the Auburn Community and
Youth/Teen Center.
$-
$100,000
$200,000
$300,000
$400,000
$500,000
$600,000
$700,000
2012 2013 2014 2015 2016
Capital Project Funds Revenue
Charges for Service Miscellaneous
Charges for Services
Portions of all adult team sport fees are put into the capital facility program in the Municipal Parks
Construction Fund. These funds are then used to construct park facilities to benefit the users of the
parks and fields.
Miscellaneous
Miscellaneous revenue includes interest earnings on idle fund resources and contributions or
donations from developers or other organizations for community projects. The 2016 budget
includes a $200,000 contribution for a new spray park and additional park improvements at Sunset
Park. Investment income is budgeted conservatively in 2015 and 2016.
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2015-2016 Biennial Budget Section III: Financial Plan
ENTERPRISE FUNDS
The City maintains seven enterprise funds in the budget to separately account for the revenues
derived from services provided and the associated expenses. The City enterprise funds include the
following services: Water, Sanitary Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport and
Cemetery. The following table and graph depicts the amount of revenues received by major source.
Enterprise Funds
Revenue By Funding Source
2012 2013 2014 2015 2016
Actual ActualEst Actual Budget Budget
Beg. Working Capital40,588,374 34,597,897 47,449,303 31,524,519 27,781,107
Charges for Services49,910,213 56,678,680 59,137,096 60,080,652 61,253,438
Miscellaneous 8,102,254 9,367,982 1,885,450 1,695,400 1,751,700
Other Sources 581,505 14,442,543 2,849,424 6,360,739 585,656
Intergovernmental 1,019,455 576,447 2,130,175 736,156 242,000
Total Revenue100,201,800$ 115,663,549$ 113,451,448$ 100,397,466$ 91,613,901$
$0
$10,000,000
$20,000,000
$30,000,000
$40,000,000
$50,000,000
$60,000,000
$70,000,000
2012 2013 2014 2015 2016
Enterprise Funds Revenue
Charges for Services Miscellaneous
Charges for Services
This revenue source represents fees charged by the City’s enterprise funds in return for a public
service. Over 62% of the City’s enterprise fund charges for service revenue are collected in the
Sewer and Solid Waste Funds. Approximately 70% 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 Inc.
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. Charges for services in the Cemetery Fund are for lot sales and retail
sales for burial related products.
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2015-2016 Biennial Budget Section III: Financial Plan
Miscellaneous
Miscellaneous revenue includes contributions from developers, Airport property rentals, and interest
earnings on idle fund resources. System capital contributions are paid by developers during the
permitting process and are used for capital improvements. Other contributions include non-cash
developer contributions as they build or improve system assets. Developer contributions have been
significant in the recent past, although the 2015 and 2016 budget is set conservatively as this revenue
source is dependent upon development activity. Airport property rentals make up approximately
40% of the enterprise funds’ miscellaneous revenue budget.
$-
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
$14,000,000
$16,000,000
2012 2013 2014 2015 2016
Enterprise Funds Revenue
Other Sources Intergovernmental Revenue
Intergovernmental
This revenue primarily represents grants received in the Storm Drainage, Solid Waste and Airport
funds. Intergovernmental revenues in 2014 include State grants in the amount of $1.0 million from
the Department of Ecology for the construction of storm drainage improvements and expansion of
the decant facility at the City’s maintenance and operations facility. This also includes $714,000 in
Federal grants from the Federal Aviation Administration (FAA) for multiple projects including the
Asphalt Rehabilitation and Seal Coat Project, the Airport Master Plan and the Wildlife Hazard
Assessment. Lastly, the Solid Waste Fund is expecting annual grants in the amount of $112,000 for
education and outreach.
Other Sources
This revenue source represents transfers in and resources available from Public Works Trust Fund
loans (PWTF) and bond proceeds. In 2013, other sources include $7.2 million in revenue bond
proceeds in the Water Fund, $5.2 million revenue bond proceeds in the Storm Drainage Fund, and
$1.5 million PWTF loan in the Water Fund. 2015 includes $5.2 million in bond proceeds in the
Water Fund.
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2015-2016 Biennial Budget Section III: Financial Plan
INTERNAL SERVICE FUNDS
The City’s internal service funds are used to budget for the financing of goods and services provided
by one department of operation to other funds and departments on a cost reimbursement basis.
The City has five internal service funds: Insurance, Workers’ Compensation, Facilities, Equipment
Rental and the Innovation and Technology Fund.
Internal Service Funds
By Funding Source
2012 2013 2014 2015 2016
ActualActualEst ActualBudgetBudget
Beg. Working Capital12,718,980 11,946,814 13,118,699 9,970,010 7,921,959
Charges for Service 9,538,344 9,949,459 10,463,651 11,239,672 11,081,141
Miscellaneous & Other1,395,455 1,709,671 1,630,900 2,127,250 2,045,469
Transfer In 500,340 200,280 855,595 758,000 396,000
Intergovernmental 149,025 136,911 106,000 246,215 248,835
Total Revenue24,302,144$ 23,943,135$ 26,174,845$ 24,341,147$ 21,693,404$
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
$12,000,000
2012 2013 2014 2015 2016
Internal Service Funds Revenue
Charges for Service Miscellaneous & Other Transfer In Intergovernmental
Charges for Service
Approximately 80% of the 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, Equipment Rental fuel and vehicle replacement, and charges for
Workers’ Compensation reimbursements, which are then paid into the Internal Service Fund. Note:
In an effort to reduce Citywide expenditures, the City of Auburn became self-insured for Workers’
Compensation insurance effective January 1, 2014. These revenues are reflected in the table and
graphics above.
Miscellaneous & Other
The Equipment Rental Fund charges the departments for maintenance costs of City owned vehicles
which is collected in the miscellaneous revenue category. This revenue source also includes interest
revenue and insurance recoveries.
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2015-2016 Biennial Budget Section III: Financial Plan
Transfers In
This revenue source is for transfers from other funds. The 2015 budget includes a $300,000 transfer
from the Water, Sewer, and Storm Drainage funds for the construction of a storage building at the
City’s maintenance and operations facility. The 2015 budget also includes a $250,000 transfer for
the replacement of aging golf carts at the Auburn Golf Course, and the $208,000 annual loan
repayment to the IT and the Equipment Rental funds.
Intergovernmental
The primary revenue source in this category is grant revenue and revenue generated from the IT
Department for IT services rendered to Pacific, Algona, Valley Regional Fire Authority (VRFA), Black
Diamond and Milton.
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2015-2016 Biennial Budget Section III: Financial Plan
FIDUCIARY FUNDS
The City has two fiduciary type funds: the Fire Relief and Pension Fund and an unbudgeted Agency
Fund for collection and disbursement of non-City funds.
Fiduciary Funds
By Funding Source
2012201320142015 2016
ActualActualEst ActualBudgetBudget
Beginning Fund Balance2,666,531 2,551,843 2,446,991 2,580,481 2,486,300
Intergovernmental 63,205 70,036 308,558 70,000 70,000
Miscellaneous 6,028 10,480 6,000 6,000 6,000
Total Revenue 2,735,764$ 2,632,359$ 2,761,548$ 2,656,481$ 2,562,300$
$0
$50,000
$100,000
$150,000
$200,000
$250,000
$300,000
$350,000
2012 2013 2014 2015 2016
Fiduciary Funds Revenue
Miscellaneous Intergovernmental
Miscellaneous Revenue
Miscellaneous revenue primarily consists of investment income on idle cash. With the current low
level of interest rates, 2015 and 2016 is budgeted conservatively.
Intergovernmental
This revenue consists of transfers in and revenue from fire insurance premium tax. The City receives
this revenue from the State and it is allocated based on the number of retired firefighters who served
the City. The increase in revenues in 2014 is due to a $230,000 transfer into the fund.
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2015-2016 Biennial Budget Section III: Financial Plan
PERMANENT FUND
The City has one permanent fund, the Cemetery Endowment Care Fund. City policy provides that
10% of each lot, crypt or niche sale is to be deposited into the Cemetery Endowment Care Fund for
the future maintenance of the Auburn Mountain View Cemetery once it is full. Resources in this
fund are legally restricted to the extent that only earnings, not principal, may be used to support
cemetery capital improvements.
Permanent Fund
By Funding Source
20122013201420152016
ActualActualEst ActualBudgetBudget
Beginning Fund Balance1,556,570 1,585,916 1,629,564 1,663,664 1,697,864
Charges for Service 48,660 37,506 32,000 33,000 33,000
Miscellaneous 2,986 6,142 2,100 1,200 1,200
Total Revenue $1,608,216$1,629,564$1,663,664$1,697,864$1,732,064
$0
$25,000
$50,000
$75,000
2012 2013 2014 2015 2016
Permanent Fund Revenue
Charges for Service Miscellaneous
Charges for Services
As provided by City policy and State law, 10% of the sale of each lot, niche and crypt is collected for
the future maintenance of the Cemetery.
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.
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2015-2016 Biennial Budget Section III: Financial Plan
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.
General Fund Six Year Revenue and Expenditure Forecast 2014 - 2020
2014
Estimated
2015
Forecast
2016
Forecast
2017
Forecast
2018
Forecast
2019
Forecast
2020
Forecast
Taxes
Property $15,699,417$16,708,900$17,133,500$17,515,000$17,900,000$18,289,000$18,682,000
Sales 13,264,000 13,662,000 14,072,000 14,494,000 14,929,000 15,377,000 15,838,000
Utility 11,089,654 11,239,100 11,356,200 11,495,500 11,594,050 11,715,787 11,839,211
Other 3,917,300 3,992,400 4,058,400 4,125,400 3,180,400 2,176,400 2,186,400
Licenses and Permits 2,367,594 1,851,300 1,844,600 1,562,900 1,568,200 1,573,500 1,578,800
Intergovernmental 5,003,772 5,262,430 5,265,580 5,233,550 4,851,400 4,855,600 4,859,800
Fees and Charges 3,622,479 3,380,880 3,404,580 3,276,080 3,283,680 3,291,280 3,298,980
Fines 1,179,900 1,388,040 1,396,180 1,404,520 1,412,860 1,421,200 1,429,640
Other 872,100 1,282,630 823,200 824,500 826,100 827,700 829,560
Total Revenues $57,016,216$58,767,680$59,354,240$59,931,450$59,545,690$59,527,467$60,542,391
Council and Mayor 767,926 915,017 937,491 960,110 983,374 1,007,307 1,031,932
Administration 2,151,515 2,131,729 2,158,585 2,156,447 2,205,551 2,255,935 2,307,641
Human Resources 2,916,731 3,073,497 3,187,533 3,258,506 3,331,259 3,405,847 3,482,325
Finance 1,249,600 1,379,406 1,415,390 1,453,305 1,492,456 1,532,894 1,574,670
City Attorney 1,880,945 2,202,161 2,196,706 2,253,098 2,311,241 2,371,201 2,433,046
Community Development4,199,107 4,311,539 4,340,499 4,455,042 4,573,262 4,695,302 4,821,312
Jail - SCORE 5,460,000 3,670,000 5,533,542 4,049,400 4,130,388 4,212,996 4,297,256
Police 20,775,600 23,423,114 23,929,456 24,552,333 25,194,883 25,857,858 26,542,047
Public Works 2,656,777 2,641,029 2,711,502 2,785,929 2,862,854 2,942,378 3,024,606
Parks and Recreation 9,543,753 10,992,416 11,135,235 11,409,811 11,692,948 11,984,501 12,284,779
Street 3,306,718 3,365,676 3,419,634 3,502,622 3,588,000 3,675,851 3,766,264
Non-Departmental [a]2,931,207 4,707,694 3,769,956 3,884,742 4,003,796 4,127,300 4,255,445
Total Expenditures$57,839,879$62,813,278$64,735,529$64,721,345$66,370,011$68,069,370$69,821,323
Ending Balance 14,592,724 10,547,126 8,665,837 7,375,942 4,551,621 9,717 (5,269,215)
Residual/Unused Budget - 3,500,000 3,500,000 4,000,000 4,000,000 4,000,000 4,000,000
Revised Ending Balance$14,592,724$14,047,126$12,165,837$11,375,942$8,551,621$4,009,717($1,269,215)
[a] The 2015 Forecast for Non-Departmental includes a one-time transfer of $1.3 million to the Cumulative
Reserve Fund to replenish the fund for historical interfund support.
Key 2015-2020 Assumptions:
Property tax increase: 2015: 6.4% / 2016: 2.5% / 2017-2020: 1.0% plus new construction
Retail Sales Tax growth: 2015: 3.6%, 2016-2020: 3.0% annually
Salary and wage inflation: 2015: 1.5% - 2.0% per labor agreements / 2016: 2.0% Teamsters Union /
2017-2020: 2.0% annually
Assumes contract revenues at SCORE (South Correctional Entity) will be sufficient to make the City’s debt
service payments in 2017-2020
Benefit inflation: 5.0%/yr
General inflation: 2.0%/yr
Population growth: 1.0%/yr
Sources of forecast assumptions: US Bureau of Labor Statistics; WA State Office of Financial Management; King
County Office of Economic and Financial Analysis.
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2015-2016 Biennial Budget Section III: Financial Plan
General Fund Forecast 2014-2020
$0
$20
$40
$60
$80
2014
Estimated
2015
Forecast
2016
Forecast
2017
Forecast
2018
Forecast
2019
Forecast
2020
Forecast
Mi
l
l
i
o
n
s
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
is 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 because, should growth occur slower than anticipated, the adverse effect on
fund balance may be greater than predicted.
Forecasted revenues assume property tax assessed valuations will increase by 10.0% from $7.3
billion in 2014 to $8.0 billion in 2015 and again by 10.0% in 2016. In 2015, the City is expected
levy $2.08 per $1,000 in assessed valuation compared to a maximum property tax levy rate of
$2.37 per $1,000 in assessed valuation.
Sales taxes are forecasted to grow by 3.6% in 2015. The 2016-2020 forecast assumes a continued
strengthening of the economic recovery, which is expected to increase the pace of annual sales tax
growth to about 3.0% per year over the remainder of the forecast period.
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2015-2016 Biennial Budget Section III: Financial Plan
While moderate revenue growth is expected, expenditures involving public safety and public services
are expected to increase at a rate that outpaces revenue growth. Forecasted pressures on the cost of
public service that are outside of the City’s control include 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 9.21% to 12.47% effective July 1, 2015. Healthcare costs are expected to rise 6.0%
in 2015 and 6.0% in 2016, as projected by the Association of Washington Cities.
Because departments typically under spend budgets each year, this forecast assumes residual budget is
unused and rolled forward to be utilized in the subsequent year. The rate of under-expenditure will
likely be restrained going forward due to the cumulative effects of revenue limitations from
legislative and voter approved mandates. The forecast assumes that any reductions in the level of
under-expenditures will be offset by efficiencies gained through process improvements. However,
the City’s ability to realize budgetary savings in the future may be diminished as a result of these
factors.
Based on these trends, it is anticipated that the balance in the General Fund will decrease over the
next several years to 5.9% of expenditures by 2019 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 increase in future expenditures.
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 credit rating, potential future earnings,
etc. Unlike private citizens and companies, public entities have the additional parameters of
statutory limits on borrowing, as measured by set percentages of assessed value and ratios of revenue
to operating expenses. Debt incurred by the City is generally issued in the form of bonds, similar to
promissory notes, which investors buy from the City, with the idea that the City will buy the bonds
back at some future date – paying more money than the investor paid for them.
Existing debt levels and the issuance of new debt can also impact the City’s operations. Issuing debt
allows the City to proceed with large, much-needed capital projects that could not otherwise be
funded by current revenues. Debt repayment spreads the cost of these large projects out over many
years, which better reflects the length of time that the system will benefit from these assets and
results in greater equity amongst system users. At the same time, funding from taxes and other
revenue sources is limited. Therefore, issuing debt – with the associated cost of repayment with
interest – reduces the amount of revenues available for operations. Debt service coverage
requirements further constrain funds available for operations unless new or increased revenues are
secured for this purpose.
There are three types of bonds issued by the City of Auburn, differentiated by the basis of the
guarantee of payoff to the investor. General Obligation or “GO” Bonds are based on the tax base
or the assessed value of the municipality. When issuing a GO Bond, the City is pledging its future
taxing powers to pay off the debt. GO Bonds can also be issued as a voted “levy” when citizens are
willing to pay extra taxes to pay for a particular project. Another less common type of GO Bond is
one that is secured by the City’s tax base, but is actually retired from utility revenues. Revenue
Bonds are both guaranteed by and retired from specific future revenues (usually fees for a particular
service). These are generally issued for utility capital projects, and guaranteed and retired by utility
rate revenues. There is no general tax liability for these obligations. Local Improvement District or
“LID” Bonds are issued through the formation of local improvement districts to provide specific
capital improvements.
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2015-2016 Biennial Budget Section III: Financial Plan
General Obligation Bonds
A general obligation bond comes in two forms: voted and non-voted. The total indebtedness for
general purposes with or without a vote of the people cannot exceed 2.5% of the value of taxable
property. Up to 1.5% may be authorized by City Council without a vote and are referred to as
Councilmanic Bonds; however, any 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 table
summarizes the City’s current debt obligations as compared with its legal debt limits as of December
31, 2013:
For Parks or
Without General For Open Space
A Vote Purposes UtilitiesDevelopmentTotal Capacity
1.50%1.00%2.50%2.50%
Statutory Limit 109,320,341$ 72,880,227$ 182,200,568$ 182,200,568$ 546,601,704$
Outstanding Indebtedness(64,047,284) - - - (64,047,284)
Margin Available 45,273,057$ 72,880,227$ 182,200,568$ 182,200,568$ 482,554,420$
Source: City of Auburn 2013 CAFR
With A Vote
In 2010, the City issued $31,990,000 of general obligation bonds2. The bonds were used for the
following purposes: 1) refunding the remaining portion of the City’s outstanding 1998 Library bonds;
2) to pay for downtown infrastructure improvements, which included utility relocation and upsizing,
a promenade with open plazas, and a new street surface; and 3) to pay for a portion of the cost of
acquiring certain condominium units to provide city office space near City Hall (in the City Hall
Annex building). The balance of these bonds at the end of 2014 is $27,700,000.
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 Cemetery3. The balance of
these bonds is $3,520,000.
The City issued $1,655,000 in general obligation debt in 1999 to pay for 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 rate4. The balance of these bonds is $815,000.
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 debt service over
a 15-year period. Originally issued in 2000, the debt was refinanced in 2010. The City of Auburn’s
balance at the end of 2014 stands at $220,000 and the debt will be fully retired in 2015.
2 LTGO 2010A – 2010D General Obligation Bonds
3 2006 non-taxable and taxable General Obligation Bonds
4 2005 refunding General Obligation Bonds
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2015-2016 Biennial Budget Section III: Financial Plan
The South Correctional Entity (SCORE) was created under an Interlocal Agreement between the
cities of Auburn, Burien, Federal Way, Renton, SeaTac, and Tukwila, and provides for correctional
services for the detaining of arrestees and sentenced offenders. Under this agreement, the City is
contracted to pay 31% of the debt service associated with a 2009 SCORE bond issue, over a 30-year
period. The City of Auburn’s balance at the end of 2014 is $25,534,700.
No additional general obligation bonds were issued in 2011 through 2013, and no new general
obligation bonds are anticipated in 2015 and 2016.
The City currently maintains a rating of Aa3 with Moody’s and a rating of AA+ with Standard &
Poor’s for its general obligation debt.
Revenue Bonds
The City has approximately $30.7 million of principal in utility revenue bonds outstanding as of the
end of 2014. The City has established a coverage ratio of 1.25 for the utility revenue bonds,
whereby the net utility operating revenues will exceed 1.25 times the maximum annual utility
revenue bond debt service cost. The annual debt service payment is paid from the utility user
charges and system development fees.
In 2005, the City refunded $2,765,000 of 1997 revenue bond debt in order to obtain a lower
interest rate. The balance of the bond at the end of 2014 is $695,000.
The 2010, the City issued $21,295,000 in revenue bonds used to construct or replace capital
infrastructure in the Water, Sewer, and Storm utilities. In the Water utility, proceeds were 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 were
used to replace two pump stations, replace damaged sewer pipe, and upgrade pump station control
systems. In the Storm utility, proceeds were used to replace a pump station, enlarge a flood control
pond, and install new roadway drainage systems. At the end of 2014, the balance of this bond
stands at $20,130,000.
In 2012, the City Council approved Ordinance No. 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.
In 2013, the City issued $11,415,000 in revenue bonds for the Water and Storm utilities. In the
Water utility, bond proceeds were used to improve a reservoir and two well sites, replace aged
water mains, replace water mains crossing under the Burlington Northern & Santa Fe (BNSF)
Railway’s proposed third rail line, and to implement improvements to the utility billing system. In
the Storm utility, proceeds were used to improve the storm drainage system to address potential
flooding issues, and to encase or replace storm pipes crossing under BNSF’s proposed third rail line.
The balance of this bond is $10,605,000.
In 2015, the City expects to issue an estimated $5,150,000 in revenue bonds in support of planned
capital projects with the Water utility.
Moody’s has rated the outstanding utility revenue bonds Aa2.
Public Works Trust Fund Loans
The City has six Utility Public Works Trust Fund Loans which have been used to fund water
corrosion control, a reservoir protective coating project, the Auburn Way South sanitary sewer
replacement, and Well 1 improvements. The balance of these six loans totals $7,462,862 at the end
of 2014.
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2015-2016 Biennial Budget Section III: Financial Plan
In addition, the City has two Street-related Public Works Trust Fund Loans which funded the M
Street SE Underpass Project and the Harvey Road NE & 8th Street NE Intersection Improvement
Project. The balance of these two loans stands at $4,247,168.
Local Improvement District (LID) Bonds
The City has one Local Improvement District, LID #350. The balance of this bond at the end of
2014 is $31,370.
The following debt payment schedule is for all outstanding debt.
YearPrincipalInterestPrincipalInterestPrincipalInterestPrincipalInterest
20152,235,150 3,310,406 2,412,860 1,581,893 5,677 1,568 4,648,010 4,892,299
20162,099,950 3,219,326 2,457,859 1,531,384 5,961 1,285 4,557,809 4,750,710
20172,189,400 3,127,140 2,502,860 1,478,310 6,259 987 4,692,260 4,605,450
20182,266,100 3,027,605 2,552,859 1,424,523 6,572 674 4,818,959 4,452,128
20192,069,350 2,932,873 2,607,859 1,363,587 6,901 345 4,677,209 4,296,460
20201,949,150 2,846,490 2,485,491 1,291,538 - - 4,434,641 4,138,028
20212,027,900 2,763,650 2,545,491 1,244,626 - - 4,573,391 4,008,276
20222,107,350 2,703,789 2,378,406 1,134,724 - - 4,485,756 3,838,513
20232,181,800 2,640,015 2,422,291 1,037,661 - - 4,604,091 3,677,676
20242,269,350 2,570,580 2,492,291 937,311 - - 4,761,641 3,507,891
20252,361,550 2,494,905 2,459,447 833,331 - - 4,820,997 3,328,236
20262,040,300 2,238,207 2,529,447 726,059 - - 4,569,747 2,964,266
20272,120,600 2,174,659 2,439,029 604,426 - - 4,559,629 2,779,085
20282,212,450 2,108,477 2,529,029 478,538 - - 4,741,479 2,587,015
20292,295,850 2,038,463 2,538,646 347,612 - - 4,834,496 2,386,075
20302,393,900 1,964,373 2,633,646 211,930 - - 5,027,546 2,176,303
20312,486,950 1,641,860 943,646 70,771 - - 3,430,596 1,712,631
20322,598,100 1,561,308 973,646 38,424 - - 3,571,746 1,599,732
20332,702,350 1,477,270 108,360 4,876 - - 2,810,710 1,482,146
20342,813,150 1,389,592 108,360 4,334 - - 2,921,510 1,393,926
20352,470,500 948,575 108,360 3,793 - - 2,578,860 952,368
20362,570,950 853,257 108,360 3,251 - - 2,679,310 856,508
20372,679,500 753,836 108,360 2,709 - - 2,787,860 756,545
20382,791,150 650,109 108,360 2,167 - - 2,899,510 652,276
20391,240,000 597,143 108,360 1,626 - - 1,348,360 598,769
2040 - - 108,360 1,084 - - 108,360 1,084
2041 - - 108,360 542 - - 108,360 542
Totals57,172,800$ 52,033,908$ 42,880,043$ 16,361,030$ 31,370$ 4,858$ 100,052,843$ 68,394,938$
Source: City of Auburn 2013 CAFR & Debt Service Schedules
General Utility Revenue
Obligation Bonds Bonds & PWTF Loans TotalLID Bonds
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2015-2016 Biennial Budget Section III: Financial Plan
General Fund Fiscal Capacity
The City uses a range of strategies to maintain its fiscal security. Several of the financial policies are
based on this strategy. First, the City maintains fund balances sufficient to meet the General Fund
cash flow needs and estimated employee retirement cash outs for the biennium. This amounts to
about 7% to 10% of General Fund expenditures. In good economic times, this fund balance can be
budgeted higher than when the economy takes a turn for the worse. This balance serves as the first
line of defense against a sudden and significant economic downturn. However, revenues are
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.
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2015-2016 Biennial Budget Section III: Financial Plan
Fund Balance Trends
Fund balance is the difference between assets and liabilities reported in a governmental fund. Fund
balances are either designated (i.e., dedicated to a particular purpose) or undesignated (i.e., the
remaining, un-appropriated balance of the fund after accounting for designated funds). Following
are the fund balance trends for the City’s governmental, fiduciary and permanent funds from 2013
through 2016.
Fund Balance 2013-2016
Cemetery
GeneralSpecial RevenueDebt ServiceCapital ProjectFire Relief andEndowment
Fund Funds Funds FundsPension Fund Care Fund
Actual:
2013 $15,416,388$19,655,707$45,788$10,136,475$2,446,991$1,629,564
Estimated Actual:
2014 14,582,599 14,569,686 32,413 9,601,465 2,580,481 1,663,664
Budget:
2015 10,537,001 11,364,785 30,463 9,135,104 2,486,300 1,697,864
2016 5,165,837 8,631,651 28,513 5,390,816 2,391,641 1,732,064
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
General Fund Special Revenues Debt Service Capital Fire Relief and
Pension
Cemetery
Endowment
Fund Balance
City of Auburn: 2013-2016
2013 2014 2015 2016
The General Fund’s ending balance decreases significantly from the 2013 actual amount to 2016
budget as reserves are drawn down largely because General Fund revenues have not kept pace with
the increased costs of services, such as health care and pension costs.
The Special Revenue fund balance decreases between 2013 actual and 2016 budget primarily due to
scheduled transportation project construction activity in the Arterial Street and Local Street funds.
The Capital Projects fund balance decreases between 2013 actual and 2016 budget, reflecting
construction activity, including the Auburn Community and Youth/Teen Center, which is scheduled
for construction in 2016.
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2015-2016 Biennial Budget Section III: Financial Plan
No significant changes in fund balance are expected for the City’s Debt Service, Fire Relief and
Pension, and Cemetery Endowment Care funds.
Working Capital
Proprietary funds are managed on a different basis than are general governmental services. The
amount of expenses required for ongoing operation depends on the amount of activity that will be
done next year. Since such activity provides new income to the fund directly in the form of charges
for service, there is additional revenue to support those additional expenses. Therefore, the
management of these funds is not focused on line items of revenue and expenses, but rather the
“bottom line” of whether expenses are supported by revenue. This is measured by the working
capital in each fund. In simple terms, “working capital” is similar to fund balance and is the result of
all transactions during the year. An increase in working capital indicates that expenses are less than
earnings.
Since a City cannot make a profit, unlike private sector enterprises, 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:
1. Provide cash flow for operations and maintenance.
2. Provide a cushion or a contingency for unforeseen needs and emergencies.
3. Provide adequate security for long-term debt.
4. 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 shown on the following page.
The Water Utility working capital balance decreased between 2013 and 2014, reflecting the
completion of over $11 million in construction projects. 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, which provided for annual 3.5% rate increases for the period 2013
through 2017. Over $11 million in construction projects were completed in 2014, resulting in a
significantly reduced fund balance. A water rate study update is currently in progress and is
scheduled for completion in late 2014 or early 2015. An additional $5.2 million revenue bond is
planned for 2015 to fund water system projects, including investments in automated meter reading
technology.
The Sewer Utility working capital balance decreased somewhat between 2013 and 2014 due to capital
spending. 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, which included no
rate adjustments in 2013 and 2014 and annual 2.5% rate increases for 2015 through 2017. A sewer
rate study update is currently in progress and is scheduled for completion in late 2014 or early 2015.
The Storm Drainage Utility working capital balance decreased between 2013 and 2014, reflecting the
completion of over $9 million in construction projects. 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, which provided for annual 2.5% rate adjustments 2015 through 2017. A
storm drainage rate study update is currently in progress and is scheduled for completion in late 2014
or early 2015.
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2015-2016 Biennial Budget Section III: Financial Plan
Working Capital
Enterprise Funds
SewerStorm
WaterSewerMetroDrainageSolid WasteAirportCemeteryGolf Course
Actual:
2006 $9,623,966$12,399,324 $0 $6,744,361$2,746,031$644,590$609,812$204,408
2007 10,470,267 14,443,192 - 7,394,547 3,035,185 851,386 677,065 562,750
2008 10,367,027 14,585,273 - 7,896,879 2,695,161 1,011,718 436,368 367,286
2009 9,715,479 10,751,024 - 5,758,187 1,399,901 937,942 316,498 195,433
2010 21,606,067 16,021,979 - 9,795,538 775,690 969,009 124,129 3,752
2011 16,945,810 12,806,526 - 9,102,000 632,264 961,633 71,819 68,324
2012 10,196,281 12,072,579 - 10,218,848 1,018,487 818,912 182,098 90,692
2013 14,189,404 12,952,797 1,826,811 15,762,939 1,504,560 801,284 261,934 149,573
Estimated Actual:
2014 4,526,763 10,794,820 2,447,311 10,674,042 2,272,081 682,748 126,755 -
Budget:
2015 5,374,953 8,825,703 2,492,148 7,781,286 2,858,461 292,109 156,448 -
2016 3,890,679 7,203,637 2,508,335 7,572,717 3,245,259 347,202 236,519 -
Notes:
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.
The Sewer Metro Fund was created in 2013. In 2014, the Golf Course Fund was combined with the General
Fund Parks, Arts & Recreation Department.
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
Water Sewer Sewer
Metro
Storm
Drainage
Solid Waste Airport Cemetery Golf Course
Enterprise Fund Working Capital Balance
City of Auburn: 2013-2016
2013 2014 2015 2016
Page 76
2015-2016 Biennial Budget Section III: Financial Plan
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. A rate study was completed in
late 2012 that identified rate increases necessary to offset a declining working capital balance. New
rates went into effect on January 1, 2013 and now fully fund the utility’s forecasted operating
expenses and have allowed the City to rebuild the working capital balance.
The Airport entered into several long-term land leases in 2001 that have resulted in private
development and increased revenue from the leases. Since 2004 the City has contracted the Airport
to an outside manager.
In 2015 and 2016, both revenues and expenses for the Cemetery are expected to remain flat, with
the fund operating slightly in the red due mainly to charges for water use. Additional annual
transfers from the Cumulative Reserve Fund are budgeted in 2015 and 2016, if needed, to meet the
Cemetery’s working capital needs.
In 2014, the Golf Course Fund was combined with the General Fund Parks, Arts & Recreation
Department.
Equipment Rental Fund working capital is projected to decrease between 2013 and 2016 as
replacement funds are being used and construction occurs for its maintenance bay and storage facility
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 2014 and 2015 for replacements and new program improvements.
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
decrease slightly each year as the funds are transferred for debt service payments associated with the
City Hall Annex.
The Workers’ Compensation Fund was created in 2014, based on the City’s decision to self-insure
workers’ compensation in lieu of State L&I insurance. The fund provides time loss and medical
benefits for employees who are affected by an occupational injury or illness.
Page 77
2015-2016 Biennial Budget Section III: Financial Plan
Working Capital
Internal Service Funds5
InsuranceFacilities
Innovation &
Technology
Equipment
Rental
Workers'
Compensation
Actual:
2006 $2,742,617 - 2,479,575 $5,863,063N/A
2007 2,715,518 - 2,694,910 5,412,256 N/A
2008 2,481,572 - 2,932,485 6,104,142 N/A
2009 2,234,469 248,239 3,899,257 5,291,929 N/A
2010 2,366,832 714,944 3,949,793 5,826,195 N/A
2011 2,184,679 1,622,449 3,118,687 5,793,164 N/A
2012 2,028,681 1,473,041 2,885,527 5,559,565 N/A
2013 1,815,731 1,976,512 3,406,012 5,920,444 N/A
Estimated Actual:
2014 1,613,131 1,546,227 2,363,378 4,324,274 123,000
Budget:
2015 1,395,231 1,346,478 1,828,866 3,184,883 166,499
2016 1,177,331 1,147,350 1,885,748 2,216,349 175,289
$0
$3,000,000
$6,000,000
$9,000,000
$12,000,000
$15,000,000
$18,000,000
Insurance Facilities Innovation &
Technology
Equipment Rental Workers'
Compensation
Internal Service Working Capital Balance
City of Auburn: 2013-2016
2013 2014 2015 2016
5 The Information Services fund was renamed to Innovation and Technology Fund in 2012, and the Workers’
Compensation Fund was created in 2014.
Page 78
2015-2016 Biennial Budget Section IV: Operating Budget
SECTION IV: OPERATING BUDGET
Introduction
This section of the budget details the City’s baseline budget, which is delineated by department or
fund. This section presents a detailed look at departments and divisions and provides both
quantitative and qualitative performance measures in order to focus on the results and direction of
City services rather than on line-item allocations.
The format of this section has been designed to present the information in an administrative structure
beginning with the Mayor and City Council, followed by all funds for which each Department
Director is responsible. For example, the Administration Department tab includes the budgets for the
Emergency Management, Community & Human Services, Economic Development, and Public Affairs,
Marketing & Multimedia divisions in the General Fund as well as the Housing & Community
Development (Special Revenue) Fund, and the Facilities Fund.
Sections for those funds representing administrative departments or divisions are presented following
the baseline budget and include:
Department Organizational Chart
Each organizational chart identifies the authorized staff positions in the 2015-2016 biennial budget.
The charts specifically identify each division that reports to the Department head. Each employee has
a “home” department/division/fund, but may perform work for another department/division/fund.
This system is intended to identify all authorized permanent staff positions.
Department or Division Mission Statement
Each functional department has created its own mission statement that directs objective setting
toward achieving the Citywide Vision.
Department Overview
A description of the programs the department/division(s) are responsible for accomplishing.
Accomplishments and Objectives
A summary of the progress each department or division made on their objectives during 2014,
including general operations and obligation of the fund, and the objectives that the department will
undertake in 2015-2016.
Baseline Budget by Object
For General Fund departments and governmental funds, this information is presented in a line object
format. This is based on the Washington State Budgeting, Accounting and Reporting System (BARS),
which governs the City’s accounting procedures. Data for the proprietary funds is presented in a
working capital format, which not only describes the use of these funds, but also examines the fiscal
status of the fund itself. This format also summarizes the income associated with the fund.
Department Employees
A summary of Full Time Equivalent (FTE) positions is presented with explanations of additions or
changes due to department reorganizations.
Performance Measures
Each department has provided performance measures that best show the results of their mission and
or objectives.
Page 79
2015-2016 Biennial Budget Section IV: Operating Budget
Total Baseline Budget 2013 2014 2014 2015 2016
ActualAdj BudgetEst ActualBudgetBudget
Salaries & Wages $31,352,275$34,118,043$33,686,663$35,152,348$35,830,918
Personnel Benefits 13,792,19716,563,67615,704,84516,794,43217,783,006
Supplies 2,959,0144,079,5354,004,2274,152,2084,098,434
Services & Charges 31,924,46942,649,26742,068,04238,671,53739,968,237
Intergovernmental 26,424,98237,964,51829,011,41331,926,60532,662,635
Capital Outlays 23,117,31267,838,78945,373,35335,158,09533,682,787
Debt Service: Principal 5,025,5535,043,6605,063,5974,413,3074,970,079
Debt Service: Interest 4,310,5644,804,5314,736,3193,520,8524,359,111
Interfund Payments for Services11,330,26611,107,15211,107,15212,405,10112,160,011
Other Uses 5,196,292(4,837,529)(4,837,529)- -
Designated Fund Balance 6,296,4115,597,9996,883,6074,423,4544,214,517
Undesignated Fund Balance103,602,49955,955,56477,651,35266,516,24950,507,416
ALL FUNDS TOTAL $265,331,833$280,885,204$270,453,042$253,134,187$240,237,151
Salaries & Wages
19.3%
Personnel Benefits
9.2%
Supplies
2.3%
Services & Charges
21.2%
Intergovernmental
17.5%
Capital Outlays
19.3%
Debt Service: Principal
2.4%
Debt Service: Interest 2.0%
Interfund Payments
for Services6.8%
2015 Total Baseline Expenditures
Salaries & Wages
19.3%
Personnel Benefits
9.6%
Supplies2.2%
Services & Charges
21.5%
Intergovernmental
17.6%
Capital Outlays
18.2%
Debt Service: Principal2.7%
Debt Service: Interest
2.3%
Interfund Payments
for Services6.6%
2016 Total Baseline Expenditures
Page 80
2015-2016 Biennial Budget Section IV: Operating Budget
Total General Fund Budget 2013 2014 2014 2015 2016
ActualAdj BudgetEst ActualBudgetBudget
Salaries & Wages $20,262,906$22,680,841$22,249,462$22,911,184$23,409,747
Personnel Benefits 8,738,38610,838,7739,979,94210,663,67711,262,842
Supplies 886,0801,458,7831,387,2751,532,7601,516,790
Services & Charges 8,051,77710,412,61310,021,41811,915,51712,670,887
Intergovernmental 8,082,7696,675,3835,904,1857,433,2956,351,353
Capital Outlays 195,673 - - 5,000 5,000
Debt Service: Principal 979,499647,583647,583271,000676,260
Debt Service: Interest 1,029,9451,055,152988,85234,290963,721
Interfund Payments for Services6,704,6136,661,1626,661,1628,046,5567,878,928
Designated Fund Balance 221,614221,614221,614221,614221,614
Undesignated Fund Balance 15,194,77410,871,11014,371,11010,325,5124,944,223
GENERAL FUND TOTAL$70,348,036$71,523,015$72,432,603$73,360,404$69,901,366
Salaries & Wages
36.5%
Personnel Benefits
17.0%Supplies
2.4%
Services & Charges19.0%
Intergovernmental
11.8%
Capital Outlays
0.0%
Debt Service: Principal
0.4%
Debt Service: Interest
0.1%Interfund Payments for Services
12.8%
2015 General Fund Expenditures
Salaries & Wages
36.2%
Personnel Benefits
17.4%Supplies
2.3%
Services & Charges
19.6%
Intergovernmental9.8%
Capital Outlays
0.0%
Debt Service: Principal
1.0%
Debt Service: Interest
1.5%Interfund Payments
for Services
12.2%
2016 General Fund Expenditures
Page 81
2015-2016 Biennial Budget Section IV: Operating Budget
Page 82
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Page 83
2015-2016 Biennial Budget Section IV: Operating Budget
MAYOR AND CITY COUNCIL
Department Overview
The Mayor and City Council comprise the legislative body representing the citizens of Auburn and are
responsible for developing legislative policies of the City. Guidelines promulgated by the Council in
the form of ordinances and resolutions are transmitted to the Mayor for implementation, follow-up
and evaluation. The City Council works to develop the City’s goals and visioning for the future, as
well as budgeting, which gives purpose and direction to City programs and initiatives.
The Mayor is Auburn's Chief Executive Officer and the Department of Administration is located in the
Mayor’s Office. The City’s eight Department Directors report directly to the Mayor: the Director of
Administration, the City Attorney, the Chief of Police, the Director of Community Development &
Public Works, the Director of Human Resources & Risk Management, the Director of Finance, the
Director of Innovation & Technology and the Director of Parks, Arts & Recreation who work with the
Mayor in providing programs, services and quality of life throughout the Auburn community.
2013 & 2014 Accomplishments
Worked with Council on the implementation of a new forty-year Vision of the City.
Moved forward to continue the development of a community ‘One Stop Shop’ for Veterans &
Human Services.
Added programs to celebrate Auburn’s diversity.
Increased joint planning and activities with the Muckleshoot Indian Tribe.
Worked in partnership with Auburn School District to increase our children’s future potential.
Continued the development of facilities and programs for youth and adults in Les Gove
Community Campus.
Completed the sale of two City-owned blocks for redevelopment in Downtown.
Completed and opened the M Street Underpass.
Continued to implement recommendations for Urban Task Force.
Continued 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 at the city, regional, state and federal level.
Created efficiencies in government relations by eliminating a position and improving lobbying
efforts.
2015 & 2016 Objectives
Initiate SMART (Specific, Measurable, Attainable, Relevant, and Time bound) goals for Council
and Departments.
Review Airport Master Plan to plan for the future needs of the City.
Add to the City’s park and trail system.
Implement programs to celebrate One Auburn and the many diverse communities, populations,
ethnicities and backgrounds represented.
Page 84
2015-2016 Biennial Budget Section IV: Operating Budget
Increase joint planning and activities with the Muckleshoot Indian Tribe and work toward shared
economic development goals on Auburn Way South.
Work in partnership with Auburn School District and YMCA to increase our children’s future
potential.
Build Youth/Teen and Community Centers in the Les Gove Community Campus.
Support development of a center for Veterans & Human Services.
Reduce reliance on property tax by increasing business and its additional sales tax receipts.
Support development of underdeveloped properties in Auburn.
Add new business development projects for the Innovative Partnership Zone.
Identify funding solutions for Auburn’s freight corridors, arterials and local streets.
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 Amtrak stop at the Transit Center.
Continue to support southeast cities to develop a 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 live, work and do business.
Continue to represent citizens of Auburn on city, regional, state and federal level.
Increase transparency and public engagement for residents to access their local government.
Identify funding partnerships for a parking structure in the downtown core.
Enhance local spending opportunities by creating a ‘Buy Local’ program.
Continue to support and invest in economic development opportunities throughout the City.
Support and encourage the involvement of the Auburn Junior City Council.
Invest and continue to enhance the operations and development of the Auburn Airport.
Page 85
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
505,803 370,994 370,994 366,850 369,116
153,807 125,282 125,282 121,047 128,965
Supplies 8,334 14,200 14,200 13,500 14,000
142,888 111,800 111,800 166,800 168,200
Intergovernmental - - - - -
- - - - -
206,892 145,650 145,650 246,820 257,210
$1,017,725$767,926$767,926$915,017$937,491DEPARTMENT TOTAL
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
001.11 Council & Mayor
Department Employees
001 Council-Elected 20122013201420152016
Councilmembers 7.007.007.007.007.00
TOTAL COUNCIL 7.007.007.007.007.00
001 Mayor FTE's 20122013201420152016
Mayor-Elected 1.001.001.001.001.00
Mayor FTE's 4.004.002.002.002.00
Community Services FTE's 2.002.000.000.000.00
TOTAL MAYOR FTE's7.007.003.003.003.00
Full Time Equivalent (FTE)
With the creation of the Administration Department in 2014, the Advisor to the Mayor position was reclassed to
Director of Administration and moved from Mayor's Department to the Administration Department. In addition,
the Economic Development Manager and the Public Affairs and Marketing Manager positions were moved from
the Mayor's Department to the Administration Department. In 2014, the Governmental Relations Manager
position was reclassed to the Parks Planning and Development Manager position and moved from the Mayor's
Department to the Parks, Arts and Recreation Department.
Page 86
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Page 87
2015-2016 Biennial Budget Section IV: Operating Budget
ADMINISTRATION DEPARTMENT
Mission Statement
The Administration Department exists to coordinate, and ensure that the priorities of the Mayor and
the City Council are addressed and implemented throughout the City organization for the benefit of
its residents.
Department Overview
The Administration Department was created within the General Fund in January 2014 and
consolidated several services that had previously been performed by other departments.
Emergency Management – Provides full-cycle emergency management services within the
City, including mitigation, preparedness, response, and recovery.
Community and Human Services – Initiates and supports relevant services to meet the
essential needs of the residents of Auburn including safe neighborhoods, human services,
housing programs, Veterans outreach, and cultural programs. This division also manages the
Community Development Block Grant in Fund 119.
Economic Development – Supports a vibrant vital economy for the City of Auburn, our local
region and the State of Washington through collaborative partnering among private sector
employers, research partners, and programmed workforce development.
Public Affairs, Marketing, & Multimedia – Oversees the City’s media staff and programs,
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, and oversees the City’s communications, marketing
and public relations programs.
Facilities & Property Management – Provides a broad range of services to internal
departments, including building maintenance, safety, security, custodial, space planning,
construction, facility renovation, energy management, management of the Graffiti Abatement
Program, and real estate and property management.
Emergency Management Division
2013 & 2014 Accomplishments
Held the annual Disaster Fair.
Conducted nine Community Emergency Response Team (CERT) classes, graduating 140 people.
Managed 7,700 hours of donated volunteer time.
Reached 12,000 individual residents through public education activities and events.
Recertified the City as Storm Ready.
Rejoined the King County Hazard Mitigation Plan with a Federal Emergency Management
Agency-approved Annex.
Became a signatory to the King County Regional Coordination Framework.
Coordinated City of Auburn response to the State Route 530 Landslide.
2015 & 2016 Objectives
Provide targeted disaster preparedness information to Auburn residents, licensed businesses, and
all private care facilities each year.
Conduct intermediate and advanced Emergency Operation Center (EOC) training for all City Staff
identified as EOC personnel.
Continue Community Emergency Response Team (CERT) training for citizen volunteers and
establish a CERT program for high school credit within the Auburn School District.
Facilitate the Division’s annual Disaster Fair.
Page 88
2015-2016 Biennial Budget Section IV: Operating Budget
Community & Human Services Divisions
2013 & 2014 Accomplishments
Provided funding and coordination of Inclement Weather Sheltering which serves Auburn
residents in need of emergency assistance.
Lead city responsible for the Alive & Free Program and area law enforcement agencies with
prevention and intervention services serving Auburn, Kent, Renton and Tukwila.
Provided funding and coordination for the Olympic and Cascade Middle Schools’ summer
programming serving at-risk youth.
Issued nine Neighborhood Matching Grants.
Provided funding and coordination of the Auburn International Festival held in conjunction with
Auburn Days.
Responsible for the distribution and update of the Emergency Assistance brochure listing
community wide resources.
Continued the building of the relationship with Pyeongchang, Korea as a Sister City, which
included visits by both delegations to Korea and the United States.
Continued the building of the relationship with Guanghan, China as a Sister City, which included
visits by both delegations to China and the United States.
Continued the building of the relationship with Tamba, Japan as a Sister City, which included
visits by both delegations to Japan and the United States.
Worked to establish an agreement with Mola di Bari, Italy as a Sister City.
Provided housing repair funds to assist over 100 low-income homeowners with emergency and
minor repairs to their homes.
Continued development of the strategy and logistics of the Veterans & Human Services 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 100 neighborhoods in Auburn have had a neighborhood meeting, Block Watch
meeting, or both.
Expanded National Night Out efforts and coordinated increased participation by more than 40%.
2015 & 2016 Objectives
Continue to coordinate and improve the access of programs and services for Veterans and their
families who make Auburn and south King County their home.
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 in partnership with the King County Housing Authority.
Work with City Council to implement Specific, Measurable, Attainable, Relevant, and Time-
bound (SMART) goals.
Continue support and development of the Veterans & 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 with all involved groups within Auburn to address the issue of homelessness and its impacts
on the family structure, in addition to the support and representation of larger regional efforts.
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.
Page 89
2015-2016 Biennial Budget Section IV: Operating Budget
Economic Development Division
2013 & 2014 Accomplishments
349 new businesses opened.
$177,187,333 in commercial development.
Sold two blocks within the Station District.
Construction begun on the Trek Apartments within the Station District.
Orion Industries completed – bringing 350 new jobs to Auburn.
HSCA Inc. completed – bringing 400 new jobs to Auburn.
Vacancy in manufacturing & logistics sector down to 3.5%.
Top ten employers reported an increase of over 4,700 new jobs.
2015 & 2016 Objectives
Establish citywide target business sectors and development.
New business development, relocation, and recruitment.
Business retention, expansion, and outreach.
Business assistance through education and training.
Citywide networking for future partnership.
Develop workforce development partners.
Establish branding and reputation.
Ten-year Economic Development Strategic Plan.
Expand outreach and networking opportunities.
Support and expand the development of the Innovation Partnership Zone.
Expand opportunities for networking and outreach to businesses.
Public Affairs, Marketing, & Multimedia Division
2013 & 2014 Accomplishments
Increased usage and citizen interaction on social media platforms through proper administrative
management, marketing and cross promotion. Current usage as of June 2014 is:
Twitter:
o City of Auburn: @auburnupdates (1,685 followers)
o White River Valley Museum:@wrvmuseum (434 followers)
Facebook pages:
o City of Auburn (2,000 followers)
o Mayor Nancy Backus (1,090 followers) – new page as of Jan. 2014
o City of Auburn Emergency Management (305 followers)
o Auburn International Farmers Market (3,480 followers)
o City of Auburn Parks, Arts, & Recreation (1,300 followers)
o Auburn's Petpalooza (1,449 followers)
o White River Valley Museum & Mary Olson Farm (552 followers)
o Auburn Senior Activity Center (151 followers)
o Auburn Police Department (618 followers) – new page as of Feb. 2013
o Auburn Arts and Events (2,123 followers)
o Auburn Golf Course (589 followers)
YouTube:
o Watch Auburn (77 subscribers, 51,229 video views)
Collaborated with local, county, state and federal agencies and organizations to communicate
or publicize mutually beneficial information.
Page 90
2015-2016 Biennial Budget Section IV: Operating Budget
Wrote, edited, collaborated and disseminated over 200 press releases. Press announcements
included event promotion, public safety issues, and critical information for Auburn citizens in
relation to City business.
Increased use of GovDelivery broadcast email service. This service currently has over 49,000
subscribers in over twenty different topic areas such as: regular news updates, emergency
alerts, targeted lists for economic development, parks programs, Mayor’s update, seniors,
neighborhood programs, media contacts, bid results, and other specialized areas.
Oversaw the editorial content for Auburn’s new magazine.
Provided public education for elections and ballot measures.
Provided internal communications regarding City-related information.
Assisted the Innovation & Technology Department in providing live video streaming of City
Council meetings.
Collaborated with web content providers on best practices for website content and writing
for the web.
Helped increase citizen awareness of public works issues such as: proper tree trimming,
maintaining sewer systems, new street sweeping schedules, and decreasing debris in storm
ponds.
Collaborated with Community Development staff on Imagine Auburn visioning process.
Established a networking group for City Public Information Officers (Valley Regional Fire
Authority (VRFA), Auburn School District, MultiCare Auburn Medical Center, Green River
College, etc.).
Continued collaboration with the Auburn Area Chamber of Commerce, Auburn Downtown
Association, and other organizations to promote Auburn and its events.
2015 & 2016 Objectives
Lead the Mayor’s efforts to rebrand and market Auburn to better reflect the community and
increase positive perception among residents, businesses, regional governments, and State and
national stakeholders.
Collaborate with other departments on high impact educational campaigns for increased local
spending, street funding initiatives, downtown revitalization, and economic development.
Increase the use of non-traditional means to reach our audiences through technology and new
media.
Increase citizen awareness and involvement in City government events and activities through
greater use of technology, broader engagement, and increased civic education opportunities.
Enhance and improve internal communication to employees.
Champion the efforts of all departments to present Auburn in the best possible light.
Page 91
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
- 711,707 627,210 443,422 454,238
- 277,100 251,414 173,797 189,677
Supplies - 21,600 21,600 21,000 21,000
- 965,341 965,341 1,336,000 1,336,300
Intergovernmental - - - - -
- - - - -
- 285,950 285,950 157,510 157,370
$ - $ 2,261,698 $ 2,151,515 $ 2,131,729 $ 2,158,585
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
001.12 Administration
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Department Employees
Administration FTE's 20122013201420152016
Administration Department 0.00.0.00.8.00.8.00.8.00.
Multimedia 0.00.0.00.3.60.3.60.3.60.
Facilities 0.00.0.00.9.00.10.00.10.00.
TOTAL ADMINSTRATION FTE's 0.000.0020.6021.6021.60
Full Time Equivalent (FTE)
Effective in 2014, the Administration Department was created and includes the following divisions/cost centers and FTE's:
Administration Director - 1.0 FTE
Public Affairs & Marketing Manager - 1.0 FTE
Community Services, Neighborhood Programs, and Veteran's/Human Services - 3.0 FTE's
Economic Development - 1.0 FTE
Emergency Management - 2.0 FTE's
Multimedia - 3.6 FTE's
Facilities - 10.0 FTE's
1.0 FTE - The 2015 budget includes the addition of a Facility Property Analyst.
Page 92
2015-2016 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Community Services Division of Administration is responsible for the budget in
the following special revenue funds:
Fund 119 - Community Development Block Grant Fund (CDBG) accounts for the activity from federal
grant revenue.
2013 & 2014 Accomplishments
Assisted in the development of Wesley Home’s Skilled Nursing Facility and the Valley Cities’
Phoenix Rising housing project.
Assisted in acquisition and development efforts of Veterans & Human Services Center.
Provided 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.
2015 & 2016 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 properties 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.
Page 93
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
43,412 37,523 37,523 27,371 37,372
413,319 450,000 450,000 450,000 450,000
4 - - - -
$456,735 $487,523 $487,523 $477,371 $487,372
74,385 88,889 88,889 96,296 96,296
28,452 31,263 31,263 33,704 33,704
126,215 100,000 100,000 110,000 110,000
190,159 240,000 240,000 200,000 200,000
37,523 27,371 27,371 37,372 47,372
$456,735 $487,523 $487,523 $477,371 $487,372
Ending Fund Balance
Total Expenditures
Services & Charges
Capital Outlay
Expenditures
Salaries & Wages
HCDA Grant
Miscellaneous Revenue
Total Revenues
Beginning Fund Balance
119 Housing & Community
. Development
Revenues
Personnel Benefits
Page 94
2015-2016 Biennial Budget Section IV: Operating Budget
PERFORMANCE MEASURES - MULTIMEDIA
Design & Printing Services
Designandprintfunctionsareutilized to produceaunifiedlookwhileattractivelyandaccurately
brandingtheCity.Productsareadapted to appeal to specifictargetaudiences.Ourprocessentails
multiplelayers of services to include:design,filepreparation,printing,mailing,etc.Alsoincluded in
print services is the management of the City mail, postage accounts, and shipping services.
0
500
1,000
1,500
2,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
1,500 1,635 1,502 1,600 1,600 1,600
Multimedia Work Orders
Page 95
2015-2016 Biennial Budget Section IV: Operating Budget
FACILITIES
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.
2013 & 2014 Accomplishments
Energy conservation projects: Heating Ventilation and Air Conditioning (HVAC) energy efficient
upgrades at various City buildings.
Replaced the carpet on the Police Level of the Justice Center and Evidence Building.
Replaced the carpet at the Senior Center.
Refinished the floors at the Activity Center.
Completed the tenant improvement project at the Airport 506 building.
Replaced the flooring in the kitchen at the Golf Course.
Decommissioned the well located at 4910 “A” Street SE.
Completed the tenant improvements & repairs at the “R” street facility (the old state buildings).
Completed Phase 2 and Phase 3 of the City Hall remodel project.
Efficiently and effectively completed all project management activities resulting in successful
construction, while completing them on time and within budget.
2015 & 2016 Objectives
Replace the roof at the Maintenance & Operations (M&O) building.
Continue energy conservation efforts.
Replace Court level carpet at the Justice Center.
Lunchroom update at the Police level of the Justice Center.
Restroom updates at the Parks, Arts & Recreation Administration Building (PRAB).
Generator replacement at City Hall.
Elevator updates at City Hall.
Exterior paint at the Golf Course, Justice Center, Cemetery Shop, and the Senior Center.
City Hall Atrium permanent repair.
Efficiently and effectively complete all project management activities to result in the successful
construction, while completing them on time and within budget.
Page 96
2015-2016 Biennial Budget Section IV: Operating Budget
2009
2010
2011
2012
2013
2014 Est
2015 Goal
2016 Goal
TheFacilitiesdepartmentwillmakeeverypossibleeffort(withinbudgetconstraints)to reduceHVAC
requests/complaints by 10% each year.
PERFORMANCE MEASURES - FACILITIES
CarteGraph Work Requests
Facilitiesprovides24/7maintenanceforCityfacilitiesandrequestsaretrackedthroughCarteGraph.
Within 24 hours of receivingtheworkrequest(Monday-Friday)thecustomerwillreceive an email
acknowledgingreceiptandwillalso be contactedoncetherequest is completed.If thereareissues
with completing any request in a timely manner, contact will be made with the customer.
HVAC Requests / Complaints
0
600
1,200
1,800
2,400
3,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
1,107 1,489
2,421
1,942 1,942 1,942
CarteGraph Work Requests
0
25
50
75
100
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
55 58
85
50 50 50
HVAC Requests / Complaints
Page 97
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
348.920Property Management Services 3,507,467 3,399,875 3,399,875 3,447,300 3,405,400
362.501Rents & Leases 82,380 72,000 61,400 62,620 63,900
362.600Housing Rents 14,826 10,800 5,800 4,800 4,800
362 / 369Other 23,949 15,000 48,100 21,600 21,800
Total Operating Revenues 3,628,622 3,497,675 3,515,175 3,536,320 3,495,900
Operating Expenses
548.000.10Salaries & Wages (614,406) (632,085) (632,085) (671,357) (686,269)
548.000.20Personnel Benefits (257,784) (313,879) (313,879) (348,745) (375,421)
548.000.30Supplies (114,037) (120,821) (120,821) (128,200) (128,200)
548.000.40Services & Charges (1,484,253) (2,218,030) (2,100,000) (1,812,920) (1,838,270)
548.000.50Intergovernmental - - - - -
548.000.60Other Expenses - - - - -
548.000.90Interfund Payments For Srvc (119,208) (118,500) (118,500) (117,921) (110,841)
548.000.00Depreciation & Amortization - - - - -
Total Operating Expenses (2,589,689) (3,403,315) (3,285,285) (3,079,143) (3,139,001)
Operating Income (Loss) 1,038,933 94,360 229,890 457,177 356,899
Non Operating Revenues (Expenses)
361.110Investment Income 2,801 2,500 2,500 2,500 2,500
333.970Contributions 56,270 - - 100,000 100,000
369.900Miscellaneous Revenue (Expense) 160,851 - - - -
Total Non Op Rev (Exp) 219,922 2,500 2,500 102,500 102,500
Net Income (Loss) 1,258,855 96,860 232,390 559,677 459,399
Items Not Affecting Working Capital
- - - - -
Net W/C From Operations 1,258,855 96,860 232,390 559,677 459,399
Resources Other Than Operations
399.000Other Sources - - - - -
Total Resources - - - - -
Uses Other Than Operations
590.100.00Other Uses (18,699) - - - -
597.100.55Operating Transfers Out (736,685) (662,675) (662,675) (759,426) (658,527)
Total Uses (755,384) (662,675) (662,675) (759,426) (658,527)
Net Change In Working Capital 503,471 (565,815) (430,285) (199,749) (199,128)
Beginning Working Capital - Jan 1 1,473,041 1,976,512 1,976,512 1,546,227 1,346,478
Ending Working Capital - Dec 31 1,976,512 1,410,697 1,546,227 1,346,478 1,147,350
Net Change In Working Capital $ 503,471 $ (565,815) $ (430,285) $ (199,749) $ (199,128)
Operating Revenues
505 Facilities
Page 98
2015-2016 Biennial Budget Section IV: Operating Budget
Department Employees
505 Facilities FTE's 20122013201420152016
Faculties FTE's*9.009.009.0010.0010.00
TOTAL FACILTIES FTE's 9.009.009.0010.0010.00
Full Time Equivalent (FTE)
*These FTE's are already included in the Administration Department's FTE totals.
Effective in 2014, Facilities reports to the Administration Department.
1.0 FTE - 2015 budget includes the addition of a Facility Property Analyst.
Page 99
2015-2016 Biennial Budget Section IV: Operating Budget
Page 100
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Page 101
2015-2016 Biennial Budget Section IV: Operating Budget
HUMAN RESOURCES AND RISK MANAGEMENT DEPARTMENT
Mission Statement
To provide service and support that meets the needs of our customers by effectively planning and
responding to all human resources and risk management related activities using value-added tools,
processes, and services.
Department Overview
The Human Resources and Risk Management Department develops and administers personnel
policies, recruits applicants for employment, assists in selecting and hiring employees, makes
recommendations to the compensation package (including benefits), and negotiates and administers
labor agreements. The department also represents the City in administrative hearings, develops and
conducts management training programs, monitors compliance with applicable state and federal laws
and regulations, assists in the management of the Court by negotiating and monitoring the Public
Defense contract and acting as a liaison between the City administration and the King County District
Court, oversees risk management programs, and develops, implements, and ensures compliance with
the City’s safety program.
2013 & 2014 Accomplishments
Received the WellCity Award in 2013 and 2014 from the Association of Washington Cities
(AWC), which reduced the overall medical expenditures, saving the City approximately $80,000
per year.
Actively recruited for and filled 53 vacancies in 2013 and projecting to fill 48 vacancies in 2014.
Negotiated and implemented five collective bargaining agreements that are in effect through
2015/2016.
Went out for bid and successfully negotiated a new Public Defender contract that is in effect
through 2015.
Successfully negotiated directly with the Standard Company, through Alliant, for a new accidental
death and dismemberment benefit and lower premiums on basic life insurance, additional life
insurance, and short and long term disability.
Successfully transitioned LEOFF 1 retirees to the Medicare Advantage program through AWC,
which saved the City approximately $230,000 in premiums per year.
Completed major reorganizations resulting in the combination of the Public Works and Planning
Departments and the creation of the Administration Department.
Successfully converted to a self-insured Workers’ Compensation program in which the City will be
able to better control its costs and premiums.
Supervised 4,128 hours of work by the Work Crew in 2013, which equates to $77,400 worth of
fines recouped and approximately $51,600 of potential incarceration savings. The Work Crew is
projecting 6,784 hours of work in 2014, which equates to $101,760 worth of fines recouped and
approximately $84,800 of potential incarceration savings.
Enrolled the City into the Department of Labor and Industries’ “Stay at Work Program,” which
allowed the City to receive a projected $41,000 in reimbursement for 2014, for utilizing a
Modified Duty/Return-To-Work Program for work-related injuries and illnesses.
2015 & 2016 Objectives
Negotiate five collective bargaining agreements in the best interests of the City and employees.
Continue to develop the City’s Wellness Program and receive the WellCity Award – to continue
to receive the 2% reduction in health-care premiums.
Establish web-based administrative policies and procedures to further the initiative to become
more environmentally friendly and paperless.
Participate in the creation of a new citywide performance evaluation program.
Page 102
2015-2016 Biennial Budget Section IV: Operating Budget
Continue to explore and negotiate benefit plan options and impacts as Human Resources ensures
compliance with the Affordable Care Act requirements.
Explore and evaluate current options to include a Roth IRA into our current 457 Deferred
Compensation plans.
Successfully negotiate a successor agreement with the Public Defender to extend the current
contract past 2015.
Provide citywide staff training on critical administrative policies and procedures.
Page 103
2015-2016 Biennial Budget Section IV: Operating Budget
L&I Claims
LaborandIndustries(L&I)workers’compensationclaimscosttheCityhundreds of thousands of dollarsayear.
TheCityhastransitionedfromtheStatefund to self-insuranceforworkers'compensation. TheCityhastaken
aggressivestepstowardminimizinginjuriesandreturninginjuredworkersback to work as quickly as possible.
TheCity'sSafetyCommitteereviewsallaccidentsandreviewsmanagement'srecommendationsforfuture
prevention.
Insurance Assessment
Historically,the City’s liabilityinsurancepremiumhasbeenaround$1,000,000annually. TheCityhas
implementedanumber of measures to assist in reducinga claim’s totalincurredcoststhusreducingthe City’s
annualassessment. Overthelastseveralyearsthe City’s annualassessmenthasdecreasedand is nowbelow
$1,000,000. Thegoalduringthenextbiennium(2015-2016)is to maintaintheassessmentbelow$1,000,000
annually.
PERFORMANCE MEASURES - HUMAN RESOURCES AND RISK MANAGEMENT
DEPARTMENT
0
300,000
600,000
900,000
1,200,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
887,950 820,470
694,110 704,903
800,200 875,000
Insurance Assessment
0
15
30
45
60
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
42 45 42 45
35 37
Labor & Industries Claims
Page 104
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
737,497 573,142 573,142 522,381 532,962
262,712 227,499 227,499 224,438 240,741
Supplies 20,129 9,300 9,300 9,300 9,300
508,299 722,990 722,990 865,040 877,740
Intergovernmental 229,182 1,611,398 1,100,000 1,125,000 1,125,000
- - - - -
296,004 283,800 283,800 327,338 401,789
$2,053,823$3,428,129$2,916,731$3,073,497$3,187,533
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.13 Human Resources
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Human Resources FTE's 20122013201420152016
Human Resources FTE's 8.008.008.008.008.00
TOTAL HUMAN RESOURCES FTE's 8.008.008.008.008.00
Full Time Equivalent (FTE)
Page 105
2015-2016 Biennial Budget Section IV: Operating Budget
INSURANCE
The Insurance Fund is maintained to pay unemployment insurance claims and to pay for property
and liability losses which either fall below the City’s deductible level or for which the City has no
coverage.
2013 & 2014 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.
2015 & 2016 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.
Page 106
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
361.110Investment Income 2,200 2,000 1,000 1,000 1,000
Total Operating Revenues 2,200 2,000 1,000 1,000 1,000
Operating Expenses
517.700.20Personnel Benefits (211,750) (200,000) (200,000) (215,000) (215,000)
517.700.40Services & Charges (3,401) (4,400) (3,600) (3,900) (3,900)
Total Operating Expenses (215,151) (204,400) (203,600) (218,900) (218,900)
Operating Income (Loss) (212,950) (202,400) (202,600) (217,900) (217,900)
Non Operating Revenues (Expenses)
- - - - -
Total Non Op Rev (Exp) - - - - -
Net Income (Loss) (212,950) (202,400) (202,600) (217,900) (217,900)
Items Not Affecting Working Capital
- - - - -
Net W/C From Operations (212,950) (202,400) (202,600) (217,900) (217,900)
Resources Other Than Operations
- - - - -
Total Resources - - - - -
Uses Other Than Operations
- - - - -
Total Uses - - - - -
Net Change In Working Capital (212,950) (202,400) (202,600) (217,900) (217,900)
Beginning Working Capital - Jan 1 2,028,681 1,815,731 1,815,731 1,613,131 1,395,231
Ending Working Capital - Dec 31 1,815,731 1,613,331 1,613,131 1,395,231 1,177,331
Net Change In Working Capital $ (212,950) $ (202,400) $ (202,600) $ (217,900) $ (217,900)
Operating Revenues
501 Insurance
Page 107
2015-2016 Biennial Budget Section IV: Operating Budget
WORKERS’ COMPENSATION FUND
Mission Statement
This fund provides time loss and medical benefits for employees who are affected by an occupational
injury or illness and stabilizes rates, offers risk management services, and provides quality benefits
both to the City and the employee in an efficient and timely manner.
Division Overview
The Workers’ Compensation Fund is part of the Risk Management Division which administers four
major insurance programs: civil liability, workers’ compensation, auto and property coverage. This
division provides risk identification, loss analysis, loss control recommendations, and risk financing.
The division also administers several citywide training and employee development programs.
2013 & 2014 Accomplishments
Obtained approval from the State Department of Labor and Industries (L&I) to self-insure
workers’ compensation.
Contracted with a third-party administrator to provide workers’ compensations claim
adjudication for employee injuries.
Continued to provide timely workers’ compensation to injured employees.
2015 & 2016 Objectives
Continue to fund rates that mirror 2015 & 2016 Department of Labor and Industries rates, and
based on those rates, establish a fund reserve that would allow the City to stabilize future rates
consistent with inflationary measures.
Conduct an actuarial review of current funding to identify trends and fund solvency for future
rate determination.
Continue to provide workers’ compensation benefits to employees for new and existing claims.
Page 108
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
369.720L&I Contributions - EE - 36,000 40,000 40,000 43,000
369.730L&I Contributions - ER - 711,000 700,000 700,000 700,000
398.100Insurance Recoveries - 93,000 120,000 120,000 120,000
Total Operating Revenues - 840,000 860,000 860,000 863,000
Operating Expenses
Salaries & Wages - (83,763) (83,763) (84,148) (84,590)
Personnel Benefits - (321,237) (321,237) (343,689) (367,005)
Services & Charges - (332,000) (332,000) (388,765) (402,715)
Total Operating Expenses - (737,000) (737,000) (816,602) (854,310)
Operating Income (Loss) - 103,000 123,000 43,398 8,690
Non Operating Revenues (Expenses)
361.110Investment Income - - - 100 100
Total Non Op Rev (Exp) - - - 100 100
Net Income (Loss) - 103,000 123,000 43,498 8,790
Items Not Affecting Working Capital
- - - - -
Net W/C From Operations - 103,000 123,000 43,498 8,790
Resources Other Than Operations
- - - - -
Total Resources - - - - -
Uses Other Than Operations
- - - - -
Total Uses - - - - -
Net Change In Working Capital - 103,000 123,000 43,498 8,790
Beginning Working Capital - Jan 1 - - - 123,000 166,498
Ending Working Capital - Dec 31 - 103,000 123,000 166,498 175,287
Net Change In Working Capital $ - $ 103,000 $ 123,000 $ 43,498 $ 8,790
Operating Revenues
503 Worker's Compensation
Page 109
2015-2016 Biennial Budget Section IV: Operating Budget
Page 110
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Page 111
2015-2016 Biennial Budget Section IV: Operating Budget
FINANCE DEPARTMENT
Mission Statement
The Finance Department is dedicated to providing outstanding customer service to meet the needs of
citizens and City departments by providing timely and accurate financial information, safeguarding
financial assets, and performing our duties ethically with the greatest integrity.
Department Overview
Major responsibilities include: financial and budgetary policy development; long-term financing and
cash management; the functions of utility billing and customer service, payroll, purchasing, and
accounts payable and receivable. The department prepares a comprehensive annual financial report,
and a biennial budget document. Other duties include providing analytical support, accounting and
budgeting advice to departments, overseeing the six-year Capital Facility Plan (CFP), and overseeing
the Solid Waste and Airport Management services contract.
2013 & 2014 Accomplishments
Completed the 2013-2014 Final Budget and submitted documentation to Government Finance
Officers Association (GFOA) for the Distinguished Budget Presentation Award.
Prepared the 2013 and 2014 Comprehensive Annual Financial Reports (CAFRs). 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 (CFP) as part of the Comprehensive Plan.
Updated the 2013 Revenue Manual.
Worked with State Auditor’s Office for successful audit engagement.
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.
Continued to track performance measures to improve efficiency and effectiveness in providing
customer service.
Prepared monthly financial reports providing year-to-date detail on citywide revenues and
summarizing the City revenues and expenditures.
Bond rating was upgraded from AA to AA+.
Implemented Governmental Accounting Standards Board (GASB) No. 63 and No. 65. GASB No.
63 provides financial reporting guidance for reporting deferred outflows of resources, deferred
inflows of resources, and net position. GASB No. 65 establishes accounting and financial
reporting standards that reclassify certain items that were previously reported as assets and
liabilities as deferred outflows of resources or deferred inflows of resources.
Billed $8,293,600 for grants in 2013 and $4,859,366 in 2014.
Administered Federal Aviation Administration (FAA) grant for Airport Taxiway & Runway
Asphalt Rehabilitation and Sealcoat Project.
Continued implementing workflow business process between Maintenance and Operations
(M&O) and Finance through the implementation of CarteGraph.
Upgraded Utility Billing software from version 6.05 to version 7.0 with the Innovation and
Technology Department.
Implemented Tyler Output Processor.
Completed and activated an electronic payroll time entry system.
Created and implemented a new Utility Billing Collection Policy.
Increased online utility bill payments from 94,988 in 2011/2012 to 128,424 in 2013/2014.
Completed the Citywide procurement card purchasing program.
Administered the Pet Licensing Program.
Managed the annual Senior Citizen/Disability Discount and Rebate program.
Page 112
2015-2016 Biennial Budget Section IV: Operating Budget
Issued 2013 Water and Storm Drainage utility revenue bonds for capital project construction as
identified in the utility rate study update.
Reviewed Solid Waste rates.
Assisted in creating and implementing incentives to promote and support economic development.
Worked with the City’s Economic Development department on specific projects.
2015 & 2016 Objectives
Complete the 2015-2016 Final Budget and submit documentation to GFOA for the Distinguished
Budget Presentation Award.
Prepare the 2015 and 2016 Comprehensive Annual Financial Reports (CAFRs). Submit
documentation to the GFOA award program to receive the Certificate of Achievement for
Excellence in Financial Reporting.
Work with City Council to implement SMART (Specific, Measurable, Attainable, Relevant and
Time-bound) goals.
Update the six-year Capital Facilities Plan as part of the Comprehensive Plan.
Work with State Auditor’s Office for successful audit engagement.
Work with Utility customers to convert more accounts to online bill pay service.
Update the Utility Service notification policy (interruption policy) for disconnects/delinquent
accounts.
Implement Interactive Voice Response Technology (IVR) for phone payments and shut-off
notifications.
Keep hold times to one minute and 29 seconds.
In coordination with the Public Works Department, facilitate preparation of a cost of service and
rate design study for the Water Utility.
Work with the Public Works Department to purchase and implement an automated metering
technology, generally referred to as Advanced Metering Infrastructure (AMI).
Complete the Airport Master Plan update.
Begin Request for Proposal (RFP) process for contracted Solid Waste services.
Continue to review and improve processes through lean strategies.
Issue Water Utility Revenue Bonds for capital projects.
Administer economic development incentives when exercised by developers.
Page 113
2015-2016 Biennial Budget Section IV: Operating Budget
Utilityaccountsreceivableover 90 days as apercent of utilityrevenue is an importantfinancialindicatorbecause
it demonstratestheCity'sability to efficientlycollectitsutilitybillingreceivables.Thesepercentagesshowthe
improved turnover ratio due to the implementation of a new collection policy and process.
Total Invoices Processed
Thisstatistic is used to tracktheproductivity of theaccountspayabledepartment,and to ensurestaffing is at
properlevels to meettheCity'songoinglegaldisbursementcommitments.In 2013,theCityimplementeda
PurchasingCard(PCard)program in an effort to provideconvenienceforitsbuyersand to reduceprocessing
costs.As an addedbenefit,theCityreceivesquarterlyrebates on totalpurchasesthataremadethroughthe
program.Thesuccess of theprogram is evidenced by thechartbelowwhichshowstheincrease in invoicesthat
are now being processed by PCards.
PERFORMANCE MEASURES - FINANCE DEPARTMENT
Utility Billing Online Payments
In an effort to improvecustomerserviceandstreamlineoperations,theFinanceDepartmentimplementeda 24
hour,onlineutilitybillpaymentsolution.As evidenced in thegraphbelow,theadoptionrate of thisservicehas
continued to grow each year as more customers are utilizing web based services.
Utilities Accounts Receivable Over 90 Days as a Percent of Utility Revenue
0
25,000
50,000
75,000
100,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
43,213 51,775 60,406 66,120
72,300 77,360
Utility Billing Online Payments
0.00%
0.50%
1.00%
1.50%
2.00%
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
1.23%1.16%0.93%1.16%1.12%1.12%
Accounts Receivable Over 90 Days as Percent of Utility Revenues
-
5,000
10,000
15,000
20,000
25,000
30,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
18,546 18,671 17,505 19,412 20,000 20,500
Invoices Processed
Total Invoices Processed PCard Invoices
Page 114
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
614,557 666,633 640,000 683,437 696,630
260,461 304,862 275,000 298,277 320,143
Supplies 8,356 16,000 12,000 17,500 17,500
84,278 209,800 150,000 218,730 221,710
Intergovernmental - - - - -
- - - - -
176,508 172,600 172,600 161,462 159,410
$1,144,160$1,369,895$1,249,600$1,379,405$1,415,393
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.14 Finance
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001/434 Finance FTE's 20122013201420152016
Finance FTE's 22.0023.0023.0023.0023.00
Solid Waste FTE's 2.002.002.002.002.00
TOTAL FINANCE FTE's24.0025.0025.0025.0025.00
Full Time Equivalent (FTE)
1.0 FTE - Council approved a Customer Service Representative position for 2013 budget.
Page 115
2015-2016 Biennial Budget Section IV: Operating Budget
NON-DEPARTMENTAL
Department Overview
Non-Departmental accounts are used to reflect the General Fund’s ending fund balance, prior year
adjustments, the transfer of money between funds, and one-time transactions. Estimated costs for the
General Fund portion of retiring employees are budgeted in this department; LEOFF 1 Other Post
Retirement Benefits (OPEB) requirements and long term debt payments.
During the course of the year, anticipated expenditures will be transferred from the beginning fund
balance while revenues will be added. The ending fund balance reflects the target figure for the
ending balance. Since the budget will be adopted before the actual current year ending figure is
known, the amount has been estimated.
2013 & 2014 Accomplishments
Continued to fund Law Enforcement Officer and Fire Fighter (LEOFF 1) retiree medical and long-
term care expenditures.
Continued to fund retirement payouts.
Continued to provide funding for general citywide services.
Funded the City’s share of the Auburn Valley Humane Society (AVHS).
2015 & 2016 Objectives
Continue to fund LEOFF 1 retiree medical and long-term care expenditures.
Continue to fund retirement payouts.
Continue to provide funding for general citywide services.
Continue to fund the City’s share of the Auburn Valley Humane Society (AVHS).
Fund debt payment for Valley Communications, the Library, and the Golf Course.
Transfer of $1.3 million of cash reserves (in 2015) to the Cumulative Reserve Fund to replenish
the fund for historical interfund support.
Page 116
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014 Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
120,744 445,513 445,513 62,700 127,700
1,065,805 1,368,259 1,168,259 1,263,900 1,313,000
Supplies - - - - -
694,752 1,110,850 910,850 1,183,600 1,692,600
Operating Transfers Out 2,051,646 406,585 406,585 1,968,695 636,653
- - - - -
- - - 220,000 -
- - - 8,800 -
- - - - -
Designated Fund Balance 221,614 221,614 221,614 221,614 221,614
Undesignated Fund Balance 15,194,774 10,871,11014,371,110 10,325,512 4,944,223
$19,349,335$14,423,931$17,523,931$15,254,821$8,935,790
Debt Service Interest
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Debt Service Principal
001.98 Non
Departmental
Expenditures
Page 117
2015-2016 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Finance department is responsible for the budget in the following special
revenue funds:
Fund 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.
2013 & 2014 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 for
capital purposes.
2015 & 2016 Objectives
Continue to collect, monitor and distribute legally restricted revenue sources.
Maintain Cumulative Reserve Fund to provide stability during economic downturns and for
capital purposes.
Administer use of mitigation fees to provide for City infrastructure improvements.
Page 118
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
109,913 131,851 131,851139,991148,031
90,581 70,000 87,00087,90088,800
Services & Charges 6,370 9,100 6,0006,0006,000
179 150 140 140 140
- - - - -
$207,043$211,101$224,991$234,031$242,971
75,192 85,000 85,00086,00086,000
131,851 126,101 139,991148,031156,971
$207,043$211,101$224,991$234,031$242,971
Ending Fund Balance
Total Expenditures
104 Hotel Motel Tax
Revenues
Services & Charges
Expenditures
Investment Income
Operating Transfers In
Total Revenues
Beginning Fund Balance
Hotel Motel Tax
Page 119
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
7,352,958 8,228,128 8,228,128 5,582,204 6,238,304
7,511 3,000 9,700 14,100 14,200
2,000,000 - - 1,300,000 -
$9,360,469 $8,231,128 $8,237,828 $6,896,304 $6,252,504
204,880 212,000 212,000 - -
- 17,280 17,280 - -
927,461 3,967,428 2,426,344 658,000 1,917,084
8,228,128 4,034,420 5,582,204 6,238,304 4,335,420
$9,360,469 $8,231,128 $8,237,828 $6,896,304 $6,252,504
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
Golf Debt Service 390,429 393,144 393,144 - -
1998 Library Bond Debt Service 234,049 283,700 283,700 - -
Innovation & Technology Loan Payment 100,140 104,250 104,250 104,000 104,000
Equipment Rental Loan Payment 100,140 104,250 104,250 104,000 104,000
Cemetery Cash Flow Needs - 320,000 - 200,000 300,000
AVHS Startup Costs 102,548 - - - -
Golf Debt Service Admin Fees 155 1,000 1,000 -
Auburn Community Center - 1,221,084 - - 1,221,084
Herr Property Purchase - 1,290,000 1,290,000 - -
Golf Course Equipment Purchase - 250,000 250,000 250,000 188,000
$927,461 $3,967,428 $2,426,344 $658,000 $1,917,084
Operating Transfers Out*
Beginning Fund Balance
122 Cumulative Reserve
Revenues
Expenditures
Miscellaneous Revenue
Operating Transfers In
Total Revenues
Debt Service Principal - Valley Com
Debt Service Interest - Valley Com
Ending Fund Balance
Total Expenditures
Transfers Out Summary
*Total Transfers Out
Page 120
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
2,985,128 4,539,412 4,539,412 5,094,608 2,601,455
Beginning Fund Balance - Undesignated 76,051 101,356 101,356 111,356 12,976
173,103 50,000 200,000 100,000 100,000
Wetland Mitigation Fees 38,594 - - - -
1,403,711 800,000 900,000 800,000 800,000
7,549 - - -
25,142 5,000 10,000 15,000 15,000
- - - - -
4,862 - - - -
24,500 20,000 40,000 75,000 75,000
Park Mitigation Fees 15,000 - - - -
Investment Income 6,206 5,000 5,240 4,890 4,890
151,302 1,045,300 1,045,300 - -
$4,911,148$6,566,068$6,841,308$6,200,854$3,609,321
50,000 50,000 50,000 460,000 50,000
220,380 2,595,712 1,585,344 3,013,043 1,171,827
Operating Transfers Out - Undesignated* - - - 113,380 -
4,539,412 3,809,000 5,094,608 2,601,455 2,359,518
101,356 111,356 111,356 12,976 27,976
$ 4,911,148 $6,566,068 $6,841,308 $6,200,854 $3,609,321
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
To Fund 001 - School Impact Admin Fees - - - 113,380 -
To Fund 102 - Impact Fees 122,364 2,112,722 1,222,712 2,873,043 846,037
To Fund 102 - Mitigation Fees 37,368 287,632 287,632 50,000 -
To Fund 321 - Park Impact Fees 50,000 100,000 50,000 65,000 285,000
To Fund 328 - Traffic Impact Fees 6,293 43,700 25,000 25,000 20,000
To Fund 328 - Wetland Mitigation Fees 4,355 51,658 - - 20,790
$ 220,380 $2,595,712 $1,585,344 $3,126,423 $ 1,171,827
Beginning Fund Balance - Designated
Fire Impact Fees
Transportation Impact Fees
Truck Impact Fees
School Impact Admin Fees
124 Mitigation Fees
Revenues
Operating Transfers Out - Designated*
Expenditures
Intergovernmental
Lakeland Fire Mitigation Fees
Traffic Mitigation Fees
Parks Impact Fees
Transfers In
Total Revenues
Ending Fund Balance - Designated
Ending Fund Balance - Undesignated
Total Expenditures
Transfers Out Summary
*Total Transfers Out
Page 121
2015-2016 Biennial Budget Section IV: Operating Budget
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, the Golf Debt Service Fund, the Local
Improvement District (LID) Guarantee Fund, the Local Improvement District (LID) 250 Fund, and the
Local Improvement District (LID) 350 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.
2013 & 2014 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.
2015 & 2016 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.
Page 122
2015-2016 Biennial Budget Section IV: Operating Budget
Debt Service Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
46,155 - - - -
96 300 - - -
234,049 283,700 283,700 279,500 285,100
$280,300 $284,000 $283,700 $279,500 $285,100
- - - -
220,000 230,000 230,000 235,000 250,000
60,300 53,700 53,700 44,500 35,100
- 300 - - -
$280,300 $284,000 $283,700 $279,500 $285,100
Beginning Fund Balance
229 Library Bond
. Refunding Debt
Revenues
Debt Service Principal
Debt Service Interest
Expenditures
Services & Charges
Investment Income
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
- - - - -
- - - - -
374,018 370,970 370,970 377,065 371,390
1,322,498 1,325,550 1,325,550 1,318,852 1,317,054
$1,696,517 $1,696,520 $1,696,520 $1,695,917 $1,688,444
500,000 515,000 515,000 535,000 545,000
1,196,517 1,181,520 1,181,520 1,160,917 1,143,444
- - - - -
$1,696,517 $1,696,520 $1,696,520 $1,695,917 $1,688,444
Ending Fund Balance
Total Expenditures
Beginning Fund Balance
230 City Hall Annex
. 2010 A&B Bond Debt
Revenues
Debt Service Interest
Expenditures
Debt Service Principal
Investment Income
BAB Subsidy
Operating Transfers In
Total Revenues
Page 123
2015-2016 Biennial Budget Section IV: Operating Budget
Debt Service Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
- - - - 20
277,292 240,000 240,000 250,000 250,000
183 100 - 121,675 119,341
120,692 119,712 119,712 20 20
196,200 238,508 238,508 222,942 223,091
$594,367 $598,320 $598,220 $594,637 $592,472
205,000 215,000 215,000 220,000 225,000
389,367 383,220 383,220 374,617 367,432
- 100 - 20 40
$594,367 $598,320 $598,220 $594,637 $592,472
Ending Fund Balance
Total Expenditures
Debt Service Principal
Debt Service Interest
Expenditures
Investment Income
BAB Subsidy
Operating Transfers In
Total Revenues
Beginning Fund Balance
LRF Sales Tax Credit
231 Local Revitalization
. 2010 C&D Bond Debt
Revenues
Debt Service Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
44,472 34,524 34,524 24,549 22,569
52 100 25 20 20
$44,524 $34,624 $34,549 $24,569 $22,589
10,000 10,000 10,000 2,000 2,000
- - - - -
34,524 24,624 24,549 22,569 20,589
$44,524 $34,624 $34,549 $24,569 $22,589
Beginning Fund Balance
249 LID Guarantee
Revenues
Debt Service Interest
Expenditures
Operating Transfers Out
Investment Income
Total Revenues
Ending Fund Balance
Total Expenditures
Page 124
2015-2016 Biennial Budget Section IV: Operating Budget
Debt Service Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
337 376 376 - -
39 20 37 - -
31,390 468,260 468,255 - -
24,982 23,413 23,413 - -
$56,749 $492,069 $492,081 - -
31,390 468,260 468,255 - -
24,982 23,413 23,413 - -
Transfer Out - - 414 - -
376 396 - - -
$56,749 492,069 $492,081 - -
Ending Fund Balance
Total Expenditures
Special Assessment Interest
Expenditures
Investment Income
Special Assessment Principal
Special Assessment Interest & Penalties
Total Revenues
Beginning Fund Balance
250 LID #250
Revenues
Special Assessment Principal
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
5,631 10,888 10,888 7,864 7,874
19 - 12 10 10
9,382 5,407 3,010 5,678 5,961
3,101 1,839 1,200 1,569 1,285
$18,133 $18,134 $15,110 $15,121 $15,130
5,149 5,407 5,407 5,678 5,961
2,096 1,839 1,839 1,569 1,285
10,888 10,888 7,864 7,874 7,884
$18,133 $18,134 $15,110 $15,121 $15,130
Ending Fund Balance
Total Expenditures
Beginning Fund Balance
275 LID #350
Revenues
Special Assessment Interest
Special Assessment Principal
Expenditures
Investment Income
Special Assessment Principal
Special Assessment Interest & Penalties
Total Revenues
Page 125
2015-2016 Biennial Budget Section IV: Operating Budget
Debt Service Funds - Golf Course
In 2014, golf debt service was moved from an enterprise fund (417) to a new governmental debt
service fund (237). The working capital statement shown below is provided to show activity from
the final two years of the fund’s existence.
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
- - - - -
- - - - -
- 393,144 393,144 389,195 351,553
- $393,144 $393,144 $389,195 $351,553
- 240,000 240,000 249,251 225,314
- 153,144 153,144 139,944 126,239
- - - - -
- $393,144 $393,144 $389,195 $351,553
Ending Fund Balance
Total Expenditures
237 Golf Debt Service
Revenues
Debt Service Principal
Debt Service Interest
Expenditures
Investment Income
Operating Transfers In
Total Revenues
Beginning Fund Balance
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
Operating Expenses
Services & Charges (562) 3,326,679 3,326,679 - -
Total Operating Expenses (562) 3,326,679 3,326,679 - -
Operating Income (Loss) (562) 3,326,679 3,326,679 - -
Non Operating Revenues (Expenses)
Investment Income 44 - - - -
Debt Service Interest (160,667) - - - -
Total Non Op Rev (Exp) (160,623) - - - -
Net Income (Loss) (161,185) 3,326,679 3,326,679 - -
Net W/C From Operations (161,185) 3,326,679 3,326,679 - -
Resources Other Than Operations
Operating Transfers In 390,584 - - - -
Other Sources (33,552) - - - -
Total Resources 357,032 - - - -
Uses Other Than Operations
Other Uses 28,791 (3,326,675) (3,326,675)
Debt Service Principal (225,000) - - - -
Total Uses (196,209) (3,326,675) (3,326,675) - -
Net Change In Working Capital (362) 3 3 - -
Beginning Working Capital - Jan 1 359 (3) (3) - -
Ending Working Capital - Dec 31 (3) - - - -
Net Change In Working Capital $ (362) $ 3 $ 3 $ - $ -
417 Golf Debt Service
Page 126
2015-2016 Biennial Budget Section IV: Operating Budget
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.
2013 & 2014 Accomplishments
Transferred out Real Estate Excise Tax (REET2) funds to support Local and Arterial Streets
programs and transferred REET funds for debt service on Annex and Local Revitalization bonds.
Provided funding for traffic and sidewalk programs.
Completed City Hall Phase 1 & 2 improvements.
Continued to provide funding for facility improvements.
2015 & 2016 Objectives
Transfer out Real Estate Excise Tax (REET2) funds to support Local and Arterial Streets programs
and transfer of REET funds for debt service on Annex and Local Revitalization bonds.
Provide funding for traffic and sidewalk programs.
Provide funding for the Auburn Community and Youth/Teen Center.
Provide funding for the Auburn Environmental Park Boardwalk Phase 2 and the Downtown
Wayfinding Program.
Provide funding for the Green River Park Design and the Les Gove Campus Master Plan.
Provide funding for citywide sidewalk repairs.
Page 127
2015-2016 Biennial Budget Section IV: Operating Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
6,412,476 9,102,927 9,102,927 8,944,989 8,627,868
1,116,374 700,000 850,000 800,000 800,000
1,116,160 700,000 850,000 800,000 800,000
- 100,000 - 100,000 100,000
30,723 56,452 33,952 9,569 9,285
36,540 473,667 473,662 5,678 5,961
Miscellaneous Revenue 40,000 30,000 30,000 - -
Sales of Fixed Assets 2,593,405 1,500,000 - - -
84,658 195,358 125,000 125,000 40,790
$11,430,334$12,858,404$11,465,541$10,785,236$10,383,904
672,540 539,022 539,022 - -
City Hall Replacement Generator - - - 100,000 -
City Wetland Mitigation 4,355 51,658 - - 20,790
HVAC Improvements 220,073 99,319 - - -
AEP Boardwalk Phase 2 - - - 75,000 -
Downtown Wayfinding Program - - - 90,000 30,000
Mohawks Plastics 6,293 43,700 25,000 25,000 20,000
Parks Projects 10,500 60,000 52,000 180,000 30,000
Property Expenditures 136,785 - - - -
Public Works Projects - 545,000 170,000 125,000 125,000
Transportation Projects - REET 2 35,423 319,500 225,000 380,000 375,000
Transfer Out -Community Center - 3,319,697 - - 3,319,697
Transfer Out -Airport T Hangar - 200,000 200,000 - -
853,360 2,122,094 1,045,200 959,426 1,417,746
388,078 1,470,722 264,330 222,942 223,091
9,102,927 4,087,692 8,944,989 8,627,868 4,822,580
$11,430,334$12,858,404$11,465,541$10,785,236$10,383,904
Ending Fund Balance
Total Expenditures
Transfers Out - REET 2
Expenditures
Transfers Out - REET 1
Contributions & Donations
Operating Transfers In
Total Revenues
City Hall Remodel Phase 1 & 2
Beginning Fund Balance
REET 1
REET 2
State Grant
Investment Income
328 Capital Improvements
Revenues
Page 128
2015-2016 Biennial Budget Section IV: Operating Budget
LOCAL REVITALIZATION FUND
Local Revitalization Fund 330 accounts for projects within the designated local revitalization
boundary. 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.
2013 & 2014 Accomplishments
Completed the construction of the South Division Street Promenade Project.
Completed the construction of the Citywide Wayfinding Signage Project.
Began the Main Street Streetscape Urban Design Project.
Began the design of the City Downtown Public Parking Lot Reconfiguration Project.
2015 & 2016 Objectives
Complete the Main Street Streetscape Urban Design Project.
Complete the construction of the City Downtown Public Parking Lot Reconfiguration Project.
Page 129
2015-2016 Biennial Budget Section IV: Operating Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
606,976 559,070 559,070 229,370 -
60,691 - - - -
865 - 300 250 -
- - - - -
$668,533$559,070$559,370$229,620 $0
10,620 - - - -
3,645 - - - -
95,199 559,070 330,000 229,620 -
559,070 - 229,370 - -
$668,533$559,070$559,370$229,620 $0
Ending Fund Balance
Total Expenditures
Personnel Benefits
Capital Outlay
Expenditures
Salaries & Wages
Operating Transfers In
Total Revenues
Beginning Fund Balance
Grants
Investment Income
330 Local Revitalization
Revenues
Page 130
2015-2016 Biennial Budget Section IV: Operating Budget
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.
2013 & 2014 Accomplishments
Maintained residential recycling and yard waste diversion rate over 50%.
The participation rate in residential recycling/organics collection increased to an average of 92%.
Assisted Waste Management with promotion of the “Business and Multifamily Recycling
Programs” and increased recycling participation to 76% and 94% respectively.
Increased total diversion rate to 29%.
Gave “Recycling & Waste Prevention” and “Worm Composting” presentations to elementary
students in the Auburn School District (ASD).
Produced three additional “Powerful Choices” presentation game sets so all Auburn Middle
schools have presentation materials.
Provided a “Going Green Environmental Workshop and Trade Show” for ASD classified staff and
administration.
Provided funding support for two Natural Yard Care Workshop series to the Riverwalk/Chinook
Elementary and North/South Central neighborhoods.
Provided funding for four King County Special Recycling Collection Events for residents.
Held the first Sustainable Movie Night event for the community which included educational
tables and the movie “Addicted to Plastics.”
Coordinated two “Holiday Styrofoam Collection” events.
Provided a 24-hour “Cooking Oil Collection” station for residential use.
Worked with three local vendors to offer a discount on compost bins for residents.
Conducted recycle cart checks with leave-behind recycling education to six different
neighborhoods in 2013, and three mobile home parks in 2014.
Continued to promote reuse by sponsoring the annual “Community Yard Sale” event.
Continued to promote recycling by offering the residential “Bulky Item Collection” & “Christmas
Tree Recycling” events.
Continued to promote the “Compostables Program” to residential homes.
Continued to provide citizens with access to recycling at all City facilities and parks.
Continued collecting food and food-soiled paper (compostables) at most City facilities.
Sponsored the annual Chamber of Commerce “Mayor’s State of the City” luncheon.
Provided waste reduction, recycling, and household hazardous waste outreach at: Kids Day,
Auburn Days, Auburn International Farmers Market, Auburn Senior Wellness Fair, King County
Latino Health Fair, YMCA Healthy Kids Day, and Auburn School District Building Bridges.
Provided recycling at all City special events in conjunction with the Parks, Arts and Recreation
Department.
Page 131
2015-2016 Biennial Budget Section IV: Operating Budget
2015 & 2016 Objectives
Continue to measure the residential diversion rate and maintain a rate over 50%.
Increase the total diversion rate to 30%.
Continue to provide citizens with access to recycling at all City facilities and parks.
Continue to maintain recycling at all City special events in conjunction with the Parks, Arts and
Recreation Department.
Continue to provide Cooking Oil Collection, Bulky Item Collection, Styrofoam Collection,
Christmas Tree Recycling and two King County Special Collection events each year.
Continue to support Waste Management’s outreach and education efforts to multifamily and
business customers.
Continue to work with both haulers to do neighborhood recycle cart checks with leave-behind
education.
Continue to provide funding support for the Neighborhood Natural Yard Care Workshops.
Continue to promote the King County Household Hazardous Wastemobile at the Outlet
Collection for disposal of hazardous items such as oil-based paints, fluorescent bulbs, batteries,
and used motor oil.
Continue to maintain the Solid Waste & Recycling webpages for customers.
Coordinate with Community Development and Public Works to encourage construction
contractors to increase diversion rates by recycling their construction and demolition materials.
Create and complete a residential recycling survey.
Create an outreach campaign on Illegal Dumping in conjunction with other City departments.
Create a new Solid Waste & Recycling Division branding (logos and taglines) in conjunction with
the ‘Imagine Auburn’ project to be used on outreach materials.
Create a City facility recycling collection program for batteries, other small hazardous waste
materials, and office equipment.
Provide a “Going Green Environmental Workshop and Trade Show” for ASD teachers.
Continue participating in the regional workgroups discussing contamination reduction and
outreach for recycling and organics.
Page 132
2015-2016 Biennial Budget Section IV: Operating Budget
City of Auburnrecyclingandyardwastetonnageincreasedsharply in 2012due to theaddition of thePierce
Countyportion of Auburn.TheCityanticipatesrecyclingandyardwastetonnage to continueincreasing in
2015 and 2016. The totals include the East Lea Hill and West Hill annexation areas.
Residential Diversion Rate
City of Auburnresidentsdivertapproximately 54%of theirwastefromthelandfill.Thediversionratedeclined
in 2012whenthePierceCountyportion of LakelandHillswasannexedbecausealargeportion of thoseresidents
live in higherdensitycommunitieswithyardservice.We canassumeyardwastefromtheseareas is being
composted,butdon'thavetheactualtonnage to include in ourdiversionrate.ThetotalsincludetheEastLea
Hill and West Hill annexation areas.
PERFORMANCE MEASURES - SOLID WASTE FUND
Tons of Residential & Commercial Garbage Collected
TheCity of Auburngarbagetonnagecontinues to increasedue to theaddition of thePierceCountyportion of
Auburn in March2012.Newhomesarebeingbuilt in theLakelandareaandtheeconomy is slowlyimproving
which will keep tonnage rising in 2015 and 2016. The totals include East Lea Hill and West Hill annexation areas.
Tons of Recycling & Yard Waste Collected
0
12,000
24,000
36,000
48,000
60,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
36,412 40,258 41,222 41,542 41,800 42,100
Tons of Garbage Collected
0
7,000
14,000
21,000
28,000
2011 2012 2013 2014 Est 2015 Goal2016 Goal
13,131 16,022 16,754 17,817 18,200 18,600
Tons of Recycling & Yard Waste Collected
0%
25%
50%
75%
100%
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
58%57%55%54%55%56%
Residential Diversion Rate
Page 133
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
343.750Garbage Service 10,524,233 10,936,037 11,044,007 10,768,300 10,818,600
343.752Yard Waste 911,909 921,369 970,997 970,500 989,900
343.780/790Refuse, City, & Excise Tax 936,500 942,693 941,000 957,000 963,000
343.770Household Hazardous Waste 412,619 412,000 414,000 417,200 420,600
343.700Late Penalties 125,970 - - 125,000 125,000
Total Operating Revenues 12,911,232 13,212,099 13,370,004 13,238,000 13,317,100
Operating Expenses
537.000.10Salaries & Wages (389,458) (408,745) (408,745) (402,047) (410,208)
537.000.20Personnel Benefits (177,520) (203,014) (203,014) (193,605) (208,310)
537.000.30Supplies (42,433) (28,750) (28,750) (34,200) (34,200)
537.000.40Services & Charges (11,310,037) (11,483,253) (11,483,253) (11,608,975) (11,863,075)
537.000.50Intergovernmental (413,217) (412,000) (412,000) (417,200) (420,600)
537.000.90Interfund Payments For Srv (183,595) (179,962) (179,962) (105,393) (104,209)
537.000.00Depreciation & Amortization (18,819) (20,000) (20,000) (19,400) (20,000)
Total Operating Expenses (12,535,078) (12,735,724) (12,735,724) (12,780,820) (13,060,602)
Operating Income (Loss) 376,153 476,375 634,280 457,180 256,498
Non Operating Revenues (Expenses)
361.110Investment Income 1,348 400 1,240 1,300 1,300
334 & 337Grants 90,361 112,000 112,000 108,500 109,000
369.900Other Misc. Revenue 1,943 - - - -
Total Non Op Rev (Exp) 93,651 112,400 113,240 109,800 110,300
Net Income (Loss) 469,805 588,775 747,520 566,980 366,798
Items Not Affecting Working Capital
535.801.00Depreciation & Amortization 18,819 20,000 20,000 19,400 20,000
Net W/C From Operations 488,624 608,775 767,520 586,380 386,798
Resources Other Than Operations
399.000Other Sources (2,551) - - - -
Total Resources (2,551) - - - -
Net Change In Working Capital 486,073 608,775 767,520 586,380 386,798
Beginning Working Capital - Jan 1 1,018,487 1,504,560 1,504,560 2,272,081 2,858,461
Ending Working Capital - Dec 31 1,504,560 2,113,336 2,272,081 2,858,461 3,245,259
Net Change In Working Capital $486,073 $608,775 $767,520 $586,380 $386,798
Operating Revenues
434 Solid Waste
Page 134
2015-2016 Biennial Budget Section IV: Operating Budget
Department Employees
434 Solid Waste FTE's 20122013201420152016
Solid Waste FTE's*2.002.002.002.002.00
TOTAL SOLID WASTE FTE's2.002.002.002.002.00
Full Time Equivalent (FTE)
*These FTE's are previously reported in the Finance Department.
Page 135
2015-2016 Biennial Budget Section IV: Operating Budget
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
Aviation Management Group, LLC (AMG) to manage aircraft tie-downs, hangars and facility leases, as
well as the daily management, maintenance, and operation of the fuel facility.
2013 & 2014 Accomplishments
Continued to campaign the value of the Airport to citizens and surrounding area.
Continued 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.
Secured a five-year lease on previous airport office building with an engineering firm.
Began the Wildlife Hazard Assessment with Mead & Hunt for FAA compliance.
Completed approximately 500,000 square feet of asphalt repair, rehab and seal coat of the
runway, taxiway, taxi lanes and aircraft parking areas.
Relocated Washington State Department of Transportation (WSDOT)/Aviation weather camera
bridge to new airport office and brought back online with WSDOT/Aviation.
Cleaned, repaired and upgraded as necessary the fire protection system for hangar rows 9 & 10.
Completed bird prevention in hangar rows 3-8.
Administered a Request for Proposal (RFP) process and negotiated new contract for airport
management services.
Removed trees on the west side of the airport property within the object free area.
Applied for and received FAA authorization to relocate the airport beacon from B Street to the
west end of hangar row 2.
Moved the airport office to a larger, vacant building at the Airport.
2015 & 2016 Objectives
Complete the Airport Master Plan.
Complete the Wildlife Hazard Assessment and implement the Wildlife Hazard Plan.
Complete the South T-Hangar Row 3 project to retrofit existing airplane hangars into enclosed
hangars in order to increase cash flow and accommodate more aircraft.
Evaluate the need for additional hangar retrofit to closed hangars.
Promote Request for Proposal 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.
Complete the Airport Obstruction Survey/Advanced Ground Information System (AGIS) Survey.
Begin Environmental Assessment/Categorical Exclusions (CATEX) Report for north and south
runway enhancements.
Design Runway Enhancement Project.
Continue efforts to support jet fuel sales at the Airport.
Page 136
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
341.930Airport Security Service 15,481 15,000 15,500 15,500 15,500
344.604Flowage Fee 10,380 12,000 12,000 12,000 12,000
362.501Property Leases 186,201 203,000 194,800 213,600 217,700
362.502Tie Down & Hangar Rent 402,255 380,000 425,000 450,000 502,200
362.503Fuel Facility Rent 18,000 - - - -
Total Operating Revenues 632,317 610,000 647,300 691,100 747,400
Operating Expenses
546.000.10Salaries & Wages (20,584) (20,024) (20,024) (25,481) (25,723)
546.000.20Personnel Benefits (7,006) (6,839) (6,839) (9,789) (10,496)
546.000.30Supplies (286) (2,000) (2,000) (2,000) (2,000)
546.000.40Services & Charges (451,593) (449,840) (449,840) (453,000) (463,050)
546.000.90Interfund Payments For Srv - - - - -
546.000.00Depreciation & Amortization (403,105) (416,800) (416,800) (413,700) (426,100)
Total Operating Expenses (882,573) (895,504) (895,504) (903,970) (927,369)
Operating Income (Loss) (250,256) (285,504) (248,204) (212,870) (179,969)
Non Operating Revenues (Expenses)
361.110Investment Income 1,545 1,500 1,000 1,000 1,000
369.900Miscellaneous Revenue 5,571 500 500 500 500
546.100.80Debt Service Interest (51,213) (41,675) (41,675) (41,613) (35,538)
Total Non Op Rev (Exp) (44,096) (39,675) (40,175) (40,113) (34,038)
Net Income (Loss) (294,352) (325,179) (288,379) (252,983) (214,007)
Items Not Affecting Working Capital
535.801.00Depreciation & Amortization 403,105 416,800 416,800 413,700 426,100
Net W/C From Operations 108,753 91,621 128,421 160,717 212,093
Resources Other Than Operations
333.201Federal Aviation Grant 188,783 805,719 714,206.00 348,413 126,000
334.000State Grant 4,812 38,262 32,456.00 19,356 7,000
399.000Other Sources (15,043) 200,000 200,000 - -
Total Resources 178,552 1,043,981 946,662 367,769 133,000
Uses Other Than Operations
590.100.00Other Uses 10,289 - - - -
590.100.65Inc In Fixed Assets - Construction (200,222) (1,390,745) (1,068,620) (784,125) (140,000)
590.100.70Debt Service Principal (115,000) (125,000) (125,000) (135,000) (150,000)
Total Uses (304,933) (1,515,745) (1,193,620) (919,125) (290,000)
Net Change In Working Capital (17,628) (380,143) (118,537) (390,639) 55,093
Beginning Working Capital - Jan 1 818,912 801,284 801,284 682,748 292,109
Ending Working Capital - Dec 31 801,284 421,142 682,748 292,109 347,202
Net Change In Working Capital ($17,628)($380,143)($118,537)($390,639)$55,093
Operating Revenues
435 Airport
Page 137
2015-2016 Biennial Budget Section IV: Operating Budget
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.
2013 & 2014 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.
2015 & 2016 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.
Page 138
2015-2016 Biennial Budget Section IV: Operating Budget
Fiduciary Fund
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
2,551,843 2,446,991 2,446,991 2,580,481 2,486,300
70,036 63,000 77,558 70,000 70,000
Investment Income 15,369 10,000 6,000 6,000 6,000
Unrealized Gain (Loss) on Investment (4,889) - - - -
- 231,000 231,000 - -
$2,632,359 $2,750,991 $2,761,548 $2,656,481 $2,562,300
176,047 173,931 173,931 160,618 160,818
3,042 3,136 3,136 3,563 3,840
6,280 4,000 4,000 6,000 6,000
2,446,991 2,569,924 2,580,481 2,486,300 2,391,642
$2,632,359 $2,750,991 $2,761,548 $2,656,481 $2,562,300
Beginning Fund Balance
611 Fire Pension
Revenues
Personnel Benefits
Services & Charges
Expenditures
Salaries & Wages
Fire Insurance Prevention Tax
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
Page 139
2015-2016 Biennial Budget Section IV: Operating Budget
PERMANENT FUNDS
Permanent funds are used to report resources that are legally restricted to the extent that only
earnings, and not principal, may be used for purposes that support the City’s programs. The City has
one permanent fund: Fund 701 - Cemetery Endowment Care Fund 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.
2013 & 2014 Accomplishments
Provided accountability for resources held in trust by the City.
Continued to maximize interest earnings.
2015 & 2016 Objectives
Provide accountability for resources held in trust by the City.
Continue to maximize interest earnings.
Page 140
2015-2016 Biennial Budget Section IV: Operating Budget
Permanent Fund
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
1,497,880 1,535,385 1,535,385 1,567,385 1,600,385
Beginning Fund Balance - Undesignated 88,036 94,179 94,179 96,279 97,479
Lot Sales 37,506 32,000 32,000 33,000 33,000
6,142 2,100 2,100 1,200 1,200
$1,629,564 $1,663,664 $1,663,664 $1,697,864 $1,732,064
1,535,385 1,567,385 1,567,385 1,600,385 1,633,385
94,179 96,279 96,279 97,479 98,679
$1,629,564 $1,663,664 $1,663,664 $1,697,864 $1,732,064
Beginning Fund Balance - Designated
701 Cemetery Endowment
Care
Revenues
Ending Fund Balance - Designated
Expenditures
Investment Income
Total Revenues
Ending Fund Balance - Undesignated
Total Expenditures
Page 141
2015-2016 Biennial Budget Section IV: Operating Budget
Page 142
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Page 143
2015-2016 Biennial Budget Section IV: Operating Budget
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 the King County District 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, and LEOFF Board agendas and minutes.
2013 & 2014 Accomplishments
Focused on and strived for courteous, prompt and responsible customer service to those with
whom we came in contact in our city responsibilities.
Continued level of customer service by responding to public record requests within five business
days.
Continued work with the Police Department and the District 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 City staff, 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 other 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.
Page 144
2015-2016 Biennial Budget Section IV: Operating Budget
2015 & 2016 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 District Court and to enhance prosecution effectiveness.
Work with City Council 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, City 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 City staff, as well as the regional and state participants, to
develop strategies for legislative bills to enhance the ability of Auburn and other cities in the state
to carry out their municipal responsibilities.
Continue 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.
Continue work with the Police Department and King County court services to develop
procedures to enhance effective pursuit of prosecution cases.
Continue work with local and regional service providers to address needs of victims of domestic
violence.
Work with IT and other departments of the City to facilitate convenient access to ordinances,
resolutions and other public records via the City’s website.
Page 145
2015-2016 Biennial Budget Section IV: Operating Budget
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.
Ordinances & Resolutions Prepared
Minimal increases in the number of ordinances prepared is partially reflective of change in practice whereby
only those Council actions which prescribe permanent rules of conduct or government that specifically require
adoption by ordinance according to state law are done by ordinance. Other Council actions involving
contracts or actions involving special or temporary nature can be accomplished by resolution.
Criminal Misdemeanor Cases
Criminal charges in cases involving state law are of two types - misdemeanors and felonies. Misdemeanor
offenses are punishable by imprisonment for a term of not more than one year and include minor assaults,
theft and driving under the influence. This graph illustrates the number of criminal misdemeanor cases filed by
the City Attorney’s Office.
0
1,500
3,000
4,500
6,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
3,088 3,225 3,202 3,226 3,258 3,290
2,549 2,518 1,933 2,258 2,444 2,566
Public Disclosure Requests
# Requests Respond in 5 Days
0
50
100
150
200
2011 2012 2013 2014 Est 2014 Goal 2016 Goal
47 52 44 46 45 45
118 106 127
135 135 135
Ordinances & Resolutions Prepared
Ordinances Resolutions
2,000
2,400
2,800
3,200
3,600
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
3,275
2,873
2,470
2,997 3,057
3,118
Criminal Misdemeanor Cases Filed
Page 146
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
932,517 985,992 985,992 1,030,017 1,043,406
342,405 392,653 392,653 386,725 415,265
Supplies 5,386 11,200 11,200 11,300 13,800
101,075 118,700 118,700 136,850 138,200
Intergovernmental 377,306 149,200 149,200 287,000 228,000
- - - - -
225,792 223,200 223,200 350,269 358,035
$1,984,481$1,880,945$1,880,945$2,202,161$2,196,706
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.15 Legal
Expenditures
Department Employees
001 Legal FTE's 20122013201420152016
Legal FTE's 13.0013.0014.0014.0014.00
TOTAL LEGAL FTE's13.0013.0014.0014.0014.00
Full Time Equivalent (FTE)
1.0 FTE Records Clerk was added via Budget Amendment #6 in 2014.
Page 147
2015-2016 Biennial Budget Section IV: Operating Budget
Page 148
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Page 149
2015-2016 Biennial Budget Section IV: Operating Budget
The Community Development & Public Works Director oversees three separate departments within
the General Fund: Community Development, Public Works, and Streets.
COMMUNITY DEVELOPMENT SERVICES
Mission Statement
To serve the Auburn community by providing consistent, high quality customer service, and
implementing City Council goals in land use planning, protection of the environment, and building
safety and efficiency.
Department Overview
Community Development Services is responsible for the following:
Formulate and recommend comprehensive goals on planning, ensuring 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;
determine final action on environmental issues.
Ensure compliance with adopted building codes.
Act as the 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.
Manage the City’s One Stop Permit Center.
Administration of the City’s business license program and parking permit program.
Provide staff to planning commission, 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 on 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 and private annexations.
Develop and maintain zoning ordinance.
Act as liaison to Auburn Chamber of Commerce and Auburn Downtown Association.
Coordinate citywide parking management initiatives.
2013 & 2014 Accomplishments
During 2013 and 2014, assisted in the permitting, renovations, and openings of Auburn High
School, Trek Multi-Family development, two new buildings at Green River Community College,
seven new warehouse/manufacturing facilities, the redevelopment and tenanting of the Outlet
Collection, Waste Management compressed natural gas facility, the Fenster Levee Setback, Auburn
Marketplace, the Jimmy John’s strip mall, two O’Reilly Auto Parts stores, Orion Aerospace,
Multi-Care occupancy at the 3rd floor of 1 East Main Street, and the HCSA Laundry Facility.
Facilitated the adoption of ordinances that regulate communal residences, electric fences, three
rezones, modifications to the C-1 zone, modification to impact fees, the 2012 building code, and a
series of City-initiated Comprehensive Plan amendments.
Page 150
2015-2016 Biennial Budget Section IV: Operating Budget
Helped facilitate the acquisition of suite 380 at 1 East Main, the Trek property, 2 Teutsch
properties, Orion, Rice, and the Chase Bank parking lot swap.
In 2013, achieved a 95% renewal rate for City business licenses.
In 2013, issued 429 new single-family residential building permits with a total construction
valuation of $94,467,746 and 57 commercial building permits with a total construction valuation
of $138,222,951.
In 2013, performed 2,727 building plan reviews for residential and commercial development and
11,987 building inspections averaging 48 inspections per day.
In 2013, provided customer service via in-person discussions, phone calls, and electronic mail
messages to 27,854 clients.
In 2013, opened 716 code compliance cases and closed out 682 code compliance cases.
In 2013, conducted 1,725 land use reviews, completed 242 engineering reviews, facilitated 27
Pre-Construction Meetings and 44 Pre-Application Conferences, conducted 127 sign permit
reviews, and issued 147 parking permits.
In 2013, approved nine preliminary plats totaling 278 lots and seven final plats totaling 212 lots.
Completed a webpage overhaul for Planning and Community Development.
Completed a variety of customer service lobby enhancements including the creation of a Public
Works sit down counter space, resigned the lobby, installed two public computers, installed a
new monitor to announce city events, repainted the lobby, installed a semi private cubicle, and
removed a number of items that created a cluttered appearance.
Installed 3 pedestrian kiosks in the downtown core.
Initiated the Auburn Visioning process – Imagine Auburn.
Coordinated the process for adopting a marijuana moratorium and initiated the public process for
considering future development regulations.
Secured additional grant funding, and completed final design, permitting, and construction of the
Fenster Levee Setback, Phase 2b Project. City funding of $35,000 was leveraged 35:1 to
complete a $1.3M project.
Worked in coordination with the Army Corps of Engineers to finalize the design of the Mill Creek
Wetland 5K Project, formalized the City’s role as a non-federal sponsor through a Project
Partnership (construction) Agreement, completed the required real estate acquisitions and
certifications, and supported the award of a federal contract for project construction to take place
in 2015 and 2016.
2015 & 2016 Objectives
Coordinate the adoption of the 2015 International Building Codes.
Work with City Council to implement SMART (Specific, Measurable, Attainable, Relevant and
Time-bound) goals.
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 the City Council on climate action planning and policy development to create and
implement a framework for planning, interdepartmental coordination, and public engagement in
order to advance environmental sustainability, energy/cost efficiency, and resource conservation
in Auburn. Planned initiatives include the establishment of a community stakeholder
Environmental Quality Committee, updating the City’s 2010 Greenhouse Gas Inventory, and the
development of a City climate action plan.
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.
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2015-2016 Biennial Budget Section IV: Operating Budget
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 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.
Implement work flow efficiencies for improved code enforcement response times and reduction
in open case files.
Update Chapter 1.25 of the Auburn City Code – Code Enforcement Administrative Procedures.
Update Title 5 of the Auburn City Code – Business Licensing.
Upgrade permit software system.
Complete all development regulation updates for land use, zoning, floodplains, Shoreline Master
Program, and critical areas ordinance.
Complete additional lobby enhancements including electronic check in, posting of historic photos,
and development of a public work station.
Inventory, map, and develop a comprehensive program for the ongoing monitoring and
maintenance of the City’s environmental assets – including the 200-acre Auburn Environmental
Park, more than 100 City and privately owned environmental mitigation and restoration sites,
and numerous other City-owned sensitive area tracts.
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2015-2016 Biennial Budget Section IV: Operating Budget
Efficient Processing of Project Permits
The City incorporates a 120-day timeline into its code (ACC Section 14.11.010). With moving from a manual time
period tracking to an automated system associated with its permit management software, the City seeks to track and
increase the efficiency of project permit processing by reducing the average processing timeframe by five percent each
year in the coming biennium.
PERFORMANCE MEASURES - COMMUNITY DEVELOPMENT SERVICES
Number of Building Permits Issued
This performance measure shows the number of building permit applications submitted, reviewed for conformance
with applicable standards, and approved (issued) by the City. The building permit category includes not only
authorization of construction of new buildings, but additions and modifications to existing buildings. The level of
building permit activity is often cyclical and governed by local economic conditions and trends generalized across the
various categories of construction such as residential, commercial, or industrial. The level of building permit activity is
an expression of community reinvestment and increasing assessed valuation.
Code Enforcement - Cases Opened & Closed
This performance measure is indicative of the identification and resolution of code enforcement cases. It shows the
volume of new cases that the city has received (opened) and the volume of cases that have been resolved (closed).
The performance measure reflects a combination of factors, including identification and resolution of violations by code
enforcement staff, the ability to effectively resolve violations, and the public’s increasing awareness of the City’s laws
and code enforcement services through the filing of complaints.
0
300
600
900
1,200
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
480
908 902
700 725 750
Building Permits Issued
0
400
800
1,200
1,600
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
780 856 716 750 750 750 756 788 710 850 850 850
Cases Opened & Closed
Opened Closed
0
35
70
105
140
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
100
90 80
100
95 90
Number of Days in Permit Processing
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2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
2,042,411 1,953,022 1,953,022 2,047,828 2,083,283
782,038 798,184 798,184 862,456 924,418
Supplies 23,020 19,000 19,000 22,000 22,000
1,056,734 781,800 781,800 661,000 627,300
Intergovernmental 148,518 122,000 122,000 148,600 156,200
714,128 525,100 525,100 569,655 527,298
$4,766,848 $ 4,199,107 $ 4,199,107 $ 4,311,539 $4,340,499
Salaries & Wages
Personnel Benefits
Services & Charges
001.17 Community
. Development
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Community Development FTE's 20122013201420152016
Community Development FTE's 28.00.29.00.26.00.27.00.27.00.
TOTAL COMMUNITY DEVELOPMENT FTE's28.0029.0026.0027.0027.00
Full Time Equivalent (FTE)
In 2014, the Planning and Development Department was renamed Community Development.
1.0 FTE - 1 Economic Development Planner was approved in 2013 via Budget Amendment #1.
1.0 FTE - 2015 budget includes the addition of a Code Enforcement Officer.
3.0 FTE's - Moved the Community Services Assistant, Neighborhood Programs Manager, and Veteran's/Human Services
Coordinator FTE's to the Administration Department in 2014.
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2015-2016 Biennial Budget Section IV: Operating Budget
PUBLIC WORKS
Mission Statement
Public Works strives to foster and support the quality of life of the community and to promote
vigorous economic development by providing reliable and safe public streets and utilities and by the
careful management of new infrastructure constructed by the City and new development.
Department Overview
The Public Works Department is functionally divided into the Administrative and Engineering Services
& Management, Transportation Planning & Management, and Utility Planning & Management
sections located in the Customer Service Center plus the Equipment Rental, Street, Sewer, Storm, and
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.
2013 & 2014 Accomplishments
Participated in quarterly management meeting of the King County Flood Control District
Advisory Board (KCFCD) to affect policy making to the City’s benefit.
Completed the removal of the temporary levee sandbags that were installed in response to the
Howard Hanson dam emergency.
Completed an agreement that was coordinated with Legal and Finance staff on the requirements
for the City to serve utilities to Muckleshoot Indian Tribe (MIT) Trust lands for new development.
Continued implementation and conformity with the City’s Phase II Storm Drainage permit.
Worked with Legal & Planning on swap of properties with Washington State Department of
Transportation (WSDOT) to gain additional Auburn Environmental Park (AEP) properties.
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 Burlington Northern and Santa Fe Railroad
Third Rail project and its potential impacts to the City.
Participated in several regional transportation forums on key projects – South County Area
Transportation Board (SCATBD), Regional Project Evaluation Committee (RPEC), King County
Project Evaluation Committee (KCPEC), Puget Sound Regional Council (PSRC), Pierce County
Transportation Coordinating Committee (PCTCC), and the Regional Access Mobility Partnership
(RAMP).
Completed annual updates to the 6-year Transportation Improvement Plan.
Completed annual updates to the Comprehensive Transportation Plan.
Secured over $10 million in grants 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).
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2015-2016 Biennial Budget Section IV: Operating Budget
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.
2015 & 2016 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 6-year Transportation Improvement Plan.
Complete major 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 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 the Innovation and Technology Department 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.
Work with the City of Pacific to complete a corporate boundary line adjustment along the A
Street SE Corridor for public safety and continuity of responsibility.
Continue to apply for grants to help fund projects programmed in the 6-year Transportation
Improvement Plan.
Work with the Finance Department to acquire planned utility revenue bond in 2015.
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.
Complete the implementation of the E-builder project management software to help improve the
effectiveness, efficiency, and accountability of the City’s capital projects.
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2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
1,390,154 1,318,480 1,318,480 1,364,889 1,380,074
535,981 579,322 579,322 621,296 673,224
Supplies 27,657 26,275 26,275 26,150 26,150
307,309 369,600 369,600 269,290 271,790
Intergovernmental 2,009 12,000 12,000 15,000 15,000
34,217 - - - -
431,400 351,100 351,100 344,405 345,263
$2,728,726 $2,656,777 $2,656,777 $2,641,029 $ 2,711,502
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.32 Public Works
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Public Works FTE's 20122013201420152016
Engineering FTE's 43.00.46.00.49.00.49.00.49.00.
Facilities FTE's 9.00.9.00.0.00.0.00.0.00.
Emergency Management 0.00.2.00.0.00.0.00.0.00.
TOTAL ENGINEERING FTE's 52.0057.0049.0049.0049.00
Full Time Equivalent (FTE)
0.4 FTE - Emergency Management Office Assistant was increased to from 0.6 FTE to 1.0 FTE in 2013 via BA#1.
-1.0 FTE - Maintenance and Operations Manager position was reclassified from Public Works to ER&R in 2013.
-9.0 FTE's - 9.0 Facilities FTE's were moved from Public Works to the Administration Department in 2014.
1.0 FTE - Added 1.0 Project Survey Technician in 2014 via Budget Amendment #8.
2.0 FTE's - Added 2.0 Stormwater Management Inspectors in 2014 via Budget Amendment #8.
4.0 FTE's - In 2013, Council approved 4 FTE's for 2013 budget: Construction Clerk, 2 Senior Project Engineers and 1
Assistant Project Engineer.
-2.0 FTE's - 2.0 Emergency Management FTE's were moved from Public Works to the Administration
Department in 2014.
1.6 FTE's - Emergency Management FTE's added to the Public Works Department from the Police Department effective
January 2013.
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2015-2016 Biennial Budget Section IV: Operating Budget
STREETS
Mission Statement
Streets’ purpose is to provide a safe and efficient transportation system that serves the present and
forecasted needs of the Auburn community.
Department Overview
The transportation system is managed by both the Street Division of Maintenance and Operations
Services and the Transportation Division of Engineering Services within Public Works.
The Streets Division has over 216 centerline miles of roadways to maintain. Some of the key
maintenance duties include pavement patching, crack sealing, snow and ice removal, alley and
shoulder grading, sidewalk maintenance and repair, street lighting, signs, and traffic markings.
The Transportation Division is responsible for the key administrative and engineering duties including
the Transportation Comprehensive System Planning, Capital Transportation infrastructure planning,
grant program administration, 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.
2013 & 2014 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 (overseen by engineering and completed through contracting with Pierce
and King County).
Continued to support the implementation of the City’s traffic calming program.
Worked with Puget Sound Energy (PSE) and the Innovation and Technology 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 identified
through the use of a Washington State Department of Transportation Retroreflectometer.
Continued making guardrail repairs and other roadside safety improvements.
2015 & 2016 Objectives
Implement the use of a four-person Asphalt Crew to improve and increase the life of existing
street surfaces – ultimately saving the City money in contracted street repair and rebuild costs.
Improve efforts to maintain local streets in fair to good condition by crack sealing and increased
grind and patch operations to increase the life of the street and postpone the need for overlays.
Continue to implement a street sign inventory and minimum reflectivity level maintenance
program through the use of approved methods including the use of a Retroreflectometer.
Refresh striping on public roads and continue to refresh thermoplastic pavement markings and
legends as needed.
Implement in-house sidewalk maintenance/repair program to improve pedestrian safety
throughout the City.
Continue to support the implementation of the City’s traffic calming program through the
placement of “Speed Cushions” as directed by the City of Auburn Traffic Engineer.
Continue to update inventory of new street light systems.
Continue implementing annual Pothole Patrol program pavement repairs.
Continue citywide repairs or replacement of damaged and worn street signs.
Continue making guardrail repairs and other roadside safety improvements.
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2015-2016 Biennial Budget Section IV: Operating Budget
The City is responsible for the maintenance of asphalt paved streets. Streets that are in fair to good
condition require crack sealing to prolong the life by keeping water out. When water enters the asphalt
the rate of deterioration increases significantly. This work supplements the current Save Our Streets
program which concentrates on sealing local residential streets needing thin overlays. City staff is
concentrating on streets in good condition to prolong the need for them to require an overlay.
PERFORMANCE MEASURES - STREET DEPARTMENT
Percentage of Street Striping Refreshed
The City is responsible for maintaining the delineation of travel lanes on streets within the City. Each
year the painted striping fades due to weather and traffic. The City contracts the work out to refresh
the striping, and our goal is to complete 100% of the streets that have painted channelization annually
to improve safety for the traveling public.
Street Lights Repair within 48 Hours
TheCity is responsibleforthemaintenance of most of thestreetlights in theCitywhilesomeareasare
maintained by PugetSoundEnergy.TheCityhasagoal to haveallstreetlightsrepairedwithin 48 hour
of beingnotified to ensuresafetyandconvenienceforthepublic(thisdoesnotincludelightpoles
damaged in traffic accidents).
Lane Miles of Crack Sealant
0.0%
25.0%
50.0%
75.0%
100.0%
125.0%
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
100%100%100%100%100%100%
Percentage of Street Striping Refreshed
0
15
30
45
60
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
35 35 41
30 30 30
Lane Miles of Crack Sealant
0.0%
25.0%
50.0%
75.0%
100.0%
125.0%
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
87%78%91%93%
100%100%
Percentage of Street Lights Repaired within 48 Hours
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2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
736,438 802,160 802,160 846,128 879,281
394,424 456,218 456,218 448,441 486,511
Supplies 153,476 230,300 230,300 230,300 230,300
925,609 1,088,658 1,088,658 1,056,947 1,059,947
Intergovernmental 146,062 200,000 200,000 200,000 200,000
559,610 529,381 529,381 583,860 563,595
$2,915,619 $3,306,718 $3,306,718 $3,365,676 $3,419,634
Salaries & Wages
Personnel Benefits
Services & Charges
001.42 Streets
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Street FTE's 20122013201420152016
Street FTE's 19.00.19.00.19.00.19.00.19.00.
TOTAL STREET FTE's 0.000.000.000.000.00
Full Time Equivalent (FTE)
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2015-2016 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Community Development & Public Works Director is responsible for the budget
in the following special revenue funds:
Fund 102 - Arterial Street Fund, funded by transportation grants, traffic impact fees, a portion of the
City’s gas tax receipts, Public Works Trust Fund loans, as well as other funding sources for street
capital construction projects.
Fund 103 - Local Street Fund, created in 2005, budgets revenue from sales taxes on construction for
local street repair.
Fund 105 - Arterial Street Preservation Fund, funded by a 1% utility tax that was adopted by Council
in 2008 and restricted for arterial street repair and preservation projects.
Fund 121 - Business Improvement Area (BIA) Fund accounts for special assessments received from
downtown property owners for downtown promotion and improvements.
2013& 2014 Accomplishments
Completed annual improvements under the Save our Streets Program.
Completed annual improvements under the Arterial Street Preservation Program.
Continued implementation of the Annual Bridge Maintenance Project.
Completed construction on the following capital projects:
o M St Underpass Project
o Auburn Way South & M St SE Improvements
o Citywide Traffic Signal Safety Improvements
o Citywide Guardrail Safety Improvements
o Lea Hill Safe Routes to School Improvements
o Annual Traffic Signal Improvements
o School Zone Flashing Beacon Communications Upgrades
o 8th St NE & 104th St SE Intersection Safety Improvements
o 8th St NE Intelligent Transportation System (ITS) Improvements
Continued to fund Lakeland Hills and Community Circulator Shuttle programs.
Continued the South 277th Project Wetland Mitigation Monitoring Program.
Executed agreements with project partner and secured full funding for the South 277th St
Widening Project (Auburn Way North to Green River Bridge).
Supported the Auburn Downtown Association in its promotional efforts for downtown property
owners and retailers.
2015 & 2016 Objectives
Continue to fund Lakeland Hills Shuttle program.
Complete annual improvements under the Save our Streets Program.
Implement the annual Arterial Preservation Program.
Implement the biennial Arterial Bicycle and Safety Improvements Program.
Implement the annual Pedestrian Accessibility & Safety Program.
Implement the annual Traffic Signal Improvements Program.
Complete various programmed preliminary studies.
Complete construction on the following capital projects:
o S 277th St Widening Project (Auburn Way North to Green River Bridge)
o Auburn Way South Pedestrian Improvements (Dogwood to Fir)
o Auburn Way South Corridor Improvements (Fir to Hemlock)
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2015-2016 Biennial Budget Section IV: Operating Budget
o Auburn Way South (SR-164) Corridor Safety Improvements (Muckleshoot Plaza to
Dogwood)
o W Main St Multi-Modal Corridor Improvements (Interurban to West Valley Highway)
o South 277th St Wetland Mitigation Monitoring Program
o I St NE & 22nd St NE Intersection Safety Improvements
o 37th St SE & A St SE Intersection Safety Improvements
o Traffic Management Center Improvements
Begin Design on the following capital projects:
o F St SE Non-Motorized Improvements
o Auburn Way North & 1st St NE Signal Improvements
o 124th Avenue SE Corridor Improvements Phase 2
o SE 320th St Corridor Improvements
o Lea Hill Corridor Improvements
o West Valley Highway Corridor Projects
o Auburn Way South & 12th St SE Intersection Improvements
o Evergreen Heights Safe Routes to School Improvements
Continue to support the Auburn Downtown Association to promote the central business area.
Page 162
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
2,143,713 2,435,922 2,435,922 1,312,844 1,108,704
1,625,398 4,417,671 2,613,407 5,560,137 10,243,740
2,064,126 2,954,861 3,149,747 4,000,000 -
530,000 530,000 530,000 530,000 530,000
954,145 1,075,405 1,075,489 - -
1,779 2,500 2,200 2,000 2,000
11,786 - - 1,050,000 -
3,044,491 215,500 215,500 - -
6,182 45,272 45,272 - -
164,048 2,515,038 1,025,028 3,008,453 1,313,047
$10,545,668$14,192,169$11,092,565$15,463,434$13,197,491
402,435 475,686 475,686 592,318 607,605
165,768 169,880 169,880 212,455 218,363
228,385 290,000 290,000 200,000 135,000
7,144,396 12,096,734 8,459,963 13,061,564 11,068,932
71,400 70,200 70,200 71,150 74,550
90,803 176,063 196,005 196,006 196,006
6,561 19,899 17,987 21,237 20,256
Transfer Out - 127,885 100,000 - -
2,435,922 765,822 1,312,844 1,108,704 876,779
$10,545,668$14,192,169$11,092,565$15,463,434$13,197,491
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Debt Service Principal
Debt Service Interest
Expenditures
Salaries & Wages
Miscellaneous Revenue
Operating Transfers In
Total Revenues
Beginning Fund Balance
Federal Grants
State Grants
State Entitlements (Motor Vehicle Fuel Tax)
Other Governmental Agencies
102 Arterial Street
Revenues
Investment Income
Developer Contributions
Public Works Trust Fund Loans
Page 163
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
1,735,483 1,916,907 1,916,907 1,196,068 348,566
1,942,720 1,560,000 1,700,000 1,600,000 1,450,000
3,515 3,350 2,442 2,500 2,500
29,125 - - - -
- - - - -
150,000 150,000 150,000 150,000 150,000
$3,860,843$3,630,257$3,769,349$2,948,568$1,951,066
60,871 82,240 82,240 89,324 92,448
22,346 24,151 24,151 39,243 42,589
Supplies - - - - -
249 300 300 300 300
1,846,672 2,425,305 2,425,305 2,458,665 1,452,423
13,800 13,400 13,400 12,470 12,240
- 27,885 27,885 - -
1,916,907 1,056,976 1,196,068 348,566 351,066
$3,860,843$3,630,257$3,769,349$2,948,568$1,951,066
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Transfer Out
Expenditures
Salaries & Wages
Investment Income
Miscellaneous Revenue
Bond Proceeds
Operating Transfers In
Total Revenues
Beginning Fund Balance
Sales Tax On Construction
103 Local Street
Revenues
Page 164
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
1,680,301 1,482,515 1,482,515 521,910461,200
2,003,229 2,041,223 2,018,7802,053,2002,072,900
- - - 80,000 1,052,900
- - - - -
3,244 1,500 1,500 1,500 1,500
- - - - -
- - - - -
- - - - -
$3,686,775$3,525,238$3,502,795$2,656,610$3,588,500
102,118 44,701 44,701 60,158 61,550
34,581 16,130 16,130 21,913 22,494
Supplies - - - - -
- 100,000 100,000 150,000 150,000
2,067,561 3,120,579 2,792,169 1,877,928 2,650,336
- - - - -
- 27,885 27,885 85,410 467,010
1,482,515 215,943 521,910 461,200 237,110
$3,686,775$3,525,238$3,502,795$2,656,610$3,588,500
Total Revenues
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Transfer Out
Expenditures
Salaries & Wages
105 Arterial Street
. Preservation
Revenues
Bond Proceeds
Miscellaneous Revenue
Operating Transfers In
Beginning Fund Balance
Utility Taxes
Federal Grants
State Funds
Investment Income
Page 165
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
24,456 41,152 41,152 41,212 41,272
69,475 55,000 55,000 55,000 55,000
84 40 60 60 60
$94,015 $96,192 $96,212 $96,272 $96,332
4,168 8,000 4,200 4,200 4,200
48,695 47,000 50,800 50,800 50,800
41,152 41,192 41,212 41,272 41,332
$94,015 $96,192 $96,212 $96,272 $96,332
Ending Fund Balance
Total Expenditures
121 Business
. Improvement Area
Revenues
Services & Charges
Expenditures
Supplies
Investment Income
Total Revenues
Beginning Fund Balance
Business Improvement Area
Page 166
2015-2016 Biennial Budget Section IV: Operating Budget
WATER UTILITY
Mission Statement
Provide for the efficient, environmentally sound, and safe management of the existing and future
water system within Auburn’s service area.
Department Overview
The Water Utility is responsible for providing potable water to Auburn’s customers that meets or
exceeds the regulations and recognized standards of today and into the future by efficiently
administering, 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.
2013 & 2014 Accomplishments
Completed the utility revenue and expense analysis.
Completed comprehensive cost-of-service study and system development charges study to
evaluate the need for changes to the City’s water rate structure.
Completed construction of the 132nd Ave SE Intertie to Tacoma Pipeline 5.
Completed construction of the Academy Booster Pump Station project.
Negotiated and executed an agreement to purchase water from Tacoma Public Utilities through
the Cascade Water Alliance agreement.
Started construction of the Well 1 Improvements project.
Completed construction of the Supervisory Control and Data Acquisition (SCADA) Upgrade
project.
Initiated design of the West Hill Springs Improvements project.
Started construction of the Well 4 Power and Chlorination project.
Started Construction of the Valley AC Main Replacement project.
Completed the Facilities Evaluation Study.
Completed the Water Utility Meter & Billing System Improvements study.
Continued Phase 1A (evaluation and analysis) of the Fulmer Well field Improvements project.
Completed design and construction of the BNSF Utility Crossing project.
Initiated Unidirectional Flushing Program. Completed flushing in Lea Hill service area and
northern end of the Valley service area.
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.
2015 & 2016 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 the update to the Comprehensive Water System Plan.
Complete construction of the Well 1 Improvements project.
Complete construction of the Valley AC Main Replacement project.
Complete construction of the Well 4 Power and Chlorination project.
Complete construction of the Lakeland Hills Reservoir 5 Improvements project.
Complete design and construction of the West Hill Springs Improvements project.
Complete design and construction of the Lea Hill Pressure Zone Improvements project.
Complete design and construction of the Muckleshoot Indian Tribe Master Meters project.
Complete design and construction of the Lea Hill Pressure Reducing Valve Station Improvements
project.
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2015-2016 Biennial Budget Section IV: Operating Budget
Initiate construction of the Water Utility Meter & Billing System Improvements project.
Continue Unidirectional Flushing program in the Valley service area.
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.
Prepare for new water quality requirements.
Continue to review properties with the Finance and Innovation & Technology 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.
The water conservation program’s goal is to reduce water use by 1% per year from current usage
levels until the conservation goal is reached in 2019.
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2015-2016 Biennial Budget Section IV: Operating Budget
Thisindicatormeasuresthecomplaintratesexperienced by theutilitywithindividualquantification of
thoserelated to customerserviceandthoserelated to coreutilityservices.Thismeasure is expressed as
complaints per 1,000 population.
Residential Consumption
One of themajorgoalsforthewaterconservationprogram is to reducewaterconsumptionper
service connection through public education, technical assistance, system measures, and incentives.
PERFORMANCE MEASURES - WATER
System Losses
Aprogramwasdeveloped to minimizelosses in thesystemwhichincludeleakdetectionandmeter
testing/replacement.Systemloss is theamount of waterproducedlesstheamount of watersold or
authorized for beneficial use.
Customer Service Complaints Per 1,000 Population
0.0%
4.0%
8.0%
12.0%
16.0%
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
9.0%10.4%9.7%9.0%8.5%8.5%
System Losses (Percent of Production)
0.00%
0.05%
0.10%
0.15%
0.20%
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
0.06%0.07%
0.11%
0.15%0.14%
0.12%
Customer Service Complaints Percentage Per 1,000 Customers
0
75
150
225
300
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
179 173 173 175 179 179
Consumption -Gallons/Day Per Residential Connection
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2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
343.400Water Sales 11,524,256 12,871,725 12,933,839 13,137,465 13,593,782
343.431Unmetered Water Sales 27,027 15,000 15,000 15,000 15,000
343.433Water Application 144,068 90,000 90,000 90,000 90,000
Total Operating Revenues 11,695,351 12,976,725 13,038,839 13,242,465 13,698,782
Operating Expenses
534.000.10Salaries & Wages (2,318,264) (2,422,121) (2,422,121) (2,500,447) (2,553,693)
534.000.20Personnel Benefits (1,067,754) (1,183,327) (1,183,327) (1,204,362) (1,302,265)
534.000.30Supplies (204,757) (291,047) (291,047) (313,128) (321,994)
534.000.40Services & Charges (4,181,567) (4,800,492) (4,800,492) (4,881,275) (5,185,175)
534.000.50Intergovernmental - - - - -
534.000.90Interfund Payments For Srv (1,122,959) (1,131,481) (1,131,481) (1,290,575) (1,276,967)
534.000.00Depreciation & Amortization (2,289,289) (2,399,000) (2,399,000) (2,571,800) (2,726,100)
Total Operating Expenses (11,184,589) (12,227,468) (12,227,468) (12,761,587) (13,366,194)
Operating Income (Loss) 510,762 749,257 811,371 480,878 332,588
Non Operating Revenues (Expenses)
361.110 Investment Income 23,020 47,000 9,000 9,000 9,000
332.212/362.500Miscellaneous Revenue (Expense) 214,324 204,319 220,668 206,854 206,854
534.100.80Debt Service Interest (708,506) (1,114,362) (1,114,362) (1,023,511) (1,006,253)
Total Non Op Rev (Exp) (471,163) (863,043) (884,694) (807,657) (790,399)
Net Income (Loss) 39,599 (113,786) (73,324) (326,779) (457,811)
Items Not Affecting Working Capital
535.801.00Depreciation & Amortization 2,289,289 2,399,000 2,399,000 2,571,800 2,726,100
Net W/C From Operations 2,328,887 2,285,214 2,325,676 2,245,021 2,268,289
Resources Other Than Operations
337.069Interlocal Grants - - - - -
396.101Contributed Capital - System Dev. 599,504 320,000 450,000 350,000 350,000
396.102Contributed Capital - Area Assmts. 224 - - - -
396.104Contributed Capital - Outside Dev. 405,939 - - - -
382.200Bond Proceeds - Revenue Bonds 7,230,233 - - 5,150,000 -
391.800Public Works Trust Fund Loans 1,525,447 1,077,945 1,077,945 - -
397.100Operating Transfers In - - - 200,000 -
399.000Other Sources 1,749,268 - - - -
Total Resources 11,510,614 1,397,945 1,527,945 5,700,000 350,000
Uses Other Than Operations
590.100.00Other Uses (2,538,273) - - - -
590.100.11Inc In Fixed Assets - Salaries (221,970) (215,960) (215,960) (240,001) (245,725)
590.100.20Inc In Fixed Assets - Benefits (87,633) (73,909) (73,909) (84,000) (86,003)
590.100.55Operating Transfers Out (50,000) (297,885) (297,885) (277,542) (50,000)
597.100.63Inc In Fixed Assets - Improve. (44,129) - - - -
590.100.65Inc In Fixed Assets - Construction (5,434,535) (13,531,263) (11,537,530) (4,795,894) (2,018,272)
590.100.70Debt Service Principal (1,469,837) (1,390,979) (1,390,979) (1,699,394) (1,702,563)
Total Uses (9,846,378) (15,509,996) (13,516,263) (7,096,831) (4,102,563)
Net Change In Working Capital 3,993,123 (11,826,837) (9,662,642) 848,190 (1,484,274)
Beginning Working Capital - Jan 1 10,196,281 14,189,404 14,189,404 4,526,763 5,374,953
Ending Working Capital - Dec 31 14,189,404 2,362,568 4,526,763 5,374,953 3,890,679
Net Change In Working Capital $ 3,993,123 $ (11,826,837) $ (9,662,642) $ 848,190 $ (1,484,274)
Operating Revenues
430 Water
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2015-2016 Biennial Budget Section IV: Operating Budget
Department Employees
430 Water FTE's 20122013201420152016
Water FTE's 22.00.22.00.24.00.24.00.24.00.
TOTAL WATER FTE's 22.0022.0024.0024.0024.00
Full Time Equivalent (FTE)
1.0 FTE - Added Utility Locator in 2014 via Budget Amendment #8.
1.0 FTE - Added a SCADA/Telemetry Specialist in 2014 via Budget Amendment #8.
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2015-2016 Biennial Budget Section IV: Operating Budget
SEWER UTILITY
Mission Statement
Provide for efficient, environmentally sound, and safe management of the existing and future sanitary
sewer waste needs of the City of Auburn.
Department Overview
Some of the key administrative and engineering duties include comprehensive system planning,
interaction and regulation of development, implementing Capital Improvement Projects, asset
management, and system budget management. Operational duties include general system
maintenance, minor repair and construction, and day-to-day operation. The City is responsible for
the collection and transmission of effluent to King County trunk lines. Auburn contracts with King
County for effluent treatment and disposal.
2013 & 2014 Accomplishments
Completed transfer of the monitoring, alarming, and data acquisition tasks for most sewer pump
stations to the City’s new Supervisory Control and Data Acquisition (SCADA) and telemetry
system.
Completed the biennial repair and replacement project.
Added backup power to four additional pump stations.
Upgraded the wet wells at several sewer pump stations to enable more effective access and
maintenance.
Decommissioned the D street pump station and transferred flows to a gravity system.
Restored cathodic protection for the buried steel drywells at City sewer pump stations.
Continued to upgrade the asset management databases through records evaluation and field
investigation.
Began an update of the utility’s hydraulic model and Comprehensive Sewer Plan.
Continued to review service properties with Finance and the Innovation & Technology
department to assure each developed property connected to the system has a sewer billing
account in Springbrook.
Engaged in regular preventative maintenance activities.
Upgraded CCTV equipment.
2015 & 2016 Objectives
Complete a manhole ring and cover replacement project.
Complete two new biennial repair and replacement projects.
Complete transfer of the monitoring, alarming, and data acquisition tasks for the 22nd St and R St
sewer pump stations to the City’s new Supervisory Control and Data Acquisition (SCADA) and
telemetry system.
Complete the update to the Comprehensive Sewer Plan.
Work with Innovation & Technology to coordinate the use of the Cartegraph and Pipelogix asset
management tools.
Train staff in the use of National Association of Sewer Service Companies (NASCCO) sewer line
inspection standards to enhance the consistency of pipe condition data.
Engage in regular preventive maintenance activities.
While there is no history of significant infiltration/inflow (I/I) problems within Auburn’s system,
the Comprehensive Plan Update will include an evaluation of any areas that are found to have
significant I/I and identify remediation measures.
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2015-2016 Biennial Budget Section IV: Operating Budget
Routineinspectionsandspotrepairs of sewerpipeshouldresult in fewermajorrepairsandreduce
incidents of back-ups or othermajorproblems.Remoteinspectionprovidestheimportantinformation
that determines capital projects in the following year.
Manhole Inspections
Inspection of manholesgivesaquickvisualobservation of thesewersystemfunction.By increasing
inspections, potential sewer blockages, infiltration & inflow, and surcharging can be observed.
PERFORMANCE MEASURES - SEWER
Linear Feet of Sanitary Sewer Pipe Cleaned
Pipecleaning is conductedusingahigh-pressuresewerjet to scourandremovedebrisfromtheinside
of the pipelines.
Linear Feet of Sanitary Sewer Remotely Inspected
0
100
200
300
400
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
296 297 288 298 300 300
Linear Feet Cleaned (Thousands of Feet)
0
75
150
225
300
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
171 178 179 174 160 160
Linear Feet Remotely Inspected (Thousands of Feet)
0
1,500
3,000
4,500
6,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
3,855
3,300 3,271
2,500
3,500 3,500
Manhole Inspections
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2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
343.500City Sewer Service Revenue 6,118,719 7,231,431 7,241,431 7,461,956 7,647,883
343.510Late Penalties 208,979 - 150,000 200,000 200,000
Total Operating Revenues 6,327,699 7,231,431 7,391,431 7,661,956 7,847,883
Operating Expenses
535.000.10Salaries & Wages (1,520,127) (1,679,782) (1,679,782) (1,700,535) (1,729,916)
535.000.20Personnel Benefits (681,571) (837,339) (837,339) (825,968) (889,338)
535.000.30Supplies (70,334) (129,675) (129,675) (122,000) (130,500)
535.000.40Services & Charges (2,320,295) (2,324,485) (2,324,485) (2,615,275) (2,723,275)
535.000.50Intergovernmental (4,192) (9,500) (9,500) (9,500) (9,500)
535.000.90Interfund Payments For Srv (1,009,191) (980,172) (980,172) (970,253) (952,338)
535.000.00Depreciation & Amortization (1,886,057) (1,946,100) (1,946,100) (2,004,000) (2,104,200)
Total Operating Expenses (7,491,768) (7,907,053) (7,907,053) (8,247,531) (8,539,067)
Operating Income (Loss) (1,164,070) (675,622) (515,622) (585,575) (691,184)
Non Operating Revenues (Expenses)
361.110Investment Income 20,355 11,700 12,500 13,000 13,000
369.900Miscellaneous Revenue (Expense) 180,381 68,995 68,995 70,128 70,128
535.100.80Debt Service Interest (253,574) (292,439) (292,439) (285,042) (277,082)
Total Non Op Rev (Exp) (52,838) (211,744) (210,944) (201,914) (193,954)
Net Income (Loss) (1,216,907) (887,366) (726,566) (787,489) (885,138)
Items Not Affecting Working Capital
535.801.00Depreciation & Amortization 1,886,057 1,946,100 1,946,100 2,004,000 2,104,200
Net W/C From Operations 669,150 1,058,734 1,219,534 1,216,511 1,219,062
Resources Other Than Operations
396.101Contributed Capital - System Dev. 2,390,237 240,000 280,000 240,000 240,000
396.102Contributed Capital - Area Assmts. 3,243 - - - -
396.104Contributed Capital - Outside Dev. 862,286 - - - -
399.000Other Sources 408,904 - - - -
Total Resources 3,664,670 240,000 280,000 240,000 240,000
Uses Other Than Operations
590.100.00Other Uses (2,208,979) - - - -
590.100.11Inc In Fixed Assets - Salaries (71,588) (199,323) (199,323) (225,353) (230,786)
590.100.20Inc In Fixed Assets - Benefits (29,790) (68,121) (68,121) (78,873) (80,776)
597.100.55Operating Transfers Out (50,000) (547,885) (547,885) (377,541) (50,000)
590.100.64Inc In Fixed Assets - Equipment (64,733) - - - -
590.100.65Inc In Fixed Assets - Construction (595,405) (2,861,431) (2,405,393) (2,300,934) (2,178,439)
590.100.70Debt Service Principal (433,107) (436,790) (436,790) (442,927) (541,127)
Total Uses (3,453,602) (4,113,550) (3,657,512) (3,425,628) (3,081,128)
Net Change In Working Capital 880,218 (2,814,816) (2,157,978) (1,969,117) (1,622,066)
Beginning Working Capital - Jan 1 12,072,579 12,952,797 12,952,797 10,794,820 8,825,703
Ending Working Capital - Dec 31 12,952,797 10,137,982 10,794,820 8,825,703 7,203,637
Net Change In Working Capital $ 880,218 $ (2,814,816) $ (2,157,978) $ (1,969,117) $ (1,622,066)
Operating Revenues
431 Sewer
Page 174
2015-2016 Biennial Budget Section IV: Operating Budget
Department Employees
431 Sewer FTE's 20122013201420152016
Sewer FTE's 11.00.10.00.10.00.10.00.10.00.
TOTAL SEWER FTE's 11.0010.0010.0010.0010.00
Full Time Equivalent (FTE)
1.0 Supernumerary position was deactivated in 2013.
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2015-2016 Biennial Budget Section IV: Operating Budget
STORM UTILITY
Mission Statement
Provide environmentally sound and effective management of the surface and shallow ground water
in the City of Auburn for the protection and welfare of the public.
Department Overview
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 operations. The City is responsible for the collection, transmission, treatment, and disposal of
surface waters to Mill Creek and the Green and White Rivers.
2013 & 2014 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.
Began a storm drainage inventory process to improve the utility records and system maps by
performing records evaluation and field investigations utilizing Global Positioning Satellite (GPS)
equipment.
Two Utility staff members completed the Low Impact Development Technical Training Program
and received certificates of completion.
Completed the scheduled installation of the Supervisory Control and Data Acquisition (SCADA)
equipment and communication upgrades at storm pump stations.
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.
Continued the monitoring of 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 construction of 30th St NE Area Flooding Project - Phase I to relieve flooding in the
vicinity of the Auburn Municipal Airport and surrounding areas.
Initiated the update to the 2009 Comprehensive Storm Water Drainage Plan to comply with State
law.
Applied for and received a $999,400 grant award from the Department of Ecology to improve
the storm drainage system at the Maintenance & Operations facility by providing additional
detention storage and water quality enhancements. The improvements will include Low Impact
Development (LID) techniques to reduce total runoff and expand the decant waste facility to
reduce the overall disposal cost to the utility.
Initiated a citywide storm pond cleaning program to remove accumulated sediment and
vegetation. This program utilized Maintenance & Operations staff and contracted with King
County to clean the largest storm drainage ponds.
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2015-2016 Biennial Budget Section IV: Operating Budget
2015 & 2016 Objectives
Review and revise City code to require Low Impact Development (LID) techniques as mandated
by the NPDES Phase 2 Permit.
Complete revisions to or adopt a Department of Ecology equivalent Surface Water Management
Manual per the NPDES Phase 2 Permit requirements.
Reduce flooding at the Burlington Northern and Santa Fe railroad underpass by completing Phase
2 of the Auburn Way South conveyance improvement.
Replace and/or install new storm drainage conveyance capacity improvements in conjunction
with the Arterial Street and Local Street Improvement projects.
Continue to improve utility records and system maps by performing records evaluation and field
investigations.
Improve overall system performance by continuing the citywide ditch maintenance program and
a storm video pipe assessment program.
Complete the storm drainage inventory process and utility records thereby improving the overall
management of City storm assets.
Continue to perform monitoring and investigate 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 TMDL.
Complete the update to the Comprehensive Storm Water Drainage Plan.
Provide ongoing spill response and detection of illicit storm system connections and discharges as
required by the NPDES permit.
Fully implement the use of CarteGraph as a work order management system and complete the
development of Standard Operating Procedures (SOP) for updating databases for CarteGraph and
the Geographic Information System (GIS) to allow for engineering and maintenance staff to edit
and track operations of the existing storm infrastructure.
Participate in future TMDL’s as required by the Washington State Department of Ecology
(WSDOE) and the Environmental Protection Agency (EPA).
Continue to contract with King County to rehabilitate large storm drainage facilities and clean out
major ditch sections.
Complete construction for the storm drainage infrastructure and decant facility improvements at
the Maintenance & Operations facility.
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2015-2016 Biennial Budget Section IV: Operating Budget
Thisperformancemeasurereflectsthereprioritization of stormworkforces to meetNPDES
requirements to inspectandcleanallcatchbasinsduringthepermitcycle.In 2012theresponsibility of
thestormpondmaintenancewastransferred to theStreetDepartment,allowingthefacilities to be
maintained more frequently.
Catch Basin Inspection
TheNPDESpermitrequirestheinspection of allcatchbasinswithintheCityduringapermitcycle
period.Theincreaseobserved in 2012wasdue to theneed to catch up on theoverallinspections.
The2015and2016goal is based on theanticipatedannualaveragerequired to meetpermit
conditions.
PERFORMANCE MEASURES - STORM
Tons of Debris Hauled
Theinitialprojectedincrease in thegraphbelow is due to NationalPollutionDischargeElimination
System(NPDES)requirements to inspectandclean,as necessary,allcatchbasinswithintheCityduring
thepermitcycleperiod.The2015and2016goal is based on theannualaveragerequired to meet
permit conditions.
Acres of Storm Drainage Ponds Maintained
0
400
800
1,200
1,600
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
1,340 1,115
1,064
1,100 1,200 1,300
Tons of Debris Hauled
0
200
400
600
800
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
150
400
600 600 605 610
Acres of Ponds Maintained
-
1,250
2,500
3,750
5,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
2,438
4,362
2,607 2,750 2,800 2,800
Catch Basin Inspection
Page 178
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
343.830Storm Drainage Services 7,950,107 8,561,917 8,608,322 8,791,695 9,011,487
343.833Storm Application Fees 149,651 60,000 110,000 60,000 60,000
343.840Late Penalties 84,545 - 85,000 80,000 80,000
Total Operating Revenues 8,184,303 8,621,917 8,803,322 8,931,695 9,151,487
Operating Expenses
535.000.10Salaries & Wages (2,032,858) (2,212,830) (2,212,830) (2,304,620) (2,336,909)
535.000.20Personnel Benefits (907,836) (1,064,283) (1,064,283) (1,131,907) (1,217,101)
535.000.30Supplies (78,407) (152,675) (152,675) (92,000) (93,500)
535.000.40Services & Charges (1,426,552) (1,599,025) (1,599,025) (1,564,015) (1,594,015)
535.000.50Intergovernmental (22,598) (110,000) (110,000) (112,000) (113,000)
535.000.90Interfund Payments For Srv (1,323,546) (1,297,375) (1,297,375) (1,333,465) (1,312,518)
535.000.00Depreciation & Amortization (1,529,701) (1,562,100) (1,562,100) (1,608,000) (1,688,400)
Total Operating Expenses (7,321,499) (7,998,289) (7,998,289) (8,146,007) (8,355,443)
Operating Income (Loss) 862,804 623,628 805,033 785,688 796,044
Non Operating Revenues (Expenses)
361.110Investment Income 20,944 10,700 10,700 16,000 16,000
333.970Contributions 119,770 999,400 989,513 259,887 -
369.900Miscellaneous Revenue (Expense) 63,563 57,725 641,816 58,674 58,674
535.100.80Debt Service Interest (404,968) (444,621) (444,621) (371,344) (360,525)
Total Non Op Rev (Exp) (200,691) 623,204 1,197,408 (36,783) (285,851)
Net Income (Loss) 662,114 1,246,832 2,002,441 748,905 510,193
Items Not Affecting Working Capital
535.801.00Depreciation & Amortization 1,529,701 1,562,100 1,562,100 1,608,000 1,688,400
Net W/C From Operations 2,191,815 2,808,932 3,564,541 2,356,905 2,198,593
Resources Other Than Operations
333.114Indirect Federal Grant - 200,000 - - -
334.027State Grant - - 282,000 - -
337.000Interlocal Grant 172,677 125,000 - - -
396.101Contributed Capital - System Dev. 1,033,128 315,000 450,000 350,000 350,000
382.200Bond Proceeds - Revenue Bonds 5,235,686 - - - -
397.100Operating Transfers In - 690,000 690,000 525,083 -
399.000Other Sources 822,844 - - - -
Total Resources 7,264,335 1,330,000 1,422,000 875,083 350,000
Uses Other Than Operations
590.100.00Other Uses (1,300,660) - - - -
590.100.11Inc In Fixed Assets - Salaries (160,384) (206,050) (206,050) (287,107) (294,980)
590.100.20Inc In Fixed Assets - Benefits (65,331) (70,321) (70,321) (100,487) (103,243)
597.100.55Operating Transfers Out (124,000) (262,785) (262,785) (349,000) (124,000)
590.100.63Inc In Fixed Assets - Improve. (11,782) - - - -
590.100.64Inc In Fixed Assets - Equipment (17,960) - - - -
590.100.65Inc In Fixed Assets - Construction (1,686,054) (14,250,461) (9,154,705) (4,964,848) (1,821,777)
590.100.70Debt Service Principal (545,886) (381,578) (381,578) (423,302) (413,162)
Total Uses (3,912,058) (15,171,195) (10,075,439) (6,124,744) (2,757,162)
Net Change In Working Capital 5,544,091 (11,032,263) (5,088,898) (2,892,756) (208,569)
Beginning Working Capital - Jan 1 10,218,848 15,762,939 15,762,939 10,674,042 7,781,286
Ending Working Capital - Dec 31 15,762,939 4,730,677 10,674,042 7,781,286 7,572,717
Net Change In Working Capital $ 5,544,091 $ (11,032,263) $ (5,088,898) $ (2,892,756) $ (208,569)
Operating Revenues
432 Storm Drainage
Page 179
2015-2016 Biennial Budget Section IV: Operating Budget
Department Employees
432 Storm FTE's 20122013201420152016
Storm FTE's 10.00.10.00.10.00.10.00.10.00.
TOTAL STORM FTE's 10.0010.0010.0010.0010.00
Full Time Equivalent (FTE)
Page 180
2015-2016 Biennial Budget Section IV: Operating Budget
SEWER METRO UTILITY
Department Overview
The City of Auburn contracts with King County’s Wastewater Treatment Division for sewage
treatment and disposal. The City pays King County for these services based on the County’s monthly
sewer rate and the number of customers served; the cost is then passed directly on to consumers. In
2013, the Sewer Metro Utility Fund was created in an effort to track these revenues and expenditures
separately from the City-owned and operated Sewer utility.
2013 & 2014 Accomplishments
The new fund was established and created by the Finance Department.
Made improvements to how the Quarterly Report of Sewerage Customers is prepared on a
quarterly basis.
Identified new accounts that require special setup for accurate reporting to King County.
2015 & 2016 Objectives
Continue to prepare the Quarterly Report of Sewerage Customers in a timely manner.
Continue to identify new accounts that require special setup for accurate reporting to King
County.
Page 181
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
343.531Metro Service Charge 14,803,706 14,500,000 15,000,000 15,526,037 15,757,687
343.532Metro Industrial Charge 580,544 500,000 650,000 575,000 575,000
Total Operating Revenues 15,384,249 15,000,000 15,650,000 16,101,037 16,332,687
Operating Expenses
535.000.50Intergovernmental (14,485,241) (15,030,000) (15,030,000) (16,056,900) (16,317,200)
Total Operating Expenses (14,485,241) (15,030,000) (15,030,000) (16,056,900) (16,317,200)
Operating Income (Loss) 899,008 (30,000) 620,000 44,137 15,487
Non Operating Revenues (Expenses)
361.110Investment Income 87 - 500 700 700
Total Non Op Rev (Exp) 87 - 500 700 700
Net Income (Loss) 899,095 (30,000) 620,500 44,837 16,187
Items Not Affecting Working Capital
- - - - -
Net W/C From Operations 899,095 (30,000) 620,500 44,837 16,187
Resources Other Than Operations
399.000Other Sources 927,716 - - - -
Total Resources 927,716 - - - -
Uses Other Than Operations
- - - - -
Total Uses - - - - -
Net Change In Working Capital 1,826,811 (30,000) 620,500 44,837 16,187
Beginning Working Capital - Jan 1 - 1,826,811 1,826,811 2,447,311 2,492,148
Ending Working Capital - Dec 31 1,826,811 1,796,811 2,447,311 2,492,148 2,508,335
Net Change In Working Capital $ 1,826,811 $ (30,000) $ 620,500 $ 44,837 $ 16,187
Operating Revenues
433 Sewer Metro
Page 182
2015-2016 Biennial Budget Section IV: Operating Budget
EQUIPMENT RENTAL
Mission Statement
The mission of Equipment Rental is to provide all City departments with a safe and reliable fleet, and
the fleet support services that each department needs to perform its mission.
Department Overview
Equipment Rental is responsible for maintenance, service, acquisition, and disposition of the City’s
vehicle and equipment fleet. Central Stores is a component of Equipment Rental and is responsible for
procuring, storing, and distributing supplies and material for many City operations. Central Stores also
maintains the City’s fuel storage and access system.
2013 & 2014 Accomplishments
Continued to improve fleet fuel economy by utilizing Zonar and implementing an idle policy.
Continued to find ways to extend vehicle life above industry standard by performing more
proactive preventative maintenance.
Monitored the newly purchased Compressed Natural Gas (CNG) vehicle to determine if it is an
efficient alternative fuel option for use in the fleet.
Continued to develop an overall level of service/customer service plan for Equipment Rental and
Central Stores.
2015 & 2016 Objectives
Investigate fuel systems for replacement in next budget cycle.
Continue to improve fleet fuel economy using new technologies and policies.
Investigate alternative fuel options, such as propane and electric/gasoline combined vehicles for
fleet fuel efficiency.
Utilize customer service survey and alternative feedback measures from customers to continue to
improve overall level of service.
Expedite Equipment Rental and Central Stores remodel project.
Page 183
2015-2016 Biennial Budget Section IV: Operating Budget
Additional Maintenance Performed during Preventative Maintenance Services
Unscheduledmaintenance is anyrepairthatwasnotplanned.Themajority of theserepairstakeplace
followingaPreventativeMaintenanceinspection,therebypreventingamorecostlyrepairdue to
system failure.
Preventativemaintenanceservice is thesystematicinspectionandservice of vehiclesandequipment,
completed at predeterminedintervals,in order to detectmechanicalproblemsprior to systemfailure,
which results in an extended lifecycle for the asset.
PERFORMANCE MEASURES - EQUIPMENT RENTAL
Vehicle Life Cycle Averages
Lifecyclesarebased on industrystandards by vehicletypeandvehicleuse.By consistentlykeeping
ourlifecyclesaboveindustrystandardsthroughproactivepreventativemaintenance,we areable to
get the most out of our vehicles with the least amount of investment.
Number of Preventative Maintenance Services Performed
0.0
3.0
6.0
9.0
12.0
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
8.0 7.5 8.0 8.0
9.0 8.5
Average Vehicle Life Cycles
0
175
350
525
700
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
497 555 492 510 525 545
Maintenance Services Performed
0
500
1,000
1,500
2,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
1,041
1,636
1,361
1,500 1,600 1,600
Unscheduled Maintenance Performed
Page 184
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
348.100Fuel Sales 767,639 749,900 749,900 655,896 656,396
365.100Interfund Equipment Rental 1,376,024 1,383,500 1,383,500 1,905,430 1,822,169
365.110Vehicle Replacement Revenue 838,704 780,000 780,000 989,444 893,215
Total Operating Revenues 2,982,367 2,913,400 2,913,400 3,550,770 3,371,780
Operating Expenses
548.000.10Salaries & Wages (474,683) (526,878) (526,878) (624,480) (591,906)
548.000.20Personnel Benefits (217,777) (270,158) (270,158) (315,602) (308,797)
548.000.30Supplies (814,648) (1,275,824) (1,275,824) (1,251,600) (1,241,600)
548.000.40Services & Charges (448,828) (511,066) (511,066) (408,100) (411,500)
548.000.90Interfund Payments For Srv (247,611) (247,100) (247,100) (216,710) (212,390)
548.000.00Depreciation & Amortization (697,048) (919,900) (919,900) (783,300) (822,500)
Total Operating Expenses (2,900,594) (3,750,926) (3,750,926) (3,599,792) (3,588,692)
Operating Income (Loss) 81,772 (837,526) (837,526) (49,022) (216,912)
Non Operating Revenues (Expenses)
361.100Investment Income 8,900 5,100 5,100 5,700 5,700
369.900Miscellaneous Revenue (Expense) 27,673 - - - -
Total Non Op Rev (Exp) 36,573 5,100 5,100 5,700 5,700
Net Income (Loss) 118,346 (832,426) (832,426) (43,322) (211,212)
Items Not Affecting Working Capital
548.100.01Depreciation & Amortization 697,048 919,900 919,900 783,300 822,500
Net W/C From Operations 815,394 87,474 87,474 739,978 611,288
Resources Other Than Operations
397.100Operating Transfers In 100,140 524,250 524,250 654,000 292,000
399.000Other Sources 5,598 - - - -
Total Resources 105,738 524,250 524,250 654,000 292,000
Uses Other Than Operations
590.100.00Other Uses 34,660 - - - -
597.100.55Operating Transfers Out (7,000) (7,000) (7,000) (270,000) -
590.100.63Inc In Fixed Assets - Improve. (8,471) - - - -
590.100.64Inc In Fixed Assets - Equipment (543,336) (2,200,894) (2,200,894) (1,293,367) (1,271,818)
590.100.65Inc In Fixed Assets - Construction (36,105) (770,000) - (970,000) (600,000)
Total Uses (560,253) (2,977,894) (2,207,894) (2,533,367) (1,871,818)
Net Change In Working Capital 360,879 (2,366,170) (1,596,170) (1,139,389) (968,530)
Beginning Working Capital - Jan 1 5,559,565 5,920,444 5,920,444 4,324,274 3,184,885
Ending Working Capital - Dec 31 5,920,444 3,554,274 4,324,274 3,184,885 2,216,354
Net Change In Working Capital $ 360,879 $ (2,366,170) $ (1,596,170) $ (1,139,389) $ (968,530)
Operating Revenues
550 Equipment Rental
Page 185
2015-2016 Biennial Budget Section IV: Operating Budget
Department Employees
550 Equipment Rental FTE's 20122013201420152016
Equipment Rental FTE's 7.0010.0012.0012.0011.00
TOTAL EQUIPMENT RENTAL FTE's7.0010.0012.0012.0011.00
Full Time Equivalent (FTE)
1.0 FTE - 1 Office Assistant was added in 2013 via Budget Amendment #2.
1.0 FTE - Maintenance and Operations Support Manager was reclassified from Engineering to ER&R in 2013.
1.0 FTE - Supernumerary position was activated in December of 2013.
1.0 FTE - 1 Mechanic was added in 2014 via Budget Amendment #6.
1.0 FTE - Assistant Director of Public Works was reclassified from Engineering to ER&R in 2014.
1.0 FTE - Deactivate Supernumerary position at the end of 2015.
Page 186
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Page 187
2015-2016 Biennial Budget Section IV: Operating Budget
SOUTH CORRECTIONAL ENTITY (SCORE)
The South Correctional Entity (SCORE) consolidated correctional facility was established by the
“Member Cities” of Auburn, Burien, Des Moines, 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.
2013 & 2014 Accomplishments
The Finance Director assisted SCORE with developing a model for marketing bed rentals to other
agencies. Significant revenue has been realized to assist in capping costs to owner agencies.
Marketed additional bed space to non-member agencies to offset costs to member cities. Contract
beds to outside member cities are over 200 inmates per day.
Reduced the Average Daily Population (ADP) of Auburn inmates through alternative programs
and judicial oversight. Auburn has moved from the having the most ADP of member cities to
third out of seven cities.
2015 & 2016 Objectives
Continue to oversee the marketing of additional bed space to non-member agencies to offset
future costs to member cities.
Maintain the current Average Daily Population (ADP) of Auburn inmates through alternative
programs and judicial oversight.
Page 188
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
- - - - -
- - - - -
Supplies - - - - -
- - - - -
Intergovernmental 5,114,794 4,157,700 3,897,900 3,670,000 3,970,000
- - - - -
935,773 598,850 598,850 - 622,050
998,554 1,029,550 963,250 - 941,492
- - - - -
$7,049,120 $5,786,100 $5,460,000 $3,670,000 $5,533,542
Debt Service Interest
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Debt Service Principal
001.20 SCORE
Expenditures
Page 189
2015-2016 Biennial Budget Section IV: Operating Budget
POLICE DEPARTMENT
Vision
To be a premier law enforcement agency that is trusted, supported and respected.
Mission Statement
To provide professional law enforcement services to our community.
2013 & 2014 Accomplishments
The Auburn Police Department continues to receive grant funding from the Washington State
Department of Transportation to conduct Driving Under Influence (DUI) enforcement emphasis
patrols. The fiscal year for this grant is from November to November. During the grant cycle,
Auburn officers have worked approximately 184 hours making contact with 367 motorists, issuing
165 infractions and arresting 12 drivers for DUI.
Grant funding for sex offender contacts was obtained in the amount of $42,176. This funded
officers to make verification contacts with registered offenders. 161 offenders were verified to be
residing where they reported to the Department of Corrections (DOC).
Goals and objectives for the Police Department were established by divisions where each
commander and manger established approximately 4-5 goals that are dedicated to fulfilling our
mission and vision. All of these goals are specific, measurable, attainable, timely and relevant to
the needs of the community. These goals follow the Citywide SMART (Specific, Measurable,
Attainable, Relevant and Time-bound) process of establishing goals and objectives.
For several years the Auburn Police Department has been part of and a beneficiary of auto theft
grants awarded by the Washington Auto Theft Prevention Authority (WATPA). This grant funds
several regional detectives directed to enforce and investigate auto theft in the Puget Sound
region. Auburn has had a detective assigned to the Auto Theft Task force for the last six years
and the Chief of Police is a member of the Board of Directors who manages the grant funding.
The Patrol Division continues to keep Priority 1 calls to a response time of under four minutes. In
2013, the average response time was 3.7 minutes.
The partnership with the Green River Community College continues to shape in two areas: one
is the direct work done with the security department and the other involves meeting with block
watch groups that are in neighborhoods in and around the campus. Last year the Chief and
Assistant Chief met with the new Director of Security and reviewed processes for cross
communication to enhance safety. Auburn detectives have worked with campus security officers
on several cases ranging from theft to robbery. In the fall of 2013, the Auburn Police
Department, along with several City department leaders, met with citizens that neighbor the
campus to discuss concerns about speeding vehicles, drug use and sales, and suspicious persons. In
attendance were officials from the college who wanted to partner with City officials to assist in
problem solving.
The Auburn Police Department has one civilian staff member who is dedicated as the Crime
Analyst. Each week the analyst publishes a crime bulletin that outlines crime trends in the areas of
Burglary, Auto Theft, Theft from Vehicles, Domestic Violence and other felony crimes. The
publication outlines hotspots in the City where these specific crimes are more prolific along with
possible suspect information that is associated with the crime. Additionally, a second publication
that is intelligence based is also produced. This publication is geared more toward criminal
intelligence that is gleaned from confidential informants or other police agencies. This document
allows for patrol operations to be more directed toward suspects and their behavior as opposed
to trend based; both are used simultaneously to combat criminals and crime.
The Police Department continues to pursue technology that will assist in creating efficient
methods of investigating criminal activity. The Detectives Division recently obtained equipment
and software designed to extract cell phone data from victim and suspect cell phones. High
definition surveillance cameras are now utilized in covert operations that allow for live feedback
to the Police Department and are recorded digitally.
Page 190
2015-2016 Biennial Budget Section IV: Operating Budget
Track Mole is being utilized by officers and the public to add another layer of data for missing
and stolen items.
Officers and Sergeants were trained in several areas of law enforcement in order to increase their
skill levels and abilities. Those training courses included but are not limited to, Active Shooter,
Blood Stain Analysis, Cell Phone Investigations, Child Exploitation, Craigslist Investigations, Gang
Sex Trafficking, Justice Based Policing, Lethal Force Options, Mortgage Fraud, Mental Health,
Shooting Reconstruction and Pursuit Decision Making.
The Police Department hosted two Citizen Academy classes and graduated 46 attendees. The
citizens gained a better understanding of their State-accredited Police Department.
2015 & 2016 Objectives
Les Gove Park offers a wide variety of services that brings together a broad segment of Auburn
community members. With the increased use brings challenges for the Parks Department and the
Police Department. These challenges have become a goal and objective for City leadership and
City departments. The Police Department is dedicated to the objectives of addressing criminal
behavior, park conduct and an increased police presence to ensure the citizens of Auburn have a
memorable experience at a state-of-the-art park and enjoy a quality of life within its boundaries.
Downtown Auburn is growing and expanding its appearance and updating the use of its
businesses and services. The Auburn Police Department plays a large role in ensuring that business
and citizens alike feel safe and comfortable driving the roadways and walking on its sidewalks,
courtyards and parking lots. The Police Department will increase its presence with the use of
bicycle patrol officers, foot patrols, and in vehicles within the downtown core. Police Officers
will become part of the new landscape and feel in the downtown area and will familiarize
themselves with business owners and citizens. Not only will the Police Department address
criminal behavior, but officers will become ambassadors of downtown Auburn.
The Police Department will continue to keep response times for Priority 1 calls to less than four
minutes.
The Police Department will continue to pursue the effort of sex offender contacts and will
attempt to obtain grant funding in this area.
Crime analysis will be a priority and will continue to be improved upon in order to assist with
effective and efficient criminal investigations.
The Auburn Police Department currently has an inexperienced first level supervisory group that
has room for growth. The mentorship, coaching and additional training will continue to provide
these young leaders with the tools necessary to build a stronger Police Department from the top
down.
Efforts will be made to increase a marketing effort of the Police Department with the use of social
media and public outreach. Utilizing our Administration Department, departmental involvement
in public events and gatherings will be increased.
Landlord training will continue to improve as we add additional Community Response Team
(CRT) Officers to seek outreach opportunities with owners and landlords of single-family and
multi-family housing residences.
A Traffic School will be created to offer an alternative to drivers who receive a fine as a result of a
traffic citation being issued by a Police Officer. This will be coordinated with the Prosecutor’s
Office as well as the Auburn King County District Court. Funding obtained by participants of the
school will be used for future traffic safety and enforcement efforts.
The Community Response Team (CRT) Officers will continue to work with City Code
Enforcement Officers and other stakeholders to reduce the homeless camps within the City of
Auburn.
Page 191
2015-2016 Biennial Budget Section IV: Operating Budget
Thedepartmentcontinues to maintain an excellentresponsetime to priorityonecalls(lifethreatening/serious
bodily injury). We will strive to maintain a response time of less than four minutes to all serious incidents.
Domestic Violence Incidents
TheCityoffersvariousprogramsthatprovideassistance to victims of domesticviolence.Adedicatedfulltime
DomesticViolencedetectiveworkscollaborativelywithmembers of theprosecutor'soffice,domesticviolence
advocatesandthevictim'sassistanceprograms to reducethecycle of violence.We willcontinue to workwith
victims of domestic violence so that they feel comfortable in reporting these often unreported acts of violence.
PERFORMANCE MEASURES - POLICE DEPARTMENT
Auburn Crime Rankings
The2013WashingtonAssociation of Sheriffs&PoliceChiefs(WASPC)annualreportshoweda3.3%reduction
in Part1&Part2crimesfrom2010 to 2013.TheAuburnPoliceDepartment'sgoal is to continuethecurrent
trend of reductions in Part 1 & 2 crimes into 2015 & 2016.
Priority One Response Time in Minutes
0.0
25.0
50.0
75.0
100.0
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
58.1 59.7 58.1 59.5 59.3 59.0
Crimes per 1,000 Citizens
0.0
1.3
2.5
3.8
5.0
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
3.90 3.90 3.70 4.00 4.00 4.00
Priority One Response Time in Minutes
0
250
500
750
1,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
688 710 853 800 800 800
Domestic Violence Incidents
Page 192
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
10,116,106 11,320,250 11,000,000 11,719,048 11,978,514
3,736,441 4,803,283 4,200,000 4,610,351 4,809,604
Supplies 170,387 292,508 225,000 278,660 260,640
2,767,543 3,136,395 3,005,000 3,957,210 4,194,700
Intergovernmental 13,252 16,500 16,500 19,000 20,500
24,987 - - - -
2,373,366 2,329,100 2,329,100 2,838,845 2,665,498
$19,202,081$21,898,036$20,775,600$23,423,114$23,929,456
001.21 Police
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Police FTE's 20122013201420152016
Police FTE's 121.60125.00126.00129.00129.00
TOTAL POLICE FTE's121.60125.00126.00129.00129.00
Full Time Equivalent (FTE)
1.6 FTE's - Moved Emergency Management FTE's to Public Works effective January 2013.
5.0 FTE's - Increased 5 Officers in 2013 via Budget Amendment #3, new COPS grant monies.
5.0 FTE's - Restoration of 5 Officers in 2014 via Budget Amendment #6.
5.0 FTE's - 2014 budget reduced the Police Departments' FTE's by 5.0 due to the original COPS
grant terms expiration.
1.0 FTE - Increased 1.0 Officer in 2014 via Budget Amendment #8 for Muckleshoot Indian Tribe
(MIT), fully reimbursed by MIT.
3.0 FTE's - The 2015 budget includes the addition of a Police Records Specialist, a Bicycle Officer,
and a Major Crimes Detective.
Page 193
2015-2016 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Police Department is responsible for the budget in the following special revenue
fund:
Fund 117- The Drug Forfeiture Fund accounts for drug money that has been forfeited. The
expenditure of funds is restricted to drug enforcement activity.
2013 & 2014 Accomplishments
The Auburn Police Department continued to support and assign one narcotics detective to the
Tahoma Narcotics Enforcement Team (TNET) which is a Drug Enforcement Administration (DEA)
task force. In addition, we supply one detective to the Seattle High Intensity Drug Trafficking
Areas/Valley Narcotics Enforcement Team (HIDTA/VNET) Task Force.
TNET is a regional DEA task force that operates out of the Tacoma Office. In 2013, TNET had 79
arrests. Heroin continues to be the most confiscated drug with methamphetamine a close second.
TNET received $1,807,500 in forfeited assets.
VNET is a regional HIDTA DEA task force that operates out of the Federal Way office. Cocaine
was the leading drug to be seized with methamphetamine and heroin following. In 2013, VNET
seized approximately $742,000 in assets.
Auburn’s Special Investigation Unit (SIU) is staffed with two Narcotic Detectives and one
Sergeant. During this last budget cycle, there was a decrease of 46% in arrests. This was partially
due to this unit operating with one Detective for several months as well as turnover and new
detectives being assigned.
Narcotic Activity Reporting System (NARS) are still completed by citizens and forwarded
electronically to the SIU. These are followed up with investigations by trained officers and SIU
Detectives. The Uniform Drug Suppression Team (UDST) was increased by newly trained officers.
This team investigated 136 NARS.
The Special Weapons and Tactics (SWAT) van was not updated with technology during this last
budget cycle. Identified needs will be assessed for this next budget cycle; however, none are
anticipated.
2015 & 2016 Objectives
Continue to provide a detective position to the Tahoma DEA and Seattle HIDTA/VNET Task
Force.
Restore drug sales arrests to 2010 and 2011 levels as the unit is fully staffed with experienced
detectives.
Continue to investigate tips regarding drug activity via NARS.
Increase the use of covert camera surveillance units in Special Investigations.
Page 194
2015-2016 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUND
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
858,074 711,353 711,353 505,405 298,057
42,125 30,000 30,000 36,400 36,400
1,206 1,300 700 700 700
50,289 250,000 60,000 60,000 60,000
$951,694 $992,653 $802,053 $602,505 $395,157
100,890 99,626 99,626 109,622 110,952
37,180 40,682 40,682 42,586 44,074
Supplies 18,297 17,000 17,000 68,240 33,500
54,343 139,340 124,340 71,000 71,000
Intergovernmental - - - - -
17,684 - - - -
11,947 15,000 15,000 13,000 13,500
711,353 681,005 505,405 298,057 122,130
$951,694 $992,653 $802,053 $602,505 $395,157
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
Investment Income
Confiscated & Forfeited Property
Total Revenues
Beginning Fund Balance
Intergovernmental (TNET)
117 Drug Forfeiture Fund
Revenues
Page 195
2015-2016 Biennial Budget Section IV: Operating Budget
Page 196
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Page 197
2015-2016 Biennial Budget Section IV: Operating Budget
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.
Arts & Events Division
2013 & 2014 Accomplishments
Added two new public art pieces to the City's collection – Strawberry Calf at Lea Hill Park and
Riparian Totem adjacent to the Auburn Justice Center.
Created an outdoor sculpture gallery in downtown Auburn that rotates sculptures annually.
Diversified programming and marketing efforts at the Auburn Avenue Theater.
Named "Playful City USA" in 2013 and 2014.
Re-tooled the one-day ArtRageous festival into ArtRageous Zones at several special events to
expand the scope and reach of access to a hands-on art experience.
Added Ladies & Lil’ Gents event to special event programming lineup.
Had record setting revenue for the 2014 Petpalooza event which continues to draw a regional
audience. Almost 70% of the Dog Trot participants were from outside Auburn.
Reintroduced “Art with Artist” classes and Artist Professional Development classes.
Increased both attendance and vendor sales by 10% annually at the Auburn International Farmers
Market.
2015 & 2016 Objectives
Add special activities and events surrounding the 2015 Veterans Day Parade and Observance in
recognition of the 50th anniversary of the event.
Continue to 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.
Work with downtown Auburn restaurants to offer special deals for individuals attending a theater
performance.
Continue to work with community partners on joint programming for arts and events.
Increase visibility of public art program by participating in regional/national education efforts and
various technology tools.
Page 198
2015-2016 Biennial Budget Section IV: Operating Budget
Golf Course Division
2013 & 2014 Accomplishments
Replaced railroad ties with concrete curbing on tee boxes 5 and 17.
Replaced cart path from hole 15 (upper tee box) to bottom of the hill.
Installed 200 feet of overlay along the new curbing on the 17th tee.
Installed new electric irrigation heads and a water main on the 1st hole.
Increased men’s & ladies’ club membership and participation in club events by 20%.
Increased general public & league play by 10%, outside tournament play by 6%, and winter play
by 8%.
Increased merchandise sales revenue by 10% and increased cart rental revenue by 10%.
Increased marketing opportunities and golf menu specials with Copper Falls Restaurant.
Sold out six consecutive Customer Appreciation events from January 2013 through March 2014
Expanded e-mail database to over 6,000 members.
Expanded social media marketing partnering with Costco, Golf Now, and The Golf Channel.
Better utilized golf course tee times – offering text message, e-mail, or Facebook specials during
slow times.
2015 & 2016 Objectives
Replace railroad ties on tees 3 and 15, and begin on tee 9.
Install new irrigation on hole 3.
Improve the surface water drainage along the path on the 11th hole.
Install drainage for bunkers on holes 6, 15, and 17.
Increase men’s & ladies’ club membership and participation in club events by 10%.
Increase general public & league play by 10%, outside tournament play by 10%, and winter play
by 10%.
Develop additional marketing opportunities and golf menu specials with Copper Falls Restaurant.
Increase merchandise sales and cart rental revenue by 10%.
Expand e-mail database by 10%.
Expand social media marketing with Costco, Golf Now, and The Golf Channel.
Continue to better utilize golf course tee times – offering text message, e-mail, & Facebook
specials during slow times.
Expand Customer Appreciation tournament series to include a major northwest amateur event
each year.
Expand the junior program to include participation in the PGA junior golf league.
Senior Activity Center Division
2013 & 2014 Accomplishments
Welcomed 22 new participants to the hiking program at the Senior Center.
Increased marketing efforts for rental options at the Auburn Senior Activity Center and all other
park facilities.
Increased marketing of the online registration option to seniors.
Completed negotiations to add the Silver Sneakers program to the Auburn Senior Activity Center
– a fitness program supported by nine local insurance companies providing fitness classes, free of
charge, to qualifying subscribers.
Offered and marketed more adventuresome programs to attract active seniors, such as indoor
skydiving, river rafting, snowshoeing, biking, and kayaking.
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2015-2016 Biennial Budget Section IV: Operating Budget
2015 & 2016 Objectives
Increase exposure for the Auburn Senior Activity Center though social media.
Increase the number of sponsors for special events at the Auburn Senior Activity Center.
Market the Silver Sneakers program to the 3,500 qualifying participants within a 5-mile radius of
the Senior Center.
Recreation Division
2013 & 2014 Accomplishments
Increased the number of online registrations by 22% from 2012 to 2013. On pace to increase
online registrations by more than 20% in 2014.
The Auburn Youth Council provided over 2,000 hours of volunteer service at 70+ community
events and through a number of fundraising opportunities and raised in excess of $12,000.
The Indoor Playground program attracted 4,445 preschoolers in 2013 – an increase of 158
participants over 2012.
Programmed use of the gymnasium increased by more than 21% in 2013 compared to 2012 – an
average of 53 hours of scheduled use each week.
The afterschool teen basketball program had over 3,500 individual registrations in 2013.
2015 & 2016 Objectives
Increase the number of youth participating in our youth sports programs by 10%.
Seek funding opportunities to provide free and less expensive afterschool programs.
Increase the number of offerings and participation in adult fitness programs by 25%.
Continue to market online registration to increase percentage of total registrations to 30%.
Develop Afterschool Transportation Plan in conjunction with the Auburn School District related to
access to the proposed Community and Youth/Teen Center.
White River Valley Museum and Mary Olson Farm Division
2013 & 2014 Accomplishments
Grew fieldtrip attendance to the Museum from 2,995 in 2012 to a projected 3,600 children in
2014.
Raised $280,000 from the Washington State Capital Heritage Fund to complete restoration and
development of the Farm.
Continued to grow granted operating support for the Museum to over $30,000 a year.
Opened the Farm with onsite guides and programs for summer weekend drop-in visitors.
Provided historical photographs to several public and office spaces for décor and education.
2015 & 2016 Objectives
Modernize and increase efficiencies of Museum Gift Shop inventory and point of sale system.
Refine and promote additional sponsorship opportunities for Hops & Crops Brew Festival.
Review 40% of the artifact collection and remove items of poor quality or duplicates.
Permit, design, and begin building a foot bridge over Olson Creek at the Mary Olson Farm.
Design a trail system to access the forested hillsides of the farm.
Page 200
2015-2016 Biennial Budget Section IV: Operating Budget
Participation in department-wideclassesandspecialeventscontinues to grow.Anewstrategicapproach to
marketing recreation services is enhancing our ability to reach new customers.
Facility Rentals
Theincreasingpopularity of theSeniorCenter,ParksandRecreationAdministrationBuilding,andotherpark
facilities for weddings, reunions, and community events has increased usage and revenue.
PERFORMANCE MEASURES - PARKS, ARTS & RECREATION DEPARTMENT
Volunteer Hours
TheParks,Arts,andRecreationDepartmentrelies on volunteers to serve as youthsportscoaches,museum
docents,seniorcenterhosts,and in avariety of otherpositions.As participation in department-sponsored
programs increases, so does the need for additional volunteers.
Classes & Special Events - Number of Participants
0
15,000
30,000
45,000
60,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
44,200 44,697 40,293 41,000 42,000 43,000
Volunteer Hours
0
60,000
120,000
180,000
240,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
161,700
187,232 185,470 187,500 191,100 191,700
Participation in Classes & Special Events
$0
$100,000
$200,000
$300,000
$400,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
$278,000 $318,000 $288,000 $290,000 $295,000 $298,000
Facility Rental Revenue
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2015-2016 Biennial Budget Section IV: Operating Budget
Powercartrentalsandmerchandisesalesarelooselytied to thenumber of roundsplayed.As roundshaveincreased
overthepastfewyears,powercartandmerchandiserevenueshaveincreased as well.Averageweatherandamoderate
economy should allow these revenues to continue to increase throughout the upcoming budget cycle.
Power Cart Rental & Merchandise Revenue
PERFORMANCE MEASURES - GOLF COURSE
Operating Revenue
TotalOperatingrevenue is thequickestway to measuretheperformance of thegolfcoursefromyear to year.Economic
conditionsandweatherhaveasignificanteffect on facilityrevenues in thegolfindustry.Sincetherecession in 2009,
economicconditionshavecontinued to be somewhat of adrag on golfindustryrevenueswhiletheweatherhashada
moresignificantimpact in ourarea.In 2012,totalrainfallfortheyearwasmorethan 11"aboveaverageandmorethan
6"aboveaverageduringthepeakrevenueseasonfromMarchthroughOctober.In 2013,ourpeakseasonwasmore
than 5"aboveaverage,butaverydrywinterresulted in belowaveragerainfallfortheyear.In 2014,thespringhas
been very wet with nearly 9" above average rainfall from March through May.
Green Fee Revenue
Greenfeeshavestarted to showimprovementoverthepastfewyears.An aggressivemarketingcampaignusingsocial
mediaandapartnershipwithlocalareabusinesseshasallowedforamodestincrease in roundsandrevenuesthroughout
the economic recovery and despite below average weather.
1,300,000
1,400,000
1,500,000
1,600,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
$1,388,377 $1,378,802
$1,456,361 $1,469,000
$1,499,000
$1,529,000
Total Operating Revenue
$0
$300,000
$600,000
$900,000
$1,200,000
$1,500,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
$972,153 $980,529 $1,032,953 $1,039,000 $1,059,000 $1,079,000
Green Fee Revenue
0
125,000
250,000
375,000
500,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
$355,611 $337,068 $368,336 $375,000 $385,000 $395,000
Power Cart Rental & Merchandise Revenue
Page 202
2015-2016 Biennial Budget Section IV: Operating Budget
Department Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
3,066,678 3,532,947 3,532,947 3,824,484 3,864,544
1,204,313 1,506,109 1,506,109 1,652,949 1,761,293
Supplies 469,337 818,400 818,400 903,050 902,100
1,463,290 1,796,680 1,796,680 2,064,050 2,082,400
136,469 - - 5,000 5,000
43,727 48,733 48,733 51,000 54,210
31,391 25,602 25,602 25,490 22,229
1,720,914 1,815,281 1,815,281 2,466,392 2,443,460
$ 8,136,118 $ 9,543,753 $ 9,543,753 $10,992,416 $11,135,235
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.33 Parks
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Debt Service Interest
Debt Service Principal
Department Employees
001 Parks, Art and Recreation 20122013201420152016
Parks FTE's 35.50.36.00.37.00.37.00.37.00.
Golf FTE's 8.00.8.00.8.00.8.00.8.00.
TOTAL PARKS, ART & RECREATION FTE's43.5044.0045.0045.0045.00
Full Time Equivalent (FTE)
In 2014, the Golf fund was combined with the General Fund Parks, Arts and Recreation Department.
1.0 FTE - Reclassified the Government Relations Manager Position (from Mayor's Department) to the Parks Planning
and Development Manager in 2014.
0.5 FTE - Senior Center Office Assistant was increased from 0.5 FTE to 1.0 FTE in 2013 via Budget Amendment #2.
Page 203
2015-2016 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Parks, Arts, & Recreation Department is responsible for the budget in the
following special revenue fund:
Fund 120 - Recreation Trails Fund accounts for gas tax revenues restricted for use in trail improvement
projects.
2013 & 2014 Accomplishments
Accounted for Motor Vehicle Fuel Tax (MVFT) revenues receipted into this fund.
2015 & 2016 Objectives
Accumulate funds to provide for future trail improvements.
Page 204
2015-2016 Biennial Budget Section IV: Operating Budget
Special Revenue Fund
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
22,450 29,587 29,587 36,717 43,847
Motor Vehicle Fuel Tax 7,100 7,100 7,100 7,100 7,100
37 20 30 30 30
$29,587 $36,707 $36,717 $43,847 $50,977
- - - - -
29,587 36,707 36,717 43,847 50,977
$29,587 $36,707 $36,717 $43,847 $50,977
Ending Fund Balance
Total Expenditures
Operating Transfers Out
Investment Income
Total Revenues
Beginning Fund Balance
120 Recreation Trails
Revenues
Expenditures
Page 205
2015-2016 Biennial Budget Section IV: Operating Budget
MUNICIPAL PARKS CONSTRUCTION
Fund 321 – Municipal Parks Construction accumulates a portion of adult recreation fees for capital
improvements at City parks. The Parks, Arts & Recreation Department is responsible for the budget in
this fund.
2013 & 2014 Accomplishments
Replaced playground and created new place space at Brannan Park.
Replaced playground at Indian Tom Park.
Completed a new patio/picnic area at Veteran’s Memorial Park.
Installed new drainage, curbing, and parking lot at Veteran’s Memorial Park.
Developed the north end of Fulmer Field.
Added new exercise equipment at Game Farm Park.
Soccer field improvements to Brannan Park completed.
Completed and opened the new Lea Hill Park.
2015 & 2016 Objectives
Construct a new Community and Youth/Teen Center.
Construct new playground at Isaac Evans Park.
Construct new Spray Park at Sunset Park.
Construct pathway improvements at Les Gove Park.
Complete Master Plan for Auburndale Parks.
Repair drainage at Game Farm Park parking lot.
Implement improvements at West Auburn Lake property.
Page 206
2015-2016 Biennial Budget Section IV: Operating Budget
Capital Projects Fund
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
430,115 474,479 474,479 427,106 507,236
120,217 120,000 120,000 125,000 125,000
1,679 629,777 629,777 - -
100,000 3,000,000 - 50,000 3,050,000
70,000 302,137 219,667 - -
Intergovernmental Service (GRCC) 775,400 - - - -
Recreational Classes 11,111 15,000 11,100 11,100 11,100
759 700 600 600 600
41,690 40,000 42,580 43,430 44,300
- - - - 200,000
- - - - -
279,796 7,518,930 1,841,160 390,000 5,585,000
$1,830,767 $12,101,023 $3,339,363 $1,047,236 $9,523,236
794 20,000 10,000 10,000 10,000
1,355,494 11,938,613 2,902,257 530,000 9,145,000
- - - - -
- - - - -
474,479 142,410 427,106 507,236 368,236
$1,830,767 $12,101,023 $3,339,363 $1,047,236 $9,523,236
Ending Fund Balance
Total Expenditures
Debt Service Interest
Expenditures
Miscellaneous Revenue
Operating Transfers In
Total Revenues
321 Municipal Parks
. Construction
Revenues
Services & Charges
Capital Outlay
Debt Service Principal
Investment Income
Rentals & Leases
Contributions & Donations
Beginning Fund Balance
Property Taxes (Prop 2 Levy)
Federal Grants
State Grants
Interlocal Grants
Page 207
2015-2016 Biennial Budget Section IV: Operating Budget
CEMETERY
Mission
Mountain View Cemetery shall be a sacred place to comfort and strengthen the community through
responsible stewardship and compassionate ministry.
To fulfill this mission we will:
Be attentive by listening and understanding.
Be respectful by being courteous, prompt, and caring.
Be professional by maintaining and creating beautiful grounds.
Be thorough in documenting records.
Be dedicated to protecting the faith and trust the community has placed in us.
2013 & 2014 Accomplishments
Completed phases I and II replacing failing concrete niche caps with granite.
Installed new landscapes to cemetery entrances.
Added new reflective blue signage and street signs throughout cemetery.
Installed new large landscape in oval.
Launched new website.
2015 & 2016 Objectives
Improve revenue from property and merchandise sales through improved marketing plan.
Minor repairs and painting of the maintenance shop.
Continue to foster community events at the cemetery (Easter Sunrise Service, Memorial Day).
Page 208
2015-2016 Biennial Budget Section IV: Operating Budget
By developingcremationgardens in prominent,well-traveledlocations,andinvesting in theiraesthetic
qualities,we willseethebenefit in terms of increasedsalesandhigherproductvalues.Added to this
are the benefits of lower labor requirements and land conservation.
Revenue From Lot Sales
Themostimportantasset of MountainViewCemetery is thelandscape.Decisions on howandwhere
to memorializearelargelybased on emotion,tempered by practicalconsiderations.Avariety of
product choices, community events, and local advertising, will all help drive sales revenue.
PERFORMANCE MEASURES - CEMETERY
Interments (Burials)
We will continue to focus on new section design, incorporating both new ideas and products. Existing
property in oldersectionswill be reexaminedandplansmadeforadditionalinventory,as deemed
appropriate.
Inurnments (Cremations)
0
50
100
150
200
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
137
110 113 120 125 128
Interments
0
50
100
150
200
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
114
141
113 124 125 130
Inurnments
$0
$115,000
$230,000
$345,000
$460,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
$252,510 $281,407
$374,994 $350,000 $375,000 $380,000
Lot Sale Revenue
Page 209
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
343.601Settings 44,863 43,000 43,000 44,000 44,000
343.602Openings & Closings 209,319 200,000 200,000 210,000 210,000
343.603Recordings 13,000 11,000 11,000 13,000 13,000
343.604Liners 86,860 74,000 74,000 85,000 85,000
343.607Vases 23,809 21,000 21,000 16,000 16,000
343.609Lot Sales 374,994 330,000 330,000 330,000 330,000
343.610Vault Installation 16,135 16,000 16,000 15,000 15,000
343.611Other 15,785 17,000 17,000 15,000 15,000
343.612Marker Sales 158,882 144,000 144,000 150,000 150,000
Total Operating Revenues 943,646 856,000 856,000 878,000 878,000
Operating Expenses
536.000.10Salaries & Wages (384,220) (393,172) (393,172) (411,838) (418,769)
536.000.20Personnel Benefits (192,992) (202,220) (202,220) (208,502) (223,798)
536.000.30Supplies (144,582) (191,300) (191,300) (191,300) (191,300)
536.000.40Services & Charges (66,365) (78,030) (78,030) (148,500) (151,700)
536.000.90Interfund Payments For Srv (56,196) (104,400) (104,400) (65,450) (50,740)
536.000.00Depreciation & Amortization (57,683) (62,400) (62,400) (56,600) (58,300)
Total Operating Expenses (902,039) (1,031,522) (1,031,522) (1,082,190) (1,094,607)
Operating Income (Loss) 41,607 (175,522) (175,522) (204,190) (216,607)
Non Operating Revenues (Expenses)
361.110Investment Income 400 210 210 300 300
333.970Contributions 100 - - - -
369.900Miscellaneous Revenue (Expense) 577 - - - -
536.100.81Debt Service Interest (21,429) (22,267) (22,267) (22,268) (22,236)
Total Non Op Rev (Exp) (20,351) (22,057) (22,057) (21,968) (21,936)
Net Income (Loss) 21,256 (197,579) (197,579) (226,158) (238,543)
Items Not Affecting Working Capital
536.000.00Depreciation & Amortization 57,683 62,400 62,400 56,600 58,300
Net W/C From Operations 78,939 (135,179) (135,179) (169,558) (180,243)
Resources Other Than Operations
397.100Operating Transfers In - 320,000 - 200,000 300,000
399.000Other Sources (2,742) - - - -
Total Resources (2,742) 320,000 - 200,000 300,000
Uses Other Than Operations
590.100.00Other Uses 3,639 - - - -
590.100.71Debt Service Principal - - - (749) (39,686)
Total Uses 3,639 - - (749) (39,686)
Net Change In Working Capital 79,836 184,821 (135,179) 29,693 80,071
Beginning Working Capital - Jan 1 182,098 261,934 261,934 126,755 156,448
Ending Working Capital - Dec 31 261,934 446,755126,755156,448236,519
Net Change In Working Capital $ 79,836 184,821-135,17929,69380,071
Operating Revenues
436 Cemetery
Page 210
2015-2016 Biennial Budget Section IV: Operating Budget
Department Employees
436 Cemetery FTE's 20122013201420152016
Cemetery FTE's 7.005.005.005.005.00
TOTAL CEMETERY FTE's7.005.005.005.005.00
Full Time Equivalent (FTE)
1.0 FTE - In 2013 the Cemetery FTE count was reduced by 1.0 FTE due to long term vacant position.
1.0 FTE - In 2013, the Cemetery Office Assistant position was eliminated via Budget Amendment #2.
Page 211
2015-2016 Biennial Budget Section IV: Operating Budget
GOLF COURSE
In 2014, Golf Course operations, administration, and pro shop activities were all made divisions
within the Parks, Arts & Recreation Department of the General Fund. This working capital statement
is provided to show activity from the final two years of the fund’s existence.
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
347.300Green Fees 1,032,953 - - - -
347.600Lessons 1,935 - - - -
347.910Pro Shop Sales 149,651 - - - -
347.920Restaurant & Lounge 21,800 - - - -
362.100Power Cart Rental 218,686 - - - -
362.400Banquet Space 11,085 - - - -
362.801Concessions 18,828 - - - -
Total Operating Revenues 1,454,937 - - - -
Operating Expenses
576.600.10Salaries & Wages (587,205) - - - -
576.600.20Personnel Benefits (288,198) - - - -
576.600.30Supplies (259,397) - - - -
576.600.40Services & Charges (168,115) (8,283,680) (8,283,680) - -
576.600.90Interfund Payments For Srv (164,496) - - - -
576.600.00Depreciation & Amortization (304,519) - - - -
Total Operating Expenses (1,771,930) (8,283,680) (8,283,680) - -
Operating Income (Loss) (316,993) (8,283,680) (8,283,680) - -
Non Operating Revenues (Expenses)
361.110Investment Income 658 - - - -
597.100.55Op Transfer Out - (30,097) (30,097)
576.600.80Debt Service Interest - Interfund Loan (438) - - - -
Total Non Op Rev (Exp) 221 (30,097) (30,097) - -
Net Income (Loss) (316,773) (8,313,777) (8,313,777) - -
Items Not Affecting Working Capital
535.801.00Depreciation & Amortization 304,519 - - - -
Net W/C From Operations (12,253) (8,313,777) (8,313,777) - -
Resources Other Than Operations
397.100Operating Transfers In 51,646 - - - -
399.000Other Sources (717) - - - -
Total Resources 50,929 - - - -
Uses Other Than Operations
590.100.00Other Uses 20,206 8,164,204 8,164,204 - -
Total Uses 20,206 8,164,204 8,164,204 - -
Net Change In Working Capital 58,881 (149,573) (149,573) - -
Beginning Working Capital - Jan 1 90,692 149,573 149,573 - -
Ending Working Capital - Dec 31 149,573 - - - -
Net Change In Working Capital $ 58,881 $ (149,573) $ (149,573) $ - $ -
Operating Revenues
437 Golf Course
Page 212
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Page 213
2015-2016 Biennial Budget Section IV: Operating Budget
INNOVATION AND TECHNOLOGY
Mission Statement
The mission of the Innovation and Technology Department is to work collaboratively with other
departments, customers, and organizations to improve the quality of life in the City through fiscally
sound, customer service oriented, innovative, practical, and reliable technology solutions and
efficiencies. We optimize processes through strategic planning, business process improvement, disaster
recovery, and business continuity through information technology, leadership, highly qualified staff
and professional services on a 24 hour per day, 365 days per year basis to all customers and
organizations we serve, including residents.
Department Overview
The Innovation and Technology Department oversees all technology for the City and is comprised of
three functional divisions: Geographic Information Systems (GIS), Desktop, and Network Support,
which includes software, server, desktop and storage services. The department also supports and
negotiates communications-related franchise and telecommunications services and leases. The
department manages and administers support to over 400 City staff, providing technical support for
printing and multimedia design solutions, video and production broadcast solutions for City Council
and other events, and software and hardware technology support for 200 software applications,
across 2,000 hardware devices on multiple software platforms, and at twelve City locations. The
technology support includes printers, copiers, web services, computers, telephones, software
applications, video conferencing systems, technology in our police and field maintenance vehicles,
GIS, web services, and City communications systems. The Innovation and Technology Department
also provides various levels of contracted remote and onsite technical services and support for the
Cities of Algona, Pacific, Black Diamond, Milton, as well as Valley Regional Fire Service GIS services,
on a cost recovery basis.
2013 & 2014 Accomplishments
Reorganized leased equipment services creating an internal four-year return on investment of
over $100,000 annually.
Increased and renegotiated service contracts with outside agencies producing revenue through
economies of scale supporting the needs of four agencies through efficiency and technology.
Implemented a fleet management and efficiency system across eighty City-owned vehicles.
Upgraded fuel management system to successfully integrate with systems.
Implemented handheld devices for storm collection.
Implemented new audio visual systems and digital messaging to enhance communications.
Implemented and inventoried all IT related equipment creating a strategic rotation plan.
Processed over 10,000 internal helpdesk requests and performed over 350 updates and changes.
Streamlined billing, invoicing, and contract renewals saving time and fiscal expenditures.
Installed and implemented a GIS pavement management software inventory system.
Received Digital City Award for the 75,000 resident population category.
Received Cartegraph “Pioneer Award” for excellence in operations management.
Implemented large scale wireless/fiber connectivity projects for public/private use.
2015 & 2016 Objectives
Expand eGovernment services through online and internal citizen technology engagement.
Increase staff access, knowledge, and skills in the utilization of technology.
Work with City staff on open government options to increase and produce workforce and
customers service efficiencies.
Provide for the public good by advancing development and access to new technologies and
information including fiber, wireless, and economic development options.
Page 214
2015-2016 Biennial Budget Section IV: Operating Budget
Continue to expand fiber connectivity both in the City of Auburn and regionally to increase the
economic development and continuity of our City and provide cost saving benefits.
Continue to look for Federal, State, and private funding solutions that can be used to enhance
technology use in the City for staff and residents.
Continue to work with the Auburn School District to find ways to increase technology to benefit
the community.
Page 215
2015-2016 Biennial Budget Section IV: Operating Budget
Thepurpose of theEnterpriseGISsystem is to create,maintain,store,manipulate,analyze,and
distribute a collection of geospatial-related data and information to City departments and the public.
Enterprise Network Services
Thepurpose of theEnterpriseNetworkServicesprogram is to providestable,adaptivenetwork
infrastructureandbusinessapplications to Citydepartmentsand to managedata so that itis available,
secure, and accessible.
PERFORMANCE MEASURES - INNOVATION AND TECHNOLOGY
Customer Service Management
Innovation&Technologyprovides24/7support of Citycomputersystemsandrequestsforserviceare
trackedthroughourHelpDesk.OurServiceLevelAgreement(SLA)is to respondwithin 30 minutes
duringregularbusinesshours of 7am-5pm.Offhours,we provideassistance as soon as possiblefor
emergent issues.
Enterprise Geospatial Information Services (eGIS)
0
20
40
60
80
100
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
80 83 82 82 85 87
Percentage of Calls Completed in SLA
0
700,000
1,400,000
2,100,000
2,800,000
3,500,000
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
938,470
1,220,011 1,769,015
2,000,000 2,500,000
3,000,000
Number of Hits on GIS Portal Site
0
20
40
60
80
100
120
2011 2012 2013 2014 Est 2015 Goal 2016 Goal
99.75 99.85 99.96 99.99 99.99
Percentage of Time the Network is Available
N/A
Page 216
2015-2016 Biennial Budget Section IV: Operating Budget
2015-2016 Working Capital Budget
2013
Actual
2014
Adjusted
Budget
2014
Estimate
2015
Budget
2016
Budget
348.800Interfund Operating Charges 3,935,853 3,888,176 3,888,176 4,362,590 4,325,090
348.801Interfund Communication Charges 899,796 905,700 905,700 1,044,442 1,058,040
338.190Intergovernmental Services 80,641 106,000 106,000 146,215 148,835
Total Operating Revenues 4,916,290 4,899,876 4,899,876 5,553,247 5,531,965
Operating Expenses
518.000.10Salaries & Wages (1,382,496) (1,471,397) (1,471,397) (1,655,413) (1,682,020)
518.000.20Personnel Benefits (565,857) (625,013) (625,013) (716,761) (767,546)
518.000.30Supplies (321,587) (403,660) (403,660) (412,580) (400,650)
518.000.40Services & Charges (1,470,970) (2,693,391) (2,693,391) (2,187,195) (2,041,575)
518.000.90Interfund Payments For Srv (301,704) (288,400) (288,400) (162,158) (160,790)
518.000.00Depreciation & Amortization (467,317) (587,900) (587,900) (520,400) (546,400)
Total Operating Expenses (4,509,932) (6,069,760) (6,069,760) (5,654,507) (5,598,982)
Operating Income (Loss) 406,358 (1,169,884) (1,169,884) (101,260) (67,017)
Non Operating Revenues (Expenses)
361.110Investment Income 5,071 4,500 3,500 3,500 3,500
369.900Miscellaneous Revenue (Expense) 23,581 - - - -
Total Non Op Rev (Exp) 28,652 4,500 3,500 3,500 3,500
Net Income (Loss) 435,011 (1,165,384) (1,166,384) (97,760) (63,517)
Items Not Affecting Working Capital
518.801.00Depreciation & Amortization 467,317 587,900 587,900 520,400 546,400
Net W/C From Operations 902,328 (577,484) (578,484) 422,640 482,883
Resources Other Than Operations
397.100Operating Transfers In 100,140 331,345 331,345 104,000 104,000
399.000Other Sources (6,210) - - - -
Total Resources 93,930 331,345 331,345 104,000 104,000
Uses Other Than Operations
597.100.55Operating Transfers Out - - - (350,000) -
590.100.64Inc In Fixed Assets - Equipment (475,773) (795,495) (795,495) (711,150) (530,000)
Total Uses (475,773) (795,495) (795,495) (1,061,150) (530,000)
Net Change In Working Capital 520,485 (1,041,634) (1,042,634) (534,510) 56,883
Beginning Working Capital - Jan 1 2,885,527 3,406,012 3,406,012 2,363,378 1,828,868
Ending Working Capital - Dec 31 3,406,012 2,364,378 2,363,378 1,828,868 1,885,751
Net Change In Working Capital $ 520,485 $ (1,041,634) $ (1,042,634) $ (534,510) $ 56,883
Operating Revenues
518 Innovation & Technology
This budget includes the Multimedia Division which is overseen by the Administration Director.
Page 217
2015-2016 Biennial Budget Section IV: Operating Budget
Department Employees
518 Innovation and Technology Department FTE's 20122013201420152016
Innovation and Technology Department FTE's 17.60.17.60.15.00.16.00.16.00.
TOTAL IT FTE's 17.6017.6015.0016.0016.00
Full Time Equivalent (FTE)
1.0 FTE - IT Office Assistant was added in 2014 via Budget Amendment #6.
3.6 FTE's - 3.6 FTE's moved from the IT Department in 2014 to the Administration Department (Multimedia division).
1.0 FTE - The 2015 budget includes the addition of an IT Support Lead to support the Police Department.
Page 218
2015-2016 Biennial Budget Section V: Budget Details
SECTION V: BUDGET DETAILS
The following tables, charts and other information is intended to provide further detail and
explanation to the summary budget data presented in other sections of this document.
Tables and Graphs in Order of Presentation
2015 Budgeted Revenue by Type, All Funds (Table)
2015 Budgeted Expenditures by Object, All Funds (Table)
2016 Budgeted Revenue by Type, All Funds (Table)
2016 Budgeted Expenditures by Object, All Funds (Table)
Relationship between Fund and City Structure (Table)
2015 & 2016 – Budgeted Expenditures by Administrative Structure (Table)
2015 – Budgeted General Fund Expenditures by Department (Graph)
2016 – Budgeted General Fund Expenditures by Department (Graph)
2016 & 2016 – Budgeted General Fund Expenditures by Cost Center (Table)
2015 & 2016 – Budgeted Interfund Operating Transfers (Table)
Page 219
2015-2016 Biennial Budget Section V: Budget Details
2015 Budgeted Revenue by Type, All Funds
Licenses &Charges forFines &
Permits ServicesForfeitures
45,602,400$ 1,851,300$ 5,262,430$ 3,380,880$ 1,388,040$
Arterial Street 530,000 - 9,560,137 - -
Local Street 1,600,000 - - - -
Hotel/Motel Tax 87,900 - - 6,000 -
Arterial Street Preservation 2,053,200 - 80,000 - -
Drug Forfeiture - - 36,400 - -
Housing & Community Development - - 450,000 - -
Recreational Trails 7,100 - - - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 990,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond 250,000 - - - -
LID Guarantee - - - - -
LID #250 - - - - -
LID #350 - - - - -
Golf Debt Service - - - - -
Municipal Parks Construction 125,000 - 50,000 11,100 -
Capital Improvements 1,600,000 - 100,000 - -
Local Revitalization - - - - -
Water - - - 13,242,465 -
Sewer - - - 7,661,956 -
Storm Drainage - - 259,887 8,931,695 -
Sewer Metro - - - 16,101,037 -
Solid Waste - - 108,500 13,238,000 -
Airport - - 367,769 27,500 -
Cemetery - - - 878,000 -
Insurance - - - - -
Workers' Compensation - - - 740,000 -
Facilities - - 100,000 3,447,300 -
Innovation & Technology - - 146,215 5,407,032 -
Equipment Rental - - - 1,645,340 -
FI
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Fire Pension 70,000 - - - -
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Cemetery Endowment Care - - - 33,000 -
51,980,600$ 1,851,300$ 16,521,338$ 75,741,305$ 1,388,040$
DE
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Intergov'tTaxesFund
CA
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GENERAL FUND
SP
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TOTAL BUDGET
EN
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Page 220
2015-2016 Biennial Budget Section V: Budget Details
2015 Budgeted Revenue by Type, All Funds (continued)
Other InterfundOther FinancingBeginningTotal
RevenueTransfersSourcesFund BalanceResources
743,250$ 539,380$ -$ 14,592,724$ 73,360,404$
Arterial Street 1,052,000 3,008,453 - 1,312,844 15,463,434$
Local Street 2,500 150,000 - 1,196,068 2,948,568$
Hotel/Motel Tax 140 - - 139,991 234,031$
Arterial Street Preservation 1,500 - - 521,910 2,656,610$
Drug Forfeiture 60,700 - - 505,405 602,505$
Housing & Community Development - - - 27,371 477,371$
Recreational Trails 30 - - 36,717 43,847$
Business Improvement Area 60 - - 41,212 96,272$
Cumulative Reserve 14,100 1,300,000 - 5,582,204 6,896,304$
Mitigation Fees 4,890 - - 5,205,964 6,200,854$
1998 Library Bond 279,500 - - 279,500$
City Hall Annex 2010 A&B Bond - 1,318,852 377,065 - 1,695,917$
Local Revitalization 2010 C&D Bond 121,675 222,942 20 - 594,637$
LID Guarantee 20 - - 24,549 24,569$
LID #250 - - - - -$
LID #350 7,257 - - 7,864 15,121$
Golf Debt Service - 389,195 - - 389,195$
Municipal Parks Construction 44,030 390,000 - 427,106 1,047,236$
Capital Improvements 15,247 125,000 - 8,944,989 10,785,236$
Local Revitalization 250 - - 229,370 229,620$
Water 409,000 200,000 5,306,854 4,526,763 23,685,082$
Sewer 253,000 - 70,128 10,794,820 18,779,904$
Storm Drainage 366,000 525,083 58,674 10,674,042 20,815,381$
Sewer Metro 700 - - 2,447,311 18,549,048$
Solid Waste 1,300 - - 2,272,081 15,619,881$
Airport 665,100 - - 682,748 1,743,117$
Cemetery 300 200,000 - 126,755 1,205,055$
Insurance 1,000 - - 1,613,131 1,614,131$
Workers' Compensation 120,100 - - 123,000 983,100$
Facilities 91,520 - - 1,546,227 5,185,047$
Innovation & Technology 3,500 104,000 - 2,363,378 8,024,125$
Equipment Rental 1,911,130 654,000 - 4,324,274 8,534,744$
FID
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Fire Pension 6,000 - - 2,580,481 2,656,481$
PE
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Cemetery Endowment Care 1,200 - - 1,663,664 1,697,864$
5,897,499$ 9,406,405$ 5,812,741$ 84,534,959$ 253,134,187$ TOTAL BUDGET
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E
C
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SP
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U
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Fund
Page 221
2015-2016 Biennial Budget Section V: Budget Details
2015 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(50)(60)
PersonnelSuppliesServicesIntergov'tCapital
33,574,860$ 1,532,760$ 11,915,517$ 5,464,600$ 5,000$
Arterial Street 804,773 - 200,000 - 13,061,564
Local Street 128,565 - 300 - 2,458,665
Hotel/Motel Tax - - 86,000 - -
Arterial Street Preservation 82,072 - 150,000 - 1,877,928
Drug Forfeiture 152,208 68,240 71,000 - -
Housing & Community Development 130,000 - 110,000 - 200,000
Recreational Trails - - - - -
Business Improvement Area - 4,200 50,800 - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 460,000 -
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 Parks Construction - - 10,000 - 530,000
Capital Improvements - - - - 975,000
Local Revitalization - - - - 229,620
Water 4,028,810 313,128 4,881,275 - 4,795,894
Sewer 2,830,729 122,000 2,615,275 9,500 2,300,934
Storm Drainage 3,824,121 92,000 1,564,015 112,000 4,964,848
Sewer Metro - - - 16,056,900 -
Solid Waste 595,652 34,200 11,608,975 417,200 -
Airport 35,270 2,000 453,000 - 784,125
Cemetery 620,340 191,300 148,500 - -
Insurance 215,000 - 3,900 - -
Workers' Compensation 427,836 - 388,765 - -
Facilities 1,020,102 128,200 1,812,920 - -
Innovation & Technology 2,372,176 412,580 2,187,195 - 711,150
Equipment Rental 940,084 1,251,600 408,100 - 2,263,367
FI
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Fire Pension 164,181 - 6,000 - -
PE
R
M
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N
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N
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Cemetery Endowment Care - - - - -
51,946,779$ 4,152,208$ 38,671,537$ 21,820,200$ 35,158,095$
CA
P
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A
L
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O
J
E
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TOTAL BUDGET
EN
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P
R
I
S
E
F
U
N
D
S
IN
T
E
R
N
A
L
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E
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V
I
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FU
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Fund
DE
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E
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SP
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Page 222
2015-2016 Biennial Budget Section V: Budget Details
2015 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)InterfundEnding Total
Debt ServiceInterfund Srv.TransfersFund BalanceBudget
305,290$ 8,046,556$ 1,968,695$ 10,547,126$ 73,360,404$
Arterial Street 217,243 71,150 - 1,108,704 15,463,434$
Local Street - 12,470 - 348,568 2,948,568$
Hotel/Motel Tax - - - 148,031 234,031$
Arterial Street Preservation - - 85,410 461,200 2,656,610$
Drug Forfeiture - 13,000 - 298,057 602,505$
Housing & Community Development - - - 37,371 477,371$
Recreational Trails - - - 43,847 43,847$
Business Improvement Area - - - 41,272 96,272$
Cumulative Reserve - - 658,000 6,238,304 6,896,304$
Mitigation Fees - - 3,126,423 2,614,431 6,200,854$
1998 Library Bond 279,500 - - - 279,500$
City Hall Annex 2010 A&B Bond 1,695,917 - - - 1,695,917$
Local Revitalization 2010 C&D Bond 594,617 - - 20 594,637$
LID Guarantee - - 2,000 22,569 24,569$
LID #250 - - - - -$
LID #350 7,247 - - 7,874 15,121$
Golf Debt Service 389,195 - - - 389,195$
Municipal Parks Construction - - - 507,236 1,047,236$
Capital Improvements - - 1,182,368 8,627,868 10,785,236$
Local Revitalization - - - - 229,620$
Water 2,722,905 1,290,575 277,542 5,374,953 23,685,082$
Sewer 727,969 970,253 377,541 8,825,703 18,779,904$
Storm Drainage 794,646 1,333,465 349,000 7,781,286 20,815,381$
Sewer Metro - - - 2,492,148 18,549,048$
Solid Waste - 105,393 - 2,858,461 15,619,881$
Airport 176,613 - - 292,109 1,743,117$
Cemetery 23,017 65,450 - 156,448 1,205,055$
Insurance - - - 1,395,231 1,614,131$
Workers' Compensation - - - 166,499 983,100$
Facilities - 117,921 759,426 1,346,478 5,185,047$
Innovation & Technology - 162,158 350,000 1,828,866 8,024,125$
Equipment Rental - 216,710 270,000 3,184,883 8,534,744$
FI
D
U
C
I
A
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Y
FU
N
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Fire Pension - - - 2,486,300 2,656,481$
PE
R
M
A
N
E
N
T
FU
N
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S
Cemetery Endowment Care - - - 1,697,864 1,697,864$
7,934,159$ 12,405,101$ 9,406,405$ 70,939,703$ 253,134,187$
Fund
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B
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GENERAL FUND
SP
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F
U
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CA
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TOTAL BUDGET
EN
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E
F
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Page 223
2015-2016 Biennial Budget Section V: Budget Details
2016 Budgeted Revenue by Type, All Funds
Licenses &Charges forFines &
Permits ServicesForfeitures
46,620,100$ 1,844,600$ 5,265,580$ 3,404,580$ 1,396,180$
Arterial Street 530,000 - 10,243,740 - -
Local Street 1,450,000 - - - -
Hotel/Motel Tax 88,800 - - 6,000 -
Arterial Street Preservation 2,072,900 - 1,052,900 - -
Drug Forfeiture - - 36,400 - -
Housing & Community Development - - 450,000 - -
Recreational Trails 7,100 - - - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 990,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond 250,000 - - - -
LID Guarantee - - - - -
LID #250 - - - - -
LID #350 - - - - -
Golf Debt Service - - - - -
Municipal Parks Construction 125,000 - 3,050,000 11,100 -
Capital Improvements 1,600,000 - 100,000 - -
Local Revitalization - - - - -
Water - - - 13,698,782 -
Sewer - - - 7,847,883 -
Storm Drainage - - - 9,151,487 -
Sewer Metro - - - 16,332,687 -
Solid Waste - - 109,000 13,317,100 -
Airport - - 133,000 27,500 -
Cemetery - - - 878,000 -
Insurance - - - - -
Workers' Compensation - - - 743,000 -
Facilities - - 100,000 3,405,400 -
Innovation & Technology - - 148,835 5,383,130 -
Equipment Rental - - - 1,549,611 -
FI
D
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I
A
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Y
FU
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Fire Pension 70,000 - - - -
PE
R
M
A
N
E
N
T
FU
N
D
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Cemetery Endowment Care - - - 33,000 -
52,868,900$ 1,844,600$ 20,689,455$ 76,779,260$ 1,396,180$
DE
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CA
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GENERAL FUND
SP
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I
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TOTAL BUDGET
EN
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E
F
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Page 224
2015-2016 Biennial Budget Section V: Budget Details
2016 Budgeted Revenue by Type, All Funds (continued)
Other InterfundOther FinancingBeginningTotal
RevenueTransfersSourcesFund BalanceResources
747,200$ 76,000$ -$ 10,547,126$ 69,901,366$
Arterial Street 2,000 1,313,047 - 1,108,704 13,197,491$
Local Street 2,500 150,000 - 348,568 1,951,068$
Hotel/Motel Tax 140 - - 148,031 242,971$
Arterial Street Preservation 1,500 - - 461,200 3,588,500$
Drug Forfeiture 60,700 - - 298,057 395,157$
Housing & Community Development - - - 37,371 487,371$
Recreational Trails 30 - - 43,847 50,977$
Business Improvement Area 60 - - 41,272 96,332$
Cumulative Reserve 14,200 - - 6,238,304 6,252,504$
Mitigation Fees 4,890 - - 2,614,431 3,609,321$
1998 Library Bond 285,100 - - 285,100$
City Hall Annex 2010 A&B Bond - 1,317,054 371,390 - 1,688,444$
Local Revitalization 2010 C&D Bond 119,341 223,091 20 20 592,472$
LID Guarantee 20 - - 22,569 22,589$
LID #250 - - - - -$
LID #350 7,256 - - 7,874 15,130$
Golf Debt Service - 351,553 - - 351,553$
Municipal Parks Construction 244,900 5,585,000 - 507,236 9,523,236$
Capital Improvements 15,246 40,790 - 8,627,868 10,383,904$
Local Revitalization - - - - -$
Water 409,000 - 156,854 5,374,953 19,639,589$
Sewer 253,000 - 70,128 8,825,703 16,996,714$
Storm Drainage 366,000 - 58,674 7,781,286 17,357,447$
Sewer Metro 700 - - 2,492,148 18,825,535$
Solid Waste 1,300 - - 2,858,461 16,285,861$
Airport 721,400 - - 292,109 1,174,009$
Cemetery 300 300,000 - 156,448 1,334,748$
Insurance 1,000 - - 1,395,231 1,396,231$
Workers' Compensation 120,100 - - 166,499 1,029,599$
Facilities 93,000 - - 1,346,478 4,944,878$
Innovation & Technology 3,500 104,000 - 1,828,866 7,468,331$
Equipment Rental 1,827,869 292,000 - 3,184,883 6,854,363$
FI
D
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C
I
A
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Y
FU
N
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Fire Pension 6,000 - - 2,486,300 2,562,300$
PE
R
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A
N
E
N
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Cemetery Endowment Care 1,200 - - 1,697,864 1,732,064$
5,024,352$ 10,037,635$ 657,066$ 70,939,703$ 240,237,151$ TOTAL BUDGET
EN
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Page 225
2015-2016 Biennial Budget Section V: Budget Details
2016 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(50)(60)
PersonnelSuppliesServicesIntergov'tCapital
34,672,590$ 1,516,790$ 12,670,887$ 5,714,700$ 5,000$
Arterial Street 825,968 - 135,000 - 11,068,932
Local Street 135,037 - 300 - 1,452,423
Hotel/Motel Tax - - 86,000 - -
Arterial Street Preservation 84,044 - 150,000 - 2,650,336
Drug Forfeiture 155,028 33,500 71,000 - -
Housing & Community Development 130,000 - 110,000 - 200,000
Recreational Trails - - - - -
Business Improvement Area - 4,200 50,800 - -
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 Parks Construction - - 10,000 - 9,145,000
Capital Improvements - - - - 600,790
Local Revitalization - - - - -
Water 4,187,686 321,994 5,185,175 - 2,018,272
Sewer 2,930,816 130,500 2,723,275 9,500 2,178,439
Storm Drainage 3,952,233 93,500 1,594,015 113,000 1,821,777
Sewer Metro - - - 16,317,200 -
Solid Waste 618,518 34,200 11,863,075 420,600 -
Airport 36,219 2,000 463,050 - 140,000
Cemetery 642,567 191,300 151,700 - -
Insurance 215,000 - 3,900 - -
Workers' Compensation 451,595 - 402,715 - -
Facilities 1,061,690 128,200 1,838,270 - -
Innovation & Technology 2,449,568 400,650 2,041,575 - 530,000
Equipment Rental 900,706 1,241,600 411,500 - 1,871,818
FID
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D
S
Fire Pension 164,659 - 6,000 - -
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment Care - - - - -
53,613,924$ 4,098,434$ 39,968,237$ 22,625,000$ 33,682,787$
CA
P
I
T
A
L
P
R
O
J
E
C
T
S
TOTAL BUDGET
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
IN
T
E
R
N
A
L
S
E
R
V
I
C
E
FU
N
D
S
Fund
DE
B
T
S
E
R
V
I
C
E
GENERAL FUND
SP
E
C
I
A
L
R
E
V
E
N
U
E
F
U
N
D
S
Page 226
2015-2016 Biennial Budget Section V: Budget Details
2016 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)InterfundEnding Total
Debt ServiceInterfund Srv.TransfersFund BalanceBudget
1,639,981$ 7,878,928$ 636,653$ 5,165,837$ 69,901,366$
Arterial Street 216,262 74,550 - 876,779 13,197,491$
Local Street - 12,240 - 351,068 1,951,068$
Hotel/Motel Tax - - - 156,971 242,971$
Arterial Street Preservation - - 467,010 237,110 3,588,500$
Drug Forfeiture - 13,500 - 122,129 395,157$
Housing & Community Development - - - 47,371 487,371$
Recreational Trails - - - 50,977 50,977$
Business Improvement Area - - - 41,332 96,332$
Cumulative Reserve - - 1,917,084 4,335,420 6,252,504$
Mitigation Fees - - 1,171,827 2,387,494 3,609,321$
1998 Library Bond 285,100 - - - 285,100$
City Hall Annex 2010 A&B Bond 1,688,444 - - - 1,688,444$
Local Revitalization 2010 C&D Bond 592,432 - - 40 592,472$
LID Guarantee - - 2,000 20,589 22,589$
LID #250 - - - - -$
LID #350 7,246 - - 7,884 15,130$
Golf Debt Service 351,553 - - - 351,553$
Municipal Parks Construction - - - 368,236 9,523,236$
Capital Improvements - - 4,960,534 4,822,580 10,383,904$
Local Revitalization - - - - -$
Water 2,708,816 1,276,967 50,000 3,890,679 19,639,589$
Sewer 818,209 952,338 50,000 7,203,637 16,996,714$
Storm Drainage 773,687 1,312,518 124,000 7,572,717 17,357,447$
Sewer Metro - - - 2,508,335 18,825,535$
Solid Waste - 104,209 - 3,245,259 16,285,861$
Airport 185,538 - - 347,202 1,174,009$
Cemetery 61,922 50,740 - 236,519 1,334,748$
Insurance - - - 1,177,331 1,396,231$
Workers' Compensation - - - 175,289 1,029,599$
Facilities - 110,841 658,527 1,147,350 4,944,878$
Innovation & Technology - 160,790 - 1,885,748 7,468,331$
Equipment Rental - 212,390 - 2,216,349 6,854,363$
FI
D
U
C
I
A
R
Y
FU
N
D
S
Fire Pension - - - 2,391,641 2,562,300$
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment Care - - - 1,732,064 1,732,064$
9,329,190$ 12,160,011$ 10,037,635$ 54,721,933$ 240,237,151$
Fund
DE
B
T
S
E
R
V
I
C
E
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
P
R
O
J
E
C
T
S
TOTAL BUDGET
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
IN
T
E
R
N
A
L
S
E
R
V
I
C
E
FU
N
D
S
Page 227
2015-2016 Biennial Budget Section V: Budget Details
Relationship between Fund and City Structure
The table below provides a cross-reference of the relationships between individual funds and City
structure. City 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.
Housing
LocalDrug& Comm Solid Workers Equip.
GeneralStreetsForfeitDvlpmntWaterSewerStormWasteAirport Cemetery CompFacilities IT Rental
TO:FundFundFundFundFundFundFundFundFundFundFundFundFundFund
Administration w www ww
Community Development w www w w
Equipment Rental w wwww www
Finance w wwwwwww w
Human Resources w wwww www w
Innovation & Technology w wwww w www
Legal w wwww w
Mayor and Council w w w
Parks, Arts & Recreation w w w w
Police w w www
Public Works ww www w w
FROM FUND:
Page 228
2015-2016 Biennial Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
Perhaps the most common way of viewing the organization of the City is by administrative structure.
The table on the following page presents the budget from this perspective. Expenditures are
accounted for on the basis of where the authority for the expenditure lies.
The administrative structure is based upon the reporting relationships – what people and functions are
accountable to which department. The criteria of organizing a City administratively are based on the
grouping of specific work tasks or skills into groups with similar or related characteristics. This creates
more efficiency, eliminates duplication of effort, and allows the diversity of City functions to be
managed consistently. For example, it is more efficient for the accounts of the City to be handled
centrally where trained staff can be provided. Likewise, it is more efficient to share engineering skills
than for each utility to have separate engineering staff.
The administrative structure of the City consists of the Mayor and eight department heads. The larger
departments are then subdivided into divisions.
Administrative or Support Departments:
Mayor and Council: Provides overall administration to the entire City. Also includes expenditures
related to the operation of the City Council.
Administration: This department coordinates the priorities of the Mayor and City Council and ensures
that they are addressed and implemented throughout the City organization for the benefit of its
residents and businesses. This department also houses Economic Development, Human and
Community Services, Emergency Management, Property Management and Facilities, and Public Affairs
and Marketing.
Human Resources: This department provides centralized personnel and risk management services to all
City departments and oversees the Worker’s Compensation self-insurance fund.
Finance: Provides centralized budgeting and financial reporting services to all City departments as
well as other administrative services, such as City utility billing.
Legal: Provides centralized legal and City Clerk services to all City departments.
Community Development & Public Works: The Community Development division provides citywide
land use planning and environmental protection, permitting, and inspection services. The Public
Works division includes Engineering Services; Water, Sewer, and Storm utilities; Equipment Rental; and
Streets.
Public Safety: Provides for all police services in the City of Auburn and jail services at the South
Correctional Entity (SCORE).
Parks, Arts and Recreation: Provides recreational services and maintenance of park facilities. The
Parks Department also provides senior citizen services and manages the Mountain View Cemetery and
the Auburn Golf Course.
Innovation & Technology: Provides management, oversight, and support of all technology within the
City including GIS, desktop, and network applications.
Page 229
2015-2016 Biennial Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
2013 2014 2014 2015 2016
ActualAdj BudgetEst Actual Budget Budget
MAYOR & COUNCIL:
Mayor and Council 1,017,725$ 767,926$ 767,926$ 915,017$ 937,491$
1,017,725 767,926 767,926 915,017 937,491
ADMINISTRATION DIRECTOR:
Administration - 2,261,698 2,151,515 2,131,729 2,158,585
Housing & Community Development 419,212 460,152 460,152 440,000 440,000
Facilities 3,327,099 4,065,990 3,947,960 3,838,569 3,797,528
3,746,311 6,787,840 6,559,627 6,410,298 6,396,113
HUMAN RESOURCES DIRECTOR:
Human Resources 2,053,823 3,428,129 2,916,731 3,073,497 3,187,533
Worker's Compensation - 737,000 737,000 816,601 854,310
Insurance 215,151 204,400 203,600 218,900 218,900
2,268,974 4,369,529 3,857,331 4,108,998 4,260,743
FINANCE DIRECTOR:
Finance 1,144,160 1,369,895 1,249,600 1,379,405 1,415,393
Non-Departmental 3,932,947 3,331,207 2,931,207 4,707,695 3,769,953
Hotel/Motel Tax 75,192 85,000 85,000 86,000 86,000
Cumulative Reserve 1,132,341 4,196,708 2,655,624 658,000 1,917,084
Mitigation Fees 270,380 2,645,712 1,635,344 3,586,423 1,221,827
Debt Service Funds 3,035,793 3,480,500 3,480,911 2,968,476 2,926,775
Capital Improvements 2,327,407 8,770,712 2,520,552 2,157,368 5,561,324
Local Revitalization 109,463 559,070 330,000 229,620 -
Solid Waste 12,516,259 12,715,724 12,715,724 12,761,420 13,040,602
Airport 855,254 2,036,124 1,713,999 1,451,008 826,807
Fire Pension 185,369 181,067 181,067 170,181 170,659
Cemetery Endowment Care - - - - -
25,584,565 39,371,719 29,499,028 30,155,596 30,936,424
CITY ATTORNEY:
Legal 1,984,481 1,880,945 1,880,945 2,202,161 2,196,706
1,984,481 1,880,945 1,880,945 2,202,161 2,196,706
COMMUNITY DEV. & PUBLIC WORKS DIRECTOR:
Community Development 4,766,848 4,199,107 4,199,107 4,311,539 4,340,499
Public Works 2,728,726 2,656,777 2,656,777 2,641,029 2,711,502
Streets 2,915,619 3,306,718 3,306,718 3,365,676 3,419,634
Arterial Street 8,109,747 13,426,347 9,779,721 14,354,730 12,320,712
Local Street 1,943,937 2,573,281 2,573,281 2,600,000 1,600,000
Arterial Street Preservation 2,204,260 3,309,295 2,980,885 2,195,410 3,351,390
Business Improvement Area 52,863 55,000 55,000 55,000 55,000
Water 19,508,510 26,452,826 24,459,093 18,310,129 15,748,910
Sewer 9,332,137 10,366,942 9,910,904 9,954,201 9,793,077
Storm Drainage 10,130,295 22,052,005 16,956,249 13,034,095 9,784,730
Sewer Metro 13,557,525 15,030,000 15,030,000 16,056,900 16,317,200
Equipment Rental 2,763,799 5,808,920 5,038,920 5,349,861 4,638,014
78,014,266 109,237,217 96,946,655 92,228,570 84,080,668
POLICE CHIEF:
SCORE (jail)7,049,120 5,786,100 5,460,000 3,670,000 5,533,542
Police 19,202,081 21,898,036 20,775,600 23,423,114 23,929,456
Drug Forfeiture 240,341 311,648 296,648 304,448 273,028
26,491,542 27,995,784 26,532,248 27,397,562 29,736,026
PARKS DIRECTOR:
Parks, Arts & Recreation 8,136,118 9,543,753 9,543,753 10,992,416 11,135,235
Recreational Trails - - - - -
Municipal Parks 1,356,288 11,958,613 2,912,257 540,000 9,155,000
Cemetery 866,622 991,389 991,389 1,048,607 1,098,229
Golf Course 1 1,447,643 149,573 149,573 - -
11,806,671 22,643,328 13,596,972 12,581,023 21,388,464
INNOVATION & TECHNOLOGY DIRECTOR:
Innovation and Technology 4,518,387 6,277,355 6,277,355 6,195,259 5,582,583
4,518,387 6,277,355 6,277,355 6,195,259 5,582,583
RESERVES:
General Fund 15,416,388 11,092,724 14,592,724 10,547,126 5,165,837
Special Revenue Funds 19,655,706 10,905,893 14,569,686 11,339,784 8,606,651
Debt Service Funds 45,785 36,308 32,413 30,462 28,512
Capital Funds 10,136,476 4,230,102 9,601,465 9,135,104 5,190,816
Enterprise Funds - - - - -
Utilities 46,236,510 21,141,369 30,715,014 27,332,549 24,420,625
Airport 801,284 421,142 682,748 292,109 347,202
Cemetery 261,934 446,755 126,755 156,448 236,519
Golf Course 149,573 - - - -
Internal Service Funds 13,118,699 9,045,680 9,970,010 7,921,957 6,602,067
Fiduciary Funds 2,446,991 2,569,924 2,580,481 2,486,300 2,391,641
Permanent Funds 1,629,564 1,663,664 1,663,664 1,697,864 1,732,064
109,898,909 61,553,561 84,534,960 70,939,703 54,721,934
TOTAL ALL FUNDS 265,331,833$ 280,885,204$ 270,453,042$ 253,134,187$ 240,237,151$
1 In 2014, Golf Course operations, administration, and pro shop activities were all made divisions within the Parks, Arts & Recreation Department of the
General Fund.
Page 230
2015-2016 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Department & Cost Center
The next table presents a summary of General Fund expenditures by cost center. A cost center
identifies specific activities within an administrative unit of the City. Since these cost centers
correspond to specific programs operated by the City, this page summarizes the program budgets of
the General Fund.
In 2015, the total public safety budget, which includes Police, Jail, Municipal Court, Probation, and
Civil Service, is 46.3% of the total General Fund. Police services make up 37.3% of the General Fund;
the largest police program being Patrol & Operations. Jail services at the South Correctional Entity
(SCORE) account for 5.8%, while Municipal Court, Probation, and Civil Services total 3.2%.
Parks, Arts and Recreation account for 17.5% of the General Fund, with 7.6% dedicated to recreation
and park facilities, and 1.5% to senior services.
The balance of the General Fund budget supports a variety of services – 5.4% has been allocated to
street maintenance; 4.2% to Public Works and engineering services; 6.9% to Community
Development services which include permitting, land use planning, and building code administration;
and the remaining 19.7% is made up of general government services such as Legal, Finance, and
Administration.
The pie charts below and on the next page depict General Fund expenditures for 2015 and 2016 by
department.
Mayor & Council
1.5%
Administration
3.3%
Human Resources
4.9%
Finance
2.2%Legal3.5%
Community Development
6.9%SCORE (jail)
5.8%
Police37.3%
Public Works
4.2%Parks, Arts &
Recreation17.5%
Streets
5.4%
Non-Departmental7.5%
General Fund Expenditures by Department
2015
Page 231
2015-2016 Biennial Budget Section V: Budget Details
46.3% for book
Mayor & Council
1.4%
Administration
3.4%
Human Resources4.9%
Finance
2.2%Legal
3.4%
Community Development
6.7%
SCORE (jail)
8.5%
Police37.0%
Public Works
4.2%Parks, Arts &
Recreation
17.2%
Streets5.3%
Non-Departmental5.8%
General Fund Expenditures by Department
2016
Page 232
2015-2016 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center
2013 2014 2014 2015 2016
ActualAdj BudgetEst ActualBudgetBudget
MAYOR & COUNCIL:
City Council 325,212$ 352,861$ 352,861$ 388,906$ 400,027$
Mayor 692,513 415,065 415,065 526,111 537,464
1,017,725 767,926 767,926 915,017 937,491
ADMINISTRATION: 1
Administration - 407,332 297,150 512,123 524,101
Emergency Management 1a - 271,743 271,743 184,715 185,694
Community Services 1b - 487,928 487,928 260,197 268,676
Economic Development 1c - 203,287 203,287 556,568 561,133
Human Services 1d - 891,407 891,407 618,126 618,981
- 2,261,698 2,151,515 2,131,729 2,158,585
HUMAN RESOURCES:
Municipal Court 594,219 1,870,959 1,359,562 1,935,711 2,019,472
Probation 2 26,418 7 7 - -
Personnel & Administration 1,372,789 1,446,725 1,446,725 1,028,528 1,057,628
Civil Service Commission 60,397 90,437 90,437 89,258 90,433
Wellness 3 - 20,000 20,000 20,000 20,000
2,053,823 3,428,129 2,916,731 3,073,497 3,187,533
FINANCE:
Administration 278,849 331,175 331,175 364,659 374,049
Budgeting & Accounting 865,311 988,720 868,425 963,646 990,144
Pet Licensing 4 - 50,000 50,000 51,100 51,200
1,144,160 1,369,895 1,249,600 1,379,405 1,415,393
LEGAL:
City Clerk 739,780 606,476 606,476 780,433 737,288
Administration 619,709 620,830 620,830 758,372 776,144
Prosecution & Criminal 624,992 653,640 653,640 663,356 683,274
1,984,481 1,880,945 1,880,945 2,202,161 2,196,706
COMMUNITY DEVELOPMENT: 5
Pet Licensing 4 23,348 - - - -
Building & Permits 1,986,747 2,098,750 2,098,750 2,406,692 2,418,506
Community Services 1b 278,729 - - - -
Administration 1c 1,858,835 2,100,356 2,100,356 1,904,847 1,921,993
Human Services 1d 619,190 - - - -
4,766,848 4,199,107 4,199,107 4,311,539 4,340,499
SCORE (JAIL):
SCORE 7,049,120 5,786,100 5,460,000 3,670,000 5,533,542
7,049,120 5,786,100 5,460,000 3,670,000 5,533,542
POLICE:
Administration 4,261,032 4,579,327 4,342,935 5,731,541 5,918,221
Patrol & Operations 10,797,327 12,796,977 12,135,656 12,697,733 12,902,047
Investigations 2,285,500 2,559,328 2,427,067 2,826,622 2,884,743
Community Programs 746,552 738,249 700,097 871,062 887,501
Records 1,014,407 1,050,953 996,642 1,164,595 1,200,578
Jail 198 50,000 50,000 20,000 20,000
Animal Control 97,065 123,203 123,203 111,561 116,366
19,202,081 21,898,036 20,775,600 23,423,114 23,929,456
PUBLIC WORKS:
Emergency Management 1a 202,108 - - - -
Engineering 2,526,618 2,656,777 2,656,777 2,641,029 2,711,502
2,728,726 2,656,777 2,656,777 2,641,029 2,711,502
Page 233
2015-2016 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center (continued)
2013 2014 2014 2015 2016
ActualAdj BudgetEst ActualBudgetBudget
PARKS, ARTS & RECREATION:
Cultural Arts 559,649 565,928 565,928 598,882 603,861
Special Events 355,096 395,360 395,360 453,031 442,507
Administration 946,428 843,730 843,730 1,252,425 1,231,568
Senior Center 833,181 881,031 881,031 932,822 904,554
Recreation Administration & Programs 1,847,577 1,891,715 1,891,715 2,015,951 2,046,550
Theater 501,816 530,789 530,789 651,998 661,930
Museum 381,262 396,290 396,290 444,658 453,644
Parks Facilities 2,711,109 2,528,083 2,528,083 2,776,763 2,817,539
Golf Maintenance & Operations 6 - 784,399 784,399 952,301 972,476
Golf Finance Administration 6 - 229,221 229,221 360,267 435,671
Golf Pro Shop 6 - 497,207 497,207 553,318 564,935
8,136,118 9,543,753 9,543,753 10,992,416 11,135,235
STREETS:
Maintenance & Operations 2,423,607 2,818,701 2,818,701 2,909,160 2,951,540
Administration 492,011 488,016 488,016 456,516 468,094
2,915,619 3,306,718 3,306,718 3,365,676 3,419,634
NON-DEPARTMENTAL:
Transfers & Miscellaneous 3,932,947 3,331,207 2,931,207 4,707,695 3,769,953
Ending Fund Balance 15,416,388 11,092,724 14,592,724 10,547,126 5,165,837
19,349,335 14,423,931 17,523,931 15,254,821 8,935,790
TOTAL GENERAL FUND 70,348,036$ 71,523,015$ 72,432,603$ 73,360,404$ 69,901,366$
1 A new Administration Department was created within the General Fund in January 2014 and consolidated several services that had
previously been performed by other departments.
1a The Emergency Management division was moved from Public Works into Administration.1b The Community Services division was moved from Community Development into Administration.
1c Economic Development expenses were moved from Community Development into Administration and a new division created.1d The Human Services division was moved from Community Development into Administration.
2 Effective November 2012, Municipal Court and Probation services are now contracted through King County District Court. Contract
payments began in November 2013.
3 The Wellness division of Human Resources was created in January 2014.
4 The Pet Licensing function was moved to the Finance Department in October 2013 and the division was moved from Community
Development into Finance in January 2014.
5 The department formerly known as Planning was renamed Community Development in 2014.
6 In January 2014, Golf Course operations, administration, and pro shop activities were all made divisions within the Parks, Arts & Recreation
Department of the General Fund.
Page 234
2015-2016 Biennial Budget Section V: Budget Details
Budgeted Interfund Operating Transfers
The next table presents a summary of transfers between funds for items such as payment of debt
service and transfers in support of capital construction projects.
Transfer OutTransfer InTransfer OutTransfer In
001 General Fund (1,300,000)$ -$
122Cumulative Reserve 1,300,000 -
001 General Fund (279,500) (285,100)
229 1998 Library Debt Service 279,500 285,100
001 General Fund (389,195) (351,553)
237 Golf Debt Service 389,195 351,553
105Arterial Street Preservation (85,410) (314,510)
102Arterial Street 85,410 314,510
105Arterial Street Preservation - (152,500)
102Arterial Street - 152,500
122Cumulative Reserve - (1,221,084)
321 Municipal Parks Construction - 1,221,084
122Cumulative Reserve (200,000) (300,000)
436 Cemetery 200,000 300,000
122Cumulative Reserve (104,000) (104,000)
518Innovation & Technology 104,000 104,000
122Cumulative Reserve (104,000) (104,000)
550 Equipment Rental 104,000 104,000
122Cumulative Reserve (250,000) (188,000)
550 Equipment Rental 250,000 188,000
124Mitigation Fees - (50,000)
321 Municipal Parks Construction - 50,000
124Mitigation Fees (50,000) (50,000)
321 Municipal Parks Construction 50,000 50,000
124Mitigation Fees (15,000) (185,000)
321 Municipal Parks Construction 15,000 185,000
124Mitigation Fees (113,380) -
001 General Fund 113,380 -
124Mitigation Fees (131,233) (130,654)
102Arterial Street 131,233 130,654
124Mitigation Fees (350,000) (25,000)
102Arterial Street 350,000 25,000
124Mitigation Fees (581,800) -
102Arterial Street 581,800 -
124Mitigation Fees (86,010) (85,383)
102Arterial Street 86,010 85,383
124Mitigation Fees (25,000) (20,000)
328 Capital Improvements 25,000 20,000
124Mitigation Fees (80,000) (50,000)
102Arterial Street 80,000 50,000
124Mitigation Fees (50,000) -
102Arterial Street 50,000 -
124Mitigation Fees (50,000) (100,000)
102Arterial Street 50,000 100,000
124Mitigation Fees (115,000) -
102Arterial Street 115,000 -
124Mitigation Fees (200,000) -
102Arterial Street 200,000 -
124Mitigation Fees (250,000) -
102Arterial Street 250,000 -
124Mitigation Fees (100,000) -
102Arterial Street 100,000 -
124Mitigation Fees (150,000) -
102Arterial Street 150,000 -
124Mitigation Fees (100,000) (220,000)
102Arterial Street 100,000 220,000
124Mitigation Fees (50,000) -
102Arterial Street 50,000 -
124Mitigation Fees (100,000) -
102Arterial Street 100,000 -
Transfer Traffic Impact Money from F124 to F102 for TIP
#49 - West Valley Highway Improvements
Transfer from F122 to F436 to Support Cash Flow Needs,
If Needed
Transfer from F122 to F518 to Make 4th and Final Loan
Payments from the General Fund
Transfer of Park Impact Money from F124 to F321 for
Isaac Evans Park
Transfer Traffic Impact Money from F124 to F102 for
CP1119 - Auburn Way S Corridor Improvements
Transfer Traffic Impact Money from F124 to F102 for
CP1218 - Auburn Way S Corridor Safety Improvements
Transfer Traffic Impact Money from F124 to F102 for TIP
#11 - M Street NE, E Main Street to 4th Street NE
Transfer Traffic Impact Money from F124 to F102 for TIP
#17 - Traffic Management Center
Transfer Traffic Impact Money from F124 to F102 for TIP
#40 - 124th Avenue SE Corridor Improvements
Transfer Traffic Impact Money from F124 to F102 for TIP
#42 - SE 320th Street Corridor Improvements
Transfer Traffic Impact Money from F124 to F102 for
CP0611 - Harvey Road & 8th Street NE Debt Service
Transfer Traffic Impact Money from F124 to F328 for
CP0767 - Mohawks Plastics
Transfer Traffic Impact Money from F124 to F102 for
CP0911 - F Street SE Non-Motorized Improvements
Transfer Traffic Impact Money from F124 to F102 for
CP1023 - Auburn Ave NE Pedestrian Improvements
Transfer Traffic Impact Money from F124 to F102 for
CP1114 - Auburn Way S & 12th Street SE Improvements
Transfer Traffic Impact Money from F124 to F102 for
CP1118 - Auburn Way S Improvements, Dogwood to Fir
Transfer of Park Impact Money from F124 to F321 for
Miscellaneous Park Improvement Projects
Transfer of Park Impact Money from F124 to F321 for
Sunset Park
Transfer Traffic Impact Money from F124 to F102 for
C201A0 - M Street Underpass Debt Service
Transfer Traffic Impact Money from F124 to F102 for
C207A0 - A Street NW, Phase 1
Transfer Traffic Impact Money from F124 to F102 for
C222A0 - S 277th Auburn Way N to Green River Bridge
Transfer from General Fund to F237 to Pay for Golf Debt
Service
Transfer of School Impact Admin Fees from F124 to the
General Fund for ASD.0004 - Economic Development
2015 2016
Transfer from General Fund to F122 to Replenish Cash
Reserves
Transfer from General Fund to F229 to Pay for Library
Debt Service
Transfer from F105 to F102 for TIP #55 - West Main Street
Improvements
Transfer from F105 to F102 for TIP #68 - 37th Street SE &
A Street SE Traffic Signal Safety Improvements
Transfer from F122 to F321 for CP0925 - Community &
Youth/Teen Center
Transfer from F122 to F550 to Make 4th and Final Loan
Payments from the General Fund
Transfer from F122 to F550 to Purchase Golf Course
Equipment According to Replacement Schedule
DescriptionFund NameFund No
Page 235
2015-2016 Biennial Budget Section V: Budget Details
Budgeted Interfund Operating Transfers (continued)
Transfer OutTransfer InTransfer OutTransfer In
124Mitigation Fees (189,000)$ -$
102Arterial Street 189,000 -
124Mitigation Fees (150,000)$ -$
102Arterial Street 150,000 -
124Mitigation Fees (40,000) (235,000)
102Arterial Street 40,000 235,000
124Mitigation Fees (100,000) -
102Arterial Street 100,000 -
124Mitigation Fees (50,000) -
102Arterial Street 50,000 -
124Mitigation Fees - (20,790)
328 Capital Improvements - 20,790
249 LID Guarantee (2,000) (2,000)
001 General Fund 2,000 2,000
328 Capital Improvements - (3,319,697)
321 Municipal Parks Construction - 3,319,697
328 Capital Improvements (300,000) (759,219)
321 Municipal Parks Construction 300,000 759,219
328 Capital Improvements (659,426) (658,527)
230 City Hall Annex Debt Service 659,426 658,527
328 Capital Improvements (222,942) (223,091)
231 Local Revitalization Debt Srv 222,942 223,091
430 Water (50,000) (50,000)
103Local Street 50,000 50,000
430 Water (127,542) -
432 Storm 127,542 -
430 Water (100,000) -
550 Equipment Rental 100,000 -
431 Sewer (50,000) (50,000)
103Local Street 50,000 50,000
431 Sewer (100,000) -
430 Water 100,000 -
431 Sewer (127,541) -
432 Storm 127,541 -
431 Sewer (100,000) -
550 Equipment Rental 100,000 -
432 Storm (74,000) (74,000)
001 General Fund 74,000 74,000
432 Storm (50,000) (50,000)
103Local Street 50,000 50,000
432 Storm (25,000) -
321 Municipal Parks Construction 25,000 -
432 Storm (100,000) -
430 Water 100,000 -
432 Storm (100,000) -
550 Equipment Rental 100,000 -
505Facilities (659,426) (658,527)
230 City Hall Annex Debt Service 659,426 658,527
505Facilities (100,000) -
328 Capital Improvements 100,000 -
518Innovation & Technology (350,000) -
001 General Fund 350,000 -
550 Equipment Rental (270,000) -
432 Storm 270,000 -
Total Transfers (9,406,405)$ 9,406,405$ (10,037,635)$ 10,037,635$
Transfer from F328 to F321 for CP0925 - Community &
Youth/Teen Center
Transfer REET 1 from F328 to F321 for CP0925 -
Community & Youth/Teen Center
Transfer from F505 to F230 to Pay for City Hall Annex
Debt Service (Rent Monies Collected from the Utilities)
Transfer from F505 to F328 to Purchase Generator for City
Hall
Transfer from F518 to the General Fund to Support Cash
Flow Needs
Transfer from F550 to F432 for CP1320 - M&O
Expansion/Drainage Improvement Project
Transfer from F431 to F550 for M&O Small Equipment &
Tool Storage Building
Transfer from F432 to the General Fund to Pay for Median
Maintenance Performed by the Parks Dept.
Transfer from F432 to F103 to Pay for Utility Trenching
Performed by Streets
Transfer from F432 to F321 for Fenster Levee Setback
Transfer from F432 to F430 for Utilities Field Operations
Center
Transfer from F432 to F550 for M&O Small Equipment &
Tool Storage Building
Transfer from F430 to F103 to Pay for Utility Trenching
Performed by Streets
Transfer from F430 to F432 for CP1320 - M&O
Expansion/Drainage Improvement Project
Transfer from F430 to F550 for M&O Small Equipment &
Tool Storage Building
Transfer from F431 to F103 to Pay for Utility Trenching
Performed by Streets
Transfer from F431 to F430 for Utilities Field Operations
Center
Transfer from F431 to F432 for CP1320 - M&O
Expansion/Drainage Improvement Project
Transfer Traffic Mitigation Money from F124 to F102 for
TIP #54 - Kersey Way Study
Transfer Wetland Mitigation Money from F124 to F328
for Citywide Wetland Mitigation
Transfer from F249 to the General Fund to Pay for LID
Administration
Transfer REET 1 from F328 to F230 to Pay for City Hall
Annex Debt Service
Transfer REET 2 from F328 to F231 for Pay for Local
Revitalization Debt Service
Transfer Traffic Impact Money from F124 to F102 for TIP
#72 - West Valley Highway Improvements
Transfer Traffic Impact Money from F124 to F102 for TIP
#51 - Lake Tapps Parkway ITS Expansion
2015 2016
Transfer Traffic Impact Money from F124 to F102 for TIP
#64 - Lea Hill Road, Segment 1
Transfer Traffic Impact Money from F124 to F102 for TIP
#69 - I Street NE & 22nd Street NE Roundabout
Fund No Fund Name Description
Page 236
2015-2016 Biennial Budget Section VI: Program Improvements
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.
2015 Cost
Estimated cost by the department to implement the program improvement in 2015.
2016 Cost
Estimated cost by the department to implement the program improvement in 2016.
Department Name
The department of the contact person who requested the improvement.
Funding Source
Indicates the fund(s) that have been budgeted to pay for the improvement.
Description of Improvement
A brief summary of the program improvement.
Alternatives
This portion of the proposal describes potential alternatives to the proposed program to assist in
evaluating the proposal’s merits.
Advantages of Approval
The advantages of the proposal relative to the alternatives.
Implications of Denial
A description of what will occur if the proposal is not approved.
Cost of Improvement
Shows the budget for the proposal 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.
Page 237
2015-2016 Biennial Budget Section VI: Program Improvements
2015-2016 Program Improvements by Department
The following table summarizes the program improvements that have been included in the 2015-2016
budget. The recommended levels of funding are indicated under the Costs columns.
PROGRAM IMPROVEMENTS
No.Department FTENew Program Title (Request ID)2015 Costs .2016 Costs .
GENERAL FUND
1Administration Ten-Year Economic Development Strategic Plan (ASD.0002)125,000$ 125,000$
2Administration Downtown Storefront Improvement Program (ASD.0004)100,000 100,000
3Administration Market & Economic Pro Forma Studies (ASD.0005)15,000 15,000
4Administration Business Development Recruitment (ASD.0006)60,000 60,000
5Administration Business Support Services (ASD.0007)50,000 50,000
6Community DevelopmentGreenhouse Gas Inventory & Climate Action Plan (PLN.0037)25,000 25,000
7Community DevelopmentCode Enforcement Abatement (PLN.0038)50,000 50,000
8Community Development1.0Code Enforcement Officer (PLN.0041)151,730 128,619
9Community DevelopmentDevelopment Regulation Update (PLN.0042)50,000 50,000
10 Community DevelopmentDowntown Enhancements (PLN.0044)20,000 20,000
11 Police Police Patrol Car (POL.0015)62,600 26,069
12 Police 1.0Police Records Specialist (POL.0020)77,369 82,801
13 Police 1.0Bicycle Officer (POL.0021)119,429 118,504
14 Police 1.0Major Crimes Detective (POL.0022)119,429 118,504
15 Parks, Arts & Recreation Central & Satellite Irrigation Computer Upgrade (GLF.0023)65,000 65,000
16 Parks, Arts & Recreation Multiple Tee, Railroad Tie Replacement (GLF.0026)- 40,000
17 Parks, Arts & Recreation Asphalt Overlay on Hole 17 (GLF.0028)20,000 -
GENERAL FUND TOTAL4.0 1,110,557$ 1,074,497$
OTHER FUNDS
18 Drug Forfeiture Patrol Rifle Replacement (POL.0016)26,300$ $ -
19 Drug Forfeiture SWAT Ballistic Vests (POL.0017)16,440 -
20 Facilities 1.0Facilities & Property Analyst (FAC.0010)120,008 123,843
21 Facilities City Hall Atrium Repair (FAC.0011)300,000 300,000
22 Facilities City Property Sales & Purchases (FAC.0012)35,000 35,000
23 Innovation & Technology1.0IT Support Lead, Police Department (IS.0024)109,654 116,185
24 Innovation & TechnologyBattery Backup & Disaster Recovery (IS.0026)60,000 45,000
25 Innovation & TechnologyIntegrated Citizen Engagement (IS.0028)125,000 50,000
26 Innovation & TechnologyIntegrated Traffic Systems Video System Replacement (IS.0030)55,000 18,000
27 Innovation & TechnologyPublic Safety Records Management System Upgrade (IS.0031)120,000 10,000
OTHER FUNDS TOTAL2.0 967,402$ 698,028$
TOTAL ALL FUNDS 6.0 2,077,959$ 1,772,525$
Page 238
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Emily Pearson 2015 & 2016
Department Name: Funding Source:
Administration General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 125,000 General Fund 125,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:125,000$ Total Revenue:125,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 125,000 Professional Services 125,000
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:125,000$ Total Cost:125,000$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Thecompletion of aten-yearEconomicDevelopmentStrategicPlanwillallowtheCity to be morestrategic in future
policymaking,investmentdecisions,andinfrastructureplanning to maximizereturn on investment.ThePlanwillincrease
theCity'soverallmarketawareness;determinehow it lags,competes,andexcels in themarket;andidentifythetarget
industries that the City should pursue to create taxable value and employment opportunity value for the community.
2015 Cost:
Ten-Year Economic Development Strategic Plan
$125,000
The City currently has Economic Development as a chapter in the City's Comprehensive Plan and has conducted previous
limited economic development studies, but has not conducted a Citywide and long-term strategic planning effort to guide
future City policy, investment, and infrastructure decisions. The City will hire a qualified individual, firm, or team of firms
that has specific and demonstrated experience in the preparation and implementation of Economic Development Strategic
Plans.
Do notcompletetheStrategicPlanandrelyupontheCity'spolicies in theEconomicDevelopmentchapter of the
Comprehensive Plan as well as other relevant studies to guide future decision-making.
No. 1
Conclusion:
Alternatives:
$125,000
Implications of Denial:
Advantages of Approval:
TheCitydoesnotcurrentlypossessthenecessaryhighlevelmarketawareness or understanding it needs in order to make
effectivestrategicdecisionsthatwillbenefitcurrentandfuturegenerations.ThisforcestheCityintoareactivepositionthat
limits its effectiveness in realizing its economic development potential.
Page 239
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Emily Pearson 2015 & 2016
Department Name: Funding Source:
Administration General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 100,000 General Fund 100,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:100,000$ Total Revenue:100,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 100,000 Other Services & Charges 100,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:100,000$ Total Cost:100,000$
Conclusion:
Alternatives:
$100,000
Implications of Denial:
Advantages of Approval:
TheCityhasbegun to seeasignificantinvestment by privatedevelopers in thefour-blockareasouth of CityHall.The
potentialformillions of dollars in newdevelopmentpresents an opportunityforexistingpropertiesandbusinesses to
improvetheirexteriorappearancesandcreateamorefavorableaesthetic,in turncreatingamorepleasantuserexperience
forcommunitymembersandvisitors.If theCitywishes to fullyrealizethebenefit of newdevelopment,it needs to work
withexistingpropertyandbusinessowners in order to improvetheoverallexperience in downtown or risklosingusers
and tax dollars to other communities.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
TheCityhaspreviouslyattempted to providethistype of programthroughtheuse of CommunityDevelopmentBlock
Grant(CDBG)funds;however,therequirementfora50%matchhasbeenabarrier to thesuccessfulmarketingand
launching of thisprogramsincemostpropertyownersandbusinesses do nothavethefinancialability to providethe
requiredlevel of matchingforallbutthemostinexpensive of improvements.ThisprogramwouldallowtheCity to
establish a graduated match program that could be based on type of improvements.
2015 Cost:
Downtown Storefront Improvement Program
$100,000
Implementastorefrontimprovementprogramforpropertiesandbusinesses in thedowntownurbancenter to create
improvedexteriorappearances,therebyenhancingtheoverallcustomerandvisitorexperience.Thisprogramwould
offerlow-or no-costmatchincentives to encouragepropertyownersandbusinesses to engage in simpleandeffective
exterior improvements.
Do not fund the project.
No. 2
Page 240
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Emily Pearson 2015 & 2016
Department Name: Funding Source:
Administration General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 15,000 General Fund 15,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:15,000$ Total Revenue:15,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 15,000 Professional Services 15,000
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:15,000$ Total Cost:15,000$
Conclusion:
Alternatives:
$15,000
Implications of Denial:
Advantages of Approval:
We will not be able to supply current market data to prospective developers and businesses.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
We will have the latest market data available.
2015 Cost:
Market & Economic Pro Forma Studies
$15,000
Update previous studies or perform new studies, to provide information used in our efforts to attract new development
and help existing businesses expand.
.
1) Community ID Retail Analysis - $6,500
2) Hotel Feasibility Market Study - $2,500
3) Loop-Net & Co-Star Real Estate Data - $6,000
Do not fund these studies.
No. 3
Page 241
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Emily Pearson 2015 & 2016
Department Name: Funding Source:
Administration General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 60,000 General Fund 60,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:60,000$ Total Revenue:60,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 60,000 Other Services & Charges 60,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:60,000$ Total Cost:60,000$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
TheCityhasnothistoricallyengaged in proactivebusinessrecruitmentefforts,insteadrelyinguponoutsideparties to
engagetheCity.ThisprogramwouldallowtheCity to elevatemarketawarenessandappreciation of theCity of Auburn
andmaketheCityamoreeffectiveandknownplayer in an increasinglycompetitiveglobalmarketplace.In essence,this
programwillallowtheCity to competemoreeffectivelywithothercommunitiesregionally,statewide,andnationally
that have existing, aggressive, and successful recruitment efforts.
2015 Cost:
Business Development Recruitment
$60,000
Supportenhancedbusinessrecruitmentefforts by creatingadedicatedfundingsourcefordirectandindirectmarketing
andrecruitmentefforts to prospectivebusinesses.Themarketingeffortswouldincludebutarenotlimitedto:
1)Conductingsitevisits to prospectivebusinesses to developcommunityawareness,assisting in informationdevelopment
anddecision-making,andengaging in collaborativeproblem-solving to addresspotential or realfatalflaws to relocation;
2)Participating in regional,statewide,andnationaltradeshowsandconventions to markettheCityanddevelop
networksandrelationships in keytargetsectors of importance to theCity;and 3)Developingcollateralanddirect
marketing materials and media to promote and sell the City to target sectors.
Do not fund this program.
No. 4
Conclusion:
Alternatives:
$60,000
Implications of Denial:
Advantages of Approval:
TheCitywillcontinue to be in areactivemode to prospectivebusinesseswanting to explorepossiblerelocation to the
City.TheCitywillhavecontinuedlimitedexposure at statewideandnationallevelstogetherwithdecreasedopportunities
for international exposure and business recruitment.
Page 242
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Emily Pearson 2015 & 2016
Department Name: Funding Source:
Administration General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 50,000 General Fund 50,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:50,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 50,000 Other Services & Charges 50,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:50,000$ Total Cost:50,000$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
TheCityhaspreviouslyprovidedbusinesstrainingservices;however,thishasnotoccurredrecentlydue to resource
limitations.Thisprogramwouldsupportinternal or externalcontractresources to workwithemerging or existing
businesses to providebusinesseducationopportunities.Thisprogramwouldalsoengage in directandindirectmarketing
efforts to increaselocalandregionalawarenessandunderstanding of theAuburnbusinesscommunity to helpthemgrow
their bottom lines.
2015 Cost:
Business Support Services
$50,000
Supportenhancedservicedelivery to businessesentrepreneurs in theCitylooking to startbusinesses as well as existing
businesseslooking to grow or expand.ExpandtheCity'sability to offerbusinesstrainingandassistanceservices in
partnershipwithotherlocalorganizations to helpcompaniesgaininformationandinsight on businessdevelopment,
management,andproblem-solving.Providegenerallocaloutreachmarketing to increasecommunityandregional
awareness of the type, diversity, and benefits of businesses operating within the City.
Do not fund this program.
No. 5
Conclusion:
Alternatives:
$50,000
Implications of Denial:
Advantages of Approval:
TheCityweatheredtheeffects of theGreatRecession in largepartdue to thebusinessefforts of existingbusinesses in the
Cityandresidentswhoembarked on newentrepreneurialopportunities.TheCity is betterserved by ensuringthatthere is
a robust relationship with these businesses and individuals that is focused on supporting their continued growth and success
throughthestrategicprovision of beneficialbusinesseducationopportunitiestogetherwitheffectivepromotion of
businesses in the City and region.
Page 243
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Darcie Hanson 2015 & 2016
Department Name: Funding Source:
Community DevelopmentGeneral Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 25,000 General Fund 25,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:25,000$ Total Revenue:25,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 25,000 Other Services & Charges 25,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:25,000$ Total Cost:25,000$
Conclusion:
Alternatives:
$25,000
Implications of Denial:
Advantages of Approval:
Withouttheactionplan,theCitywillnot be able to implementitsadoptedclimatestrategy.TheCitywouldnot be
eligible/receivescoringcreditforgrantsthatrequire/givepreference to applicantsthathave an adoptedclimateplan.The
Citywillfallfurtherbehind in itsplanningandimplementationforresponding to theimpacts of climatechangethereby
delayingopportunities to effectivelymodifyitsbusinesspractices to benefitcurrentandfutureresidentsandbusinesses of
the community and set a standard for effective governmental response to a local and global issue.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Updating the inventory and adopting a Climate Action Plan are necessary to implement the City's climate/greenhouse gas
emissions reduction strategy, and to provide the City with information needed to set GHG emissions reduction targets
and know whether those targets are being met. Additionally, many federal and state grant programs require or provide
scoring preference to cities with a current greenhouse gas inventory and an adopted Climate Action Plan.
2015 Cost:
Greenhouse Gas Inventory & Climate Action Plan
$25,000
In 2007,formerMayorLewissigned on to theNationalConference of Mayors'ClimateProtectionAgreement.In 2010,
theCitycompleteditsbaselineGreenhouseGasInventory(GHG)emissionsinventoryusing2008data.In 2011,theCity
amendedits20-YearComprehensivePlan to adoptpoliciesformaintainingitsGHGemissionsinventoryand to developa
ClimateActionPlanthatwouldestablishtargetsformunicipalGHGemissionsreduction.Thisproposalwouldprovidefor
an environmentalconsultant to assisttheCitywithupdatingitsGHGinventory in 2015andpreparingaClimateAction
Plan in 2016.Adoption of theClimateActionPlanwouldimplementpoliciesEN-185andEN-186 of theCity's
Comprehensive Plan.
The City could choose not to update the baseline GHG inventory or to develop a Climate Action Plan.
No. 6
Page 244
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Darcie Hanson 2015 & 2016
Department Name: Funding Source:
Community DevelopmentGeneral Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 50,000 General Fund 50,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:50,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 47,500 Professional Services 47,500
Other Services & Charges 2,500 Other Services & Charges 2,500
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:50,000$ Total Cost:50,000$
Conclusion:
Alternatives:
$50,000
Implications of Denial:
Advantages of Approval:
Certainpropertieswillremain in astate of non-complianceandhave an adverseimpact on thecommunity.TheCitywill
not be able to provide assurances for when clean up actions will occur.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
An abatementprogramwillallowtheCity to takeproactivesteps to cleanandmaintainunattendedpropertieswhichwill
haveapositiveimpact on neighborhoodsandpropertyvalues.Maintainingtheappearance of properties is an important
toolforeffectiveeconomicdevelopment.Additionally,theCitywill be able to providenearbypropertyownersand
complainants with a predictable schedule of code enforcement actions that lead to corrective action.
2015 Cost:
Code Enforcement Abatement
$50,000
CodeenforcementabatementwillallowtheCity to takeaproactiveapproachtowardssecuringandmaintaining
propertieswherelandownershavenotresponded to progressivecodeenforcementefforts.Abatementexpenditureswill
subsequently be recordedagainstthepropertytitle as alien.It is anticipatedthatabatementeffortswouldincludeactions
such as boarding up windowsanddoors of vacantstructures in order to eliminateattractivenuisances,maintaining
vegetation on vacant properties, and collecting and disposing of junk, garbage, and other debris that have been deposited
on property.
Continue to issueinfractionsandfines on propertieswiththegoal of pressuringowners to complywithCitycode.This
alternative does not alleviate the problem or impact the experience of neighbors.
No. 7
Page 245
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Darcie Hanson 2015 & 2016
Department Name: Funding Source:
Community DevelopmentGeneral Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 151,730 General Fund 128,619
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:151,730$ Total Revenue:128,619$
Expenditures:Expenditures:
Wages 70,262 Wages 74,175
Benefits 41,526 Benefits 44,144
Supplies 1,000 Supplies 1,000
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 1,000 Other Services & Charges 1,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment 37,942 Machinery & Equipment 8,300
Other Other
Total Cost:151,730$ Total Cost:128,619$
Conclusion:
Alternatives:
$128,619
Implications of Denial:
Advantages of Approval:
The City's code enforcement program remains reactive and primarily complaint-based.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Allows the City to shift its overall approach from reactive to proactive.
2015 Cost:
Code Enforcement Officer and Vehicle
$151,730
A third code enforcement position would allow the City to develop educational materials for residential and commercial
property owners; engage in a strategic outreach and marketing campaign ahead of predictable seasonal issues (e.g. spring
and summer - long grass, September/October/November - political signs, November/December/January - business license
renewals); and to provide a more proactive and targeted approach at high visibility commercial corridors and gateways
to the City. The program improvement also includes a vehicle for use by the Code Enforcement Officer.
ContinuewiththeCity'scurrentmodel of responding to codecomplaints as theyaresubmitted,whichresults in the
property owner or business owner's first interaction with code enforcement staff being at the time of violation.
No. 8
Page 246
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Darcie Hanson 2015 & 2016
Department Name: Funding Source:
Community DevelopmentGeneral Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 50,000 General Fund 50,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:50,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 45,000 Professional Services 45,000
Other Services & Charges 5,000 Other Services & Charges 5,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:50,000$ Total Cost:50,000$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Thelevel of servicepertaining to permitandprojectreviewtimeframeswillremain as is andstaffwill be equipped to
address the other minor legislative issues and projects that arise during 2015/2016.
2015 Cost:
Development Regulation Update
$50,000
By June30,2015theCity of Auburnwill be requiredundertheWashingtonStateGrowthManagementAct(GMA)to
updateitsComprehensivePlan.Oncethatprocessconcludes,theCitywill be required to updateitsdevelopment
regulations to be consistentwiththeComprehensivePlan(alsoarequirement of theGMA).Updatingthedevelopment
regulationswill be an intensiveandcomplexendeavor.It willrequireupdatingand/oroverhaulingall 34 chapters of
Title 18 (theZoningOrdinance),updatingtheCity'senvironmentalregulations,updatingtheCity'sShorelineMaster
Program,andpotentiallyTitle17,LandAdjustmentsandDivisions.Additionally,thereareapproximately 50 other
chapters of CityCodethatwillneed to be reviewed in order to ensurethatchanges to thezoning,environmental,and
shorelineregulations do notunintentionallycreateconflictswithothersections of code.Staffrecommendshiringa
consultant to helpcarryoutthiseffort so thatpermittimeframes,otherprojects,andotherdemandsarenot
compromised.
1)TheCityhiresaconsultant to provideassistance in completingthiseffort;2)Thisproject is assigned to existingCity
staff (a planner); 3) The project is assigned to a new hire (e.g. a planner).
No. 9
Conclusion:
Alternatives:
$50,000
Implications of Denial:
Advantages of Approval:
1)Permitandprojectlevel of servicewilldecreasebecausereviewtimeframeswilllengthen by approximately3additional
weeks,2)staffwillneed to putallotherlongrangeplanningprojects on hold(e.g.downtownparkingplan,minorcode
amendmentsneeded to addressemerging or immediateissues),and 3)ifitis unacceptable to placeitems on holdduring
thisperiod of time,permitandprojecttimeframeswillextend by approximately5additionalweeks(includingthedelays
described in item 1).
Page 247
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Darcie Hanson 2015 & 2016
Department Name: Funding Source:
Community DevelopmentGeneral Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 20,000 General Fund 20,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:20,000$ 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$
Conclusion:
Alternatives:
$20,000
Implications of Denial:
Advantages of Approval:
Theremay be acontinueddecline in theappearanceandquality of downtownAuburnbeyondtheboundaries of the
new development activity.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
It willshowthoseprivateinvestorsthattheCitycontinues to takestrides at helpingtheirinvestmentpayoff.It willalso
showexistingbusinessownersthattheCity is notonlyinterested in newdevelopment,butthat itis makinginvestments in
the existing building/business stock as well.
2015 Cost:
Downtown Enhancements
$20,000
TheCityhasinvestedtens of millions of dollars in improvingthedowntownurbancenter in order to attract
redevelopmentinterest.Thisinvestment is payingoff as threecityblockshavebeenacquiredandare in variousstages of
development.Theprivateinvestment in thesethreeblocksexceeds $50 million(propertyacquisition,feasibilityanalyses,
projectdesign,andconstruction).Withtheexcitementgeneratedoverthenewface of downtownAuburnthere is a
need to focus some energy on enhancing the existing built environment that surrounds the new development. The CDPW
department is seekingamodestlineitembudgetthat is targeted at helpingfacilitatedowntownclean-upprojects,minor
consultationswithdesignprofessionals to helpprovidelow-costideasforstreetscapeenhancements,andthedevelopment
and distribution of marketing materials to help spark an interest in additional downtown reinvestment.
(1)EncouragetheADAand/orChamber to take on thisinitiative.(2)Wait to see if thenewdevelopmentactivity
promptsthistype of investment on itsown.(3)Adoptstricterdesignregulationsandpropertymaintenanceregulations
and attempt to force building and property improvements through code enforcement actions.
No. 10
Page 248
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Chief Lee 2015 & 2016
Department Name: Funding Source:
Police General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 62,600 General Fund 26,069
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:62,600$ Total Revenue:26,069$
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
Machinery & Equipment 62,600 Machinery & Equipment 26,069
Other Other
Total Cost:62,600$ Total Cost:26,069$
Conclusion:
Alternatives:
$26,069
Implications of Denial:
Advantages of Approval:
Risk having an inadequate number of patrol cars to cover on-duty deployment of staff.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
An additionalpatrolcarwouldensure an adequatenumber of vehiclesarealwaysavailableforofficersaftertakinginto
accountmechanicalbreakdowns,collisionrepairs,andregularmaintenance.Patrolcarsaretypically in serviceclose to
twenty hours per day.
2015 Cost:
Police Patrol Car
$62,600
An additionalpatrolcarwouldsupportcurrentandadditionalstaff in patroloperations.Thecost of thevehicle
representsafullyequippedunitincludinglights,radio,computermodem,laptopcomputer,Cobanvideosystem,
prisoner protective screen, PIT bars, and trunk accessories.
Maintain our current fleet size and risk having an inadequate number of patrol cars to cover on-duty deployment of staff.
No. 11
Page 249
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Chief Lee 2015 & 2016
Department Name: Funding Source:
Police General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 77,369 General Fund 82,801
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:77,369$ Total Revenue:82,801$
Expenditures:Expenditures:
Wages 42,930 Wages 46,006
Benefits 32,739 Benefits 35,095
Supplies 1,700 Supplies 1,700
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:77,369$ Total Cost:82,801$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Ability to keep up withdailywork to supportofficers&detectiveswiththemostup-to-dateaccuraterecords,which
enableofficers to be efficient in thefield.Reducethetimerecordssupervisorsarecurrentlyassigned to covershiftsdoing
daily specialist work so they can accomplish their own supervisory tasks.
2015 Cost:
Police Records Specialist
$77,369
HireoneadditionalRecordsSpecialist.ThePoliceRecordsDivisionhasnothad an increase in staffsince2004when we
addedareceptionistposition.Since2011,ourACCESS/NCICentrieshaveincrease7.6%,concealedpistollicenses62%,
andpublicrecordsrequests109%.Theadditionalworkloadplaced on ourstaff is significant,especially in areasthat
requireahighdegree of accuracy in verifyingstolenhits,enteringprotectionsorders,verifyingwarrants,amberalerts,
runaways,andassistingofficers,viaradio,in thefield.We alsohave an MOUwithBlackDiamond,PacificandAlgona to
provide all hit verification after normal business hours.
Continuedincrease in workloadandpotentialturnover of staff.In thelast 18 months we havehiredthreespecialiststhat
couldn't meet the demands of the job resulting in periodic vacancies that put additional demands on the unit.
No. 12
Conclusion:
Alternatives:
$82,801
Implications of Denial:
Advantages of Approval:
Increased workload and potential turnover of staff.
Page 250
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Chief Lee 2015 & 2016
Department Name: Funding Source:
Police General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 119,429 General Fund 118,504
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:119,429$ Total Revenue:118,504$
Expenditures:Expenditures:
Wages 68,024 Wages 76,341
Benefits 42,620 Benefits 40,643
Supplies 760 Supplies 760
Minor Equipment 5,120 Minor Equipment 760
Professional Services 2,905 Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:119,429$ Total Cost:118,504$
Conclusion:
Alternatives:
$118,504
Implications of Denial:
Advantages of Approval:
Potentialforcontinuedhighcrimerate.Arecentnationalpublication,"MovotaRealEstate'sMostDangerousSmallCities",
listedAuburn21st in theUnitedStatesformostviolentcrime by comparablecities.In 2012and2013,theWashington
Sheriff'sandPoliceChief'sCrime in WashingtonReportcomparedviolentcrimerateswithWashingtoncities of
populationsbetween50,000and100,000.Of the 14 citiesthatfell in thatcategory,Auburnranked5th in 2012and3rd
in 2013.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
A dedicated bicycle patrol officer in the downtown corridor and in City parks.
2015 Cost:
Bicycle Officer
$119,429
An additionalbicycleofficerwilleasilyestablishlines of communicationbetweenthecommunity,City,andthePolice
Departmentthroughtheaccessibilityafforded by thebicycle.An additionalpurpose is to improveresponsetimes in the
congesteddowntowncorridorandutilizethebicycle in aproactivefunction,usingitscapabilities of stealthandspeed.
Thisunitspecificallyaddressesthe2014CityCouncil'sobjective of eliminatingcrime/perceptions in thedowntown
corridor, Les Gove Park, and other City parks that require special attention.
Continue to assign staff in overtime positions and be more reactive than proactive.
No. 13
Page 251
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Chief Lee 2015 & 2016
Department Name: Funding Source:
Police General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 119,429 General Fund 118,504
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:119,429$ Total Revenue:118,504$
Expenditures:Expenditures:
Wages 68,024 Wages 76,341
Benefits 42,620 Benefits 40,643
Supplies 760 Supplies 760
Minor Equipment 5,120 Minor Equipment 760
Professional Services 2,905 Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:119,429$ Total Cost:118,504$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Having an additional Major Crimes Detective.
2015 Cost:
Major Crimes Detective
$119,429
OneMajorCrimesDetectiveprovidesexpertise in investigations of felonycrimesandprovidesofficerswiththe
opportunity to gaintrainingandexperience in investigativeprocedures.In 2012&2013theinvestigationdivision
investigated 11 homicides,219robberies,254 felonyassaultsandmanyothercasesinvolvingsexcrimes,domesticviolence,
missing persons and misc. felony investigations.
Continue to assign staff in overtime positions and be more reactive than proactive.
No. 14
Conclusion:
Alternatives:
$118,504
Implications of Denial:
Advantages of Approval:
Potentialforcontinuedhighcrimerate.Arecentnationalpublication,"MovotaRealEstate'sMostDangerousSmallCities",
listedAuburn21st in theUnitedStatesformostviolentcrime by comparablecities.In 2012and2013,theWashington
Sheriff'sandPoliceChief'sCrime in WashingtonReportcomparedviolentcrimerateswithWashingtoncities of
populationsbetween50,000and100,000.Of the 14 citiesthatfell in thatcategory,Auburnranked5th in 2012and3rd
in 2013.
Page 252
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Kevin Van 2015 & 2016
Department Name: Funding Source:
Parks, Arts & Recreation General Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 65,000 General Fund 65,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:65,000$ Total Revenue:65,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment 65,000 Minor Equipment 65,000
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:65,000$ Total Cost:65,000$
Conclusion:
Alternatives:
$65,000
Implications of Denial:
Advantages of Approval:
We would have to continue using outdated equipment and programming the satellites without the central computer.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Theprogrammingsystemsforirrigationwould be moredependablewithfewerrepairsrequired.Thecentralcomputer
would be able to programthesatellitesfromonelocationandtieintoaweatherstation.Therewould be savings in
labor, time, water, and fuel.
2015 Cost:
Central & Satellite Irrigation Computer Upgrade
$65,000
Theirrigationsystemcurrentlyhas 24 computersatellitesthatcontrolthewatermanagement of thefacility.Thepresent
satellitesareoutdatedand no longermanufactured.We havebeenrebuildingthe1968hydraulicirrigationsystemforthe
pasttwentyyears.We havenotaddedacentralcomputerforthenewelectricirrigationsystem.Presently,theold
hydrauliccentralsystemdoesnotfunctionwiththenewelectricsystem.Whenchangingwateringprogramswiththe
weather (which can be daily), we have to visit each satellite and reprogram it for our needs.
Continue to lookforusedsatellites,manuallyprogrameachsatellite,anddepend on an inferiorcompany to repairthe
satellites.
No. 15
Page 253
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Kevin Van 2016
Department Name: Funding Source:
Parks, Arts & RecreationGeneral Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund 40,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:-$ Total Revenue:40,000$
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 40,000
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:-$ Total Cost:40,000$
Conclusion:
Alternatives:
$40,000
Implications of Denial:
Advantages of Approval:
We runtherisk of apatron or staffmembergettinginjured by notreplacingtheties.We wouldcontinue to have
difficulty managing the teeing surfaces on holes 2 and 9.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Thetieshavelosttheirintegrityandarebecomingunsafe to walkon.Theconcretecurbingandwallareaswouldlastfor
many years. The tees on 2 and 9 would take more traffic, look better, and be easier to manage.
2015 Cost:
Multiple Tee, Railroad Tie Replacement
$0
Therailroadties on holes 2,9,12,and 13 arerottingandneed to be replaced.Thetieswould be replacedwithconcrete
curbing and concrete walls. Holes 2 and 9 also need portions of their tees reconfigured and capped with better materials.
Allow the railroad ties to continue to deteriorate. Continue to struggle to manage the teeing surfaces on holes 2 and 9.
No. 16
Page 254
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Kevin Van 2015
Department Name: Funding Source:
Parks, Arts & RecreationGeneral Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund 20,000 General Fund
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:20,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance 20,000 Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:20,000$ Total Cost:-$
Conclusion:
Alternatives:
$0
Implications of Denial:
Advantages of Approval:
The asphalt path will continue to break up and it will cost more to make the repairs in the future.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Repairswouldresult in asmoothasphaltpathforpatronsandstaffmembers to use.It wouldalsoprovideaccessfor
storm repairs and the occasional ambulance.
2015 Cost:
Asphalt Overlay on Hole 17
$20,000
Theasphaltpath on the17thholehasbeendeterioratingforseveralyears.Atwo-inchoverlay of asphaltandasmall
drainage project would solve the problem for many years to come.
Continue to use the path in its current condition.
No. 17
Page 255
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Chief Lee 2015
Department Name: Funding Source:
Drug Forfeiture FundDrug Forfeiture Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds 26,300 Other Funds
Total Revenue:26,300$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment 26,300 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:26,300$ Total Cost:-$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Thenewrifleswouldprovideatacticaladvantageforpatrolresponse.There is highavailability of replacementparts,
they are more durable, and they are easily modified with optics and lighting systems.
2015 Cost:
Patrol Rifle Replacement
$26,300
Replacethedepartment'sagingMini-14rifleswithtwentynewColtLE6920,.223Carbinerifles to be assigned to patrol
vehicles. Rifle packages to include: rifle, two magazines, sling, and sling attachment.
ContinueusingandrepairingtheagedMini-14rifles.Routinerepairsinvolvewoodstock,magazines,opticattachments,
and rifle barrels.
No. 18
Conclusion:
Alternatives:
$0
Implications of Denial:
Advantages of Approval:
The existing Mini-14 rifles would continue to deteriorate to the point that they became unserviceable. Officers would then
lack the ability to respond to high-priority incidents with the best options available to them.
Page 256
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Chief Lee 2015
Department Name: Funding Source:
Drug Forfeiture FundDrug Forfeiture Fund
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds 16,440 Other Funds
Total Revenue:16,440$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment 16,440 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:16,440$ Total Cost:-$
Conclusion:
Alternatives:
$0
Implications of Denial:
Advantages of Approval:
Ballistic equipment expires after five years. Current Auburn SWAT team member vests expire in 2015.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Up-to-date and effective ballistic protective equipment for Auburn SWAT team members.
2015 Cost:
SWAT Ballistic Vests
$16,440
AuburnSWATteammembersassigned to theValleyRegionalSpecialWeaponsandTactics(SWAT)Teamrequire
specializedballisticveststhataredue to expire in 2015.TheCity of AuburnPoliceDepartmenthassixofficersassigned to
theteamthatneedthisballisticprotection.BallisticvestsareconsideredessentialequipmentforSWATteammembers in
the performance of their duties.
There are no alternatives. Manufacturers of ballistic vests have a five-year expiration/replacement standard.
No. 19
Page 257
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Lisa Moore 2015 & 2016
Department Name: Funding Source:
Facilities Facilities
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 120,008 Proprietary Funds 123,843
Other Funds Other Funds
Total Revenue:120,008$ Total Revenue:123,843$
Expenditures:Expenditures:
Wages 76,315 Wages 80,566
Benefits 40,593 Benefits 43,278
Supplies Supplies
Minor Equipment 3,100 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:120,008$ Total Cost:123,843$
Conclusion:
Alternatives:
$123,843
Implications of Denial:
Advantages of Approval:
Facilities would be unable to offer an expanded scope of service.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Thispositionwillexpandservices in realpropertymanagement,propertysales,routineleasenegotiations,andfacility
assessments.
2015 Cost:
Facilities & Property Analyst
$120,008
This is technicalworkrelated to theleasing,management,anddisposal of realpropertyheld by theCity.Thisemployee
wouldnegotiateroutineleaseamendmentsandmaintainaspacemanagementdatabaseforCity-ownedspace,parkinglot
signage,andpermits.Workwouldalsoincludemaintainingup-to-dateinventories,records,andtaxtitleproperties;
conductingpropertysalesandauctions as theyrelate to taxtitleproperties;andpreparingfinalizedreportsand
documentsuponthesale of taxtitleproperties.Workinvolvesresearchandanalysis of legalpropertydescriptions as well
as contacting and working with various City departments, public agencies, and private property owners.
None.
No. 20
Page 258
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Lisa Moore 2015 & 2016
Department Name: Funding Source:
Facilities Facilities
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 300,000 Proprietary Funds 300,000
Other Funds Other Funds
Total Revenue:300,000$ Total Revenue:300,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance 300,000 Repairs & Maintenance 300,000
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:300,000$ Total Cost:300,000$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Repairing the atrium and weatherizing the vestibule will stop the leaks, stop the deterioration, increase energy
conservation, and control the slip hazard.
There is a potential for 3:1 grant funding through the Department of Commerce.
2015 Cost:
City Hall Atrium Repair
$300,000
This project is intended to cure the leaks in the atrium and weatherize the vestibule.
If theatriumleaksandtheweatherization of thevestibulearenotaddressed,theleakswillcontinue to worsen.We will
havecontinuedloss of energythroughtheatrium/vestibuleanddeterioration of theentryfloor.Havingwater on the
floor also presents a slip hazard.
No. 21
Conclusion:
Alternatives:
$300,000
Implications of Denial:
Advantages of Approval:
We would lose the potential for grant funding and energy conservation.
Page 259
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Lisa Moore 2015 & 2016
Department Name: Funding Source:
Facilities Facilities
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 35,000 Proprietary Funds 35,000
Other Funds Other Funds
Total Revenue:35,000$ Total Revenue:35,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 35,000 Professional Services 35,000
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:35,000$ Total Cost:35,000$
Conclusion:
Alternatives:
$35,000
Implications of Denial:
Advantages of Approval:
We would have to operate without sufficient budget to fund these expenses.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Implementingadesignatedbudgetthroughthisprogramimprovementwillallowthedepartment to set up on-call
contractswithatitlecompany,an appraisalfirm,andaconsultantforconductingPhase1environmentalassessments.This
willallowtheCity to negotiateaone-timerateforagroup of servicesratherthandevelopingaseparatecontractforeach
property transaction which can lead to higher costs per property transaction.
2015 Cost:
City Property Sales & Purchases
$35,000
This program improvement would provide budget for the appraisals and Phase 1 environmental assessments that are
required during the purchase and sale of property.
.
Estimate of Costs Per Property:
Appraisals - $3,200
Phase 1 Environmental Assessments - $5,200
Title Reports - $300 to $500
.
Assumes four (4) property transactions per year.
Try to absorb these expenses within existing budget.
No. 22
Page 260
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Melissa Medisch2015 & 2016
Department Name: Funding Source:
Innovation & TechnologyInnovation & Technology
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 109,654 Proprietary Funds 116,185
Other Funds Other Funds
Total Revenue:109,654$ Total Revenue:116,185$
Expenditures:Expenditures:
Wages 70,262 Wages 74,175
Benefits 39,392 Benefits 42,010
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:109,654$ Total Cost:116,185$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
This position would allow a dedicated IT staff member to specialize their skills, knowledge, and expertise on public safety
applications, operations, and support onsite at the Police Department. An onsite position would be a liaison with the
Courts, and minimize the delay waiting for staff to respond to critical requests. This position could dedicate support
from an existing shared office at the Police Department, and be onsite to assist IT redundant systems while simultaneously
responding to department needs.
2015 Cost:
Innovation & Technology Support Lead, Police Department
$109,654
ThePoliceDepartmenthasover100devicesdeployed in variouslocationsthroughouttheCity.Policeemployeeshave
criticalinformationtransmitted,dispatched,stored,andavailable to them 24 hoursadayrequiringcriticaltechnology
support.Due to thespecializedbackgroundandexpertise in publicsafety-specifictechnologyrequirementandcurrent
workload,IT requestsanewposition be created to supportpolicetechnologyneeds to be located at thePolice
Department.
Alternativeshiftshavebeenconsidered;however,thiscreatesschedulingconflictswithin IT andloss of support in other
departments, resulting in further support deficits.
No. 23
Conclusion:
Alternatives:
$116,185
Implications of Denial:
Advantages of Approval:
Support of generaltechnologyandserviceneeds,andthecorrespondingresponsetimesandproductivity,willcontinue
to be reduced due to additional staffing required by Police.
Page 261
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Melissa Medisch2015 & 2016
Department Name: Funding Source:
Innovation & TechnologyInnovation & Technology
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 60,000 Proprietary Funds 45,000
Other Funds Other Funds
Total Revenue:60,000$ Total Revenue:45,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges 60,000 Other Services & Charges 45,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:60,000$ Total Cost:45,000$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Batterybackupprotectsdatafromdamagecaused by brownouts,sags,andblackoutsin-betweengeneratoroperation
andstart or failure.Thissolutionalsoprovidesfor an automated,quick,andreliabletestingoptionoffsite to protectdata
andguaranteethatsystemswilloperate in atimelymannertherebyreducingsetupandpreparation by hours.Disaster
recovery procedure could also be integrated into regular Emergency Management drills and exercises for City staff.
2015 Cost:
Battery Backup & Disaster Recovery
$60,000
Systembackupandreplication is requiredforcontinuity of operations-mostimportantlyforcriticalsystems,software
withintheCity,andoperationsoffsite in theevent of adisaster or anyeventthatrequirestheclosure of Cityoffices.A
centralizedbatterybackup(UPS)system,lasting1-2hours,wouldreplacetenindividualUPSdeviceswhichlasta
maximum of tenminutes,providingadditionaloptions in theevent of powerand/orgeneratorfailure.Thissolution
wouldalsoallow us to replicatesystemsdataandbackupoperations to ouroffsitedisasterrecoverylocationcurrently
identified as theCity of FederalWay.Thisprojectwould be completed in twophaseswiththemostcriticalsystemsbeing
replicated first.
Alternativesconsideredinclude"leased"webservicesandCloudbackup as well as othermethods of software-based
backup.Recovery of thosesystemsrequirelocationswithredundantpowerandsystems to accommodateCitystaff
during an emergencywhichresults in misconfiguration.Individualbatterybackupshavebeeninstalled as astop-gap
measure in each location; however, the return on investment is a short term solution.
No. 24
Conclusion:
Alternatives:
$45,000
Implications of Denial:
Advantages of Approval:
Risk losing data and power in the event of a disaster and compromising our continuity of operations and communications
-specificallyemail,phone,data,trafficsystems,financialoperations,andpublicnoticecapabilities to includecriticalpolice
and public safety announcements.
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2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Melissa Medisch2015 & 2016
Department Name: Funding Source:
Innovation & TechnologyInnovation & Technology
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 125,000 Proprietary Funds 50,000
Other Funds Other Funds
Total Revenue:125,000$ Total Revenue:50,000$
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
Machinery & Equipment 125,000 Machinery & Equipment 50,000
Other Other
Total Cost:125,000$ Total Cost:50,000$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
The advantage of this change is a Citywide transformation of how Auburn conducts business and shares information
through transparency. Workflow enhancements which integrate daily business process and practice into tangible,
reportable metrics the City and public can interact with and report on. Cost benefit and customer benefit would be
achieved through efficiency and staff time.
2015 Cost:
Integrated Citizen Engagement
$125,000
Integratedwebandcontentmanagementthroughouttheinternalandexternalworkflows of theCity'sbusinessprocess.
Create an easier,morepleasingwebexperiencewhilesimultaneouslyprovidingtoolsforbothcitizensandstaff to useand
resolvequestions.Upgradewebpage,webservices,as well as designwhileenhancingmany of thestandalone
applicationsworkingindependentlyacrossmultipledivisionswithintheCityintoastreamlined,consolidatedworkflow
from agenda management to citizen engagement.
Continuebusiness as is,andoperateunderthecurrentmodel.Phasedupgradesbased on needhavealsobeen
considered, and in some cases implemented.
No. 25
Conclusion:
Alternatives:
$50,000
Implications of Denial:
Advantages of Approval:
Citizencomment,interaction,andparticipation is critical to opengovernment.Denial of thisprogramimprovement
wouldinhibittheCity'sability to meettheneedsandrequests of thepublicandtheservicesAuburncanprovide in a
meaningful and productive way. Continued improvement will be fostered through existing applications and services.
Page 263
2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Melissa Medisch2015 & 2016
Department Name: Funding Source:
Innovation & TechnologyInnovation & Technology
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 55,000 Proprietary Funds 18,000
Other Funds Other Funds
Total Revenue:55,000$ Total Revenue:18,000$
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
Machinery & Equipment Machinery & Equipment
Other 55,000 Other 18,000
Total Cost:55,000$ Total Cost:18,000$
Conclusion:
Alternatives:
$18,000
Implications of Denial:
Advantages of Approval:
Systemreconfigurationandphysicalseparation of over150cameraswillneed to occur if thisrequest is notapproved.In
addition,thecurrentbusinessoperationfailures in EngineeringITSdivisions,Maintenance&Operations,andpublicsafety
cameras will continue until additional software, hardware, and licenses are purchased.
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Advantagesincludethecapability to separatethecurrentITSvideosystemandcreateresiliency in thesystemspecific to
ITSandtrafficengineeringneeds;multiplelevels of redundancyincludingbackupandadvancedsoftwareviewing
capabilities;andtheseparatesystemwillallowITSandCitycameras to coexistwithincreasedsecurity,lessphysical
downtime,andwillensureITSsystemsarerunning at optimumuptimeandperformancemeasurescritical to traffic
engineering needs.
2015 Cost:
Integrated Traffic Systems Video System Replacement
$55,000
In order to providesecuredseparation of servicesandredundancy,we need to implementvideostorageandsoftware
replacementforIntegratedTrafficSystems(ITS)andCity-ownedcameras –separatinganddedicatingITScamerasand
City cameras for streets, intersections, and City-owned property.
Continue using our current systems. Security implications exist now using a mixed system including unauthorized access to
videos,possibleuse of ITS or Citycamerasoutside of intendedpurposes,anddelayedresponsetimes in supportingthe
150+ cameras that currently exist on the one system currently in place.
No. 26
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2015-2016 Biennial Budget Section VI: Program Improvements
Program Title: Contact Person:For Year:
Melissa Medisch2015 & 2016
Department Name: Funding Source:
Innovation & TechnologyInnovation & Technology
2015 Cost of Improvement 2016 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 120,000 Proprietary Funds 10,000
Other Funds Other Funds
Total Revenue:120,000$ Total Revenue:10,000$
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
Machinery & Equipment 120,000 Machinery & Equipment 10,000
Other Other
Total Cost:120,000$ Total Cost:10,000$
2016 Cost:
REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement:
Newerhardwareandsoftwarewouldrun at peakefficiencywithadditionalredundancybuilt in for24-houroperation.
Staffwould be able to completereportsandscanallcase,history,andsupportingdocumentationintotheoriginalrecord
forease of operationandsearching,afunctionnotavailablewiththeexistingsystem.Imagingandarchivingserviceswill
allow the Police Department to certify their applications as part of their accreditation process and improve workflow.
2015 Cost:
Public Safety Records Management System Upgrade
$120,000
ExistingPublicSafetyRecordsManagementSystemhardware is nearingtheend of itslife –exceedingsevenyears in
operation.Upgradeswouldincludeanewrecordsmanagementserver,system,andsoftware to includedocument
imagingandarchiving.Upgradingthesoftwareandhardwarewillmeanperformance,storage,andworkflowwillall
significantly improve.
Continuebusiness as is and if hardwarefails,performstop-gaprepairsresulting in additionalexpense,downtime,and
decreased service levels. Loss of critical records and data may occur due to hardware failures.
No. 27
Conclusion:
Alternatives:
$10,000
Implications of Denial:
Advantages of Approval:
If denied,we riskafailure to thesystemwhichwouldpreventuseraccessandcouldresult in lostcasedata in turn
impactingcourtandlegalcases.Additionalsupportandmonitoringwouldhave to be considered in order to maintain
the outdated system, at an additional cost.
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2015-2016 Biennial Budget Section VI: Program Improvements
Page 266
2015-2016 Biennial Budget Section VII: Capital Planning
SECTION VII: CAPITAL PLANNING, PROGRAMMING AND BUDGETING
The capital budget authorizes and provides the basis of control of expenditures for the acquisition
of significant City assets and construction of all capital facilities. This section describes and
summarizes the 2015-2016 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 2015 and 2016 along with the capital facilities plan for these projects in the following
four years. Projects are listed in the following seven sections: Transportation projects, Water
Utility projects, Sanitary Sewer projects, Storm Drainage projects, Parks, Arts and Recreation
projects, General Municipal projects and Community Improvements, and Other Proprietary Fund
projects. Each section includes a map highlighting the general location of significant projects, a brief
discussion of the projects budgeted for 2015 and 2016, a six-year summary of projects showing the
cost and funding source, and two graphs – one showing a comparison of revenue sources for 2015
vs. 2016, and another showing the projected six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2015 – 2020) that is
printed as a separate document. It contains an executive summary along with three chapters.
Chapter 1 explains the purpose of the CFP, statutory requirements, and methodology. Chapter 2
outlines the Goals and Policies related to the provision of capital facilities. Chapter 3 outlines the
proposed capital projects, which include the financing plan and reconciliation of project capacity
to level of service (LOS) standards. Following the financing plan are individual worksheets
showing the project detail. For reconciliation purposes, it is important to note that in many
instances the total project cost will include amounts allocated for salaries, benefits and interfund
charges. Each worksheet, in addition to the project financing, includes a project description,
progress summary, and impact on future operating budgets once the project is completed.
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2015-2016 Biennial Budget Section VII: Capital Planning
2015 / 2016 Capital Budget:
The following tables summarize the capital facility expenditures and planned funding sources in
this budget.
Total
FUNDING SOURCES - 2015 Fund Federal State Local Other Sources
BalanceSourcesSourcesSources REET SourcesBy Fund
Transportation Projects 1,512,939$ 5,551,108$ 4,000,000$ -$ -$ 7,579,533$ 18,643,580$
Water Projects 1,395,895 - - - - 3,724,000 5,119,895
Sewer Projects 2,605,160 - - - - - 2,605,160
Storm Drainage Projects 3,085,080 - 259,887 - - 2,007,475 5,352,442
Parks and Recreation Projects 50,000 - 50,000 - 300,000 130,000 530,000
General Municipal Projects
and Community Improvements 924,620 - 100,000 - 1,607,368 325,000 2,956,988
Other Proprietary Fund Projects 416,356 348,413 19,356 - - - 784,125
Total Funding by Source 9,990,050$ 5,899,521$ 4,429,243$ -$ 1,907,368$ 13,766,008$ 35,992,190$
EXPENDITURES - 2015
Transportation Projects 18,643,580$
Water Projects 5,119,895
Sewer Projects 2,605,160
Storm Drainage Projects 5,352,442
Parks and Recreation Projects 530,000
General Municipal Projects
and Community Improvements2,956,988
Other Proprietary Fund Projects 784,125
Total Capital Projects 35,992,190$
Total
FUNDING SOURCES - 2016 Fund Federal State Local OtherFunding
BalanceSourcesSourcesSources REET SourcesBy Fund
Transportation Projects 837,990$ 11,296,640$ -$ -$ -$ 4,310,687$ 16,445,317$
Water Projects 100,000 - - - - 2,250,000 2,350,000
Sewer Projects 2,490,000 - - - - - 2,490,000
Storm Drainage Projects 2,220,000 - - - - - 2,220,000
Parks and Recreation Projects 50,000 - 3,050,000 - 759,219 5,285,781 9,145,000
General Municipal Projects
and Community Improvements 625,000 - 100,000 - 1,316,618 40,790 2,082,408
Other Proprietary Fund Projects 7,000 126,000 7,000 - - - 140,000
Total Funding by Source 6,329,990$ 11,422,640$ 3,157,000$ -$ 2,075,837$ 11,887,258$ 34,872,725$
EXPENDITURES - 2016
Transportation Projects 16,445,317$
Water Projects 2,350,000
Sewer Projects 2,490,000
Storm Drainage Projects 2,220,000
Parks and Recreation Projects 9,145,000
General Municipal Projects
and Community Improvements2,082,408
Other Proprietary Fund Projects 140,000
Total Capital Projects 34,872,725$
CAPITAL PROJECTS SUMMARY
2015
2016
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2015-2016 Biennial Budget Section VII: Capital Planning
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2015-2016 Biennial Budget Section VII: Capital Planning
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2015-2016 Biennial Budget Section VII: Capital Planning
Transportation Projects
Forty capital projects totaling $18,643,580 are budgeted for 2015 and twenty capital projects
totaling $16,445,317 are budgeted for 2016. The significant projects include the following:
The South 272nd/277th Street Corridor Capacity & Non-Motorized Trail Improvements
Project ($5,581,800 in 2015) includes construction of major widening on S 277th St,
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. (See Map – “A”)
The West Main Street Multimodal Corridor and ITS Improvements Project ($946,000 in
2015 and $3,494,400 in 2016) will repurpose the existing W Main St corridor within
Auburn’s designated Regional Growth Center and will construct Intelligent Transportation
System (ITS) improvements serving the local and regional transportation networks and a
major commercial retail center. (See Map – “B”)
The SE 320th Street Corridor Improvements Phase 1 Project ($250,000 in 2015 and
$4,000,000 in 2016) will fund the right-of-way acquisition and construction of non-
motorized roadway improvements including a roundabout at 116th Avenue SE, and adding
bicycle lanes, sidewalks and street lighting between 122nd Avenue SE and 116th Avenues SE.
(See Map – “C”)
Auburn Way South (SR-164) Corridor Safety Improvements ($2,333,108 in 2015) 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 – “D”)
The 124th Avenue SE Corridor Improvements-Phase 2 Project ($500,000 in 2015 and
$1,100,000 in 2016) will fund the design and right-of-way acquisition of a four-lane
section with bicycle and pedestrian facilities on 124th Ave SE between SE 318th St and SE
312th St. The project will also provide for improvements to the signalized intersection of
SE 312th St and 124th Ave SE. (See Map – “E”) The I Street NE and 22nd Street NE Roundabout Safety Improvement ($200,000 in 2015
and $1,175,000 in 2016) will design and construct a roundabout at 22nd Street NE
intersection with I Street NE. This is currently a 4-way stop controlled intersection. (See
Map – “F”)
The “Save our Streets” (SOS) Program ($2,600,000 in 2015 and $1,600,000 in 2016) 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 ($1,960,000 in 2015 and $2,734,380 in
2016) 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.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 253,740 -
Federal (Grants)6,562,702 -
State - -
Traffic Impact Fees 1,057,870 350,000 25,000 25,000 25,000 25,000 25,000 475,000
REET -
Other Sources 382,817 -
Subtotal 8,257,129 350,000 25,000 25,000 25,000 25,000 25,000 475,000
Capital Costs:
Design 2,247,331 50,000 10,000 10,000 10,000 10,000 10,000 100,000
Right of Way 821,341 -
Construction 5,188,457 300,000 15,000 15,000 15,000 15,000 15,000 375,000
Subtotal 8,257,129 350,000 25,000 25,000 25,000 25,000 25,000 475,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $25,830
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 99,000 -
Federal (Grants)100,000 -
State 740,830 -
Traffic Impact Fees 115,000 115,000
REET -
Other Sources 330,000 -
Subtotal 1,269,830 115,000 - - - - - 115,000
Capital Costs:
Design 289,830 - -
Right of Way - -
Construction 980,000 115,000 115,000
Subtotal 1,269,830 115,000 - - - - - 115,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 163,958 -
Federal (Grants)897,606 -
State 8,599,948 -
Traffic Impact Fees 4,470,748 131,233 130,654 130,080 129,500 128,920 128,350 778,737
Traffic Mitigation Fees 660,000 -
REET 1,140,000 -
PWFT 3,259,991 -
Other (Other Agencies)3,091,282 -
Subtotal 22,283,533 131,233 130,654 130,080 129,500 128,920 128,350 778,737
Capital Costs:
Design 2,688,924 -
Right of Way 3,358,443 -
Construction 16,098,126 -
Long Term Debt 138,040 131,233 130,654 130,080 129,500 128,920 128,350 778,737
Subtotal 22,283,533 131,233 130,654 130,080 129,500 128,920 128,350 778,737
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $21,827
Project Name: A Street NW, Phase 1 (3rd St NW to 14th St NW)
Project No: c207a0 (TIP#1)
Construct a new multi-lane arterial from 3rd Street NW to 14th Street NW. This project will improve mobility and is tied to corridor development. It is consistent
with the Comprehensive Plan and completes a missing link of a north/south arterial corridor. The project length is approximately three-quarters of a mile. The City
purchased right-of-way 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)
Construction of a grade separated railroad crossing of M St SE at the BNSF Stampede Pass tracks. Project was completed in 2014; ongoing budget is for Public Works
Trust Fund Loan debt payment scheduled through 2041.
Project Name: Auburn Way South Pedestrian Improvements, (Dogwood St SE to Fir St SE)
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.
Project No: c201a0 (TIP#5)
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2015-2016 Biennial Budget Section VII: Capital Planning
Project No: c222a0 (TIP#6)Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 390,601 -
Federal (Grants)-
State 1,020,700 4,000,000 4,000,000
Traffic Impact Fees 581,800 581,800
REET -
Other 1,000,000 1,000,000
Subtotal 1,411,301 5,581,800 - - - - 5,581,800
Capital Costs:
Design 1,391,301 -
Right of Way 20,000 -
Construction 5,581,800 5,581,800
Subtotal 1,411,301 5,581,800 - - - - - 5,581,800
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $27,250
Capacity Project: YES Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 141 - - - - - - -
Federal (Grants)320,000 200,000 1,440,000 1,960,000
State -
Traffic Impact Fees 7,700 80,000 50,000 360,000 490,000
REET -
Other Sources -
Subtotal 7,841 400,000 250,000 1,800,000 - - - 2,450,000
Capital Costs:
Design 7,841 400,000 200,000 600,000
Right of Way 50,000 50,000
Construction 1,800,000 1,800,000
Subtotal 7,841 400,000 250,000 1,800,000 - - - 2,450,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $4,100
Capacity Project: YES Anticipated Year of Completion:2018
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund - - - - - - - -
Federal (Grants)220,000 920,000 1,140,000
State -
Traffic Impact Fees 100,000 55,000 230,000 385,000
REET -
Other Sources -
Subtotal - 100,000 - 275,000 1,150,000 - - 1,525,000
Capital Costs:
Design 100,000 75,000 175,000
Right of Way 200,000 200,000
Construction 1,150,000 1,150,000
Subtotal - 100,000 - 275,000 1,150,000 - - 1,525,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,500
Project Name: S 272nd/277th St Corridor Capacity & Non-Motorized Trail Improvements
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: F Street SE Non-Motorized Improvements (Downtown to Les Gove)
This project will construct a four-lane street section that includes sidewalks, gutters, landscaping and streetlights on M St NE between south of E Main St and 4th St
NE.
Project Name: M Street NE (E. Main St. to 4th St. NE)
Project No: cpxxxx (TIP#11)
Project No: cpxxxx (TIP#10)
The F St SE project includes pavement rehabilitation, installation of curbs, gutters, bike lanes, sidewalks, ADA improvements, utility undergrounding, LED street
lighting, new two way center left turn-lane, crash attenuation at the supports for the BNSF railroad bridge, initiation of Auburn Staff Bike share pilot program,
wayfinding signage and a "Bicycle Boulevard" designation of roadway connections between Auburn City Hall and the Les Gove Park Campus. This project improves
mobility and safety along the corridor and will complete a gap in the non-motorized network between Auburn's Downtown and the Les Gove Community Campus.
The major infrastructure improvements are approximately 0.3 miles long and the "Bicycle Boulevard" improvements are just over a mile long.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund - - - - - - - -
Federal (Grants)-
PWFT 1,527,300 -
Traffic Impact Fees 640,000 86,010 85,383 85,200 84,800 84,800 84,400 510,593
REET -
Other (Other Funds)-
Subtotal 2,167,300 86,010 85,383 85,200 84,800 84,800 84,400 510,593
Capital Costs:
Design 327,500 -
Right of Way 200,400 -
Construction 1,203,900 -
Long Term Debt 435,500 86,010 85,383 85,200 84,800 84,800 84,400 510,593
Subtotal 2,167,300 86,010 85,383 85,200 84,800 84,800 84,400 510,593
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 157,000 5,000 - - - - - 5,000
Federal (Grants)100,000 -
PWFT -
Traffic Impact Fees -
REET 121,608 -
Other Sources -
Subtotal 378,608 5,000 - - - - - 5,000
Capital Costs:
Design 88,546 -
Right of Way 1,478 -
Construction 288,584 5,000 5,000
Subtotal 378,608 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,600
Capacity Project: NO Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund - 50,000 - 125,000 - - - 175,000
Federal (Grants)- - - 425,000 - - - 425,000
PWFT -
Traffic Impact Fees -
REET -
Other Sources -
Subtotal - 50,000 - 550,000 - - - 600,000
Capital Costs:
Design 50,000 - 50,000
Right of Way 100,000 100,000
Construction 450,000 450,000
Subtotal - 50,000 - 550,000 - - - 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp0611 (TIP#17)
This project includes the design, right-of-way acquisition and construction of intersection improvements including a traffic signal with accommodation for an
eastbound U-turn movement.
Project Name: Auburn Way North / 1st St NE Signal Improvements
Project No: asbd05 (TIP#19)
This project will construct a new traffic signal with controller cabinet and battery backup along with necessary intersection improvements.
Project Name: Harvey Rd. & 8th St. NE Intersection Improvements
Project was completed in 2010. Ongoing budget is for Public Works Trust Fund Loan debt payments scheduled through 2028.
Project Name: 8th Street NE and SE 104th St Intersection Improvements
Project No: cp1104 (TIP#18)
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 100,000 5,000 5,000
Federal (Grants)450,000 -
State -
Traffic Mitigation Fees 150,000 -
Traffic Impact Fees 125,000 -
Subtotal 825,000 5,000 - - - - - 5,000
Capital Costs:
Design 284,174 -
Right of Way 99,826 -
Construction 441,000 5,000 - 5,000
Subtotal 825,000 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 315,000 5,000 5,000
Federal (Grants)-
State -
Traffic Mitigation 150,000 -
REET -
Other (Other Agencies)-
Subtotal 465,000 5,000 - - - - - 5,000
Capital Costs:
Design 50,000 -
Right of Way -
Construction 415,000 5,000 5,000
Subtotal 465,000 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 89,029 89,029
Federal (Grants)-
State -
Traffic Mitigation -
REET -
Other Sources -
Subtotal - 89,029 - - - - - 89,029
Capital Costs:
Design 89,029 89,029
Right of Way -
Construction -
Subtotal - 89,029 - - - - - 89,029
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,500
This project is the first phase of improvements at the Auburn Way South/M St SE intersection. The project will construct new westbound to northbound right-turn
pockets, improved turning radius on the northeast corner, realignment of the westbound 17th St SE 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 Improvements
Project No: cpxxxx (TIP#20)
Project No: cp1406 (TIP#21)
Project Name: Main Street Signal Upgrades
Project Name: A Street SE Non-Motorized and Access Improvements
Project No: asbd03 (TIP#23)
Preliminary design of improvements to A Street SE between the White River Bridge and 41st Street SE, including a signalized pedestrian crossing and access
management including consolidation of commercial driveways.
Reconstruct the existing traffic signals at C St NW and W Main St and at E Main St and Auburn Ave/A St SE. The new C St NW signal would provide protected left-
turn phasing for C St, and would provide additional safety related to the railroad pre-emption. The Auburn Ave/A St signal would replace one of the City's oldest
signals which has exceeded its design life.
Page 275
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 46,230 5,000 5,000
Federal (Grants)-
State -
Traffic Mitigation -
REET -
Other Sources -
Subtotal 46,230 5,000 - - - - - 5,000
Capital Costs:
Design 46,230 5,000 5,000
Right of Way -
Construction -
Subtotal 46,230 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 319,084 25,000 25,000
Federal (Grants)-
State -
Traffic Mitigation -
REET -
Other Sources -
Subtotal 319,084 25,000 - - - - 25,000
Capital Costs:
Design 140,997 10,000 10,000
Right of Way -
Construction 178,087 15,000 15,000
Subtotal 319,084 25,000 - - - - - 25,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Federal (Grants)-
State -
Local -
REET -
Other Sources -
Subtotal - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design 15,000 15,000 15,000 15,000 15,000 15,000 90,000
Right of Way -
Construction 85,000 85,000 85,000 85,000 85,000 85,000 510,000
Subtotal - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Citywide Pedestrian Accessibility and Safety Program
Project No: asbd08 (TIP#30)
This is an annual program to fund pedestrian access and safety improvement projects at locations throughout the City. Projects are prioritized annually based on
pedestrian demands, existing deficiencies, and citizen requests.
Wetland mitigation for the 277th St Grade Separation project.
Project Name: South 277th Wetland Mitigation
Project No: c410a0 (TIP#29)
Project Name: A Street SE Safety Improvements Study
Project No: cp1110 (TIP#27)
Study the A Street SE corridor between 6th Street SE and Lakeland Hills Way SE including 41st St SE from D St SE to C St SE. The study will review the safety and
access needs of the traveling public and the adjacent properties.
Page 276
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund - 100,000 100,000 100,000 300,000
Federal (Grants)-
State -
Local -
REET -
Other Sources -
Subtotal - - 100,000 - 100,000 - 100,000 300,000
Capital Costs:
Design 10,000 10,000 10,000 30,000
Right of Way -
Construction 90,000 90,000 90,000 270,000
Subtotal - - 100,000 - 100,000 - 100,000 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund - 25,000 25,000
Federal (Grants)-
State -
Traffic Impact Fees -
REET -
Other Sources -
Subtotal - 25,000 - - - - - 25,000
Capital Costs:
Design 5,000 5,000
Right of Way -
Construction 20,000 20,000
Subtotal - 25,000 - - - - - 25,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 76,900 5,000 5,000
Federal (Grants)307,550 -
State -
Traffic Impact Fees -
REET -
Other Sources -
Subtotal 384,450 5,000 - - - - - 5,000
Capital Costs:
Design 84,422 -
Right of Way -
Construction 300,028 5,000 5,000
Subtotal 384,450 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,500
This project will design and construct roadway improvements associated with the construction of the 3rd rail line by BNSF.
Project No: cp1304 (TIP#38)
Project Name: Citywide Arterial Bicycle & Safety Improvements
Project No: asbd07 (TIP#31)
This project will fund the design and construction of a pre-signal at the 37th Street NW/B Street NW intersection adjacent to the at-grade BNSF rail crossing, and to
mitigate impacts from the proposed BNSF third rail project. The project will include communication improvements and advanced train detection for new warning
times for advanced railroad pre-emption at the signal.
This is a bi-annual program to fund bicycle and safety improvements on classified roadways. Projects are prioritized annually based upon field studies. Project was
previously called "Citywide Roadway Safety Infrastructure Improvements".
Project No: asbd06 (TIP#33)
Project Name: 37th & B St NW Railroad Crossing Safety Improvements
Project Name: BNSF 3rd Rail Expansion Roadway Improvements
Page 277
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund - - - - - - - -
Federal (Grants)400,000 880,000 2,500,000 3,780,000
State -
Traffic Impact Fees 100,000 220,000 320,000
REET -
Other Sources -
Subtotal - 500,000 1,100,000 2,500,000 - - - 4,100,000
Capital Costs:
Design 500,000 500,000
Right of Way 1,100,000 1,100,000
Construction 2,500,000 2,500,000
Subtotal - 500,000 1,100,000 2,500,000 - - - 4,100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)640,000 200,000 4,000,000 4,200,000
State -
Traffic Impact Fees 160,000 50,000 50,000
REET -
Other Sources -
Subtotal 800,000 250,000 4,000,000 - - - - 4,250,000
Capital Costs:
Design 800,000 -
Right of Way 250,000 250,000
Construction 4,000,000 4,000,000
Subtotal 800,000 250,000 4,000,000 - - - - 4,250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 2,684 -
Federal (Grants)250,000 2,083,108 2,083,108
State -
Traffic Impact Fees 250,000 250,000
REET -
Other Sources -
Subtotal 252,684 2,333,108 - - - - - 2,333,108
Capital Costs:
Design 245,184 93,000 93,000
Right of Way 7,500 62,000 62,000
Construction 2,178,108 2,178,108
Subtotal 252,684 2,333,108 - - - - - 2,333,108
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp1218 (TIP#43)
Project Name: Auburn Way South (SR-164) Corridor Safety Improvements
This project will fund the design, right-of-way acquisition, and construction of a four-lane section with bicycle and pedestrian facilities on 124th Ave SE between SE
318th St and SE 312th Street. The project will also fund improvements to the signalized intersection of SE 312th St and 124th Ave SE (including adding bike lanes,
dual westbound left-turn lanes, dual southbound through-lanes, a northbound right-turn pocket, ITS improvements, and pedestrian safety improvements).
Project Name: 124th Ave SE Corridor Improvements, Phase 2
Project No: asbd01 (TIP#40)
This project will improve access management, including U-turns, upgrade transit stops and street lighting, widen to accommodate turn-lanes and pedestrian and
bicycle facilities, 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: SE 320th Street Corridor Improvements Phase 1
Project No: cpxxxx (TIP#42)
SE 320th St is a primary route serving Green River Community College and adjacent neighborhoods. There are very high volumes of pedestrians, bicyclists, and transit
utilizing the corridor. This project will fund the design, right-of-way acquisition, and construction of non-motorized roadway and safety improvements including a
roundabout at 116th Ave SE, adding bicycle lanes, sidewalks, and street lighting between 122nd Ave SE and 116th Ave SE. Project length is approximately .45 miles.
Page 278
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 3,228 5,000 5,000
Federal (Grants)-
State -
Traffic Impact Fees -
REET -
Other Sources -
Subtotal 3,228 5,000 - - - - - 5,000
Capital Costs:
Design 3,228 5,000 5,000
Right of Way -
Construction -
Subtotal 3,228 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund - -
Federal (Grants)-
State -
Local -
Traffic Impact Fees 150,000 150,000
Other Sources -
Subtotal - 150,000 - - - - - 150,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 125,000 125,000
Subtotal - 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)-
State -
Traffic Impact Fees -
REET -
Other Sources (BNSF)50,000 50,000
Subtotal - 50,000 - - - - - 50,000
Capital Costs:
Design 10,000 10,000
Right of Way -
Construction 40,000 40,000
Subtotal - 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Traffic Management Center Improvements
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.
The rapid growth of the City traffic signal and Intelligent Transportation Systems infrastructure has severely strained the capacity and reliability of the existing
network processing capabilities. This project will implement network communications, software, video, and physical improvements to the Traffic Management Center
which will improve the network data processing speed, reliability, and redundancy improving the City's ability to manage the transportation system and respond to
emergencies. Additionally, these improvement will allow Information & Technology staff to isolate the Traffic Management data processing demands from the City's
general facility security data processing demands resulting in improvements to both processes.
Project Name: A St SE & 6th St SE Safety and Access Improvements
This project is a partnership between Auburn and Burlington Northern Santa Fe Railway to improve the intersection of A St SE and 6th St SE. The scope of the
project includes adding a phase to the traffic signal for traffic entering and exiting the BNSF rail yard.
Project No: abd10 (TIP#47)
Project No: asbd09 (TIP#48)
Project Name: 104th Ave SE & Green River Road Study
Project No: cpxxxx (TIP#46)
Page 279
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2018
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)480,000 2,400,000 2,880,000
State -
Traffic Impact Fees 100,000 120,000 600,000 820,000
REET -
Other Sources -
Subtotal - 100,000 - 600,000 3,000,000 - - 3,700,000
Capital Costs:
Design 100,000 600,000 700,000
Right of Way -
Construction 3,000,000 3,000,000
Subtotal - 100,000 - 600,000 3,000,000 - - 3,700,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 15,000 30,000 30,000 75,000
Federal (Grants)85,000 170,000 170,000 425,000
State -
Traffic Mitigation Fees -
REET -
Other Sources -
Subtotal - - 100,000 200,000 200,000 - - 500,000
Capital Costs:
Design 10,000 20,000 20,000 50,000
Right of Way -
Construction 90,000 180,000 180,000 450,000
Subtotal - - 100,000 200,000 200,000 - - 500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)82,950 711,000 711,000
State -
Traffic Impact Fees 22,050 189,000 189,000
REET -
Other Sources -
Subtotal 105,000 900,000 - - - - - 900,000
Capital Costs:
Design 105,000 -
Right of Way -
Construction 900,000 900,000
Subtotal 105,000 900,000 - - - - - 900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Project Name: Lake Tapps Parkway ITS Expansion
Project No: cpxxxx (TIP#51)
The project funds the design, coordination, permitting, and construction of new Intelligent Transportation System (ITS) infrastructure along Lake Tapps Parkway from
Lakeland Hills Way to East Valley Highway, and along East Valley Highway to Lakeland Hills Way. The proposed ITS infrastructure includes conduit, fiber, VMS
signage, cameras, network communication upgrades, and weather stations along the route.
Project Name: ITS Dynamic Message Signs
Project No: cpxxxx (TIP#50)
This project funds the design and construction of Dynamic Message Signs at various locations throughout the City. Dynamic message signs are an important Intelligent
Transportation System (ITS) tool for providing information to roadway users. Priority locations for sign placement are based on the Comprehensive Transportation
Plans ITS map and include Auburn Way N, Auburn Way S, W Valley Highway, E Valley Highway and Lea Hill Road.
Project Name: West Valley Highway Improvements (15th Street NW to W Main Street)
Project No: asbd13 (TIP#49)
This project scope includes pavement rehabilitation and re-channelization, roadway widening, bicycle lanes, pedestrian facilities, roadway lighting, required storm
system improvements, and Intelligent Transportation System Improvements.
Page 280
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)250,000 250,000
State -
Traffic Impact Fees 50,000 100,000 150,000
REET -
Other Sources -
Subtotal - 50,000 350,000 - - - - 400,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 350,000 350,000
Subtotal - 50,000 350,000 - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)-
State -
Traffic Mitigation Fees 50,000 50,000
REET -
Other Sources -
Subtotal - 50,000 - - - - - 50,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction -
Subtotal - 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)804,100 2,970,240 3,774,340
State -
Traffic Impact Fees 56,490 209,650 266,140
REET -
Other Sources (Fund 105)85,410 314,510 399,920
Subtotal - 946,000 3,494,400 - - - - 4,440,400
Capital Costs:
Design 946,000 946,000
Right of Way -
Construction 3,494,400 3,494,400
Subtotal - 946,000 3,494,400 - - - - 4,440,400
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: asbd11 (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, provide roadside hazard mitigation, street lighting and non-motorized trail construction. The project
length is approximately two miles.
Project Name: Kersey Way Study
Project Name: W Main Street Multimodal Corridor and ITS Improvements
Project No: cp1415 (TIP#55)
This project will repurpose the existing W Main St corridor within Auburn’s designated Regional Growth Center and will construct Intelligent Transportation System
(ITS) improvements serving local and regional transportation networks and a major commercial retail center. Improvements include converting the existing four-lane
roadway section to a three-lane section including center two-way left turn lane with new bike lanes, new sidewalks, new LED street lighting, and streetscape
improvements between West Valley Highway and the Interurban Trail. ITS Improvements include interconnecting and coordinating traffic signals From C St NW
along W Main St to W Valley Highway south to 15th St SW including two interchanges with SR-18 and one with SR-167.
Project Name: Auburn Way South and 12th Street SE Intersection Improvements
Project No: cp1114 (TIP#53)
The project will design and construct multi-modal intersection improvements at the AWS/12th Street SE intersection. The improvements will include pedestrian access,
bicycle lanes, signal phasing and timing, and ITS upgrades.
Page 281
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 118,500 84,500 693,000 896,000
Federal (Grants)671,500 478,500 3,927,000 5,077,000
State -
Traffic Mitigation Fees -
REET -
Other Sources -
Subtotal - 790,000 563,000 4,620,000 - - - 5,973,000
Capital Costs:
Design 790,000 790,000
Right of Way 563,000 563,000
Construction 4,620,000 4,620,000
Subtotal - 790,000 563,000 4,620,000 - - - 5,973,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 150 -
Federal (Grants)-
State 2,426,400 -
Traffic Impact Fees 200,000 200,000
REET -
Other Sources 836,601 -
Subtotal 3,263,151 200,000 - - - - - 200,000
Capital Costs:
Design 515,068 -
Right of Way 436,643 -
Construction 2,311,440 200,000 200,000
Subtotal 3,263,151 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $9,300
Capacity Project: YES Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 8,778 -
Federal (Grants)250,000 250,000
State -
Traffic Impact Fees 50,000 50,000 100,000
REET -
Other Sources -
Subtotal 8,778 50,000 - 300,000 - - - 350,000
Capital Costs:
Design 8,778 50,000 50,000
Right of Way -
Construction 300,000 300,000
Subtotal 8,778 50,000 - 300,000 - - - 350,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Evergreen Heights Safe Routes to School Improvements
Project No: cpxxxx (TIP#56)
The project will widen S 316th Street from 51st Avenue S to the west of the Evergreen Elementary School frontage, and 56th Avenue S between S 316th Street and S
318th Street. The proposed widening will allow the addition of bike lanes and sidewalks on both sides of the street to match the existing roadway cross-section to
the east of the school. A roundabout will be constructed at the S 316th Street/56th Avenue S intersection replacing the existing all-way stop-control and the school
driveway will be relocated to the west to align with the roundabout. The reconstruction of S 316th Street includes the vertical alignment of the existing roadway
along the school frontage which creates sight-distance problems associated with the school driveways, and at the intersection with 56th Avenue S. Other project
elements include undergrounding of aerial utilities, street lighting, and upgrades to the storm water system.
Project Name: Auburn Way South Corridor Imp., Fir St SE to Hemlock St SE
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 be constructed at Hemlock Street SE and connect to Auburn's Intelligent Transportation System.
Project 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/Auburn Ave, and 4th St NE/Auburn Way North. Improvements include a new traffic signal at 3rd St NE to add a missing pedestrian crossing and accommodate
the northbound left-turn movement; improving pedestrian facilities to meet ADA requirements, 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.
Page 282
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2019
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)1,950,000 8,000,000 9,950,000
State -
Traffic Impact Fees 600,000 150,000 500,000 2,000,000 2,650,000
REET -
Other Sources -
Subtotal 600,000 150,000 - - 2,450,000 10,000,000 - 12,600,000
Capital Costs:
Design 150,000 1,950,000 2,100,000
Right of Way 600,000 500,000 500,000
Construction 10,000,000 10,000,000
Subtotal 600,000 150,000 - - 2,450,000 10,000,000 - 12,600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $18,300
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 61,916 5,000 5,000
Federal (Grants)400,000 -
State -
Traffic Mitigation Fees -
REET 25,000 -
Other Sources -
Subtotal 486,916 5,000 - - - - - 5,000
Capital Costs:
Design 41,075 -
Right of Way -
Construction 445,841 5,000 5,000
Subtotal 486,916 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund 55,000 45,000 100,000
Federal (Grants)121,400 440,000 561,400
State -
Traffic Mitigation Fees -
REET -
Other Sources (Fund 105)152,500 152,500
Subtotal - 176,400 637,500 - - - - 813,900
Capital Costs:
Design 110,000 110,000
Right of Way 66,400 66,400
Construction 637,500 637,500
Subtotal - 176,400 637,500 - - - - 813,900
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,500
Project No: cpxxxx (TIP#64)
Widen the existing roadway to provide a four-lane cross section pedestrian and bicycle facilities. The project includes widening the Green River Bridge.
Project Name: 37th St SE & A St SE Traffic Signal Safety Improvement
Project No: asbd02 (TIP#68)
This project consists of the design, right of way acquisition and construction of a new traffic signal at 37th St SE & A St SE.
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 Name: Lea Hill Segment 1 (R St NE to 105th Pl SE)
Project No: cp1222 (TIP#67)
Project Name: Citywide Traffic Signals Safety Improvements
Page 283
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)160,000 940,000 1,100,000
State -
Traffic Impact Fees 40,000 235,000 275,000
REET -
Other Sources (Fund 105)-
Subtotal - 200,000 1,175,000 - - - - 1,375,000
Capital Costs:
Design 200,000 200,000
Right of Way - -
Construction 1,175,000 1,175,000
Subtotal - 200,000 1,175,000 - - - - 1,375,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund -
Federal (Grants)400,000 2,000,000 2,400,000
State -
Traffic Impact Fees 100,000 100,000 500,000 700,000
REET -
Other Sources (Fund 105)-
Subtotal - 100,000 - 500,000 2,500,000 - - 3,100,000
Capital Costs:
Design 100,000 500,000 600,000
Right of Way -
Construction 2,500,000 2,500,000
Subtotal - 100,000 - 500,000 2,500,000 - - 3,100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Street Preservation Fund 26,480 176,370 202,850
Federal (Grants)97,900 652,100 750,000
Utility Tax -
REET2 -
Other Sources -
Subtotal - - 124,380 828,470 - - - 952,850
Capital Costs:
Design 124,380 124,380
Right of Way -
Construction 828,470 828,470
Subtotal - - 124,380 828,470 - - - 952,850
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
This project includes the design and construction of a roundabout at the 22nd Street NE intersection with I Street NE. This is currently a 4-way stop controlled
intersection.
Project Name: I Street NE & 22nd Street NE Roundabout Safety Improvement
Project No: cpxxxx (TIP#69)
Project Name: West Valley Highway Improvements (SR-18 to 15th Street NW)
Project No: cpxxxx (TIP#72)
Project Name: Lake Tapps Parkway Preservation
Project No: various (TIP#22)
The Lake Tapps Parkway Preservation project will complete a patch and overlay of pavement between the Auburn/Sumner City limit and Lakeland Hills Way
including all required ADA improvements to curb ramps, sidewalks, and pedestrian signals.
This project scope includes pavement rehabilitation and re-channelization, pedestrian and bicycle facility improvements, improved roadway lighting, required storm
system improvements, intersection signal replacement at 15th St SW, and Intelligent Transportation System Improvements.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Street Preservation Fund 701,799 -
Property Tax -
Utility Tax 3,286,764 1,700,000 600,000 700,000 1,250,000 1,800,000 1,800,000 7,850,000
REET2 -
Other Sources -
Subtotal 3,988,563 1,700,000 600,000 700,000 1,250,000 1,800,000 1,800,000 7,850,000
Capital Costs:
Design 138,838 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Right of Way -
Construction 3,849,725 1,650,000 550,000 650,000 1,200,000 1,750,000 1,750,000 7,550,000
Subtotal 3,988,563 1,700,000 600,000 700,000 1,250,000 1,800,000 1,800,000 7,850,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Street Preservation Fund - -
Property Tax -
Utility Tax 303,217 100,000 100,000 100,000 100,000 100,000 100,000 600,000
REET2 -
Other Sources -
Subtotal 303,217 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design 14,900 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Right of Way -
Construction 293,217 90,000 90,000 90,000 90,000 90,000 90,000 540,000
Subtotal 308,117 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Street Preservation Fund - 80,000 80,000
Federal (Grants)80,000 887,500 967,500
Utility Tax 887,500 887,500
REET2 -
Other Sources -
Subtotal - 160,000 1,775,000 - - - - 1,935,000
Capital Costs:
Design 160,000 160,000
Right of Way -
Construction 1,775,000 1,775,000
Subtotal - 160,000 1,775,000 - - - - 1,935,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
The project proposes to grind and overlay Auburn Way N from the 22nd Street NE to 45th Street NE. The project will restore 7.3 lane miles of pavement, upgrade
26 curb ramps to meet current ADA standard, as we as remove unused driveway openings as an upgrade to non ADA compliant pedestrian facilities. The project
funds the design, coordination, permitting, and construction of the pavement preservation project.
Project Name: Auburn Way N Preservation (22nd Street NE to 45th Street NE)
Project No: cpxxxx (TIP#70)
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 Program
Project Name: Annual Arterial Street Preservation
Project No: various (TIP#35)
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#36)
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Street Preservation Fund - -
Federal (Grants)67,500 750,000 817,500
Utility Tax 67,500 750,000 817,500
REET2 -
Other Sources -
Subtotal - - 135,000 1,500,000 - - - 1,635,000
Capital Costs:
Design 135,000 135,000
Right of Way -
Construction 1,500,000 1,500,000
Subtotal - - 135,000 1,500,000 - - - 1,635,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Local Street Fund 695,396 850,000 850,000
Property Tax 2,000,000 -
Sales Tax on Construction 3,562,733 1,600,000 1,450,000 1,450,000 1,450,000 1,450,000 1,450,000 8,850,000
REET2 -
Other (Funds 430, 431, 432)450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Subtotal 6,708,129 2,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 10,600,000
Capital Costs:
Design 853,750 400,000 300,000 300,000 300,000 300,000 300,000 1,900,000
Right of Way -
Construction 5,854,379 2,200,000 1,300,000 1,300,000 1,300,000 1,300,000 1,300,000 8,700,000
Subtotal 6,708,129 2,600,000 1,600,000 1,600,000 1,600,000 1,600,000 1,600,000 10,600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years 2015 20162017201820192020Total
Arterial Street Fund (Fund 102)1,998,410 497,529 344,500 948,000 230,000 100,000 200,000 2,320,029
Local Street Fund (Fund 103)695,396 850,000 - - - - - 850,000
Street Preservation (Fund 105)701,799 165,410 493,490 176,370 - - - 835,270
Federal (Grants)9,790,808 5,551,108 11,296,640 11,214,100 7,440,000 8,000,000 - 43,501,848
State 12,787,878 4,000,000 - - - - - 4,000,000
REET 1,286,608 - - - - - - -
PWTFL 4,787,291 - - - - - - -
Property Tax (Fund 103)2,000,000 - - - - - - -
Sales tax on Const. (Fund 103)3,562,733 1,600,000 1,450,000 1,450,000 1,450,000 1,450,000 1,450,000 8,850,000
Utility Tax (Fund 105)3,589,981 1,800,000 1,655,000 1,550,000 1,350,000 1,900,000 1,900,000 10,155,000
Other (Funds 430, 431, 432)450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Other (Other Agencies)4,640,700 1,050,000 - - - - - 1,050,000
Other (Traffic Mitigation Fees)960,000 50,000 - - - - - 50,000
Other (Traffic Impact Fees)7,083,368 2,929,533 1,055,687 925,280 2,069,300 2,238,720 237,750 9,456,270
Subtotal 54,334,972 18,643,580 16,445,317 16,413,750 12,689,300 13,838,720 3,937,750 81,968,417
Capital Costs:
Design 10,372,917 4,523,029 864,380 1,580,000 2,365,000 385,000 395,000 10,112,409
Right of Way 5,545,631 378,400 1,713,000 300,000 500,000 - - 2,891,400
Construction 37,847,784 13,524,908 13,651,900 14,318,470 9,610,000 13,240,000 3,330,000 67,675,278
Long Term Debt 573,540 217,243 216,037 215,280 214,300 213,720 212,750 1,289,330
Subtotal 54,339,872 18,643,580 16,445,317 16,413,750 12,689,300 13,838,720 3,937,750 81,968,417
TOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATION
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.
Project Name: Local Street Improvement Program
Project No: various (TIP#37)
Project Name: 15th Street NE/NW Preservation (SR-167 to 8th Street NE)
Project No: cpxxxx (TIP#71)
The project proposes to grind and overlay 15th Street NW/NE from the SR167 to Auburn Way N; and grind and overlay Harvey Road NE from Auburn Way N to
8th Street NE. The project will restore 7.57 lane miles of pavement, upgrade 30 curb ramps to meet current ADA standard, as well as remove unused driveway
openings as an upgrade to non ADA compliant pedestrian facilities. The project funds the design, coordination, permitting, and construction of the pavement
preservation project.
Page 286
2015-2016 Biennial Budget Section VII: Capital Planning
$0 $3,000,000 $6,000,000 $9,000,000 $12,000,000
Fund Balance
Federal Grants
State Grants
Sales Tax on Construction
Utility Tax
Traffic Impact & Mitigation Fees
Other Funds
Other Local Agencies
Transportation Projects
2015 / 2016 Revenue Sources 2015
2016
$0
$5,000,000
$10,000,000
$15,000,000
$20,000,000
2015 2016 2017 2018 2018 2020
Transportation Projects
Projected Capital Expenditures
Page 287
2015-2016 Biennial Budget Section VII: Capital Planning
Page 288
2015-2016 Biennial Budget Section VII: Capital Planning
Water Utility Projects
Nineteen capital projects totaling $5,119,895 are budgeted for 2015 and four capital projects
totaling $2,350,000 are budgeted for 2016. The significant projects include the following:
The Auburn Way South Flooding Improvements Phase 2 Project ($850,000 in 2015) will
replace water mains along 17th Avenue SE in conjunction with the Storm Flood
Improvements Project. (See Map – “A”)
The Lakeland Hills Reservoir 5 Improvements ($735,000 in 2015) 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 a
new ladder. (See Map – “B”)
The West Hill Springs Improvements Project ($455,000 in 2015) will install a flow control
valve for the automatic shutdown and upgrade disinfection system. (See Map – “C”)
The 24” White River Crossing Project ($450,000 in 2016) will replace the 24”
transmission main crossing the White River. (See Map – “D”)
The Water Meter & Billing System Improvements Project ($1,000,000 both in 2015 and
2016) will implement and construct selected improvements in automated metering
technology, generally referred to as Advanced Metering Infrastructure (AMI). Benefits
include more accurate meter reads, daily information for quicker detection of leaks, and
improved efficiency of billing operations.
Page 289
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 3,267,901 50,000 50,000
Bond Proceeds -
State -
Local -
REET -
Other (PWTF loan)1,799,553 -
Subtotal 5,067,454 50,000 - - - - - 50,000
Capital Costs:
Design 740,719 -
Right of Way 920 -
Construction 4,325,815 50,000 50,000
Subtotal 5,067,454 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,800
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 7,854 -
Bond Proceeds 1,905,000 50,000 50,000
State -
Local -
REET -
Other -
Subtotal 1,912,854 50,000 - - - - - 50,000
Capital Costs:
Design 1,912,854 50,000 50,000
Right of Way -
Construction -
Subtotal 1,912,854 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 179,588 -
Bond Proceeds 1,149,000 50,000 50,000
State -
Local -
REET -
Other -
Subtotal 1,328,588 50,000 - - - - - 50,000
Capital Costs:
Design 252,068 -
Right of Way -
Construction 1,076,520 50,000 50,000
Subtotal 1,328,588 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $600
Project 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
Evaluate Wells 2, 6 and 7 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, along with a review of the treatment facility operating
and control parameters. The evaluation will also incorporate recommendations for facility improvements.
Project Name: Fulmer Well Field Improvements
Project No: cp1107
Project 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.
Page 290
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 43,334 735,000 735,000
Bond Proceeds 750,000 -
State -
Local -
REET -
Other -
Subtotal 793,334 735,000 - - - - - 735,000
Capital Costs:
Design 144,998 -
Right of Way -
Construction 648,336 735,000 735,000
Subtotal 793,334 735,000 - - - - - 735,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 384,643 50,000 425,000 475,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 384,643 50,000 - - - - 425,000 475,000
Capital Costs:
Design 384,643 50,000 425,000 475,000
Right of Way -
Construction -
Subtotal 384,643 50,000 - - - - 425,000 475,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 80,000 -
Bond Proceeds 400,000 400,000
State -
Local -
REET -
Other -
Subtotal 80,000 400,000 - - - - - 400,000
Capital Costs:
Design 80,000 -
Right of Way -
Construction 400,000 400,000
Subtotal 80,000 400,000 - - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp1403
Update the Comprehensive Water Plan as required by Washington State Department of Health. The comprehensive plan is updated every 6 years.
Project Name: Comprehensive Water Plan
Project Name: Muckleshoot Indian Tribe Master Meters
Project No: cp1411
Install master meters to Muckleshoot Indian Tribe properties to ease account administration.
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.
Project Name: Lakeland Hills Reservoir 5 Improvements
Project No: cp0765
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 500,000 150,000 100,000 500,000 500,000 500,000 500,000 2,250,000
Bond Proceeds 350,000 400,000 750,000
State -
Local -
REET -
Other -
Subtotal 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Capital Costs:
Design -
Right of Way -
Construction 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Subtotal 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund -
Bond Proceeds 50,000 400,000 450,000
State -
Local -
REET -
Other -
Subtotal - 50,000 400,000 - - - - 450,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction - 400,000 400,000
Subtotal - 50,000 400,000 - - - - 450,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2019
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund -
Bond Proceeds 76,000 1,000,000 1,000,000 1,500,000 1,500,000 1,500,000 6,500,000
State -
Local -
REET -
Other -
Subtotal 76,000 1,000,000 1,000,000 1,500,000 1,500,000 1,500,000 - 6,500,000
Capital Costs:
Design 76,000 24,000 24,000
Right of Way -
Construction 976,000 1,000,000 1,500,000 1,500,000 1,500,000 6,476,000
Subtotal 76,000 1,000,000 1,000,000 1,500,000 1,500,000 1,500,000 - 6,500,000
Project Name: Water Meter & Billing Systems Improvements
Project No: cp1317
Based on a completed study, implement and construct selected improvements in automated metering technology, generally referred to as Advanced Metering
Infrastructure (AMI). Benefits include more accurate meter reads, daily information for quicker detection of leaks, and improved efficiency of billing operations.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project will decrease future operating budgets by reducing
water losses, meter reading expenses, and allowing for automated water shutoffs.
Project Name: Lea Hill PRV Station Improvements
Project No: cpxxxx
Replace pressure reducing valve stations in the Lea Hill area.
Project No: cpxxxx
Water main improvements in coordination with the Save our Streets (SOS) program and general arterial street improvements.
Project Name: Street Utility Improvements
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 100,000 100,000
Bond Proceeds -
State -
Local -
REET -
Other-Transfers In (Sewer/Storm)200,000 200,000
Subtotal - 300,000 - - - - - 300,000
Capital Costs:
Design -
Right of Way -
Construction 300,000 300,000
Subtotal - 300,000 - - - - - 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund -
Bond Proceeds 1,420,000 50,000 50,000
State -
Local -
REET -
Other -
Subtotal 1,420,000 50,000 - - - - - 50,000
Capital Costs:
Design 134,254 -
Right of Way -
Construction 1,285,746 50,000 50,000
Subtotal 1,420,000 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund -
Bond Proceeds 730,000 50,000 50,000
State -
Local -
REET -
Other -
Subtotal 730,000 50,000 - - - - - 50,000
Capital Costs:
Design 91,356 -
Right of Way -
Construction 638,644 50,000 50,000
Subtotal 730,000 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Utilities Field Operations Center
Project No: cpxxxx
Construct building for utilities field staff use and storage of field equipment.
Project Name: Valley AC Main Replacement
Project No: cpxxxx
Distribution system repair and replacement project required for meeting peak demands and reducing system losses. Projects will replace AC Main in the Valley
service area.
Project Name: BNSF Utility Crossing
Project No: cp1308
Water main improvements required prior to BNSF rail expansion project.
Page 293
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 1,623,067 10,000 10,000
Bond Proceeds 1,744,778 -
State -
Local -
REET -
Other -
Subtotal 3,367,845 10,000 - - - - - 10,000
Capital Costs:
Design 193,711 -
Right of Way -
Construction 3,174,134 10,000 10,000
Subtotal 3,367,845 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 150,000 -
Bond Proceeds 455,000 455,000
State -
Local -
REET -
Other -
Subtotal 150,000 455,000 - - - - - 455,000
Capital Costs:
Design 150,000 -
Right of Way -
Construction 455,000 455,000
Subtotal 150,000 455,000 - - - - - 455,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund -
Bond Proceeds 400,000 400,000
State -
Local -
REET -
Other -
Subtotal - 400,000 - - - - - 400,000
Capital Costs:
Design 40,000 40,000
Right of Way -
Construction 360,000 360,000
Subtotal - 400,000 - - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Lea Hill - 132nd Ave Distribution System Modifications
Project No: cpxxxx
Project will add pressure reducing valve, control valves at Lea Hill reservoirs, and system valves to provide efficient operation of the 132nd Ave Tacoma
Intertie.
Project Name: SCADA Upgrades
Project No: c524a0
Upgrade the existing Supervisory Control and Data Acquisition (SCADA) system, also known as the Telemetry system, to replace obsolete components and
allow for improved control of the water utility facilities.
Project Name: West Hill Springs Improvements
Project No: wabd04
Install flow control valve for automatic shutdown and upgrade disinfection system. This project was identified during the Department of Health Sanitary
Survey as a health and safety concern.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 50,000 181,000 181,000
Bond Proceeds 669,000 669,000
State -
Local -
REET -
Other -
Subtotal 50,000 850,000 - - - - - 850,000
Capital Costs:
Design 50,000 -
Right of Way -
Construction 850,000 850,000
Subtotal 50,000 850,000 - - - - - 850,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 25,144 34,895 34,895
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 25,144 34,895 - - - - - 34,895
Capital Costs:
Design 15,144 -
Right of Way -
Construction 10,000 34,895 34,895
Subtotal 25,144 34,895 - - - - - 34,895
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 8,907 30,000 30,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 8,907 30,000 - - - - - 30,000
Capital Costs:
Design 8,907 -
Right of Way -
Construction 30,000 30,000
Subtotal 8,907 30,000 - - - - - 30,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Way South -Dogwood to Fir
Project No: cp1118
Water main improvements constructed in conjunction with Auburn Way South Corridor Improvements.
Project Name: Auburn Way South -Fir to Hemlock
Project No: cp1119
Water main improvements constructed in conjunction with Auburn Way South Corridor Improvements.
Project Name: Auburn Way South Flooding Improvements Phase 2 -17th Street SE
Project No: cp1202
Project will replace water main along 17th Avenue SE in conjunction with flood improvements project.
Page 295
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 5,000 55,000 55,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 5,000 55,000 - - - - - 55,000
Capital Costs:
Design 5,000 -
Right of Way -
Construction 55,000 55,000
Subtotal 5,000 55,000 - - - - - 55,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 450,000 450,000
Bond Proceeds 450,000 450,000
State -
Local -
REET -
Other -
Subtotal - - 450,000 450,000 - - - 900,000
Capital Costs:
Design 100,000 100,000
Right of Way -
Construction 350,000 450,000 800,000
Subtotal - - 450,000 450,000 - - - 900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Water Fund 6,325,438 1,395,895 100,000 950,000 500,000 500,000 925,000 4,370,895
Bond Proceeds 7,774,778 3,524,000 2,250,000 1,500,000 1,500,000 1,500,000 - 10,274,000
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other 1,799,553 200,000 - - - - - 200,000
Subtotal 15,899,769 5,119,895 2,350,000 2,450,000 2,000,000 2,000,000 925,000 14,844,895
Capital Costs:
Design 4,239,654 214,000 100,000 - - - 425,000 739,000
Right of Way 920 - - - - - - -
Construction 11,659,195 4,905,895 2,250,000 2,450,000 2,000,000 2,000,000 500,000 14,105,895
Subtotal 15,899,769 5,119,895 2,350,000 2,450,000 2,000,000 2,000,000 925,000 14,844,895
Project Name: Auburn Way South -Muckleshoot Plaza to Dogwood
Project No: cp1218
Water main improvements constructed in conjunction with Auburn Way South Corridor Improvements.
Project Name: 24" White River Crossing
Project No: cpxxxx
The facilities evaluation study conducted in 2013-2014 found a suspected leak on the 24" steel transmission main crossing the White River. The approximate
location was determined, but further investigation is required to assess the degree and magnitude of the leak. This project will provide for full replacement of
the river crossing.
TOTAL CAPITAL COSTS and FUNDING SOURCES - WATER
Page 296
2015-2016 Biennial Budget Section VII: Capital Planning
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000
Working Capital
Bond Proceeds
Other Sources
Water Utility Projects
2015 / 2016 Revenue Sources 2015
2016
$0
$1,500,000
$3,000,000
$4,500,000
$6,000,000
2015 2016 2017 2018 2019 2020
Water Utility Projects
Projected Capital Expenditures
Page 297
2015-2016 Biennial Budget Section VII: Capital Planning
Page 298
2015-2016 Biennial Budget Section VII: Capital Planning
Sanitary Sewer Projects
Six capital projects totaling $2,605,160 are budgeted for 2015 and three capital projects totaling
$2,490,000 are budgeted for 2016. The significant projects include the following:
The Sanitary Sewer Replacement Program ($1,930,000 in 2015 and $2,050,000 in 2016)
is an annual program for the repair and replacement of broken sewer mains and facilities.
Additionally, system improvements that enhance the ability to maintain services are
included.
The Street Utility Improvements Project ($200,000 in both 2015 and 2016) will replace
sewer lines in coordination with SOS and Arterial Street improvements.
The Auburn Way South Flooding Phase 2 Project ($415,160 in 2015) will replace the City
sewer mains and portions of side sewers within the right-of-way in 17th Street SE in
conjunction with storm drainage and water improvements. (See Map – “A”)
The Vactor Decant Facility ($30,000 in 2015 and $240,000 in 2016) will allocate funds to
construct a decant facility for sewer vactor waste. (See Map – “B”) This project will
decrease the future operating budget by reducing the expenses associated with hauling
saturated waste to the County landfill.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Sewer Fund 1,706,183 1,930,000 2,050,000 300,000 1,500,000 300,000 1,500,000 7,580,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 1,706,183 1,930,000 2,050,000 300,000 1,500,000 300,000 1,500,000 7,580,000
Capital Costs:
Design 292,852 290,000 307,500 200,000 150,000 200,000 150,000 1,297,500
Right of Way -
Construction 1,413,331 1,640,000 1,742,500 100,000 1,350,000 100,000 1,350,000 6,282,500
Subtotal 1,706,183 1,930,000 2,050,000 300,000 1,500,000 300,000 1,500,000 7,580,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Sewer Fund 548,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 548,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Capital Costs:
Design 54,800 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Right of Way -
Construction 493,200 180,000 180,000 180,000 180,000 180,000 180,000 1,080,000
Subtotal 548,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Sewer Fund 30,000 240,000 270,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal - 30,000 240,000 - - - - 270,000
Capital Costs:
Design 15,000 30,000 45,000
Right of Way 15,000 15,000
Construction 210,000 210,000
Subtotal - 30,000 240,000 - - - - 270,000
Project Name: Vactor Decant Facility
Funds allocated to construct a decant facility for sewer vactor waste.
Project No: cpxxxx
Project 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, and facilities which
generate consistent odor complaints. Additionally, system improvements which enhance the ability to maintain service are included here.
Project No: cpxxxx
Project Name: Street Utility Improvements
Project No: cpxxxx
Sewer line replacement in coordination with the Save our Streets (SOS) program and arterial improvements.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project would decrease the future operating budget
by reducing the expenses associated with hauling saturated waste to the County landfill.
Page 300
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Sewer Fund 325,000 25,000 350,000 375,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 325,000 25,000 - - - - 350,000 375,000
Capital Costs:
Design 325,000 25,000 350,000 375,000
Right of Way -
Construction -
Subtotal 325,000 25,000 - - - - 350,000 375,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Sewer Fund 65,200 415,160 415,160
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 65,200 415,160 - - - - - 415,160
Capital Costs:
Design 65,200 -
Right of Way -
Construction 415,160 415,160
Subtotal 65,200 415,160 - - - - - 415,160
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Sewer Fund 370,940 5,000 5,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 370,940 5,000 - - - - - 5,000
Capital Costs:
Design 29,440 -
Right of Way -
Construction 341,500 5,000 5,000
Subtotal 370,940 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: BNSF Utility Crossings
Project No: cp1308
Replace one sewer main which crosses under the BNSF railroad tracks to ensure that it complies with pipeline casing requirements prior to the BNSF
construction of a third track within their right-of-way.
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: Auburn Way South Flooding Improvement -Phase 2
Project No: cp1202
Replace the City sewer main and portions of side sewers within the right-of-way in 17th Street SE in conjunction with storm drainage and water
improvements.
Project Name: Comprehensive Sewer Plan Update
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2015-2016 Biennial Budget Section VII: Capital Planning
Prior BudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Sewer Fund 3,015,323 2,605,160 2,490,000 500,000 1,700,000 500,000 2,050,000 9,845,160
Federal - - - - - - - -
Bond Proceeds - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
Subtotal 3,015,323 2,605,160 2,490,000 500,000 1,700,000 500,000 2,050,000 9,845,160
Capital Costs:
Design 767,292 350,000 357,500 220,000 170,000 220,000 520,000 1,837,500
Right of Way - 15,000 - - - - - 15,000
Construction 2,248,031 2,240,160 2,132,500 280,000 1,530,000 280,000 1,530,000 7,992,660
Subtotal 3,015,323 2,605,160 2,490,000 500,000 1,700,000 500,000 2,050,000 9,845,160
TOTAL CAPITAL COSTS and FUNDING SOURCES - SEWER
Page 302
2015-2016 Biennial Budget Section VII: Capital Planning
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000
Working Capital
Sanitary Sewer Projects
2015 / 2016 Revenue Sources 2015
2016
$0
$1,000,000
$2,000,000
$3,000,000
$4,000,000
2015 2016 2017 2018 2019 2020
Sanitary Sewer Projects
Projected Capital Expenditures
Page 303
2015-2016 Biennial Budget Section VII: Capital Planning
Page 304
2015-2016 Biennial Budget Section VII: Capital Planning
Storm Drainage Projects
Sixteen capital projects totaling $5,352,442 are budgeted for 2015 and ten capital projects totaling
$2,220,000 are budgeted for 2016. The most significant projects are as follows:
The Pipeline Repair and Replacement Project ($1,000,000 in 2015 and $100,000 in 2016)
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 2 Project ($1,482,392 in 2015) 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 – “A”)
The West Main Street Pump Station Upgrade ($125,000 in 2015 and $985,000 in 2016)
will update the existing pump station by providing a redundant pump and telemetry
system, meeting level of service goals. (See Map – “B”)
The M & O Storm Drainage Improvements Project ($840,050 in 2015) will construct
storm drainage improvements and expand the vactor decant facility at the City’s
maintenance and operations facility. (See Map – “C”)
The Eastridge Manor Outfall Replacement Project will replace the existing deteriorated
outfall with new High Density Polyethylene (HDPE). Two existing outfalls may be
combined into a single outfall and improvements to the Golf Course conveyance system
may be needed. (See Map – “D”)
Page 305
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YESAnticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 30,000 400,000 400,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 30,000 400,000 - - - - - 400,000
Capital Costs:
Design 30,000 60,000 60,000
Right of Way -
Construction 340,000 340,000
Subtotal 30,000 400,000 - - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 40,000 250,000 290,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 40,000 250,000 - - - - 290,000
Capital Costs:
Design 40,000 40,000
Right of Way -
Construction 250,000 250,000
Subtotal - 40,000 250,000 - - - - 290,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YESAnticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 40,000 160,000 200,000
Bond Proceeds -
State -
Local -
REET -
Other (Other Agency)-
Subtotal - 40,000 160,000 - - - - 200,000
Capital Costs:
Design 40,000 40,000
Right of Way -
Construction 160,000 160,000
Subtotal - 40,000 160,000 - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M Street SE Storm Improvement
This project will install a replacement pipe of greater capacity from 3rd Street SE to Main Street to alleviate periodic flooding in this area as a result of
upstream flows.
Project No: cpxxxx
Improve drainage ditch capacity along the north side of Howard Road. Improve inlet capacity and upsize existing conveying line which flows north
through the Coal Creek Springs Pump Station property. Install overflow line with adjustable gate to the existing line flowing westerly in 21st St SE.
Project Name: Howard Road Improvement
Project No: cpxxxx
Project Name: 37th St. NW Storm Improvement
Project No: cpxxxx
This project would increase existing pipes to provide additional capacity to alleviate current periodic flooding conditions in vicinity of I St NW. This
would also provide relief to the flooding experienced on the Interurban Bike Trail.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 667,652 1,000,000 100,000 1,000,000 100,000 1,000,000 100,000 3,300,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 667,652 1,000,000 100,000 1,000,000 100,000 1,000,000 100,000 3,300,000
Capital Costs:
Design 87,930 100,000 100,000 100,000 300,000
Right of Way -
Construction 579,722 1,000,000 1,000,000 1,000,000 3,000,000
Subtotal 667,652 1,000,000 100,000 1,000,000 100,000 1,000,000 100,000 3,300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund -
Bond Proceeds 157,068 1,482,392 1,482,392
State -
Local -
REET -
Other -
Subtotal 157,068 1,482,392 - - - - - 1,482,392
Capital Costs:
Design 157,068 -
Right of Way -
Construction 1,482,392 1,482,392
Subtotal 157,068 1,482,392 - - - - - 1,482,392
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 1,384,355 10,000 10,000
Bond Proceeds 2,406,347 -
State -
Local -
REET -
Other -
Subtotal 3,790,702 10,000 - - - - - 10,000
Capital Costs:
Design 350,702 -
Right of Way -
Construction 3,440,000 10,000 10,000
Subtotal 3,790,702 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cpxxxx
Projects identified as those requiring replacement of existing infrastructure. These projects support street repairs and other utility replacement programs,
requiring coordination.
This project would install a new storm drain from the NW corner of the airport property (MH I107) 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.
• 3,820 feet of 42-in.-diameter gravity storm drain from the NW corner of airport property to the existing Brannan Park storm pump station
• Removal of floatable capture baffles upstream of the Brannan Park pump station (these are not needed to protect the pumps and reduce the
system’s hydraulic capacity)
Project No: cp1122
Project Name: Auburn Way South Flooding, Phase 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.
Project Name: Pipeline Repair & Replacement Program
Project Name: 30th Street NE Area Flooding, Phase 1
Page 307
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2014
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 75,000 600,000 675,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 75,000 600,000 - - - 675,000
Capital Costs:
Design 75,000 75,000
Right of Way -
Construction 600,000 600,000
Subtotal - - 75,000 600,000 - - - 675,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 125,000 985,000 1,110,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 125,000 985,000 - - - - 1,110,000
Capital Costs:
Design 125,000 125,000
Right of Way -
Construction 985,000 985,000
Subtotal - 125,000 985,000 - - - - 1,110,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 233,367 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 233,367 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design 15,296 -
Right of Way -
Construction 218,071 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Subtotal 233,367 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Locate a storm drain line to capture stormwater from the two residential developments at the west edge of 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. Key components of Phase 2 include:
• 1,760 feet of 15-inch diameter gravity storm drain
• Catch basin and incidental grading to collect stormwater at the upstream end of system
Project No: cpxxxx
Project Name: West Main Street Pump Station Upgrade
Project No: cpxxxx
This project will update the existing pump station by providing a redundant pump and telemetry system meeting level of service goals.
Project Name: Street Utility Improvements
Project No: cpxxxx
Storm drainage conveyance improvements in coordination with Arterial and SOS improvements.
Project Name: 30th Street NE Area Flooding, Phase 2
Page 308
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 340,000 10,000 250,000 260,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 340,000 10,000 - - - - 250,000 260,000
Capital Costs:
Design 340,000 10,000 250,000 260,000
Right of Way -
Construction -
Subtotal 340,000 10,000 - - - - 250,000 260,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2019
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 1,125,000 5,000 5,000 55,000 55,000 5,000 125,000
Bond Proceeds -
Federal -
State 282,000 250,000 250,000
Local 269,693 -
Other 29,198 -
Subtotal 1,705,891 255,000 5,000 55,000 55,000 5,000 - 375,000
Capital Costs:
Design 369,931 -
Right of Way 350,960 250,000 250,000
Construction 985,000 5,000 5,000 55,000 55,000 5,000 125,000
Subtotal 1,705,891 255,000 5,000 55,000 55,000 5,000 - 375,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 357,100 810,000 810,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 357,100 810,000 - - - - - 810,000
Capital Costs:
Design 172,100 -
Right of Way 185,000 -
Construction 810,000 810,000
Subtotal 357,100 810,000 - - - - - 810,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Eastridge Manor Outfall Replacement
Project No: cp1316
Replace the existing deteriorated outfall with new High Density Polyethylene (HDPE). Two existing outfalls may be combined into a single outfall.
Improvements to the Golf Course conveyance system may be needed.
Project Name: Comprehensive Storm Drainage Plan Update
Project No: cp1405
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 Reach Restoration
Project No: cp0746
Mill Creek Wetland 5K reach (W5K) is a stream restoration project to provide improved conveyance and habitat along an approximate one mile reach
of Mill Creek between West Main Street and SR 167. The project includes construction of 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. The project is being conducted in partnership
with the Army Corps of Engineers under the Corps' Ecosystem Restoration Program. The City's cost share for construction is 35%, and the federal cost
share is 65%. The value of City-owned lands used for the project are credited toward the City's cost share. Total federal funding for the project (not
shown below) is approximately $3.9 million based on the most recent Corps estimates of $6 million for total project costs.
Page 309
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 41,356 10,000 10,000
Bond Proceeds 500,000 -
Federal -
State -
Local -
Other -
Subtotal 541,356 10,000 - - - - - 10,000
Capital Costs:
Design 137,714 -
Right of Way -
Construction 403,642 10,000 10,000
Subtotal 541,356 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 150,000 150,000 150,000 450,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 150,000 150,000 150,000 - - - 450,000
Capital Costs:
Design 150,000 150,000
Right of Way 50,000 50,000
Construction 100,000 150,000 250,000
Subtotal - 150,000 150,000 150,000 - - - 450,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 40,000 135,000 175,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 40,000 135,000 - - - - 175,000
Capital Costs:
Design 40,000 40,000
Right of Way -
Construction 135,000 135,000
Subtotal - 40,000 135,000 - - - - 175,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: BNSF Utilities Crossing
Project No: cp1308
Replace or extend as needed the existing crossing casings to accommodate the 3rd rail improvement.
Project Name: Hillside Drainage Assessment
Project No: cpxxxx
The existing drainage system includes pipes that discharge over hillsides. While a preliminary inventory and mapping of locations has been completed,
field-locating and detailed inspection is warranted to define deficiencies.
Project Name: North Airport Area Improvements
Project No: cpxxxx
This project would provide additional storage depth in Pond I and replace the existing inlet pipe at a lower invert to the pond, and install a backflow
preventer at the outlet. The project also includes the installation of a second backflow preventer at the overflow to 30 St NE to protect the hangar
area.
Page 310
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 40,000 260,000 40,000 260,000 600,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 40,000 260,000 40,000 260,000 - - 600,000
Capital Costs:
Design 40,000 40,000 80,000
Right of Way 50,000 50,000 100,000
Construction 210,000 210,000 420,000
Subtotal - 40,000 260,000 40,000 260,000 - - 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 164,920 305,080 305,080
Bond Proceeds -
Federal -
State 989,513 9,887 9,887
Local -
Other 164,917 525,083 525,083
Subtotal 1,319,350 840,050 - - - - - 840,050
Capital Costs:
Design -
Right of Way -
Construction 840,050 840,050
Subtotal - 840,050 - - - - - 840,050
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Storm Drainage Fund 4,343,750 3,085,080 2,220,000 1,945,000 515,000 1,105,000 450,000 9,320,080
Bond Proceeds 3,063,415 1,482,392 - - - - - 1,482,392
Federal - - - - - - - -
State 1,271,513 259,887 - - - - - 259,887
Local 269,693 - - - - - - -
REET - - - - - - - -
Other 194,115 525,083 - - - - - 525,083
Subtotal 9,142,486 5,352,442 2,220,000 1,945,000 515,000 1,105,000 450,000 11,587,442
Capital Costs:
Design 1,660,741 505,000 175,000 40,000 100,000 - 350,000 1,170,000
Right of Way 535,960 250,000 100,000 - 50,000 - - 400,000
Construction 5,626,435 4,597,442 1,945,000 1,905,000 365,000 1,105,000 100,000 10,017,442
Subtotal 7,823,136 5,352,442 2,220,000 1,945,000 515,000 1,105,000 450,000 11,587,442
TOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGE
Project Name: Annexation Area Small Storm Improvement
Project No: cpxxxx
Improve existing drainage conditions for the annexation areas.
Project Name: M & O Storm Drainage Improvements
Project No: cp1320
This project will construct storm drainage improvements and expand the vactor decant facility at the City's maintenance and operations facility.
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2015-2016 Biennial Budget Section VII: Capital Planning
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000
Working Capital
Bond Proceeds
Grant
Other
Storm Drainage
2015 / 2016 Revenue Sources 2015
2016
$0
$1,500,000
$3,000,000
$4,500,000
$6,000,000
2015 2016 2017 2018 2019 2020
Storm Drainage Projects
Projected Capital Expenditures
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2015-2016 Biennial Budget Section VII: Capital Planning
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2015-2016 Biennial Budget Section VII: Capital Planning
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2015-2016 Biennial Budget Section VII: Capital Planning
Parks, Arts and Recreation Projects
Seven projects totaling $530,000 are budgeted for 2015 and five capital projects totaling
$9,145,000 are budgeted for 2016.
The most significant projects include following:
The Auburn Community and Youth/Teen Center ($300,000 in 2015 and $8,300,000 in
2016) will construct a new 15,100 sq. ft. Community Center as well as repurpose the
existing Parks, Recreation and Arts Administrative building into a Youth/Teen Center. The
project includes site improvements associated with the construction at the Les Gove
Campus and 3,000 sq. ft. of administrative space for the Parks Department, meeting,
activity and fitness space as well as a dedicated youth/teen center. (See Map – “A”)
The Sunset Park Project ($15,000 in 2015 and $385,000 in 2016) will expand the
playground area to include a spray park and additional play activities. (See Map – “B”)
The Les Gove Park Improvements Project will provide funding for the design and
implementation of recommendations from the completed Les Gove Master Plan that will
increase user safety, encourage public use and community connectivity. (See Map – “C”)
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YESAnticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund 25,321 50,000 50,000
Federal -
State -
Other Local Agencies -
REET -
Other -Park Impact Fee 50,000 50,000
Subtotal 25,321 - 100,000 - - - - 100,000
Capital Costs:
Design 25,321 10,000 10,000
Acquisition -
Construction 90,000 90,000
Subtotal 25,321 - 100,000 - - - - 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund -
Federal -
State 3,000,000 3,000,000
REET 492,046 300,000 759,219 1,059,219
Other (Solid Waste Fees)1,000,000 -
Cumulative Reserve Fund 1,221,084 1,221,084
Capital Improvement Fund 328 3,319,697 3,319,697
Subtotal 1,492,046 300,000 8,300,000 - - - - 8,600,000
Capital Costs:
Design 1,300,857 300,000 300,000
Demolition 191,189 -
Construction - 8,300,000 8,300,000
Subtotal 1,492,046 300,000 8,300,000 - - - - 8,600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $150,000
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET -
Other (KC Prop 2)40,000 260,000 300,000
Subtotal - 40,000 260,000 - - - - 300,000
Capital Costs:
Design 40,000 10,000 50,000
Right of Way -
Construction 250,000 250,000
Subtotal - 40,000 260,000 - - - - 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Construct a new 15,100 sq. ft. Community Center facility as well as repurpose the existing Parks, Recreation and Arts Administration building into a
Youth/Teen Center. The project includes site improvements associated with the construction at Les Gove Campus and 3,000 sq. ft. of
administrative space for the Parks Department, meeting, activity and fitness space as well as a dedicated youth/teen center. The State has allocated
$3 million of the capital budget to the City to fund the project.
Project Name: Isaac Evans Park
Repair trail throughout park, improve playground and develop reforestation plan.
Project No: cpxxxx
Project Name: Les Gove Park Improvements
Project No: cpxxxx
Based on "to be completed" Les Gove Master Plan, design and implement recommendations that will increase user safety, encourage public use and
community connectivity.
Project Name: Auburn Community and Youth/Teen Center
Project No: cp0925
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund 25,000 25,000 25,000 25,000 100,000
Federal -
State 50,000 50,000 75,000 75,000 75,000 75,000 400,000
Local -
REET -
Other (Parks Impact Fee)10,922 50,000 50,000 75,000 75,000 75,000 75,000 400,000
Subtotal 10,922 100,000 100,000 175,000 175,000 175,000 175,000 900,000
Capital Costs:
Design -
Property Acquisition -
Construction 10,922 100,000 100,000 175,000 175,000 175,000 175,000 900,000
Subtotal 10,922 100,000 100,000 175,000 175,000 175,000 175,000 900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund 25,000 25,000
Federal -
State -
Local -
Other (KC Prop 2)100,000 100,000
Other (Park Impact & Mitigation)250,000 250,000
Subtotal - 25,000 - - 350,000 - - 375,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 350,000 350,000
Subtotal - 25,000 - - 350,000 - - 375,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: NO Anticipated Year of Completion:2018
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund 25,000 25,000
Federal -
State -
Local -
REET -
Other (TBD)575,000 575,000
Subtotal - 25,000 - - 575,000 - - 600,000
Capital Costs:
Design 25,000 75,000 100,000
Right of Way -
Construction 500,000 500,000
Subtotal - 25,000 - - 575,000 - - 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Project Name: Miscellaneous Park Improvements
Project Name: Auburndale Park
Project No: cpxxxx
Develop a Master Plan for the park, install an irrigation system, new play structure and improve signage.
Project No: cpxxxx
Minor park improvements including shelters, roofs, playgrounds, irrigation and restrooms.
Project Name: Auburndale Park II
Project No: cpxxxx
Develop a Master Plan in 2015; improve the existing trail system and install signage and play structure.
Project No: cpxxxx
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (Park Impact Fee)15,000 185,000 200,000
Other (Contributions & Donations)200,000 200,000
Subtotal - 15,000 385,000 - - - - 400,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 385,000 385,000
Subtotal - 15,000 385,000 - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund 160,269 -
Federal 561,514 -
State 276,443 -
Local 132,898 -
REET -
Other (Storm Fund)10,000 25,000 25,000
Subtotal 1,141,124 25,000 - - - - - 25,000
Capital Costs:
Design 145,379 -
Right of Way -
Construction 995,745 25,000 25,000
Subtotal 1,141,124 25,000 - - - - - 25,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Municipal Parks Constr. Fund 185,590 50,000 50,000 25,000 25,000 25,000 25,000 200,000
Cumulative Reserve Fund - - 1,221,084 - - - - 1,221,084
Capital Improvements Fund 328 - - 3,319,697 - - - - 3,319,697
Federal 561,514 - - - - - - -
Local 132,898 - - - - - - -
State 276,443 50,000 3,050,000 75,000 75,000 75,000 75,000 3,400,000
Other (Park Impact Fee)10,922 65,000 285,000 75,000 325,000 75,000 75,000 900,000
Other (Solid Waste Fees)1,000,000 - - - - - - -
Other (Storm Fund)10,000 25,000 - - - - - 25,000
Other (KC Prop 2)- 40,000 260,000 - 100,000 - - 400,000
REET 492,046 300,000 759,219 - - - - 1,059,219
Other TBD & Contributions - - 200,000 - 575,000 - - 775,000
Subtotal 2,669,413 530,000 9,145,000 175,000 1,100,000 175,000 175,000 11,300,000
Capital Costs:
Design 1,471,557 405,000 20,000 - 75,000 - - 500,000
Property Acquisition - - - - - - - -
Right of Way 191,189 - - - - - - -
Construction 1,006,667 125,000 9,125,000 175,000 1,025,000 175,000 175,000 10,800,000
Subtotal 2,669,413 530,000 9,145,000 175,000 1,100,000 175,000 175,000 11,300,000
The project will design and construct approximately 800 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 provide refuge for salmonids as well as create additional flood storage capacity
during periods of higher river flow during/after storm events and/or when additional volumes of water are released from Howard Hanson Dam.
This project will complete floodplain restoration and habitat improvements along an approximately two mile reach of the Green River that begins
at Auburn Narrows in unincorporated King County and ends at Fenster Nature Park in Auburn. The City is partnering with King County and the
Veteran's Conservation Corp to construct the project, which is scheduled to be completed in 2015.
TOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKS
Project Name: Fenster Levee Setback
Project No: cp1016
Project Name: Sunset Park
Project No: cpxxxx
Expand playground area to include spray park and additional play activities. Coordinate improvements with service club and Lakeland Hills HOA.
Page 318
2015-2016 Biennial Budget Section VII: Capital Planning
$0 $1,000,000 $2,000,000 $3,000,000 $4,000,000
Municipal Parks Fund
Federal & State Grants
Capital Improvement Fund
Park Impact & Mitigation
REET
Other
Parks, Arts & Recreation Projects
2015 / 2016 Revenue Sources 2015
2016
$0
$2,000,000
$4,000,000
$6,000,000
$8,000,000
$10,000,000
2015 2016 2017 2018 2019 2020
Parks , Arts & Recreation Projects
Projected Capital Expenditures
Page 319
2015-2016 Biennial Budget Section VII: Capital Planning
Page 320
2015-2016 Biennial Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
Twelve Community Improvement Projects totaling $1,327,562 are budgeted for 2015 and seven
projects totaling $823,881 are budgeted for 2016. Six General Municipal Building Projects totaling
$1,629,426 are budgeted for 2015 and four projects totaling $1,258,527 are budgeted for 2016.
The “Community Improvement Projects” include the following:
The Citywide Sidewalk Repairs & Improvements Project ($325,000 in both 2015 and
2016) is an annual program for sidewalk repair and improvements throughout the City.
Yearly projects are selected based on criteria such as gap closure, safe walking routes to
schools, connectivity to transit service and ADA requirements.
The Traffic Signal Improvements Project ($175,000 in both 2015 and 2016) program will
replace traffic signal cabinets and equipment, video detection cameras and pedestrian
pushbuttons.
Local Revitalization Debt Service ($222,942 in 2015 and $223,091 in 2016) for GO Bonds
issued for the Downtown Promenade Improvements.
The City Downtown Public Parking Lot Reconfiguration Project ($159,620 in 2015) will
reconfigure the City owned public parking lot between Safeway and Main Street to
address pedestrian and vehicular circulation. (See Map – “E”)
The “General Municipal Building Projects” include the following:
Construction of a Vehicle Maintenance Bay ($250,000 in 2015 and 2016) 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 – “A”)
Construction of a Storage Building for minor equipment and tools ($400,000 in 2015) will
replace seven aging cargo containers. The new structure would be complete with
electrical, plumbing and insulation. (See Map – “B”)
The M&O Fuel Tank Replacement Project ($70,000 in 2015 and $250,000 in 2016) will
replace three 10,000 gallon underground tanks that were installed in 1989 with new
above ground tanks. This project will provide future costs savings to the City due to
reduced maintenance and inspections costs. (See Map – “C”)
The M&O Vehicle Storage Bay Improvements Project ($100,000 in 2015 and 2016) will
enclose the eight existing bays to provide weather protection for the street sweepers,
vactors, sanding and snow plow equipment. Included is the construction of a storage
shed, improving space utilization and traffic flow throughout M&O. (See Map – “D”)
City Hall Annex Debt Service ($659,426 in 2015 and $658,527 in 2016) for GO Bonds
issued for the City Hall Annex.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 50,000 5,000 5,000
Other -
Subtotal 50,000 5,000 - - - - - 5,000
Capital Costs:
Design 10,000 -
Right of Way -
Construction 40,000 5,000 5,000
Subtotal 50,000 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $500
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Capital Improvement Fund 328 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Federal -
State 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Local -
REET 200,000 200,000 400,000
Other -
Subtotal - 325,000 325,000 125,000 125,000 125,000 125,000 1,150,000
Capital Costs:
Design 15,000 15,000 15,000 15,000 15,000 15,000 90,000
Right of Way -
Construction 310,000 310,000 110,000 110,000 110,000 110,000 1,060,000
Subtotal - 325,000 325,000 125,000 125,000 125,000 125,000 1,150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
General Fund -
Federal -
State -
Local -
REET 175,000 175,000 175,000 175,000 175,000 175,000 175,000 1,050,000
Other -
Subtotal 175,000 175,000 175,000 175,000 175,000 175,000 175,000 1,050,000
Capital Costs:
Design 25,000 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Right of Way -
Construction 150,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Subtotal 175,000 175,000 175,000 175,000 175,000 175,000 175,000 1,050,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
This project includes replacing traffic signal cabinets and equipment, video detection cameras and pedestrian pushbuttons. This project will also make
safety improvements to our signals including auxiliary heads and flashing yellow arrows, or capacity improvements such as right-turn overlap signals. The
City uses current traffic counts and collision data to determine the intersections to improve.
Project Name: Annual Traffic Signal Improvements
Project No: cpxxxx
Project Name: 8th Street NE & C Street NW ITS Improvements
This project will expand the City's ITS network to improve travel reliability, maintenance response, and emergency management capabilities. The project
includes the design, coordination, permitting, and construction of the ITS expansion on the 8th Street NE/Lea Hill Road corridor and at the C Street
NW/W Main Street, C Street NW/3rd Street NW, and A Street NW/3rd Street NW intersections.
Project No: cp1226
Project Name: Citywide Sidewalk Repairs & Improvements
Project No: cpxxxx
Project funds sidewalk improvements at multiple 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 service, ADA requirements, and "Save our Streets" (SOS) project locations.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
General Fund -
Federal -
State -
Local -
REET 76,368 -
Other (Traffic Impact)494,855 25,000 20,000 20,000 65,000 20,000 150,000
Subtotal 571,223 25,000 20,000 20,000 65,000 20,000 - 150,000
Capital Costs:
Design 170,706 -
Right of Way -
Construction 400,517 25,000 20,000 20,000 65,000 20,000 150,000
Subtotal 571,223 25,000 20,000 20,000 65,000 20,000 - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Capital Improvement Fund 32822,000 -
Federal -
State -
Local -
REET 60,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other -
Subtotal 82,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design -
Right of Way -
Construction 82,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal 82,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
General Fund -
Federal -
State -
Local -
REET 516,232 222,942 223,091 225,210 224,810 228,610 237,310 1,361,973
Other -
Subtotal 516,232 222,942 223,091 225,210 224,810 228,610 237,310 1,361,973
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 516,232 222,942 223,091 225,210 224,810 228,610 237,310 1,361,973
Subtotal 516,232 222,942 223,091 225,210 224,810 228,610 237,310 1,361,973
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp0767
Project 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: Local Revitalization
Project No: cpxxxx
To pay debt service costs on 2010 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 through 2035.
Project Name: Mohawks Plastic Site Mitigation Project
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.
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2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Federal -
State -
Local -
REET -
Other -Wetland Mitigation 4,355 20,790 7,694 7,694 7,694 7,696 51,568
Subtotal 4,355 - 20,790 7,694 7,694 7,694 7,696 51,568
Capital Costs:
Design 4,000 4,000
Right of Way 12,090 12,090
Construction 4,355 4,700 7,694 7,694 7,694 7,696 35,478
Subtotal 4,355 - 20,790 7,694 7,694 7,694 7,696 51,568
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Capital Improvement Fund 328 -
Federal -
State 550,000 550,000
Local -
REET 75,000 75,000
Other 250,000 250,000
Subtotal - 75,000 - 800,000 - - - 875,000
Capital Costs:
Design 75,000 75,000
Right of Way -
Construction 800,000 800,000
Subtotal - 75,000 - 800,000 - - - 875,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $10,000
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 90,000 30,000 120,000
Other -
Subtotal - 90,000 30,000 - - - - 120,000
Capital Costs:
Design 8,000 15,000 23,000
Right of Way -
Construction 82,000 15,000 97,000
Subtotal - 90,000 30,000 - - - - 120,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Environmental Park Boardwalk -Phase 2
Project No: cpxxxx
The Auburn Environmental Park (AEP) provides vegetated natural open space within an urbanized area. The AEP provides opportunities for local economic
development, water quality improvement, storm water detention, flood control, fish and wildlife enhancement, visual resources, public education, and
passive recreation, including walking trails and bird viewing amenities. In 2012, the City completed the construction of approximately 1,200 lineal feet of
the first phase (Phase 1) of an elevated boardwalk trail in the Auburn Environmental Park (AEP). This trail extended from West Main Street through
existing wetlands in the AEP terminating at the base of the Bird Viewing Tower constructed in 2009. As part of the construction of the elevated
boardwalk, the City also installed interpretative signage, bench seating, limited new vehicle parking on Western Avenue and over two acres of wetland
species of trees, plants and shrubs. Phase 2 of the elevated boardwalk trail would construct a combination of approximately 2,000 lineal feet of surface
trail and elevated boardwalk trail from the current terminus at the Bird Viewing Tower to a connection with the Interurban Trail. The Phase 2 project will
further previous and current Councils’ visions of the AEP providing passive recreation and environmental education opportunities for all Auburn citizens.
Phase 1: The downtown Pedestrian Kiosks were developed in 2012 as a result of additional funding being available through Local Revitalization
Financing. Nine locations were selected within Downtown Auburn for a pedestrian kiosk to be constructed. With the budget available, three kiosks were
constructed in 2013 at the Interurban Trail, Sound Transit Plaza, and at 1st Street/South Division Street. Phase 1 proposes construction of three additional
kiosks in 2015 and one in 2016.
Phase 2: Develop an updated wayfinding program, both pedestrian and vehicular, that would initially begin within Downtown Auburn that could then
be expanded Citywide. The current vehicular wayfinding program is lacking in aesthetic appeal, does not coordinate with the vision for Downtown
Auburn, and needs refreshing. A design and color scheme have been established with the pedestrian kiosk design that an updated wayfinding program
can build upon.
Project Name: City Wetland Mitigation Projects
Project No: cp1315
This project designs and constructs off-site wetland mitigation in the Auburn Environmental Park for participating development projects as approved
through the City's development review process. Design, construction, monitoring, and maintenance of the mitigation is funded through wetland mitigation
fees collected by the City.
Project Name: Downtown Wayfinding Program
Project No: cpxxxx
Page 324
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 75,000 75,000
Other -
Subtotal - 75,000 - - - - - 75,000
Capital Costs:
Design 75,000 75,000
Right of Way -
Construction -
Subtotal - 75,000 - - - - - 75,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 75,000 75,000
Other -
Subtotal - 75,000 - - - - - 75,000
Capital Costs:
Design 75,000 75,000
Right of Way -
Construction -
Subtotal - 75,000 - - - - - 75,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Local Revitalization Fund 330110,000 70,000 70,000
Federal -
State -
Local -
REET -
Other -
Subtotal 110,000 70,000 - - - - - 70,000
Capital Costs:
Design 110,000 70,000 70,000
Right of Way -
Construction -
Subtotal 110,000 70,000 - - - - - 70,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Green River Park Design
Project No: cpxxxx
This project provides funding to complete of a Green River Park Master Plan. The City has recently received, via a property transfer from King County and
the State of Washington, the riverfront property located along a bend in the Green River between 102nd and 104th Ave SE. These two parcels comprise
an approximate 14 acre site, intended to be developed for public use. This future park continues more than 1,000 feet of water access. Much of the
property is subject to shoreline regulations as well as other restrictions. Community input is vital to the long-term vision and success of the property.
Project Name: Les Gove Campus Master Plan
Project No: cpxxxx
This project provides the funding to complete a Les Gove Campus Master Plan made necessary by the recent acquisition of the Herr Properties and the
proposed construction of the Community and Youth/Teen Center. This plan will consider recreational opportunities; potential community uses; traffic
patterns affecting the Les Gove neighborhood; park user, pedestrian, and vehicular safety. The plan will also examine potential City uses and options such
as demolition or repurposing of property.
Project Name: Main Street Streetscape Urban Design
Project No: cpxxxx
Develop an urban design concept for Main Street from C Street NW/SW to F Street NE/SE. The design would primarily look at the street environment of
Main Street and how the existing buildings will interface with the street. The project will also look at geotechnical analysis of the soil conditions within
the Main Street right-of-way as well as preliminary design of utilities in order to develop a cost estimate for a future construction project. Construction is
not part of this project. It is anticipated that future budget or grant funding will be sought for the detailed design and construction phases.
Page 325
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Local Revitalization Fund 330220,000 159,620 159,620
Federal -
State -
Local -
REET -
Other -
Subtotal 220,000 159,620 - - - - - 159,620
Capital Costs:
Design 125,867 -
Right of Way 94,133 159,620 159,620
Construction -
Subtotal 220,000 159,620 - - - - - 159,620
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Equipment Rental Fund 5,451 100,000 100,000 200,000
Federal -
State -
Local -
REET -
Other -
Subtotal 5,451 100,000 100,000 - - - - 200,000
Capital Costs:
Design -
Right of Way -
Construction 5,451 100,000 100,000 200,000
Subtotal 5,451 100,000 100,000 - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Equipment Rental Fund 29,276 250,000 250,000 500,000
Federal -
State -
Local -
REET -
Other -
Subtotal 29,276 250,000 250,000 - - - - 500,000
Capital Costs:
Design -
Right of Way -
Construction 29,276 250,000 250,000 500,000
Subtotal 29,276 250,000 250,000 - - - - 500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M&O Vehicle Storage Bay Improvements
Project Name: City Downtown Public Parking Lot Reconfiguration
Project No: cpxxxx
Reconfigure the City owned public parking lot between Safeway and Main Street to address pedestrian and vehicular circulation; remove existing
landscaping to allow more flexibility in the parking lot redesign; explore whether more parking stalls can be added to the lot to aid in providing additional
customer parking within Downtown Auburn; and resurface the parking lot.
Project Name: Equipment Rental Vehicle Maintenance Bay
Project No: cp1223
Build additional vehicle bay at Equipment Rental shop for heavy equipment and large vehicles to improve efficiency and remove choke points. Adding a
large vehicle bay with a large vehicle lift will enable us to perform inspections and maintenance on more than one large vehicle at a time, this becomes
extremely important during emergency operations such as snow and ice events. The City currently has 2.5 maintenance bays, this project will add one
more maintenance bay for a total of 3.5 bays.
Project No: cp0711
Enclose the 8 existing bays to provide necessary weather protection for street sweepers, vactors, sanding, and snow plow equipment. Construct storage
shed to facilitate removal of portable containers, improving space utilization and traffic flow throughout M&O.
Page 326
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Equipment Rental Fund 70,000 250,000 320,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 70,000 250,000 - - - - 320,000
Capital Costs:
Design 70,000 70,000
Right of Way -
Construction 250,000 250,000
Subtotal - 70,000 250,000 - - - - 320,000
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Equipment Rental Fund 100,000 100,000
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm funds)300,000 300,000
Subtotal - 400,000 - - - - - 400,000
Capital Costs:
Design -
Right of Way -
Construction 400,000 400,000
Subtotal - 400,000 - - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Equipment Rental Fund 150,000 150,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 150,000 - - - - - 150,000
Capital Costs:
Design 45,000 45,000
Right of Way -
Construction 105,000 105,000
Subtotal - 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project will reduce the operating budget due to lower
maintenance and inspection costs.
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.
Project No: cpxxxx
Project Name: M & O Small Equipment and Tool Storage Building
Project No: cpxxxx
Construction of a permanent building to replace the 7 aging cargo containers. The cargo containers were a temporary, inexpensive storage solution but the
space layout is very inefficient and they are difficult to maintain. The new structure would be complete with electrical, plumbing and insulation. Water,
Sewer, Storm and Equipment Rental will use this building for storage of small tools and equipment.
Project Name: M & O Lunchroom Expansion
Project No: cpxxxx
Expansion of the current lunchroom by redesigning the area to accommodate All-Staff meetings, provide for a training facility, lunch room and also serve
as the Department Operations Center (DOC) during an emergency event. In addition, the design would include sliding doors which would allow the area
to serve two purposes at once, for example, one half of the room being used as a DOC and the other half open to employees to use as a lunch/break
room.
Project Name: M & O Fuel Tank Replacement
Page 327
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
General Fund -
Federal -
State -
Local -
REET 1,934,600 659,426 658,527 661,780 662,680 662,680 662,130 3,967,223
Other -
Subtotal 1,934,600 659,426 658,527 661,780 662,680 662,680 662,130 3,967,223
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 1,934,600 659,426 658,527 661,780 662,680 662,680 662,130 3,967,223
Subtotal 1,934,600 659,426 658,527 661,780 662,680 662,680 662,130 3,967,223
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
General Fund 98 - - - - - - - -
Capital Improvements Fund 32822,000 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Equipment Rental Fund 550 34,727 670,000 600,000 - - - - 1,270,000
Local Revitalization Fund 330330,000 229,620 - - - - - 229,620
Federal - - - - - - - -
State - 100,000 100,000 650,000 100,000 100,000 100,000 1,150,000
Local - - - - - - - -
REET 2,812,200 1,607,368 1,316,618 1,091,990 1,092,490 1,096,290 1,104,440 7,309,196
Other 499,210 325,000 40,790 277,694 72,694 27,694 7,696 751,568
Subtotal 3,698,137 2,956,988 2,082,408 2,044,684 1,290,184 1,248,984 1,237,136 10,860,384
Capital Costs:
Design 441,573 458,000 59,000 40,000 40,000 40,000 40,000 677,000
Right of Way 94,133 159,620 12,090 - - - - 171,710
Construction 3,162,431 2,339,368 2,011,318 2,004,684 1,250,184 1,208,984 1,197,136 10,011,674
Long-Term Debt Service 2,450,832 882,368 881,618 886,990 887,490 891,290 899,440 5,329,196
Subtotal 3,698,137 2,956,988 2,082,408 2,044,684 1,290,184 1,248,984 1,237,136 10,860,384
To pay debt service costs on General Obligation bonds issued for the City Hall Annex.
Project Name: City Hall Annex Debt Service
Project No: cpxxxx
TOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTS
Page 328
2015-2016 Biennial Budget Section VII: Capital Planning
$0 $450,000 $900,000 $1,350,000 $1,800,000
Capital Improvement Fund
Equipment Rental Fund
Local Revitalization Fund
REET
State Grant
Other
General Municipal & Community Projects
2015 / 2016 Revenue Sources 2015
2016
$0
$875,000
$1,750,000
$2,625,000
$3,500,000
2015 2016 2017 2018 2019 2020
General Municipal & Community Improvement Projects Projected
Capital Expenditures
Page 329
2015-2016 Biennial Budget Section VII: Capital Planning
Page 330
2015-2016 Biennial Budget Section VII: Capital Planning
Other Proprietary Fund Projects
Airport Fund: (See Map – “A”)
Five capital projects totaling $784,125 are budgeted for 2015 and one capital project totaling
$140,000 is budgeted for 2016.
The Airport Projects includes the following:
The South T-Hangar Row 3 Enclosure Project ($347,000 in 2015) will upgrade seventeen
open T-Hangars to closed T-Hangars.
The Digital Obstruction Survey ($210,000 in 2015) will lower landing minimums, provide
more efficient approach procedure and remove the night/circle restriction on existing
approach.
The Runway Enhancement Project ($161,000 in 2015 and $140,000 in 2016) will provide
funding for an environmental assessment and the design of runway extension for increased
safety and utilization.
Cemetery Fund:
There are no capital projects currently planned for 2015/2016.
Page 331
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Airport Fund 10,000 347,000 347,000
Federal -
State -
Local -
REET -
Other -
Subtotal 10,000 347,000 - - - - - 347,000
Capital Costs:
Design 10,000 -
Right of Way -
Construction 347,000 347,000
Subtotal 10,000 347,000 - - - - - 347,000
Capacity Project: NO Anticipated Year of Completion:2016
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Airport Fund 10,500 10,500
Federal 189,000 189,000
State 10,500 10,500
Local -
REET -
Other -
Subtotal - 210,000 - - - - - 210,000
Capital Costs:
Design 210,000 210,000
Right of Way -
Construction -
Subtotal - 210,000 - - - - - 210,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Airport Fund 2,694 806 806
Federal 48,487 14,513 14,513
State 2,694 806 806
Local -
REET -
Other -
Subtotal 53,875 16,125 - - - - - 16,125
Capital Costs:
Design 53,875 16,125 16,125
Right of Way -
Construction -
Subtotal 53,875 16,125 - - - - - 16,125
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Obstruction Survey for NexGen/GPS Approach
Federal Aviation Administration mandated wildfire hazard assessment for high volume airports.
Project No: cpxxxx
Anticipated Impact on Future Operating Budgets: Beginning in 2016, this project is anticipated to increase hangar rental revenue
by approximately $60,000 per year.
Project Name: South T-Hangar Row 3 Enclosure
Project No: cp1408
The airport currently has vacant open T-Hangars, but the airport has 100% occupancy on closed T-Hangars including a wait list for closed T-
Hangars. This project proposes seventeen open T-hangars be upgraded to closed T-hangars.
Digital Obstruction Survey to lower landing minimums, provide more efficient approach procedure and remove night/circle restriction on
existing approach.
Project Name: Wildlife Hazard Assessment
Project No: cp1321
Page 332
2015-2016 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2017
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Airport Fund 8,050 7,000 53,200 68,250
Federal 144,900 126,000 957,600 1,228,500
State 8,050 7,000 53,200 68,250
Local -
REET -
Other -
Subtotal - 161,000 140,000 1,064,000 - - - 1,365,000
Capital Costs:
Design 140,000 140,000
Environmental Assessment 161,000 161,000
Construction 1,064,000 1,064,000
Subtotal - 161,000 140,000 1,064,000 - - - 1,365,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2015
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Airport Fund 50,000 50,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 50,000 - - - - - 50,000
Capital Costs:
Design -
Right of Way -
Construction 50,000 50,000
Subtotal - 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
PriorBudgetBudgetEstimateEstimateEstimateEstimate2015-20
Funding Sources:Years201520162017201820192020Total
Airport Fund 12,694 416,356 7,000 53,200 - - - 476,556
Federal 48,487 348,413 126,000 957,600 - - - 1,432,013
State 2,694 19,356 7,000 53,200 - - - 79,556
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
Subtotal 63,875 784,125 140,000 1,064,000 - - - 1,988,125
Capital Costs:
Design 63,875 226,125 140,000 - - - - 366,125
Environmental Assessment - 161,000 - - - - - 161,000
Right of Way - - - - - - - -
Construction - 397,000 - 1,064,000 - - - 1,461,000
Subtotal 63,875 784,125 140,000 1,064,000 - - - 1,988,125
TOTAL CAPITAL COSTS and FUNDING SOURCES - AIRPORT
Project Name: Runway Enhancement
Project No: cpxxxx
Extend Runway 16/34 per Airport Layout Plan & Master Plan Update for increased safety and utilization.
Project Name: General Repair & Maintenance
Project No: cpxxxx
Various airport repairs and maintenance projects to be identified and prioritized as needed.
Page 333
2015-2016 Biennial Budget Section VII: Capital Planning
$0 $125,000 $250,000 $375,000 $500,000
Airport Fund
FAA Grants
State Grants
Other Proprietary Fund Projects
2015 / 2016 Revenue Sources 2015
2016
$0
$300,000
$600,000
$900,000
$1,200,000
2015 2016 2017 2018 2019 2020
Other Proprietary Fund Projects
Projected Capital Expenditures
Page 334
2015-2016 Biennial Budget Section VIII: Appendices
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
Minimum Maximum
Mayor N/A$136,823.76
Council Members N/A$11,700.00
Deputy Mayor N/A$16,500.00
Department Directors
Minimum Maximum
Administration Director $125,968.80 $154,847.52
City Attorney $125,968.80 $154,847.52
Community Development & Public Works Director $125,968.80 $154,847.52
Finance Director $125,968.80 $154,847.52
Innovation & Technology Director $125,968.80 $154,847.52
Human Resources/Risk Management Director $125,968.80 $154,847.52
Parks, Arts, & Recreation Director $125,968.80 $154,847.52
Police Chief N/A$162,734.16
Page 335
2015-2016 Biennial Budget Section VIII: Appendices
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 Police Chief are included with all of the City’s unaffiliated positions
later in this appendix.
Commanders
Minimum Maximum
Police Commander N/A$123,422.88
Contract Period: January 2013 - December 2015.
Commissioned
Minimum Maximum
Police Officer $63,696.96 $80,548.08
Police Sergeant N/A$93,757.20
Contract Period: January 2013 - December 2015.
Non-Commissioned
Minimum Maximum
Animal Control Officer $53,592.96 $63,652.56
Evidence/Identification Technician $48,347.04 $59,647.92
Parking Control Attendant $39,647.04 $49,947.36
Police Services Specialist $41,840.16 $52,708.80
Police Services Supervisor $49,806.00 $61,448.16
Contract Period: January 2013 - December 2015.
Page 336
2015-2016 Biennial Budget Section VIII: Appendices
Teamsters
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.
Teamsters
Minimum Maximum
Building Technician $53,160.24 $69,954.96
Custodian $38,797.68 $45,734.16
Custodian Lead $43,342.56 $51,091.68
Electrician $55,239.60 $72,691.68
Maintenance Specialist $57,731.76 $66,135.12
Maintenance Worker I $45,376.80 $55,553.28
Maintenance Worker I (CDL)$46,284.24 $56,664.24
Maintenance Worker II $53,637.60 $61,768.80
Maintenance Worker II (CDL)$54,710.40 $63,004.08
Mechanic $56,898.96 $65,181.36
Meter Reader $41,177.04 $50,412.72
Contract Period: January 2013 - December 2016.
Page 337
2015-2016 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees
Minimum Maximum
Accountant $63,373.20 $77,900.16
Accounting Assistant $43,449.84 $53,163.12
Accounting Manager $85,926.96 $105,627.36
Accounting Specialist $51,780.48 $63,652.56
Administrative Specialist - M&O $46,900.80 $57,654.00
Arts & Events Manager $73,889.28 $90,827.52
Arts Coordinator $63,373.20 $77,900.16
Assistant Chief of Police N/A$147,428.16
Assistant City Attorney $98,604.00 $121,210.08
Assistant City Engineer $98,604.00 $121,210.08
Assistant Director of Community Development Services $113,613.12 $139,660.08
Assistant Director of Engineering Services/City Engineer $113,613.12 $139,660.08
Assistant Director of Finance $113,613.12 $139,660.08
Assistant Director of Public Works Services $113,613.12 $139,660.08
Assistant Golf Professional $46,900.80 $57,654.00
Associate Engineer $73,889.28 $90,827.52
Budget & Business Manager $73,889.28 $90,827.52
Building Inspector $63,373.44 $77,900.16
Building Official $87,645.60 $107,739.36
Capitol Projects Manager $93,889.44 $115,413.12
Cemetery Supervisor $68,830.80 $84,611.76
City Clerk $79,841.76 $98,144.16
City Prosecutor $73,889.28 $90,827.52
Civil Engineer - Utilities $76,844.40 $94,460.88
Code Compliance Officer $63,373.44 $77,900.16
Community Services Assistant $51,780.48 $63,652.56
Community Services Work Crew Leader $46,900.80 $57,654.00
Compensation & Employee Relations Manager $98,604.00 $121,210.08
Construction Clerk $43,449.84 $53,163.12
Construction Inspector $63,373.44 $77,900.16
Construction Manager $73,889.28 $90,827.52
Contract Administration Specialist $51,780.48 $63,652.56
Crime Analyst $63,373.20 $77,900.16
Curator of Education $57,195.12 $70,340.64
Customer Care Manager - Utilities $79,841.76 $98,144.16
Customer Care Representative - Utilities $43,449.84 $53,163.12
Customer Care Supervisor $68,830.80 $84,611.76
Customer Support Manager $76,844.40 $94,460.88
Department Secretary $51,780.48 $63,652.56
Deputy City Clerk $57,195.12 $70,340.64
Design Technician Supervisor $73,889.28 $90,827.52
Development Administration Specialist $51,780.48 $63,652.56
Development Engineer $87,645.60 $107,739.36
Development Review Engineer $76,844.40 $94,460.88
Domestic Violence Victim Advocate $57,195.12 $70,340.64
Economic Development Manager $85,926.96 $105,627.36
Emergency Preparedness Manager $68,830.80 $84,611.76
Page 338
2015-2016 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
Minimum Maximum
Employment Manager $79,841.76 $98,144.16
Engineering Aide $59,482.32 $73,120.32
Engineering Design Tech $68,830.80 $84,611.76
Engineering Survey Tech $59,482.32 $73,120.32
Environmental Planner $63,373.20 $77,900.16
Environmental Services Manager $79,841.76 $98,144.16
Executive Assistant to the Mayor $68,830.80 $84,611.76
Facility Assistant $39,290.40 $47,864.16
Field Supervisor $68,830.80 $84,611.76
Financial Analyst $68,830.80 $84,611.76
Financial Planning Manager $98,604.00 $121,210.08
Fleet/General Services Manager $79,841.76 $98,144.16
GIS & Database Specialist $59,482.32 $73,120.32
Golf Operations Assistant $43,449.84 $53,163.12
Golf Professional $63,373.20 $77,900.16
Greens Superintendent $68,830.80 $84,611.76
Human Resources Analyst $68,830.80 $84,611.76
Human Resources Assistant $51,780.48 $63,652.56
I&T Support Specialist $59,482.32 $73,120.32
IT Operations Manager $87,645.60 $107,739.36
Lead City Prosecutor $79,841.76 $98,144.16
Legal Assistant $51,780.48 $63,652.56
Multimedia Assistant (.6 FTE)$23,574.24 $28,718.50
Multimedia Design Technician $59,482.32 $73,120.32
Multimedia Video Specialist $63,373.44 $77,900.16
Museum Director $73,889.28 $90,827.52
Neighborhood Programs Manager $73,889.28 $90,827.52
Network Communications Engineer $73,889.28 $90,827.52
Network Engineer $76,844.40 $94,460.88
Office Assistant $43,449.84 $53,163.12
Paralegal $57,195.12 $70,340.64
Parks Maintenance Manager $79,841.76 $98,144.16
Parks Planning & Development Manager $73,889.28 $90,827.52
Payroll & Accounts Payable Supervisor $68,830.80 $84,611.76
Payroll Specialist $51,780.48 $63,652.56
Permit Technician $51,780.48 $63,652.56
Planner $63,373.20 $77,900.16
Planner II $68,830.80 $84,611.76
Planning Services Manager $85,926.96 $105,627.36
Plans Examiner $68,830.80 $84,611.76
Police Records Manager $68,830.80 $84,611.76
Program Specialist $51,780.48 $63,652.56
Project Engineer $87,645.60 $107,739.36
Project Engineer - Apprentice $76,844.40 $94,460.88
Project Survey Technician $63,373.44 $77,900.16
Project Surveyor $73,889.28 $90,827.52
Page 339
2015-2016 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
Minimum Maximum
Property & Facilities Manager $85,926.96 $105,627.36
Property & Facilities Analyst $68,830.80 $84,611.76
Public Affairs & Marketing Manager $79,841.76 $98,144.16
Records Clerk $46,900.80 $57,654.00
Recreation Program Coordinator $63,373.20 $77,900.16
Recreation Programs Manager $73,889.28 $90,827.52
Registration Clerk/Office Assistant $43,449.84 $53,163.12
Senior Center Supervisor $68,830.80 $84,611.76
Senior Construction Coordinator $68,830.80 $84,611.76
Senior Planner $73,889.28 $90,827.52
Sewer Utility Engineer $87,645.60 $107,739.36
Solid Waste & Recycling Supervisor $68,830.80 $84,611.76
Solid Waste Customer Care Specialist $51,780.48 $63,652.56
Special Events Coordinator $63,373.20 $77,900.16
Storm Drainage Technician $63,373.20 $77,900.16
Storm Drainage Utility Engineer $87,645.60 $107,739.36
Storm/Sewer Manager $79,841.76 $98,144.16
Stormwater Management Inspector $63,373.20 $77,900.16
Street Systems Engineer $87,645.60 $107,739.36
Street/Vegetation Manager $79,841.76 $98,144.16
Survey Party Chief $63,373.20 $77,900.16
Survey Supervisor $79,841.76 $98,144.16
Systems Analyst $68,830.80 $84,611.76
Systems Security Analyst $68,830.80 $84,611.76
Teen Coordinator $63,373.20 $77,900.16
Theater Operations Coordinator $63,373.20 $77,900.16
Traffic Engineer $87,645.60 $107,739.36
Traffic Operations Engineer $87,645.60 $107,739.36
Traffic Operations Technician $73,889.28 $90,827.52
Traffic Signal Technician $63,373.44 $77,900.16
Transportation Planner $76,844.40 $94,460.88
Transportation Manager $98,604.00 $121,210.08
Urban Planner $73,889.28 $90,827.52
Utility Engineering Manager $98,604.00 $121,210.08
Utility Technician $51,780.48 $63,652.56
Veterans/Human Services Coordinator $63,373.20 $77,900.16
Water Manager $79,841.76 $98,144.16
Water Quality Program Coordinator $73,889.28 $90,827.52
Water Resources Technician $63,373.20 $77,900.16
Water Utility Engineer $87,645.60 $107,739.36
Web Specialist $63,373.20 $77,900.16
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2015-2016 Biennial Budget Section VIII: Appendices
APPENDIX B
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 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 “supermall” 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 in 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
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2015-2016 Biennial Budget Section VIII: Appendices
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 Greens 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 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. The Sounder Train has eight morning trains and two
evening trains traveling from Auburn into Seattle and back.
Sense of Community in Historic Downtown
Come enjoy 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.
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2015-2016 Biennial Budget Section VIII: Appendices
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/arts.
Auburn Symphony Orchestra
Auburn’s Symphony Orchestra is made up of more than 60 professional musicians, 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 renowned Stewart Kershaw, who has conducted some 75
orchestras in 20 different countries and recently retired after 25 years with the Pacific Northwest Ballet. For more
information visit www.auburnsymphony.org.
Auburn Performing Arts Center
The Performing Arts Center, a venue conveniently located in downtown Auburn, will reopen at the end of 2015 after
undergoing a remodel in conjunction with construction of the new Auburn High School.
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 www.auburnwa.gov/arts.
White River Valley Museum
The White River Valley Museum is operated as 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 in the National Register of Historic Places. Significant features include an 1897 barn, a 1902
farmhouse and four runs of salmon in Olson Creek. For more information visit www.wrvmuseum.org.
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2015-2016 Biennial Budget Section VIII: Appendices
WHAT’S HAPPENING IN AUBURN
YEAR ‘ROUND
White River Valley Museum
Exhibits open Wednesday through Sunday, 12-4pm
and every first Thursday, 6-8pm.
Call 253 288-7433
www.wrvmuseum.org
Teen Late Night
Call 253-931-3043 for dates, times and locations
BRAVO Performing Arts Series
September - July
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 Republic 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.
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
Mountain View Cemetery Sunrise Service
Easter morning
Call 253-931-3028 for more information
Auburn’s Clean Sweep
A perfect opportunity to give back to your community
Call 253-931-3043 for more information
Annual Residential Bulky Item Collection
April/May
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 Memorial Day Service
Mountain View 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
Auburn Int’l Farmers Market
Sundays, June-September
10am-3pm, Sound Transit Plaza
A cornucopia of fresh vegetables, fruits, flowers and
other products. www.auburnfarmersmarket.org
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2015-2016 Biennial Budget Section VIII: Appendices
City of Auburn Residential Community Yard Sale
Call 253-931-3038 (option #2) for dates, times and
participation information
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
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.
Soundbites
City Hall Plaza Park
Auburn’s newest concert series – a lively, eclectic music series
certain to quench your ears and appetite!
Summer Fun in Auburn’s Parks
July–August
Call 253-931-3043 for more details
Kids SummerStage, Les Gove Park, Wednesdays at
12pm
Hooked on History Kids Program, Free, White River
Valley Museum, 10:30-11:30. 253-288-7433
Summer Sounds & Cinema, various parks, music
begins at 7pm, movie at dusk
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 253-931-3099 for more information
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2015-2016 Biennial Budget Section VIII: Appendices
SEPTEMBER
Hops & Crops Festival
Mary Olson Farm
Call 253-288-7433 for more information
Ladies & Little Gents
Les Gove Gymnasium
Call 253-931-3043 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 parades 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
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2015-2016 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 253-931-3043 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
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2015-2016 Biennial Budget Section VIII: Appendices
Elected Official Regional & National Involvement
Mayor
Nancy Backus
Valley Regional Fire Authority, Vice Chair
Puget Sound Regional Council Executive Committee, Alternate
Puget Sound Regional Council Operations Committee
Economic Development Council of Seattle & King County
Sound Cities Association Board of Directors, Vice Chair
Sound Cities Association Public Issues Committee
Member of the US Conference of Mayors
Tourism, Arts, Parks, Entertainment & Sports, Member
Community Development & Housing, Member
Mayors Water Council, Member
Veterans Affairs, Member
Technology & Innovation, Member
Valley Cities Association
South East Area Coalition for Housing
South Correctional Entity, Vice Chair
Valley Communications Board of Directors
King County Flood Control Advisory Board, Member
Pierce County Cities & Towns, Member
Cascade Water Alliance
Auburn Cities & Schools
Communities in Schools of Auburn
Association of Washington Cities
Sister Cities Association
Auburn Tourism Board, Chair
Councilmember
Largo Wales
(Position #1)
Pierce County Cities & Towns
Pierce County Regional Council
Pierce County-Tacoma Board of Health
King County Board of Health
Seattle King County Board of Health Environmental Health Fees
National League of Cities Human Resources Steering Committee
Councilmember
Claude DaCorsi
(Position #2)
Sound Cities Association Regional Law, Safety & Justice Committee
Law Enforcement Officers & Firefighters Disability Board for the City of Auburn
WA Association of Cities Legislative Action Committee
Auburn Elected Officials
Front row: Yolanda Trout, Bill Peloza, Largo Wales
Back row: Wayne Osborne, Claude DaCorsi, Mayor Nancy Backus, John Holman, Rich Wagner
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2015-2016 Biennial Budget Section VIII: Appendices
Councilmember
Bill Peloza
(Position #3)
Sound Cities Association King County Regional Policy Committee, Caucus Vice Chair
SCA Public Issues Committee, Alternate Member
King County Metropolitan Water Pollution Committee Abatement Advisory Committee
King County Water Resource Inventory Area (WRIA 9 – Green/Duwamish & Central Puget Sound Watershed) Management
Committee, Vice Chair
King County Watershed Ecosystem Forum, Co-Chair
King County Metropolitan Solid Waste Management Advisory Committee, Vice Chair
King County Flood Control District Advisory Committee, Alternate Member
Valley Regional Fire Authority Board of Governance
South County Area Transportation Board, Chair
Association of Washington Cities Federal Legislative Priorities Committee
Rail Transport of Hazardous Materials Ad-Hoc Committee
Councilmember
Yolanda Trout
(Position #4)
Sound Cities Association Domestic Violence Initiative
Law Enforcement Officers & Firefighters Disability Board for the City of Auburn
Councilmember
& Deputy Mayor
John Holman
(Position #5)
Puget Sound Regional Council Growth Management Policy Board
Economic Development Council of King County
National League of Cities Community & Economic Development Committee
NLC First Tier Suburbs Steering Committee
Washington State Boundary Review Board
Green River Community College Foundation Board
Councilmember
Rich Wagner
(Position #6)
Puget Sound Regional Council Transportation Policy Board
Metropolitan Solid Waste Management Advisory Committee
Regional Access Mobility Partnership
Puyallup River Watershed Forum
Pierce County Regional Council
Valley Regional Fire Authority, Alternate Member
Councilmember
Wayne Osborne
(Position #7)
King County Regional Water Quality Committee
Regional Transit Committee
National League of Cities Transportation Infrastructure & Services Committee
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2015-2016 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
King County District Court – South Division, Auburn 206-205-9200
Police Department 253-931-3080
South Correctional Entity (SCORE) 206-257-6200
City Resources:
Auburn Golf Course 253-833-2350
Auburn Municipal Airport 253-333-6821
Auburn Senior Activity Center 253-931-3016
Mountain View Cemetery 253-931-3028
White River Valley Museum 253-288-7433
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, Federal Way 253-661-5001
Employment Security Department, WorkSource 253-804-1177
Food Bank 253-833-8925
General Services Administration 253-931-7000
King County Superior Court, Kent 206-477-2600
King County Tax Assessor 206-296-7300
Language Line Solutions 800-752-6096
Pet Licensing 253-876-1997
Pierce County Tax Assessor 253-798-6111
Post Office 253-333-1377
Puget Sound Energy 888-225-5773
Waste Management (Residential) 253-833-3333
The Outlet Collection - Seattle 253-833-9500
Voter Registration, King County 206-296-8683
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2015-2016 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 Incorporation June 13, 1891
Form of Government Mayor-Council
Type of Government Non-Charter Code City
Population 74,630
Rank in Size - Washington State 15th
Assessed Valuation $7,422,168,983
Area 30.2 Square Miles
Auburn Median Age 31.4 Years Old
Registered Voters 34,747
Miles of Streets 244 Miles
Number of Stations (4 in Auburn, 1 in Pacific)*6
Number of Commissioned Fire Fighting Personnel 107
Number of Non-Commissioned Personnel 13
Total Number of Personnel and Firefighters 120
Fire Responses 405
Emergency Medical Service Responses 8,302
All Other Responses 2,364
Total Number of Responses 11,071
Number of Stations/Precincts 2
Number of Commissioned Police Personnel 101
Number of Non-Commissioned Personnel 28
Total Number of Officers and Personnel 129
Number of Calls for Service - 2014 89,350
WATER SERVICE
Basic Service Charge $15.05/Month
Commodity Rate:
0-7 $2.99/ccf
7.01-15 $3.65/ccf
15.01-9999 $4.15/ccf
Total Water Customers - January 2015 14,573
Gallons of Water Produced - 2014 Statistic 2,202,413,600
Gallons of Water Purchased - 2014 Statistic 474,375,000
Average Daily Consumption - 2014 Statistic 6.88 Million Gallons
Miles of Water Main 316 Miles
2014 INFORMATION
FIRE PROTECTION
*Beginning January 1, 2007, the Valley Regional Fire
Authority began providing fire protection services for the
Cities of Auburn, Algona and Pacific. There are 6 stations,
but only 5 are response stations.
POLICE PROTECTION
2015 Utility Rates: Reduced rates for low-income senior
citizens and disabled persons available.
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2015-2016 Biennial Budget Section VIII: Appendices
City Sewer - Single Family Residence $23.69/Month
Metro Sewer - Single Family Residence $42.03/Month
Total Sanitary Sewer Customers - January 2015 15,344
Sanitary Sewer Lines 220 Miles
Single Family Residence $19.25/Month
Number of Accounts - January 2015 17,683
Storm Lines 282 Miles
1 can (35 gal)/week, curbside $16.11/Month
Number of Residential Accounts - January 2015 16,547
BUSINESS LICENSES
Fee per Year $50
Business Licenses Issued - 2014 Statistic 3,315
VALUE OF BUILDING PERMITS ISSUED IN 2014 $118,792,816
Developed Park Acreage 277
Total Park Acreage 972
Number of Developed Parks 31
Number of Cemetery Interments 250
Number of Rounds Played (Golf Course)47,697
Athletic Teams 358
Recreation Activities 3,557
Senior Center Visits 40,715
Cultural Arts & Major Special Events 202
Audience Served by Cultural Arts & Major Special Events 130,297
Museum Audience Served 13,968
MAJOR EMPLOYERS (number of employees)
The Boeing Company 6,100
The Outlet Collection 3,200
Auburn School District 2,373
Muckleshoot Tribal Enterprises 1,643
Green River Community College 1,121
Emerald Downs Racetrack 1,144
Multicare Auburn Medical Center 1,106
Safeway Distribution Center 905
Social Security Administration 650
Zones, Inc.600
STORM DRAINAGE
SOLID WASTE (Contracted Services)
PARKS, ARTS AND RECREATION
SEWER
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2015-2016 Biennial Budget Section VIII: Appendices
GENERAL DEMOGRAPHICS
Persons 19 years and younger 28.3%
Persons 20 - 34 years 21.2%
Persons 35 - 54 years 27.6%
Persons 55 years and older 22.9%
Male 49.4%
Female 50.6%
Median Household Income (City of Auburn)
City of Auburn $54,329
Washington State $59,374
State 6.50%
King County Metro 0.80%
Transit and Traffic Congestion (effective 4/1/01)0.36%
RTA (effective 4/1/09) 0.90%
City of Auburn Local Option 0.84%
City of Auburn Local Option-Criminal Justice 0.10%
King County Option 0.00%
TOTAL SALES TAX RATE 9.50%
OTHER CITY TAXES AND TAX RATES:
Natural Gas Utility Tax*6.00%
Brokered Natural Gas 5.00%
Electric Utility Tax*6.00%
Telephone Utility Tax*6.00%
Cable Television Utility Tax*1.00%
Cable Television Franchise Tax 5.00%
Solid Waste Utility Tax*7.00%
Water Utility Tax*7.00%
Sewer Utility Tax*7.00%
Storm Drainage Utility Tax*7.00%
Gambling Taxes**
Amusement Games**2.00%
Bingo**5.00%
Card Rooms***4.00%
Punch Board and Pull Tabs**10.00%
SALES TAX RATE:
***Applied on gross receipts.
Sources of information:
City of Auburn GIS, Finance, Community Deveopment, Fire, Police, Parks, Arts and
Recreation Department, US Census, King and Pierce County Elections Office and
Washington State Office of Financial Management.
*Includes additional 1.0% levied for Arterial Street (Fund 102) improvements.
**Applied on gross receipts net of the amount awarded as prizes.
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2015-2016 Biennial Budget Section VIII: Appendices
0
15,000
30,000
45,000
60,000
75,000
2010 2011 2012 2013 2014
Population, Housing and School Enrollment
Population Housing Units Enrollment
2010 2011201220132014
School Enrollment (1)14,48214,36314,59614,97115,248
Rate of Unemployment (2)9.6%8.7%7.7%6.0%5.3%
Population (3)70,18070,70571,24073,23574,630
Housing Units (4)
One Unit 14,33314,82314,95715,39315,804
Two or More 10,42610,59210,63110,84110,841
Mobile Home or Special 2,7942,6352,6182,6302,631
Total Housing Units 27,55328,05028,20628,86429,276
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 354
2015-2016 Biennial Budget Section VIII: Appendices
$0
$5,000
$10,000
$15,000
2010 2011 2012 2013 2014
Th
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)
20102011201220132014
$731$754$772$889 $1,009
2,558 2,785 3,019 3,136 3,309
389 383 425 447 502
351 331 341 335 353
235 236 269 316 382
315 345 372 409 491
802 968 967 974 955
765 764 778 848 988
6,145 6,566 6,943 7,354 7,989
3,307 2,882 3,056 3,054 3,322
1,324 1,296 1,221 1,943 1,754
405 583 405 624 1,163
29 77 55 46 71
1,185 1,260 1,297 1,279 1,205
128 224 61 64 120
12,523$ 12,887$ 13,037$ 14,364$ 15,623$
Source:
Transportation
Wholesaling
City of Auburn Finance Department
Actual receipts Jan-Dec
Grand Total
Other Business
Retail Trade
Auto & Gas
General Merchandise
Building Material
Food Stores
Apparel
Furniture & Electronics
Manufacturing
Construction
Non-Store Retailers
Miscellaneous Retail Trade
Retail Trade
Services
Page 355
2015-2016 Biennial Budget Section VIII: Appendices
$0
$20,000,000
$40,000,000
$60,000,000
$80,000,000
2010 2011 2012 2013 2014
Construction Activity By Value
Commercial Residential
Building Permits and Construction Values
Year PermitsValuePermitsValue
2010 19 $8,412,791206$38,529,694
2011 38 10,904,441 253 68,481,490
2012 24 13,218,643 461 98,212,026
2013 32 28,357,154 464 96,248,204
2014 64 35,785,902 374 83,006,914
Source:
City of Auburn Community Development Department
Data represents new construction only
Commercial Building Residential Building
Page 356
2015-2016 Biennial Budget Section VIII: Appendices
$0.00
$3.00
$6.00
$9.00
$12.00
$15.00
$18.00
2010 2011 2012 2013 2014
$1.82 $1.93 $2.08 $2.10 $2.17
$13.25 $14.49 $14.96 $15.77 $15.63
PROPERTY TAX LEVY INFORMATION
(King County portion of Auburn)
Hospital District King County Flood District Emergency Medical Services
Library Valley Regional Fire Authority (VRFA)Port of Seattle
Washington State King County Ferry District King County
Auburn School District City of Auburn
Property Tax
Levy 20102011201220132014 $%
City of Auburn 1.82$ 1.93$ 2.08$ 2.10$ 2.17$ 0.07$ 3%
Auburn School District 5.096.00 6.146.626.50(0.12)-2%
King County 1.28 1.34 1.42 1.54 1.52(0.02)-2%
King County Flood District 0.11 0.110.120.130.150.0216%
King County Ferry District 0.000.000.000.000.00(0.00)-8%
Washington State 2.222.282.422.572.47(0.10)-4%
Port of Seattle 0.220.220.230.230.22(0.02)-8%
Hospital District 0.530.560.500.500.500.00 0%
Valley Regional Fire Authority (VRFA)1.18 1.18 1.191.20 1.20(0.00)0%
Library 0.490.570.570.570.56(0.01)-1%
Emergency Medical Services 0.300.300.300.300.340.0412%
Total Levy Rate 13.25$ 14.49$ 14.96$ 15.77$ 15.63$ (0.14)$ -1%
Auburn % to Total Levy 13.76%13.35%13.87%13.32%13.87%
Demographic Information
(King & Pierce County)20102011201220132014Change%
Assessed Valuation (in 000's)7,765,878$ 7,564,507$ 7,225,550$ 6,968,719$ 7,422,169$ 453,450$ 7%
Average Homeowner Assessed Value 246,000$ 223,000$ 203,000$ 181,000$ 193,000$ 12,000$ 7%
City Tax on an Average Home 449$ 431$ 421$ 380$ 418$ 38$ 10%
Population 68,270 70,705 71,240 73,235 74,630 1,395 2%
School Enrollment 14,482 14,363 14,596 14,971 15,248 2772%
CPI-W/Seattle, Annual growth rate 0.8%1.8%2.4%2.4%2.5%0.0%2%
IPD/Implicit Price Deflator 1.5%1.5%1.1%1.1%1.1%0.0%2%
Change
Page 357
2015-2016 Biennial Budget Section VIII: Appendices
$0.00
$3.00
$6.00
$9.00
$12.00
$15.00
$18.00
2010 2011 2012 2013 2014
$1.82 $1.93 $2.08 $2.10 $2.17
$11.97
$13.41 $13.97 $14.99 $14.81
PROPERTY TAX LEVY INFORMATION(Pierce County portion of Auburn)
Flood Control Library Valley Regional Fire Authority (VRFA)
Port of Tacoma Washington State Pierce County
Auburn School District City of Auburn
Property Tax
Levy 20102011201220132014 $%
City of Auburn 1.82$ 1.93$ 2.08$ 2.10$ 2.17$ 0.07$ 3%
Auburn School District 5.096.00 6.146.626.50(0.12)-2%
Pierce County 1.16 1.28 1.42 1.58 1.56(0.02)-1%
Washington State 2.072.27 2.412.632.53(0.10)-4%
Port of Tacoma 0.180.180.180.180.180.00 0%
Valley Regional Fire Authority (VRFA)1.18 1.18 1.19 1.211.20(0.00)0%
Library 0.460.570.550.570.56(0.01)-1%
Flood Control 0.000.000.000.100.100.00 1%
Total Levy Rate 11.97$ 13.41$ 13.97$ 14.99$ 14.81(0.18)$ -1%
Auburn % to Total Levy 15.24%14.39%14.89%14.01%14.64%
Demographic Information
(King & Pierce County)20102011201220132014Change%
Assessed Valuation (in 000's)7,765,878$ 7,564,507$ 7,225,550$ 6,968,719$ 7,422,169$ 453,450$ 7%
Average Homeowner Assessed Value 246,000$ 223,000$ 203,000$ 181,000$ 193,000$ 12,000$ 7%
City Tax on an Average Home 448$ 430$ 422$ 380$ 418$ 38$ 10%
Population 68,270 70,705 71,240 73,235 74,630 1,395 2%
School Enrollment 14,482 14,363 14,596 14,971 15,248 2772%
CPI-W/Seattle, Annual growth rate 0.8%1.8%2.4%2.4%2.5%0.0%2%
IPD/Implicit Price Deflator 1.5%1.5%1.1%1.1%1.1%0.0%2%
Change
Page 358
APPENDIX C
AGENDA BILL APPROVAL FORM
`
Agenda Subject:
Ordinance No. 6533
Date:
November 14, 2014
Department:
Finance
Attachments:
2015-2016 Budget; Ordinance No.
6533 and Schedule A
Budget Impact:
$253,134,187 – 2015
$240,237,151 – 2016
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6533, establishing the City’s budget for 2015-2016.
Background Summary:
Budget Process: In June, the City began the process of developing the budget for the 2015-2016
biennium. This included budget workshops and public hearings as follows:
- July 9: Fund and Budget Process Overview (workshop #1)
- August 12 and 26: General, Proprietary, Capital and Special Revenue Funds (workshops #2 and #3)
- September 10: General, Proprietary, Capital and Special Revenue Funds (workshop #4)
- September 15: Review General Fund revenues; first public hearing on budget
- September 18: General, Proprietary, Capital and Special Revenue Funds (workshop #5)
During these presentations and workshops, Council provided policy guidance to the administration.
These included clarifying 2013-2014 accomplishments and expanding upon 2015-2016 goals and
objectives.
2015-2016 Preliminary Budget: A copy of the 2015-2016 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 17, 2014.
Ordinance No. 6533: Council’s approval of Ordinance No. 6533 will establish the City’s 2015-2016
biennial budget. As the budget has been reviewed by Council during the budget workshops, adoption of
Ordinance 6533 is scheduled as follows:
- November 17: First reading by the Finance Committee and a public hearing before the full Council.
- December 1: Second and final reading by the Finance Committee with referral to the full Council for
adoption.
Staff recommends Council approval of Ordinance No. 6533.
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: Wales Staff: Coleman
Meeting Date: November 17, 2014 Item Number:
Page 359
-------------------------
Ordinance No. 6533
November 17, 2014
Page 1 of 5
ORDINANCE NO. 6533
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2015-2016
BIENNIAL BUDGET FOR THE CITY OF AUBURN,
WASHINGTON
THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, DO
ORDAIN AS FOLLOWS:
Section 1. That pursuant to the provisions of Chapter 35A.34, the Mayor
of the City of Auburn has heretofore duly completed and placed on file with the City
Clerk of the City of Auburn a preliminary biennial budget for 2015-2016, and that
notice was thereupon duly published, as required by law, stating that the Mayor had
completed and placed on file such preliminary budget and a copy would be
furnished to any taxpayer who would call therefore at the office of the City Clerk,
and that the City Council of the City of Auburn would meet on November 17, 2014
at 7:30 p.m. for the purpose of fixing the budget and any taxpayer might appear at
such time and be heard for or against any part of such budget, and designated the
place of such meetings as the Council Chambers of Auburn City Hall, 25 West Main
Street, Auburn, Washington; That the Mayor of the City of Auburn duly provided a
suitable number of copies of such detailed preliminary budget to meet the
reasonable demands of taxpayers therefore; That the Mayor and the City Council of
the City of Auburn met at the time designated in said notice in the Council
Chambers of the Auburn City Hall, 25 West Main Street, City of Auburn, on
November 17 at 7:30 p.m.; That any and all taxpayers of the City of Auburn were
given full opportunity to be heard for or against such budget; That the City Council
Page 360
has conducted public hearings on September 15, 2014 and November 17, 2014 to
consider this preliminary budget; That at said meetings said budget was
considered; and that, at themeeting held by the City Council on the 1st day of
December 2014theCity Councilconsideredmodifications ofsaid budget and
thereafter approved the 2015-2016 biennial budget for the City of Auburn as herein
adopted by thisOrdinance as shown on Schedule A.
Section 2. Implementa4ion. TheMayor is herebyauthorized to
implement such administrative procedures as may be necessary to carry outthe
directives of thislegislation.
Section 3. Effective Date. This Ordinance shall take effect andbe in
force five (5) days from and after its passage, approval and publicafion as provided
by law.
INTRODUCED:
DEC 12014
PASSED: DEC 1 014
APPROVED: DEC 12014
N9,NCY B KS, MAYOR
Ordinance No. 6533
November 17, 2014
Page 2 of 2 Page 361
ATTEST:
d
Danielle E. Daskam
City Clerk
APPROVED TOFORM:
I B. Heid
City Attorney
PUBLISHED Q d i5.-,.Q<,1-G T--^-J
Ordinance No. 6533
November 17, 2014
Page 3 of 3 Page 362
-------------------------
Ordinance No. 6533
November 17, 2014
Page 4 of 5
Schedule A
2015 Budget Summary by Fund
Beginning2015 2015 Ending
Fund BalanceResourcesExpendituresFund Balance
$14,592,724$58,767,680$62,813,278$10,547,126
Arterial Street 1,312,844 14,150,590 14,354,730 1,108,704
Local Street 1,196,068 1,752,500 2,600,000 348,568
Hotel/Motel Tax 139,991 94,040 86,000 148,031
Arterial Street Preservation 521,910 2,134,700 2,195,410 461,200
Drug Forfeiture 505,405 97,100 304,448 298,057
Housing & Community Development 27,371 450,000 440,000 37,371
Recreational Trails 36,717 7,130 - 43,847
Business Improvement Area 41,212 55,060 55,000 41,272
Cumulative Reserve 5,582,204 1,314,100 658,000 6,238,304
Mitigation Fees 5,205,964 994,890 3,586,423 2,614,431
1998 Library Bond - 279,500 279,500 -
City Hall Annex 2010 A&B Bond - 1,695,917 1,695,917 -
Local Revitalization 2010 C&D Bond - 594,637 594,617 20
Golf Course - 389,195 389,195 -
LID Guarantee 24,549 20 2,000 22,569
LID #350 7,864 7,257 7,247 7,874
Municipal Park Construction 427,106 620,130 540,000 507,236
Capital Improvements 8,944,989 1,840,247 2,157,368 8,627,868
Local Revitalization 229,370 250 229,620 -
Water 4,526,763 19,158,319 18,310,129 5,374,953
Sewer 10,794,820 7,985,084 9,954,201 8,825,703
Sewer Metro 2,447,311 16,101,737 16,056,900 2,492,148
Storm Drainage 10,674,042 10,141,339 13,034,095 7,781,286
Solid Waste 2,272,081 13,347,800 12,761,420 2,858,461
Airport 682,748 1,060,369 1,451,008 292,109
Cemetery 126,755 1,078,300 1,048,607 156,448
Insurance 1,613,131 1,000 218,900 1,395,231
Workers' Compensation 123,000 860,100 816,601 166,499
Facilities 1,546,227 3,638,820 3,838,569 1,346,478
Innovation and Technology 2,363,378 5,660,747 6,195,259 1,828,866
Equipment Rental 4,324,274 4,210,470 5,349,861 3,184,883
FI
D
U
C
I
A
R
Y
FU
N
D
S
Fire Pension 2,580,481 76,000 170,181 2,486,300
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment Care 1,663,664 34,200 - 1,697,864
$84,534,959$168,599,228$182,194,484$70,939,703
Fund
GENERAL FUND
SP
E
C
I
A
L
R
E
V
E
N
U
E
F
U
N
D
S
DE
B
T
S
E
R
V
I
C
E
CA
P
I
T
A
L
PR
O
J
E
C
T
S
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
IN
T
E
R
N
A
L
S
E
R
V
I
C
E
FU
N
D
S
TOTAL
TOTAL BUDGET $253,134,187 $253,134,187
Page 363
-------------------------
Ordinance No. 6533
November 17, 2014
Page 5 of 5
Schedule A
2016 Budget Summary by Fund
Beginning 2016 2016 Ending
Fund BalanceResourcesExpendituresFund Balance
$10,547,126$59,354,240$64,735,529$5,165,837
Arterial Street 1,108,704 12,088,787 12,320,712 876,779
Local Street 348,568 1,602,500 1,600,000 351,068
Hotel/Motel Tax 148,031 94,940 86,000 156,971
Arterial Street Preservation 461,200 3,127,300 3,351,390 237,110
Drug Forfeiture 298,057 97,100 273,028 122,129
Housing & Community Development 37,371 450,000 440,000 47,371
Recreational Trails 43,847 7,130 - 50,977
Business Improvement Area 41,272 55,060 55,000 41,332
Cumulative Reserve 6,238,304 14,200 1,917,084 4,335,420
Mitigation Fees 2,614,431 994,890 1,221,827 2,387,494
1998 Library Bond - 285,100 285,100 -
City Hall Annex 2010 A&B Bond - 1,688,444 1,688,444 -
Local Revitalization 2010 C&D Bond 20 592,452 592,432 40
Golf Course - 351,553 351,553 -
LID Guarantee 22,569 20 2,000 20,589
LID #350 7,874 7,256 7,246 7,884
Municipal Park Construction 507,236 9,016,000 9,155,000 368,236
Capital Improvements 8,627,868 1,756,036 5,561,324 4,822,580
Local Revitalization - - - -
Water 5,374,953 14,264,636 15,748,910 3,890,679
Sewer 8,825,703 8,171,011 9,793,077 7,203,637
Sewer Metro 2,492,148 16,333,387 16,317,200 2,508,335
Storm Drainage 7,781,286 9,576,161 9,784,730 7,572,717
Solid Waste 2,858,461 13,427,400 13,040,602 3,245,259
Airport 292,109 881,900 826,807 347,202
Cemetery 156,448 1,178,300 1,098,229 236,519
Insurance 1,395,231 1,000 218,900 1,177,331
Workers' Compensation 166,499 863,100 854,310 175,289
Facilities 1,346,478 3,598,400 3,797,528 1,147,350
Innovation and Technology 1,828,866 5,639,465 5,582,583 1,885,748
Equipment Rental 3,184,883 3,669,480 4,638,014 2,216,349
FI
D
U
C
I
A
R
Y
FU
N
D
S
Fire Pension 2,486,300 76,000 170,659 2,391,641
PE
R
M
A
N
E
N
T
FU
N
D
S
Cemetery Endowment Care 1,697,864 34,200 - 1,732,064
$70,939,703$169,297,448$185,515,218$54,721,933
Fund
GENERAL FUND
SP
E
C
I
A
L
R
E
V
E
N
U
E
F
U
N
D
S
DE
B
T
S
E
R
V
I
C
E
CA
P
I
T
A
L
PR
O
J
E
C
T
S
$240,237,151
EN
T
E
R
P
R
I
S
E
F
U
N
D
S
$240,237,151
IN
T
E
R
N
A
L
S
E
R
V
I
C
E
FU
N
D
S
TOTAL
TOTAL BUDGET
Page 364
2015-2016 Biennial Budget Section VIII: Appendices
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 expenditures.
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 expenditures
related to the operation of the Council.
Administration: Provides centralized facilities maintenance to all City departments.
Human Resources and Risk/Property Management: Provides centralized personnel services to all City
services.
Finance: Provides centralized financial services to all City departments. Also provides a variety of
other central administrative services including customer service, printing, data processing, and billing of
City utilities.
Legal: Provides centralized legal services to all City departments.
Innovation and Technology: Provides technology 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 (AV)
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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2015-2016 Biennial Budget Section VIII: Appendices
Baseline Budget
The baseline budget consists of budget proposals that would be sufficient to maintain the operation of programs
that had been authorized previously, in earlier budgets.
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 ordinances 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 life
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.
Debt Service
Interest and principal payments on debt.
Debt Service Funds
A type of fund that accounts for the payment of outstanding long-term general obligations of the City.
Page 366
2015-2016 Biennial Budget Section VIII: Appendices
Department
Refers to a specific organizational unit. In Auburn, it refers to nine such units: Mayor and Council,
Administration Department, Human Resources and Risk/Property Management Department, Finance
Department, Legal Department, Community Development and Public Works Department, Police Department,
Parks, Arts and Recreation Department, and the Innovation and Technology Department (see Administrative or
Line Departments for descriptions). A department 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
expenditure during a particular period.
Division
Refers to an organizational unit below that of Department. All of the proprietary funds are administered as
Divisions.
Enterprise Funds
A type of proprietary fund involving activities that are operated in a manner similar to private businesses. In
Auburn, the Enterprise Funds account for the City’s utilities, the cemetery, and the airport.
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
1.0 FTE and represents 2,080 hours per year and a .50 position represents 1,040 hours per year.
Fund
A self-balancing group of accounts that includes both revenues and expenditures.
Fund Balance
The difference between assets and liabilities reported in a governmental fund. Fund balances are either
designated (funds that have been dedicated to a particular purpose) or 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.
General Fund
A specific Governmental fund that 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.
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.
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2015-2016 Biennial Budget Section VIII: Appendices
Governmental Fund Types
A group of funds that account the activities of the City that is of a governmental character, as distinguished from
activities that 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 departments.
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, Workers’
Compensation and Insurance Funds.
Line Departments
Line departments are those that provide services directly to the public and consist of the following departments:
These departments include:
Administration Department: Includes several divisions including Economic Development, Emergency
Management, Community Services, Neighborhood Programs, Human Services and Veteran’s
Services.
Finance: In addition to the administrative and support function noted previously, also oversees the
Airport and Solid Waste Divisions.
Community Development and Public Works: Includes several divisions or services including Community
Development, Environmental Services, Engineering, Streets, Water, Sewer and Storm Utilities.
Police: Provides all police services and animal control services.
Parks, Arts and Recreation: Provides recreational and senior services, maintains park facilities, and
manages the Cemetery and Golf Course.
Local Improvement Districts (LIDs)
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.
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.
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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 unmatured 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 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 that 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.
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 is legally restricted
for expenditures.
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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.
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LIST OF ACRONYMS
ACC - Auburn City Code
AEP - Auburn Environmental Park
AVHS - Auburn Valley Humane Society
AWC - Association of Washington Cities
BARS - Budgeting, Accounting & Reporting System
BIA - Business Improvement Area
CDBG - Community Development Block Grant
CERT - Community Emergency Response Team
CFP - Capital Facilities Plan
CPI - Consumer Price Index
EIS - Environmental Impact Study
EPA - Environmental Protection Agency
FAA - Federal Aviation Administration
FTE - Full-Time Equivalent position
GAAP - Generally Accepted Accounting Principles
GFOA - Governmental Finance Officers Association
GIS - Geographic Information System
GMA - Growth Management Act
HIDTA - High Intensity Drug Trafficking Areas
IT - Innovation and Technology
LED - Light Emitting Diode (street signals)
LEOFF - Washington's Law Enforcement Officers' and Fire Fighters' Retirement System
LID - Local Improvement District
LOS - Level of Service
MIT - Muckleshoot Indian Tribe
MVFT - Motor Vehicle Fuel Tax
NPDES - National Pollution Discharge Elimination System
PAA - Potential Annexation Area
PERS - Washington’s Public Employees’ Retirement System
PWTF - Public Works Trust Fund
REET - Real Estate Excise Tax
ROW - Right of Way
RFP - Request for Proposal
RTID - Regional Transportation Improvement District
SLA - Service Level Agreement
SCADA - Supervisory Control and Data Acquisition
SCORE - South Correctional Entity
SMART - Specific, Measurable, Attainable, Relevant and Time-bound
SOS - Save Our Streets program
SWAT - Special Weapons and Tactics
TADA - The Auburn Downtown Association
TIP - Transportation Improvement Program
TNET - Tahoma Narcotics Enforcement Team
UTGO - Unlimited Tax General Obligation bonds
VNET - Valley Narcotics Enforcement Team
VRFA - Valley Regional Fire Authority
WASPC - Washington Association of Sheriffs and Police Chiefs
WATPA - Washington Auto Theft Prevention Agency
WRIA - Water Resources Inventory Area
WSDOE - Washington State Department of Ecology
WSDOT - Washington State Department of Transportation
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DOCUMENT AND FINANCIAL DATA PREPARED BY:
Shelley Coleman
Finance Director
Bob Brooks Paula Barry
Financial Planning Manager Assistant Finance Director
Tamara Baker
Financial Analyst
Aimee Campbell
Financial Analyst
Consuelo Rogel
Financial Analyst
Evelyn McOsker
Finance Secretary
LEGAL PROCEDURES:
Dani Daskam
City Clerk
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