HomeMy WebLinkAbout2009-2010 Biennial Budget
CITY OF AUBURN WASHINGTON 2009-2010 BIENNIAL BUDGET For Fiscal Years January 1, 2009 to December 31, 2009 and January 1, 2010 to December 31, 2010 February 23, 2009 Prepared by Department
of Finance
CITY OFFICIALS MAYOR Pete Lewis CITY COUNCIL Nancy Backus Gene Cerino Virginia Haugen Lynn Norman Bill Peloza Sue Singer Rich Wagner DEPARTMENT DIRECTORS Finance Director Shelley Coleman
City Attorney Dan Heid Human Resources Director Brenda Heineman Information Services Director Lorrie Rempher Parks Director Daryl Faber Planning Director Cindy Baker Chief of Public
Safety Jim Kelly Public Works Director Dennis Dowdy
TABLE OF CONTENTS 2009– 2010 BIENNIAL BUDGET TRANSMITTAL LETTER........................................................................................................................................
..... 1 The Budget Process ...................................................................................................................................... 2 2009 – 2010 Biennial
Budget Considerations ................................................................................................. 3 Our Fiscal Condition ........................................................
................................................................ 3 Significant Budget Measures and Initiatives........................................................................................
4 Vision 2016..................................................................................................................................... 4 Closing Comments .................................
.......................................................................................... 6 Distinguished Budget Presentation Award ..................................................................
....................... 8 SECTION I: BUDGET SUMMARY ............................................................................................................................. 9 Reader’s
Guide ............................................................................................................................................ 9 Financial Structure of the City Budget............
...............................................................................................10 General Fiscal Environment...........................................................................
.............................................. 13 Key Issues Affecting the 2009 – 2010 Budget Process ....................................................................................
14 2009 Budget Summary – All Funds............................................................................................................... 18 2010 Budget Summary – All Funds ..................
............................................................................................ 20 Staffing Trends........................................................................................
................................................... 26 SECTION II: PROCESS/POLICIES....................................................................................................................
.........31 Basis of Budgeting.......................................................................................................................................31 Budget Purpose
......................................................................................................................................... 35 Budget Process............................................
............................................................................................... 35 Budget Structure ...................................................................................
..................................................... 36 Components of the Budget .....................................................................................................................
.... 36 Capital Planning ........................................................................................................................................ 37 Budget Policies ..................
........................................................................................................................ 38 Citywide Goals and Strategies .............................................
.........................................................................41 2007 and 2008 Progress on Citywide Goals...................................................................................
............. 43 2009 – 2010 Budget Strategy ...................................................................................................................... ...................................
................................................................................... 45 SECTION III: FINANCIAL PLAN ....................................................................................
......................................... 49 Introduction .............................................................................................................................................
. 49 Analysis of 2009 – 2010 Revenues by Sources for All Funds ......................................................................... 50 Analysis of 2009 – 2010 Budgeted Expenditures
for All Funds...................................................................... 52 Revenue Analysis ...............................................................................................
........................................ 54 General Fund ................................................................................................................................
54 Special Revenue Revenue Funds ................................................................................................................... 58 Capital Project Funds .........................
............................................................................................ 60 Enterprise Funds.......................................................................................
..................................... 62 Internal Service Funds..................................................................................................................... 64
Fiduciary Funds .............................................................................................................................. 65 Permanent Fund.......................................
..................................................................................... 66 General Fund Six-Year Forecast ...............................................................................
.................................... 67 Long-Term Debt Obligations and Debt Capacity.......................................................................................... 70 General
Fund Fiscal Capacity ...................................................................................................................... 72 Working Capital ........................................
................................................................................................ 74 SECTION IV: OPERATING BUDGET.......................................................................
................................................ 79 Introduction ......................................................................................................................................
........ 79 Total Baseline Budget ................................................................................................................................ 80 Total General Fund...............
......................................................................................................................81 City Council .................................................................
............................................................................. 83 Mayor….. .............................................................................................................
.................................... 84 Human Resources, Risk, and Property Management .................................................................................... 87 Finance….
................................................................................................................................................. 95 Legal….…. ........................................
........................................................................................................121 Planning, Building and Community ..........................................................
................................................. 125 Police Department ...............................................................................................................................
..... 133
Public Works............................................................................................................................................ 139 Parks, Arts and Recreation................
........................................................................................................ 165 Information Services .....................................................................
............................................................. 181 SECTION V: DETAILS ..................................................................................................................
........................ 185 2009 Revenue by Type – All Funds ........................................................................................................... 186 2009 Expenditure
by Object – All Funds.................................................................................................... 188 2010 Revenue by Type – All Funds ........................................
.................................................................... 190 2010 Expenditure by Object – All Funds .......................................................................................
............. 192 Administrative Structure ............................................................................................................................ 195 Costs by Administrative
Structure............................................................................................................... 196 Departmental Expenditures by Cost Center: General Fund ...................
..................................................... 197 SECTION VI: PROGRAM IMPROVEMENTS AS PROPOSED BY CITY DEPARTMENTS............................................ 199 SECTION VII:
CAPITAL PLANNING, PROGRAMMING, AND BUDGETING ..........................................................225 2009 – 2010 Capital Budget .................................................................
.....................................................226 Capital Facility Items – – Transportation Projects ..........................................................................................2
28 Capital Facility Items – Water Utility Projects .............................................................................................240 Capital Facility Items – Sanitary
Sewer Projects...........................................................................................248 Capital Facility Items – Storm Drainage Projects .........................................
................................................256 Capital Facility Items – Parks and Recreation Projects .................................................................................264
Capital Facility Items – General Municipal & Community Improvement Projects.........................................272 Capital Facility Items – Other Proprietary Projects............................
..........................................................280 SECTION VIII: APPENDICES Appendix A: Employee Position Classification Salary Schedule ...................................................
................287 Appendix B: Community.........................................................................................................................295 Appendix C: Glossary.............
..................................................................................................................311
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.
February 1, 2009 Citizens of Auburn c/o City of Auburn 25 West Main Auburn, Washington 98001 Re: Transmittal of the 2009-2010 Adopted Biennial Budget Dear Citizens of Auburn: It is a
pleasure to present the City of Auburn’s Adopted Biennial Budget for 2009-2010. The budget is a policy guide, operations plan and a communications tool that describes the overall vision
of the Council and then allocates available City resources to a variety of community services and programs. Through the policy set by City Council it anticipates the basic needs of the
City and our citizens’ overall quality of life. Information included herein presents a course of action that facilitates the City’s continuing development as a responsible, efficient
and effective government. The City continues to experience both opportunity and challenge. The current economic slowdown requires us to take a closer look at our business. Legislative
enactments have resulted in limitations in revenue growth over the past decade. One of the more significant issues the City needs to address in the future is how to deal with the effects
of voter-approved initiatives that limit future growth in revenues. The City has endeavored to maintain a positive development climate by living within its present revenue and by avoiding
such additional taxes and fees as an employee head tax and local B&O taxes. Still, the basic economic formula remains the same. City income is divided into thee primary revenue sources
with property tax providing twenty percent, sales tax providing forty percent, and grants, fees and other income types just under forty percent. Economist’s state that because of voter
approved measures, by State law property tax revenues will grow at a rate of less than one percent. Sales tax revenues are forecasted to increase through next year, and fees are at the
maximum allowed by our Council. If income goes up less than the cost of living expenses, then the City must watch all revenues and expenditures closely. The continued success of our
many established businesses together with a variety of new businesses should continue to provide support for City services and public facilities in the coming years. Further reduction
in revenues from other sources and the impact of voter-approved initiatives places a priority on preserving as many programs and services as possible. Local efforts, therefore, will
be directed toward Public Safety and then exploring ways to maintain quality services. A major focus will be towards developing long-range forecasts of costs associated with City services
that are presently supported by general tax revenues to project the long-term impacts of decreases in revenue. In addition, the City will continue supporting those economic development
efforts that will show an economic benefit to the City in the form of new jobs and sales tax. In 2006 the City of Auburn also took another step toward implementing the vision for quality,
pedestrian oriented development, as outlined in the adopted Auburn Downtown Plan. Following a public hearing, the City Council adopted a Downtown Community Renewal Plan in September
2006. The Community Renewal Plan, which is authorized by State law, provides the City with another tool in promoting the redevelopment of the Auburn Downtown, particularly in the vicinity
of the transit station. By adopting the Community Renewal Plan the City will have more flexibility to address impediments to the growth of the Auburn Downtown. Situations involving obsolete
platting, multiple ownerships on a block or underutilization of land contribute to making the consolidation of property to achieve a larger high quality redevelopment project
2009-2010 Biennial Budget Transmittal Letter Page 2 difficult. The Community Renewal Plan provides a mechanism to help facilitate development in these situations if necessary. The City’s
General Fund continues to be budgeted conservatively. Expenditure budgets are thoroughly reviewed to maintain levels of service needed by our citizens. A portion of the carry over from
prior years has been used to sustain these service levels. At this time, it is anticipated that revenue will increase over 2008 but this increase is projected very conservatively due
to the current state of the economy. Expenditures will have moderate increases over 2008. This is due to the City being tied into labor contracts that are rising at rates between 3.5%
and 4.0%, despite the City cutting the General Fund expenditures by 2.5% and freezing 22 positions which are authorized, but not funded in this budget. The City will still need to utilize
reserves to balance the budget. Every effort has been made to maintain an adequate ending fund balance in anticipation of continuing adverse impacts of economic trends and possible regulatory
change. The budget includes program improvements that, in most cases, are supported by offsetting revenue. Efforts are being made to preserve the current programs that have been adopted
in previous years. THE BUDGET PROCESS The 2009-2010 Biennial Budget is the culmination of a detailed process involving both City staff and the City Council. Council has established a
Citywide Vision and Goals. The departments, in developing the capital and program areas of the 2009-2010 Biennial Budget, used this vision. Budget requests were developed jointly by
Department Directors and the Mayor, and presented to Council committees for review. The desire is to maintain essential programs at present levels of service, develop a workable strategy
to achieve Council goals, recommend modifications to meet changes in the City's circumstances, and continue the responsible financial management of the City's resources. THE BUDGET DOCUMENT
Auburn’s Vision and Mission Statements are highlighted in the budget document. These statements, developed jointly by the Council and City staff, describe the City’s direction and priorities.
The statements provide a framework for action and direct future activities and development within the City. The 2009-2010 Biennial Budget format presents the budget as a policy and fiscal
planning tool as well as a plan for the wise commitment of available resources. As in the past, departmental quantitative and qualitative performance objectives are highlighted throughout
the document. These objectives can be found in the Budget Policies (Section II) and by department in the Operating Budget (Section IV) of this document. Each department section contains
three measures that best show the program performance of their department. Organization of the budget is intended to focus on the key policy issues involved in its development and present
financial data in meaningful detail while portraying the full scope of the budget and City operations. This Letter of Transmittal presents an overview, serves as an introduction, and
sets forth the policy and strategic considerations involved in the budget’s preparation. The Budget Summary (Section I) summarizes the 2009-2010 fiscal plan, presenting budget amounts
as well as staffing trends by department. The Budget Process -Policies (Section II) describes the purpose and process of the budget document. It also presents a summary of the policies
implemented by the budget. This section identifies City issues, goals and planned initiatives. It includes policies and priorities that were employed in budget development along with
funding requirements. The Financial Plan (Section III) outlines the budget as a financial plan, focusing on and analyzing the budget’s financial data to describe how City operations
will be financed and how fiscal resources will be allocated to different functions and services. This section presents an overall summary of both revenues and expenditures, including
a discussion of General Fund revenue estimates and the basis of these estimates. Also included is a five-year financial forecast of the General Fund based on the actions and policies
of the budget.
2009-2010 Biennial Budget Transmittal Letter Page 3 The Operating Budget (Section IV) details City operations on a department-by-department, fund-by-fund basis. Each department includes
an organizational chart, mission statement, current year accomplishments, and next year’s objectives. Also included are historical, current and future financial data, staffing and performance
measures by department. The Details (Section V) depicts a more detailed view of City operations. Program Improvements (Section VI) discusses the 2009-2010 program improvements that are
included in the budget. The Capital Program (Section VII) summarizes the City’s 2009-2010 Capital Facilities Plan. This section provides an overview of those projects budgeted in 2009
and 2010. For future plans in more detail, see the City’s 2009-2014 Capital Facilities Plan published as a separate document. 2009-2010 BIENNIAL BUDGET CONSIDERATIONS This biennial budget
builds upon past experience and past budgets to protect the sound financial condition of the City. It continues the initiatives of prior years with a priority placed on Public Safety
and an array of programs responding to community needs and instituting modest baseline adjustments that form the basis for maintaining current levels of service as the community grows
through natural expansion and annexation. Our Fiscal Condition The budget has been prepared with the objective of maintaining the City’s financial condition and facilitating achievement
of Council objectives. The General and Cumulative Reserve Funds include essential balances; other fund balances continue to be adequate. The Utility Funds have maintained healthy working
capital balances needed to perform extensive upgrades to the systems. Current economic conditions have impacted sales tax revenue estimates and are budgeted conservatively. The slight
increase reflects anticipated revenues from the sales tax credit that Auburn receives from the State from the newly annexed area of Lea Hill. The City’s sales tax revenues have also
been been negatively impacted by the Streamlined Sales Tax legislation and will continued to be closely monitored should the State not be able to mitigate the effect as originally anticipated.
Property taxes reflect a decrease in the City’s reduced levy rate due to the creation of the Valley Regional Fire Authority (VRFA). The VRFA is comprised of three cities (Auburn, Algona,
and Pacific) and they levy their own property tax for their jurisdictions. The City issued $5,160,000 in limited tax general obligation (LTGO) bond debt in 2006 to construct a golf course
clubhouse and complete a mausoleum/niche wall project. In 2005, the City refunded a portion of the 1997 revenue and 1999 general obligation bonds and effectively reduced the annual interest
cost. Refunding utility revenue bonds were issued in the amount of $2,765,000 and refunding Airport GO bonds were issued in the amount of $1,375,000. Other unmatured bonds recently issued
Include: the 1999 utility revenue bonds, original issue $8,350,000, which will reach full maturity in 2009; 1999 GO Bonds, original issue of $2,551,600 for the Valley Com 911 Center,
reaching maturity in 2015; the 1998 $4,000,000 GO Bond for the library, maturing in 2018; and the 1997 utility revenue bonds in the amount of $5,000,000 maturing in 2016. The utility
bonds enabled continued development of infrastructure necessary for the City to provide utilities for growth and wholesale water to other communities in need of service, as well as to
meet domestic water treatment standards and storm water treatment system requirements. Revenues from utility sales will be used to repay related bond debt. The Airport limited tax general
obligation bond was issued for the construction of enclosed hangars and other improvements at the airport. All of the rental hangars were pre-leased prior to breaking ground. The City
also participated jointly with four other cities in the construction of the Valley Communications Center and is responsible for 20% of the general obligation debt associated with the
the facility. The City enjoys an outstanding bond rating and a solid reputation within the financial community. Again, a fiscally responsible budget is proposed for 2009-2010 to anticipate
substantial unknowns in revenue stability. Sales tax revenue has been projected at $17,795,000 in 2009, including the Criminal Justice distribution, which is an increase of 1.5% over
2008 budgeted sales tax revenue. The City has seen a steady increase in sales tax receipts over
2009-2010 Biennial Budget Transmittal Letter Page 4 the past few of years, due to retail and new construction. Due to the economic downturn and implementation of streamlined sales tax,
the City has anticipated a lower increase in sales tax receipts than in past years. Longer-term economic growth projections for the City continue to be positive, although reason for
caution remains. The national financial crisis has affected the regional economy in recent months. To ensure stability and continuing economic security, the City has maintained adequate
reserves. In accordance with this strategy, the Cumulative Reserve Fund is budgeted at $5.3 million in 2009, and the General Fund 2009 fund balance is budgeted at $5.8 million. Additionally,
an insurance reserve of $2.6 million is maintained to meet litigation claims and $2.8 million for the City’s obligations for health care and pension costs of firefighter LEOFF 1 retirees.
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 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 a 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 2009 budget allocates $164,720,600, and the 2010 budget allocates $157,622,000 among all budget functions and funds. General
Fund revenue is anticipated to remain stable from $52,171,300 as budgeted for 2009, to $52,522,400 in 2010 and anticipates that reserves will be reduced from previous high levels as
revenues level off. A strong financial position
is not the only objective of responsible city government. The Council has developed the future vision of the City. VISION 2016 The goals set the overall direction for the City and priorities
for program support and development. The 2009-2010 Biennial Budget allocates the City’s resources to achieve citywide goals. This program is facilitated by the budget and administered
by the Mayor. As such, the goals set the direction of activity for the various departments throughout the year. A ten year plan called “Vision 2016” was developed by the Mayor and City
Council during the 2006 Council
2009-2010 Biennial Budget Transmittal Letter Page 5 Retreat. Overall goals to guide development and implementation of the 2009-2010 departmental objectives are presented as follows:
Encourage Economic Development • Complete gateway projects • Development of the Robertson/Valley Drive-in properties • Build out I Street Corridor with appropriate buffers • Development
of Emerald Downs area • Complete A/B Street Corridor and develop adjacent areas • Develop the Airport area, including runway extension, new commercial area via land lease and new entrances
on D Street • Develop/improve Multicare site • Develop environmental building, commercial and technology in the Green Zone adjacent to Auburn Environmental Park (AEP), including rezone
• Development of the Golden Triangle area • Redevelopment of C Street SW and 15th Street SW properties • Create Auburn Way South Redevelopment Plan • Pursue joint economic development
area with Muckleshoot Tribe • Develop strategic plan for making Auburn a center for entertainment and arts • Market Auburn as the regional entertainment center • Develop criteria for
reviewing City owned properties Improve Designated Urban Center • Improve B Street Plaza • Revitalize and redevelop urban center with extended areas • Create medical/hospital zone •
Complete City Hall Plaza • Review zoning codes within Urban Center to allow increased development/density • Continue efforts to make Auburn’s Urban Center more pedestrian friendly •
Improve and expand public parking opportunities Plan Future City Development • Complete Thomas annexation • Annex D St. (Stuck) neighborhood • Complete Pierce County annexations Provide
for Public Safety • Ensure that Auburn is a safe and secure place to live or have a business • Provide adequate funding sources for public safety • Relocate Emergency Operations Center
• Continue to provide for public safety by holding forums for community needs Complete Public Works Projects • Complete I St. Corridor from 40th Street to 277th Street • Pursue street
bond to bring all all arterials to at least 70% condition index rating • Rebuild 15th Street SW Bridge over rail yard • Complete M St. Underpass • Continued commitment to Save Our Streets
(SOS) Program Actively Support Regional Transportation Improvements • Increase SR 167 to four lanes each side • Complete SR 167/SR 18 interchange
2009-2010 Biennial Budget Transmittal Letter Page 6 • Complete SR 164 improvements • Complete link road from SR 164 to SR 18 Enhance Quality of Life • Complete Green River Trail • Restore
Mill Creek • Develop Auburn Environmental Park • Develop espresso/juice bar and possible bike/skate shop on Interurban Trail (seasonal concessions) • Restore White Lake • Proactively
work with BNSF to encourage buffer zones at rail yard • Build south end trail loop and horse trail • Preserve former Carnegie Library and former Post Office • Pursue opportunities for
indoor and outdoor soccer facilities • Institute inner-city shuttle service • Develop one-stop multi-service center • Complete connections from downtown to the Interurban and White River
Trails • Continue efforts to partner with, fund and enhance human services • Encourage public art on downtown buildings • Include the area on Auburn Way South from F Street to 12th Street
in Les Gove Community Campus Encourage Sense of Community • Promote continuous community outreach by involving citizens and business in their City government • Continue to seek opportunities
to partner and work with the Muckleshoot Indian Tribe • New Post Office • Promote stability in neighborhoods and the downtown area • Integrate public efforts with efforts of service
clubs and faith community • Develop Community Center at Les Gove Park • Work toward unification of new communities with centralized communication and outreach to bring them into the
existing community • Promote pride in Auburn – “It’s More Than You Imagined” Miscellaneous Endangered Species Act The City is represented on various WRIA (Watershed Resources Inventory
Area) 9 (Green River) committees, and staff is also working with the WRIA 10 (White River) work group. The City continues to review development applications, policies and projects to
ensure that damage to fish habitat is minimized and opportunities for enhancement are undertaken. The City’s Environmental Protection Manager is responsible for coordinating and implementing
efforts to respond to Endangered Species Act issues and concerns. Water Supply The City has completed its years-long, intensive effort to characterize and model the hydrogeology underlying
the city. This work has been at the center of the process necessary to pursue additional water rights for the City's water utility. Partnering Opportunities The City will continue to
pursue opportunities to partner with the Muckleshoot Tribe, school districts, railroads, service organizations, private enterprises and the religious community to plan, develop and improve
the Auburn area for the benefit of all concerned.
2009-2010 Biennial Budget Transmittal Letter Page 7 CLOSING COMMENTS As Mayor, and as a citizen of Auburn, I am proud of the City’s accomplishments. The City Council has established
a vision for Auburn’s future. Building a bridge to that vision is our challenge as we move into the 21st Century—and continuing dialogue with Auburn’s citizens and businesses is a firm
foundation for that bridge. The 2009-2010 Biennial Budget for the City of Auburn represents a balanced approach to planning for Auburn's future. It continues a reasonable level of service
while maintaining the financial integrity of the City. The increase in residential development and an increasing population are placing greater demands upon City services. Increases
in programs must be managed carefully and brought on only as revenues become available. Every opportunity to increase revenue from sales tax must be explored and careful consideration
given to each possibility. The City, businesses and individual citizens must work hand-in-hand for all of us to succeed. The City is presenting a conservative, balanced budget that meets
the basic service requirements for Auburn’s citizens and businesses. The objective, as always, is to provide a reasonable level of service to the Auburn community within the framework
of fiscal integrity and sound financial management. Auburn is a special place to live, a home of over 67,000 people who still believe it is a small town. This is a challenge for all
of us, and we will find solutions that make sense for Auburn by working together as we have always done. Sincerely, Peter B. Lewis Mayor
2009-2010 Biennial Budget Transmittal Letter Page 8 The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award
to City of Auburn, Washington for its annual budget for the fiscal year beginning January 1, 2007. 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 device. The award is valid for one year only. We believe our current
budget continues to conform to program requirements, and we are submitting it to GFOA to determine its eligibility for another award.
2009-2010 Biennial Budget Section 1: Budget Summary Page 9 SECTION I: BUDGET SUMMARY This section summarizes the 2009-2010 Biennial Budget and provides comparisons to previous years’
revenues and expenditures. The section begins with a Readers Guide which provides the reader with the general layout of the budget document; continues with a summary of the City’s financial
structure and an overview of the City’s General Fiscal environment including legislative measures affecting City revenue. This section continues with summarized budget data which shows
a breakdown of the General Fund and then all funds combined. The reader is encouraged to refer to the Operating Budget, Section IV for a more detailed account of the departmental budgets.
Also, an expanded explanation of revenue sources and trends can be found in the Financial Plan, Section III. Readers Guide Understanding a governmental budget and its specialized terminology
and organization can be a challenging exercise. This Reader’s Guide has been provided provided to highlight the kinds of information contained in this document and to inform the reader
where to find particular information. It also provides a description of the City’s expenditure groupings and budget account structure. Budget Document Organization This budget document
contains legally required budget information, descriptive background information and various illustrative graphs and tables that will be helpful to the reader’s understanding. It is
divided into nine major sections, the contents of which are explained below. Transmittal Letter -The budget begins with a message from the Mayor of the City of Auburn presenting the
biennial budget. The letter addresses major changes and upcoming issues that effected policy when preparing the upcoming budget. Section I, Budget Summary -This section contains a broad
overview of the budget and the City’s financial structure. Section II, Budget Process/Policies – Presents the City’s budget process and the policies that guided the preparation of this
budget document. Section III, Financial Plan – Historical and future revenue trends are presented for each fund group as well as a six-year revenue forecast of the General Fund. Section
IV, Operation Budget – The operating budget is organized by department with each tab representing the divisions assigned to one of the City’s eight directors. See the following table
“Summary of Financial Structure” for a listing of the director responsible for each fund. Section V, Details – Detailed information on city operations based on administrative, functional
and financial structures. 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, and a glossary of terms.
2009-2010 Biennial Budget Section 1: Budget Summary Page 10 Financial Structure of the City Budget The City of Auburn’s accounting and budget structure is based upon Governmental Fund
Accounting to ensure legal compliance and financial management for various restricted revenues and program expenditures. Fund accounting segregates certain functions and activities into
separate self-balancing ‘funds’ created and maintained for specific purposes (as described below). Resources from one fund used to offset expenditures in a different fund are budgeted
as either a ‘transfer to’ or ‘transfer from’. The City of Auburn budget is organized in a hierarchy of levels, each of which is defined below: Fund A fund is an accounting entity used
to record the revenues and expenditures of a governmental unit which is designated for the purpose of carrying on specific activities or attaining certain objectives. For example Fund
102, the Arterial Street Fund, is designated for the purpose of maintaining the arterial streets within the City. Department Department designates a major department of the City operations,
e.g. Public Works and Parks and Recreation. Program A specific distinguishable line of work performed by the department, for the purpose of accomplishing a function for which government
is responsible. For example, “Traffic Control” is included within the Street Funds. Object The appropriation unit (object of expenditure) is the level of detail used in the budget to
sort and summarize objects of expenditure according to the type of goods or services being purchased, e.g., salaries, supplies. FUND DESCRIPTIONS Governmental Fund Types General Fund
– The General Fund is the City’s primary fund that accounts for current government operations. This fund is used to account for all resources not required to be accounted for in another
fund. The General Fund supports police protection, parks and recreation, planning and economic development, general administration of the City, and any other activity for which a another
type of fund is not required. Special Revenue Funds – Special Revenue Funds are used to account for revenues which are legally or administratively restricted for special purposes. These
funds receive revenues from a variety of sources, including Federal and State grants, taxes, and service fees. These revenues are dedicated to carrying out the purposes of the individual
special revenue fund. The City currently has twelve Special Revenue Funds. Examples of restricted revenues that must be spent on specific purposes are gas tax revenues, federal and state
grants for transportation, community development block grants, forfeited drug funds, business improvement assessments, hotel/motel tax and mitigation fees. Debt Service Funds – Debt
Service Funds account for resources used to repay the principal and interest on general purpose long-term debt not serviced by the enterprise funds. These funds do not include contractual
obligations accounted for in the individual funds. Capital Project Funds – Capital Project Funds pay for major improvements and construction. Revenues for capital funds are derived from
contributions from operating funds and bond proceeds. These revenues are usually dedicated to capital purposes and are not available to support operating costs. The City has two Capital
Project Funds.
2009-2010 Biennial Budget Section 1: Budget Summary Page 11 Permanent Funds – These funds report resources that are legally restricted to the extent that only earnings, and not principal,
may be used for purposes that support the programs. The City has one permanent fund, the Cemetery Endowed Care. Proprietary Fund Types Enterprise Funds – Enterprise Funds are used to
account for operations that are financed and operated in a manner similar to business enterprises. They are established as fully self-supporting operations with revenues provided primarily
from fees, charges, or contracts for services. The City maintains eight Enterprise Funds to account for the operations of Water, Sewer, Storm, Solid Waste, Airport, Cemetery, Commercial
Retail and the Golf Course. Internal Service Funds – Internal Service Funds are used to account for operations similar to those accounted for in Enterprise Funds, but these funds provide
goods or services to other departments on a cost reimbursement basis. The City maintains four Internal Service funds to account for information services, facilities, fleet management
and self-insurance activities. Fiduciary Funds -Fiduciary, or Trust Funds, are used to account for assets held by the City in a trustee capacity and cannot be used to support the City’s
own programs. These include pension trust, investment trust, private-purpose trust, and agency funds. The City’s pension trust fund is the Fire Relief and Pension Fund and is budgeted
on the accrual basis of accounting where revenues are recognized when earned and expenses are recorded when incurred. The City’s agency fund is custodial in nature and is not budgeted.
The City does not have any investment trust funds or private purpose trust funds.
2009-2010 Biennial Budget Section 1: Budget Summary Page 12 Fund Responsibility Budget Description 001 General Fund Mayor & Council Mayor Mayor & Council costs Human Resources HR Director
General government employment, safety, court and building maintenance Finance Finance Director General government finance costs City Attorney City Attorney General government legal costs
Planning Planning Director Planning, building permits and social service Police Police Chief Direct police department costs Public Works Public Works Director General engineering costs
Parks & Recreation Parks Director Park maintenance, recreational programs, arts and senior programs Streets Public Works Director Street maintenance costs Non-Departmental Finance Director
Citywide expenditures, fund transfers, fund balance & one-time expenditures Special Revenue Funds 102 Arterial Street Public Works Director MVFT and grants for Arterial Street projects
103 Local Street Public Works Director Property Tax Levy Lift for Local Street projects 104 Hotel/Motel Tax Finance Director Lodging tax for promotion of tourism 105 Arterial Street
Preservation Public Works Director Utility Tax 117 Drug Forfeiture Police Chief Forfeited drug money used for drug enforcement 118 Justice Assistance Grant Finance Director Police overtime
119 Housing/Commt'y Development Planning Director Community Development Block Grants (CDBG) 120 Recreational Trails Parks Director Dedicated funds for recreational trails 121 Business
Improvement Area Planning Director Financial activity of the downtown area 122 Cumulative Reserve Finance Director Governmental reserves 124 Mitigation Fees Finance Director Collection
of mitigation & impact fees 125 Special Parks Projects Finance Director Donations and related expenditures Debt Service Funds 229 1998 Library Bond Finance Director Principal & Interest,
1998 bonds 249 LID Guarantee Finance Director Reserves for security of LID's Capital Projects Funds 321 Municipal Parks Parks Director Capital projects at municipal parks 328 Capital
Improvements Finance Director Capital improvements -citywide projects Enterprise Funds 430 Water Public Works Director Operating fund for water utility 431 Sewer Public Works Director
Operating fund for sewer utility 432 Storm Drainage Public Works Director Operating fund for storm water utility 434 Solid Waste Finance Director Operating fund for solid waste utility
435 Airport Finance Director Operating fund for municipal airport 436 Cemetery Parks Director Operating fund for municipal cemetery 437 Golf Course Parks Director Operating fund for
municipal golf course 438 Commercial Retail Planning Director Operating fund for commercial retail Internal Service Funds 501 Insurance Finance Director Self-insurance reserves 505 Facilities
HR Director Operating fund for facilities and property management 518 Information Services IS Director Operating fund for information services 550 Equipment Rental Public Works Director
Operating fund for equipment rental Fiduciary/Trust Funds 611 Fire Pension Finance Director Pension fund for firemen's retirement system Permanent Funds 701 Cemetery Endowment Finance
Director Long-term reserves for cemetery operations All funds listed are appropriated. SUMMARY of FINANCIAL STRUCTURE
2009-2010 Biennial Budget Section 1: Budget Summary Page 13 General Fiscal Environment Effective budget and financial policies are developed gradually over a period of time in response
to longterm fiscal and social-economic conditions. Accordingly, although this document responds to the City’s financial policy, framework has been developed in response to multi-year
fiscal pressures. General Fund Auburn’s economy is generally cyclical following the economic cycles of the surrounding region. However, the economic down periods in the cycles have generally
been less severe for Auburn than for other municipalities in the region due to the relatively stable nature of Auburn’s economy. Auburn’s economy has grown much faster than the State
of Washington as a whole over the past decade, and its basic industries have been somewhat insulated from the economic downturns. Economic cycles are not the only determinants of revenues
for municipal budgeting. Even with an up sloping economy, laws that determine who pays taxes taxes and how much they pay can also have a major impact. The Washington State Legislature
has adopted several pieces of legislation, which have limited the ability of local governments to increase revenues and future taxing ability. Most recently the State adopted Streamlined
Sales Tax laws, which reallocates tax revenue from the source of the transaction to the destination. Auburn’s economy remains diversified but these exemptions have impacted Auburn’s
revenues substantially. Although inflation is controlled these altered revenue sources are having, and will continue to have, a substantial impact on Auburn’s budget. Other significant
concerns for the future are the demand for services. In particular, public safety services will increase dramatically with continued development and potential annexations. Residential
construction continues, but at a much slower pace than in the previous years. Development continues in the Lakeland (South) area of the City and the newly incorporated areas of Lea and
West Hills. Furthermore, due to mandatory sentencing guidelines required by the State, we have experienced over a 100% increase in the care and custody of prisoners in the past few years.
Alternatives to incarceration are being used, such as increasing the Home Monitoring Program and utilizing drug and alcohol rehabilitation programs. These programs appear to be having
a positive effect on incarceration costs. The General Fund must be budgeted and monitored very carefully during this period. Passage of voter approved initiatives and other pending voter
initiatives, can negatively impact the general fund. Severe downturns in the recent economy have drawn heavily on the reserves built in previous years. The City is employing strong fiscal
management in this budget to maintain adequate reserves yet maintain levels of service to citizens. Service levels may need to be visited in the interim if the downturn in the economy
continues or deepens. Current and Potential Legislative Action There have been several legislative actions at the state level that have permanently reduced sales tax revenues for the
City of Auburn. This legislation and other pending legislation, including federal legislation, 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. The impact of this legislation had been offset by a local strong economy and low unemployment rates. Current sales tax revenues are anticipated to grow in
spite of past legislative effects.
2009-2010 Biennial Budget Section 1: Budget Summary Page 14 Initiative 695 In November 1999, the voters of Washington State approved Initiative 695, which repeals the State’s long standing
motor vehicle excise tax (MVET) and requires future voter approval of tax and fee increases proposed by state, county and local governments. The ruling was upheld on appeal at the Washington
State Supreme Court. The loss of the MVET eliminated an average of $750 million annually as a funding source for local governments, transit systems and state transportation projects.
The loss of MVET revenues was approximately 2% of total General Fund revenues. During 2000, State funding was provided to assist in the revenue losses. The City of Auburn received approximately
$200,000 in 2001 and 2002. Early in 2003, the State discontinued this funding assistance. Initiative 747 One of the largest losses to City revenue is due to I-747 which limits property
tax increases to the lesser of 1% or inflation. I-747 was passed by Washington State voters in November of 2001. This measure was declared unconstitutional by the King County Superior
court on June 13, 2006. In November 2007, the State Supreme Court decision was to overturn I-747. Following this decision, the Washington Legislature approved House Bill 2416 reinstating
the provisions of I-747 retroactively to 2002, restoring the one percent limit on property tax increases. Initiative 776 The voters approved this initiative in the fall of 2002 to repeal
the $15 local option vehicle excise tax levied in King, Snohomish and Douglas counties. The voters of these counties initially approved this tax and there was argument whether a statewide
vote could repeal a local voted tax. After several court cases and subsequent appeals the state Supreme Court upheld the initiative. The loss to the City street program is approximately
$450,000 annually. Streamlined Sales and Use Tax (SST) 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. Analysis done on this has shown the City of Auburn could lose up to $1.2 million per year. Key Issues Affecting the 2009-2010 Budget Process As is the
case with most cities, one of the major issues is the funding of our streets transportation system. While the City has enjoyed an increase in population growth and commercial and residential
construction projects, the ability to provide ongoing preservation and maintenance of our system becomes more difficult, due to the sizable investment needed on an ongoing basis. 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.
Transit stations have been constructed in valley downtown areas to help alleviate transportation gridlock on our highways. The City placed a proposition on the November 2004 ballot asking
voters to increase the property tax levy lid for six years. This proposition was successful and the additional funds are being used to support a local street improvement program. The
City’s fiscal planning effort over the past several years has included efforts to accumulate reserves necessary for the City to weather a moderate recession. The increased revenues of
the past few years should allow the Cumulative Reserve Fund to be maintained at around the $5.5 million dollar level in the near future to hedge the City against continued revenue loss.
2009-2010 Biennial Budget Section 1: Budget Summary Page 15 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 67,000 people within
its incorporated limits, and another 25,000 to 30,000 people who reside in the adjacent unincorporated area considered to be within the Auburn community. The City of Auburn was incorporated
in 1891 and operates as a noncharter code city under the laws of the State. According to the King County Assessor’s Office the City’s total assessed valuation for tax roll 2008 is $6,526,294,998.
In 2008, the City employed 487 people (on a full-time equivalency basis) providing a full-range of municipal services. These services include: police protection, municipal court services,
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 train/bus station located in the City of Auburn. Retailing has also become a significant
factor in Auburn’s economy. Auburn has been a center for automotive sales for many years. Currently in 2008, automotive sales represent 20.9% of total sales tax collections. In previous
years the City has experienced tremendous growth in the sale of wholesale durable goods, which currently represents 16.1% of total sales tax collection. Growth surrounding the SuperMall
of the Great Northwest continues. Two of the major sources of sales tax in 2008 are from construction at 10.3% and services at 19.5% of total sales tax collections. New home construction
continues. Major developments are in the planning stages and include Kersey 3 near Lakeland with 400 homes; Robertson Properties on the current drive-in theater site, which will include
a mix of retail, office and housing. Other Funds The most significant issue for the proprietary funds (which account for the activities of the City utilities, cemetery, golf course,
and airport) over the past several years has been ensuring that these entities are selfsufficient and needed capital projects are accomplished. The Water Fund working capital has been
reduced as capital construction projects are completed. Wholesaling water to neighboring communities is an important part of the water utility. The City fully supplies water to a neighboring
city in addition to supplementing the supply of water for three other jurisdictions. The Water utility increase will take effect January 1, 2009. The Sanitary Sewer Fund completed Auburn
Way South Sanitary Sewer – Phase 2, and Sewer Relining on 19th Dr NE. Working Capital has been reduced as capital construction projects are completed. Sewer rates are evaluated to be
sure future capital and operational costs are covered. A rate increase will take effect January 1, 2009.
2009-2010 Biennial Budget Section 1: Budget Summary Page 16 The Storm Drainage Fund completed West Main Pump Station and has many projects proposed in the 09-10 Budget. Working Capital
has been reduced as capital construction projects are completed. The storm drainage utility will continue to implement requirements of the NPDES phase II permit. A rate increase will
take effect January 1, 2009. The Golf Course Fund has reduced working capital while providing facility improvements and upgrades over the past several years. In 2007, construction of
a new Clubhouse which includes a restaurant was completed. Greens fees were increased regularly over the last few years to cover the cost of operations.
2009-2010 Biennial Budget Section 1: Budget Summary Page 17 Overview of Summary Section The tables and graphs on the following pages reflect summarized budget information for 2009 and
2010. 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 • 2009 Budget Summary, All Funds (Table) • 2009 Budgeted Revenues & Expenditures by Fund,
% of Total (Graph) • 2010 Budget Summary, All Funds (Table) • 2010 Budgeted Revenues & Expenditures by Fund, % of Total (Graph) • Comparative Budget Summary, 2007-2010 – All Funds (Table)
• 2009 & 2010 Budgeted Revenue – All Funds (Graph) • 2009 & 2010 Budgeted Expenditures – All Funds (Graph) • Comparative Budget Summary, 2007-2010 – General Fund (Table) • 2009 & 2010
Budgeted Revenue – General Fund (Graph) • 2009 & 2010 Budgeted Expenditures – General Fund (Graph) • Staffing Trends, 2000-2010 (Graph) • Position Allocation by Funding Source, 2006-2010
(Table) • Position Allocation by Department, 2006-2010 (Table)
2009-2010 Biennial Budget Section 1: Budget Summary Page 18 Beginning 2009 2009 Ending Fund Balance Resources Expenditures Fund Balance $ 9,419,970 $ 52,171,300 $ 55,747,000 $ 5,844,270
Arterial Street 717,062 6,560,100 6,894,100 383,062 Local Street 441,441 2,363,200 2,200,000 604,641 Hotel/Motel Tax 98,000 87,600 153,000 32,600 Arterial Street Preservation -1,527,000
1,500,000 27,000 Drug Forfeiture 554,807 215,000 355,700 414,107 Justice Assistance 12,261 14,400 14,400 12,261 Housing & Community Development 1 0,231 600,900 600,900 10,231 Recreational
Trails 37,494 7,800 -45,294 Business Improvement Area 68,958 55,000 53,000 70,958 Cumulative Reserve 5,703,268 156,000 488,000 5,371,268 Mitigation Fees 5,309,345 952,000 1,673,200 4,588,145
Parks & Recreation Special Projects ----1998 Library Bond 42,310 308,500 307,500 43,310 LID Guarantee 61,623 1,200 11,000 51,823 Municipal Park Construction 129,079 11,663,800 9,063,900
2,728,979 Capital Improvements 9,515,434 2,263,300 6,809,900 4,968,834 Water 7,149,566 9,840,200 15,483,000 1,506,766 Sewer 10,325,392 15,510,100 20,216,800 5,618,692 Storm Drainage
5,448,747 5,721,000 9,639,400 1,530,347 Solid Waste 2,635,485 11,834,800 13,080,900 1,389,385 Airport 871,886 3,698,800 3,853,500 717,186 Cemetery 427,065 946,300 968,900 404,465 Golf
Course 192,300 1,938,000 2,068,400 61,900 Commercial Retail 641,424 -500,000 141,424 Insurance 2,649,518 78,400 78,000 2,649,918 Facilities -2,496,600 2,334,500 162,100 Information Services
2,397,010 5,205,800 5,465,900 2,136,910 Equipment Rental 5,162,356 3,626,700 4,943,700 3,845,356 Fire Pension 2,872,968 143,000 165,700 2,850,268 Agency Disbursement ----PERMANEN T FUNDS
Cemetery Endowment 1 ,495,350 125,000 50,300 1,570,050 TOTAL BUDGET $ 74,390,350 $ 140,111,800 $ 164,720,600 $ 49,781,550 2009 BUDGET SUMMARY -ALL FUNDS INTERNAL SERVICE FUNDS CAPITAL
PROJECTS FIDUCIARY FUNDS DEBT SERVICE SPECIAL REVENUE FUNDS GENERAL FUND Fund ENTERPRISE FUNDS
2009-2010 Biennial Budget Section 1: Budget Summary Page 19 Budgeted Revenues by Fund -2009 Internal Service Funds 8.1% Other Misc. Funds 0.2% Debt Service 0.2% Special Revenue Funds
9.0% General Fund 37.3% Capital Projects 9.9% Enterprise Funds 35.3% Budgeted Expenditures by Fund -2009 Enterprise Funds 40.0% Capital Projects 9.6% General Fund 33.8% Special Revenue
Funds 8.5% Debt Service 0.2% Other Misc. Funds 0.1% Internal Service Funds 7.8%
2009-2010 Biennial Budget Section 1: Budget Summary Page 20 Beginning 2010 2010 Ending Fund Balance Resources Expenditures Fund Balance $ 10,844,270 $ 52,522,400 $ 57,184,700 $ 6 ,181,970
Arterial Street 383,062 1 6,730,000 16,753,000 360,062 Local Street 604,641 2,363,600 2,200,000 768,241 Hotel/Motel Tax 32,600 85,700 85,500 32,800 Arterial Street Preservation 27,000
1,527,500 1 ,500,000 54,500 Drug Forfeiture 4 14,107 2 15,000 237,300 391,807 Justice Assistance 1 2,261 11,100 11,100 1 2,261 Housing & Community Development 10,231 600,900 600,900
10,231 Recreational Trails 45,294 7,900 -53,194 Business Improvement Area 70,958 5 5,100 54,000 72,058 Cumulative Reserve 5,371,268 1 46,000 -5,517,268 Mitigation Fees 4,588,145 9 10,000
2,508,500 2,989,645 Parks & Recreation Special Projects ----1998 Library Bond 43,310 305,300 304,300 44,310 LID Guarantee 51,823 1 ,200 11,000 42,023 Municipal Park Construction 2,728,979
868,100 3,569,700 27,379 Capital Improvements 4,968,834 2,314,600 1,130,100 6,153,334 Water 1,506,766 14,462,900 14,613,100 1,356,566 Sewer 5,618,692 15,887,800 19,846,300 1 ,660,192
Storm Drainage 1,530,347 8,589,000 8,702,500 1 ,416,847 Solid Waste 1,389,385 1 1,954,400 1 2,246,100 1,097,685 Airport 7 17,186 704,900 667,100 754,986 Cemetery 404,465 968,300 995,400
377,365 Golf Course 6 1,900 2,098,000 2,141,700 1 8,200 Commercial Retail 1 41,424 --1 41,424 Insurance 2,649,918 78,400 78,000 2,650,318 Facilities 162,100 2,591,200 2,425,500 327,800
Information Services 2 ,136,910 5,270,900 5,546,500 1,861,310 Equipment Rental 3,845,356 3,337,500 4,009,800 3,173,056 Fire Pension 2,850,268 1 47,000 169,600 2,827,668 Agency Disbursement
----PERMANEN T FUNDS Cemetery Endowment 1 ,570,050 1 27,000 30,300 1,666,750 TOTAL BUDGET $ 54,781,550 $ 1 44,881,700 $ 157,622,000 $ 42,041,250 2010 BUDGET SUMMARY -ALL FUNDS INTERNAL
SERVICE FUNDS CAPITAL PROJECTS FIDUCIARY FUNDS DEBT SERVICE SPECIAL REVENUE FUNDS GENERAL FUND Fund ENTERPRISE FUNDS *$5 million was added to the 2010 beginning fund balance to estimate
one time revenue and unspent 2009 budget.
2009-2010 Biennial Budget Section 1: Budget Summary Page 21 Budgeted Revenues by Fund -2010 Enterprise Funds 37.7% Capital Projects 2.2% General Fund 36.3% Special Revenue Funds Debt
Service 15.6% 0.2% Other Misc. Funds 0.2% Internal Service Funds 7.8% Budgeted Expenditures by Fund -2010 Internal Service Funds 7.6% Other Misc. Funds 0.1% Debt Service 0.2% Special
Revenue Funds 15.2% General Fund 36.3% Capital Projects 3.0% Enterprise Funds 37.6%
2009-2010 Biennial Budget Section 1: Budget Summary Page 22 Budget Summary 2008 2007 2008 Estimated 2009 2010 Actual Adj. Budget Actual Budget Budget REVENUES Taxes $ 4 6,721,652 $ 43,868,800
$ 4 3,318,500 $ 46,535,300 $ 47,488,700 Licenses & Permits 1 ,606,950 1 ,295,000 1,110,000 1 ,380,500 1 ,497,500 Intergovernmental 5,979,338 1 3,733,300 9 ,178,249 1 0,572,000 1 7,023,500
Charges for Services 47,402,694 44,049,300 46,358,763 5 4,301,400 56,463,200 Fines & Forfeitures 2 ,155,330 1,871,000 1 ,940,029 2,233,000 2,929,700 Other Revenue 11,294,721 8 ,008,100
8,406,825 8,998,700 7,433,300 Total Revenues 115,160,685 112,825,500 110,312,366 1 24,020,900 1 32,835,900 EXPENDITURES Salaries & Wages 2 6,662,491 34,288,500 32,737,950 3 4,901,400
36,873,700 Personnel Benefits 9 ,199,493 11,303,400 1 0,803,800 1 2,958,400 1 3,772,900 Supplies 3,751,198 4,547,750 3,997,400 4,907,300 5 ,018,400 Other Services & Charges 25,393,862
29,597,550 27,380,249 3 1,645,600 3 1,863,400 Intergov't Services & Charges 22,924,022 14,318,400 13,755,614 14,491,700 1 4,663,400 Interfund Payments for Services 6,653,409 7 ,518,600
7 ,516,500 10,591,800 1 0,733,900 Debt Service 3,055,289 3 ,581,600 3,498,600 3,768,400 3,288,200 Capital Outlay 2 4,891,507 48,454,000 30,063,498 4 1,402,600 36,899,800 Total Expenditures
122,531,271 1 53,609,800 129,753,611 1 54,667,200 153,113,700 OTHER FINANCING SOURCES (USES) Debt Proceeds & Capital Leases 695,504 6,037,500 1 ,037,500 5,037,500 6,537,500 Intergovt'l
Loan Proceeds 1 50,000 1 63,000 80,000 --Proceeds from Sale of Fixed Assets ( 459,449) ----Transfers In 6,829,989 11,223,314 9,765,664 1 0,053,400 4,508,300 Transfers Out ( 6,829,989)
( 11,223,314) ( 9,765,664) (10,053,400) ( 4,508,300) Net Change in Restricted Assets ( 6,288,586) ----Contributed Capital 12,479,501 1 ,475,000 1 ,475,000 1 ,000,000 1 ,000,000 Total
Financing Sources (Uses) 6,576,970 7,675,500 2,592,500 6,037,500 7,537,500 Net Change in Fund Balance (793,616) (33,108,800) (16,848,745) ( 24,608,800) (12,740,300) Fund Balances -Beginning
9 2,032,710 9 1,302,094 9 1,239,095 74,390,350 5 4,781,550 Fund Balances -Ending $ 9 1,239,094 $ 5 8,193,294 $ 74,390,350 $ 4 9,781,550 $ 4 2,041,250 Notes: Contributed Capital consists
of contributions from outside developer's system development charges and area assessments. ALL FUNDS
2009-2010 Biennial Budget Section 1: Budget Summary Page 23 2009 /2010 Budgeted Revenue – All Funds $0 $10,000 $20,000 $30,000 $40,000 $50,000 $60,000 Taxes Licenses & Permits Intergovernmental
Charges for Services Fines & Forfeitures Other Transfers In Thousands 2009 2010 2009 /2010 Budgeted Expenditures – All Funds $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000
$40,000 $45,000 $50,000 $55,000 Salaries & Benefits Supplies Other Services Intergov't Services Interfund Payments Debt Service Capital Outlay Transfers Out Thousands 2009 2010
2009-2010 Biennial Budget Section 1: Budget Summary Page 24 Budget Summary 2008 2007 2008 Estimated 2009 2010 Actual Adj. Budget Actual Budget Budget REVENUES Taxes: Property $ 15,166,016
$ 9 ,616,900 $ 9 ,616,900 $ 9,868,500 $ 10,471,900 Sales & Use 1 8,680,374 1 8,254,700 1 8,427,000 1 9,895,000 2 1,055,400 Utility 2 ,095,901 2,000,400 2,039,000 3 ,152,700 2 ,215,800
Business 6 ,351,538 7 ,916,800 7 ,849,100 7,043,600 7,170,100 Excise 1 ,008,066 996,500 946,500 946,500 946,500 Licenses & Permits 1 ,606,950 1 ,295,000 1 ,110,000 1 ,380,500 1 ,497,500
Intergovernmental 3 ,451,594 4,460,600 5 ,271,724 3,776,000 3 ,816,300 Charges for Services 2,663,788 1 ,979,500 1 ,818,163 2,009,300 2,091,000 Fines & Forfeitures 1 ,930,389 1,671,000
1 ,740,029 2,033,000 2,729,700 Other Revenue 1 ,634,208 823,800 987,102 549,200 511,200 Total Revenues 54,588,824 4 9,015,200 4 9,805,518 50,654,300 52,505,400 EXPENDITURES Salaries
& Wages 1 9,033,953 2 4,419,450 2 2,918,000 2 3,644,100 24,853,800 Personnel Benefits 6 ,895,147 8,294,800 7 ,803,100 9,067,300 9 ,618,800 Supplies 1,491,897 1 ,764,950 1 ,545,600 1
,307,700 1 ,259,900 Other Services & Charges 8,142,173 1 0,809,350 9,703,655 8,946,800 9,567,500 Intergov't Services & Charges 1 3,085,563 4,034,700 3 ,302,714 3,280,400 3,439,300 Interfund
Payments for Services 4 ,081,233 4,482,500 4,482,300 6 ,931,000 6 ,945,100 Debt Service 225,141 2 50,500 2 50,500 2 50,700 2 50,900 Capital Outlay 1 ,181,588 927,600 611,500 160,000
9 0,000 Total Expenditures 5 4,136,695 54,983,850 5 0,617,369 53,588,000 56,025,300 OTHER FINANCING SOURCES (USES) Debt Proceeds & Capital Leases 695,504 ----Intergovt'l Loan Proceeds
-----Transfers In 1 ,047,733 6 43,132 4 17,532 1,517,000 17,000 Transfers Out (2,180,975) (4,649,132) (4,648,432) (2,159,000) (1,159,400) Proceeds from Sale of Fixed Assets -----Contributed
Capital -----Total Financing Sources (Uses) ( 437,738) ( 4,006,000) ( 4,230,900) ( 642,000) (1,142,400) Net Change in Fund Balance 14,391 (9,974,650) (5,042,751) ( 3,575,700) ( 4,662,300)
Fund Fund Balances -Beginning 1 4,448,328 1 4,462,720 14,462,721 9 ,419,970 1 0,844,270 Fund Balances -Ending $ 14,462,719 $ 4,488,070 $ 9 ,419,970 $ 5,844,270 $ 6,181,970 GENERAL FUND
*$5 million was added to the 2010 beginning fund balance to estimate one time revenue and unspent 2009 budget.
2009-2010 Biennial Budget Section 1: Budget Summary Page 25 2009 /2010 Budgeted Revenue – General Fund $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 Taxes
Licenses & Permits Intergovernmental Charges for Services Fines & Forfeitures Other Revenue Transfers In Thousands 2009 2010 2009 /2010 Budgeted Expenditures – General Fund $0 $5,000
$10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 Salaries & Benefits Supplies Other Services Intergov't Services Interfund Payments Debt Service Capital Outlay Transfers Out Thousands
2009 2010
2009-2010 Biennial Budget Section 1: Budget Summary Page 26 Staffing Trends The opposite page presents the current and past staffing as allocated by funding to the various City departments.
The second table presents departmental staffing on the basis of the City’s administrative structure. As can be seen, the City’s staffing has steadily increased over the last five years.
This increase is 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. For 2009
the total increase over the 2008 staffing is 2.0 FTE’s. As seen in the following graph, the number of employees per 1,000 citizens has been reduced in recent years. This is due in part
to revenue restrictions, and to improved operations. Population vs Staff Levels 2000-2010 0 100 200 300 400 500 FTE Positions 0.0 3.0 6.0 9.0 12.0 Positions Per 1,000 Population FTE
424 428 438 447 448 457 463 422 488 490 491 Staff/Pop 10.1 9.7 9.8 9.9 9.7 9.6 9.5 8.4 7.3 7.2 7.0 2000 2001 2002 2003 2004 2005 2006 2007 2008 2009 2010
2009-2010 Biennial Budget Section 1: Budget Summary Page 27 08-09 09-10 Department 2006 2007 2008 2009 2010 Changes Changes Mayor 3.20 3.70 3.50 3.50 3.50 0.00 0.00 Human Resources 12.82
15.24 16.44 6.45 6.45 -9.99 0.00 Municipal Court 14.20 17.20 21.20 21.20 21.20 0.00 0.00 Finance 8.88 8.40 9.32 9.32 9.32 0.00 0.00 Legal 11.49 11.99 13.98 14.22 14.22 0.24 0.00 Planning
26.00 30.00 37.80 38.00 38.00 0.20 0.00 Police 117.10 116.40 150.10 150.10 150.10 0.00 0.00 Fire 82.00 0.00 0.00 0.00 0.00 0.00 0.00 Emergency Medical Services 0.00 0.00 0.00 0.00 0.00
0.00 0.00 PW Engineering 19.81 24.96 27.36 25.86 25.86 -1.50 0.00 Parks & Rec. 35.02 36.52 38.51 38.51 38.51 0.00 0.00 PW Street 11.52 15.68 17.57 16.52 16.52 -1.05 0.00 Non Dept 0.00
0.00 0.00 0.00 0.00 0.00 0.00 Sub-Total General Fund 342.04 280.09 335.78 323.68 323.68 -12.10 0.00 Water 30.09 33.58 36.05 37.27 37.27 1.22 0.00 Sewer 18.81 24.01 24.64 25.45 25.45
0.81 0.00 Storm Drainage 19.59 25.57 31.66 31.28 32.28 -0.38 1.00 Solid Waste 6.24 6.43 6.98 7.03 7.03 7.03 0.05 0.00 Airport 0.16 0.16 0.16 0.16 0.16 0.00 0.00 Cemetery 6.33 7.57 7.60
7.63 7.63 0.03 0.00 Golf Course 5.96 8.45 8.97 9.00 9.00 0.03 0.00 Facilities 0.00 0.00 0.00 9.68 9.68 9.68 0.00 Communications 7.80 6.30 4.50 4.50 4.50 0.00 0.00 Information Services
11.10 15.00 18.00 18.00 18.00 0.00 0.00 Equip. Rental 7.75 7.71 8.46 9.46 9.46 1.00 0.00 Other Funds 6.38 6.38 5.20 6.86 6.86 1.66 0.00 Sub-Total Other Funds 120.21 141.16 152.22 166.32
167.32 14.10 1.00 TOTAL FTE's 462.25 421.25 488.00 490.00 491.00 2.00 1.00 POSITION ALLOCATION BY FUNDING
2009-2010 Biennial Budget Section 1: Budget Summary Page 28 POSITION ALLOCATION BY DEPARTMENT 08-09 09-10 Department 2006 2007 2008 2009 2010 Changes Changes Mayor 10.50 11.00 12.00
12.00 12.00 0.00 0.00 Human Resources 15.00 17.50 18.50 8.50 8.50 -10.00 0.00 Municipal Court 14.00 16.00 21.00 21.00 21.00 0.00 0.00 Finance 23.00 24.00 25.00 25.00 25.00 0.00 0.00
Legal 13.00 14.00 16.00 16.00 16.00 0.00 0.00 Planning 25.00 29.00 34.00 34.00 34.00 0.00 0.00 Police 118.00 119.50 151.50 151.50 151.50 0.00 0.00 Fire 82.00 0.00 0.00 0.00 0.00 0.00
0.00 EMS 0.00 0.00 0.00 0.00 0.00 0.00 0.00 PW Engineering 48.00 54.00 63.00 63.00 63.00 0.00 0.00 Parks & Rec. 35.75 37.75 40.00 40.00 40.00 0.00 0.00 PW Street 11.00 15.00 14.00 14.00
14.00 0.00 0.00 Dept 98 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Sub-Total General Fund 395.25 337.75 395.00 385.00 385.00 -10.00 0.00 Water 16.00 19.00 20.00 20.00 20.00 0.00 0.00 Sewer 8.00
11.00 11.00 11.00 11.00 0.00 0.00 Storm Drainage 9.00 12.00 16.00 17.00 18.00 1.00 1.00 Solid Waste 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Airport 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Cemetery
6.00 7.00 7.00 7.00 7.00 0.00 0.00 Golf Course 6.00 8.50 9.00 9.00 9.00 0.00 0.00 Facilities 0.00 0.00 0.00 10.00 10.00 10.00 0.00 Info Services 11.00 15.00 18.00 18.00 18.00 0.00 0.00
Equip. Rental 9.00 9.00 10.00 11.00 11.00 1.00 0.00 Sub-Total Other Funds 67.00 83.50 93.00 105.00 106.00 12.00 1.00 TOTAL FTE's 462.25 421.25 488.00 490.00 491.00 2.00 1.00 Changes
in 2007 through 2009 Budget: (FTE – Full-time Equivalent) Positions listed below reflect changes made after the adoption of the 2007 budget. Does not include seven elected Council positions
and one elected Judge. Mayor/Communications & Community Relations: 0.5 FTE -Council Assistant was added in 2007. 1.0 FTE -Project Human Resources: 1.0 FTE -Property & Facilities Manager
was added in 2007. 1.0 FTE -HR Coordinator was added in late 2007 due to the annexations. 0.5 FTE was moved from Dept 98 to Human Resources as a Community Services Crew leader. 1.0 FTE
-Project/Construction Manager was added in 2008. Municipal Court: 1.0 FTE was moved from Dept 98 to Municipal Court as a Court Clerk II. 0.5 FTE -Probation Assistant was added in 2007.
2.0 FTE -Court Clerk II, 1 FTE -Probation Counselor and 1.0 FTE -Court Commissioner was added in 2008 due to the annexations. 1 FTE -Court Clerk I has been frozen in the 2009/2010 Budget.
Planning: 1.0 FTE was moved from Engineering to Planning in 2007. 1.0 FTE -Development Services Specialist was added in 2007. 2.0 FTE's were added in late 2007 due to the annexations:
1.0 FTE -Plans Examiner and 1.0 FTE -Permit Center Technician. 3.0 FTE's were added in 2008 due to the annexations: 1.0 FTE -Code Compliance Officer, 1.0 FTE -Building Inspector, 1.0
FTE -Planner. 2.0 FTE's -Planners were added in 2008. 3 FTE's -Principal Planner, Senior Planner and Building Inspector have been frozen in the 2009/2010 Budget. Finance: Added 2.0 FTE's
due to the annexations: 1.0 FTE Financial Analyst in 2007, 1.0 FTE Accountant in 2008. Legal: 2.0 FTE's were added in 2008 due to the annexations: 1.0 FTE City Prosecutor and 1.0 FTE
Office Assistant.
2009-2010 Biennial Budget Section 1: Budget Summary Page 29 Changes from the 2009 to 2010 Budget: (FTE – Full-time Equivalent) Fire: became it's own entity in 2007, the Valley Regional
Fire Authority. Equipment Rental: 1.0 FTE -Maintenance Worker I was added in 2008 due to the annexations. 1.0 FTE -Equipment Rental Shop Supervisor added in the 2009 Budget. Street:
4.0 FTE's were added in late 2007 for the annexation: 1.0 FTE -Field Supervisor, 2.0 FTE -Maintenance Worker II, and 1 FTE -Maintenance Worker I. 1.0 FTE -Maintenance Worker I was added
in early 2008 due to the annexation. 2.0 FTE' -Maintenance Worker I were moved from Street to Storm in 2008 for weed/vegetation control. 1 FTE -Maintenance Worker I has been frozen in
the 2009/2010 Budget. Water: 2.0 FTE's were added in 2007: 1.0 FTE -Field Supervisor and 1.0 FTE -Maintenance Worker II. 2.0 FTE's -Maintenance Worker I were added in the 2008 budget.
1.0 FTE -Utility Technician was moved from Water to Engineering in 2008. Police: 0.5 FTE was moved from Non-departmental to Police in 2007 to create an Office Assistant for Emergency
Preparedness. 10.0 FTE's -Police Officers were added in the 2008 budget. In early 2008 as a result of the annexations, 22.0 FTE's were added: 10 FTE -Police Officers, 1.0 FTE -Traffic
Officer, 2.0 FTE -Detectives, 2.0 FTE -Sergeants, 1.0 FTE -Commander, 1.0 FTE -Police Secretary, 2.0 FTE -Police Specialists, 1.0 FTE -Crime Analyst, 1.0 FTE -Parking Control Attendant,
1.0 FTE -Correction Officer. 12 FTE's -1 Commander, 2 Sergeants, 1 Detective, 5 Police Officers, 1 Corrections Officer and 2 Police Specialists have been frozen in the 2009/2010 Budget.
PW Engineering: 4.0 FTE's were added in early 2007: 2.0 FTE -Construction Inspectors, 1.0 FTE Development Review Engineer and 1.0 FTE Development Support Clerk. 1.0 FTE -Traffic Operations
Technician was added in 2007. 1.0 FTE position was moved from Engineering to Planning in 2007. Added 2.0 FTE's in late 2007 due to the annexations: 1.0 FTE -Development Support Supervisor
and 1.0 FTE -Project Surveyor. Added 6.0 FTE's in early 2008 due to the annexations: 1.0 FTE -Construction Inspector, 1.0 FTE -Traffic Engineer, 1.0 FTE -Utilities Engineer, 1.0 FTE
-Storm Drainage Technician, 1.0 FTE -Contract Administration Specialist, 1.0 FTE -Construction Clerk. In 2008, 2.0 FTE's were moved to Engineering; 1.0 FTE from Water and 1.0 FTE from
Storm. 1.0 FTE -Office Manager was added in 2008. 3 FTE's -Office Manager, Engineering CAD Manager and Construction Clerk have been frozen in the 2009/2010 budget. Parks: 1.0 FTE was
moved from Non-departmental to Parks in 2007 for a Theater Operations Coordinator. 1.0 FTE -Maintenance Worker II was added in late 2007 due to the annexation. 2.0 FTE's were added in
early 2008 due to the annexation: 1.0 FTE -Field Supervisor and 1.0 FTE -Maintenance Worker I. 0.25 FTE -Curator of Education was added in 2008 to make it a full time position. 1 FTE
-Field Supervisor has been frozen in the 2009/2010 Budget. Golf Course: 0.5 FTE -Golf Operations Assistant was added to create full time position in 2008. 1 FTE -Maintenance Worker I
has been frozen in the 2009/2010 Budget. Storm: 1.0 FTE -Maintenance Worker I added in the 2010 Budget. Storm: 1.0 FTE -Field Supervisor was added late in 2007 due to the annexation.
1.0 FTE -Maintenance Worker II was added in the 2008 budget. 2.0 FTE's were added due to the annexations -1.0 FTE -Maintenance Worker II and 1.0 FTE -Maintenance Worker I. 2.0 FTE's
were transferred from Street to Storm for weed/vegetation control. 1.0 FTE -Water Resources Technician was moved from Storm to Engineering in 2008. 1.0 FTE -Maintenance Worker I was
added in the 2009 Budget. Information Services: 2.0 FTE's were added in 2007 due to the annexations: 1.0 FTE-GIS/Database Administrator and 1.0 FTE -Desktop support. 1.0 FTE -Desktop
Support was added in the 2008 budget. 1.0 FTE -Network Administrator was added in 2008. 1.0 FTE position (Webmaster) was moved from Communications under the Mayor to Information Services
in 2008. Cemetery: 1.0 FTE -Maintenance Worker I was added in 2007. Sewer: 1.0 FTE -Maintenance Worker II was added in early 2007. 2.0 FTE's were added in 2007: 1.0 FTE -Field Supervisor
and 1.0 FTE -Maintenance Worker II.
2009-2010 Biennial Budget Section 1: Budget Summary Page 30
2009-2010 Biennial Budget Section II: Process/Policies Page 31 SECTION II: PROCESS/POLICIES Organization The City has a “strong mayor” form of government as organized under the Optional
Municipal Code as provided in state law. The independently elected Mayor is responsible for all administrative functions of the City, and all of the department Directors report to the
Mayor. The City Council exercises legislative and quasi-judicial functions. All seven members of the City Council and the Mayor are elected at large for four-year terms. Since 1998,
the City has had an elected Judge. This position is also elected at large and serves a four-year term. 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 twoyear appropriation. An appropriation represents the city’s legal authority to expend funds. Traditionally, the appropriations have been for one-year
terms. State law has extended this legal authority so that a city’s legislative body may approve an appropriation, or budget, for a two-year term. Currently, an annual budget means that
every other budget is developed in the context of elections for many of the policy makers. By design, the city biennial budget is considered in non-election years, as the biennium must
begin in odd-numbered years. The most common reason for using a twenty-four month appropriation is the time savings in both the budget development and approval process. This is true
of staff time invested in preparing the budget as well as the time Council spends during the approval and adoption phases. While it does take more time to prepare a twenty-four month
budget than one for the traditional twelve months, the additional time spent is not as significant as preparing two annual budgets. As a result, over the two-year period, there is a
substantial time savings. This time savings allows staff and Council to focus on long-range strategic planning. The concept of a two-year appropriation is straightforward. Rather than
a twelve-month window during which the appropriated funds can be legally spent, a biennium provides for a twenty-four month window. The two-year budget provides an opportunity to widen
the planning horizon and allow more long-term thinking to be part of the financial plan that the budget
represents. However, there may also be concerns about spending portions of the budget earlier in the biennium than had been planned. For this reason, many cities have adopted variations
of a biennial budget. One approach is to adopt two, one-year budgets. This is the method that the City of Auburn has chosen. The requirements for preparing an annual budget and a biennial
budget are similar. One distinction is that a “midbiennium 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 midbiennium review begins September 1st and is to be completed by the end of the first
year of the 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.
2009-2010 Biennial Budget Section II: Process/Policies Page 32 Policy/Strategy Phase Needs Assessment Phase Review/Development Phase Adoption/Implementation Phase Steps in the Budget
Process Mayor & Council update the vision for the City. Goals, policies and/or mission statements are set to accomplish the vision Mayor & Finance Director meet to discuss budget priorities
Mayor reviews budget requests Property Tax Levy Established Preliminary Budget prepared & filed with City Clerk City Clerk publishes notice of Preliminary Budget & public hearing Copies
of Preliminary Budget are made available to the public Revisions/Adjustments made to Preliminary Budget, resulting in the Final Budget City Clerk publishes notice of public hearing on
Final Budget Estimates submitted to Finance for review & compilation Department Directors prepare estimates of expenditures for next two years Final public budget hearing prior to Council
adoption Council adopts final balanced budget Budget document finalized Adopted Budget document becomes available to the public
2009-2010 Biennial Budget Section II: Process/Policies Page 33 2009-2010 Budget Calendar Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2008 Mayor and Council budget retreat to update the
vision for the City. Mayor and Finance Director meet to discuss budget priorities. Budget instructions and forms are distributed to departments. Department Directors complete budget
and return to Finance. Departments review budgets, goals, and accomplishments with the Finance Director. Departments review budgets, goals, and accomplishments with the Mayor. Finance
department prepares preliminary revenue forecasts. Department budgets are adjusted based on the Mayor's recommendations. Department budgets are reviewed by Planning/Community Development
& Municipal Services Committees. Notice of Public Budget Hearing #1 is published. Revenue forecast is finalized. Preliminary CFP and SEPA check list to Planning (Planning Commission,
SEPA, State Overview). Department budgets are reviewed by Finance & Public Works Committees. Hold Public Budget Hearing #1 with revenue presentation. 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/Mayor Work Session
on budget recommendations. Public Budget Hearing #2. Property tax levy is set by ordinance. Budget and Capital Facilities Plan are adopted by ordinance. 10/24 & 31 7/21-8/01 8/18 8/25
on 9/15 on 10/24 on 11/13 on 11/17 on 11/17 on 12/01 8/29 7/28 on 6/13 9/2 9/2 7/7-7/11 on 3332/28 9/2 on 5/21 on 5/27
2009-2010 Biennial Budget Section II: Process/Policies Page 34 2009-2010 Budget Calendar Budget Process Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2009 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. Department budget modification requests are
reviewed by Planning/Community Development & Municipal Services Committees. Department budget modification requests are reviewed by Finance & Public Works Committees. Notice of public
budget hearing #1 on proposed budget modification is published. Proposed budget modification is filed filed with the City Clerk, distributed to City Council and made available to the
public. Public budget hearing #1. Notice of public budget hearing #2 is published. Public budget hearing #2 is held and Property tax levy is set by ordinance. Council/Mayor Work Session
on budget recommendations. CFP Amendment and Mid-biennial budget modification are adopted by ordinance. 2010 Mayor and Council budget retreat to update the vision for the City. Mid year
Budget Amendment is adopted by ordinance. Year-end Budget Amendment is adopted by ordinance. 7/06-8/07 on 11/16 7/06 9/01 on 10/19 8/10 on 10/12 9/1-9/11 9/21 on 10/19 on 12/07 on 11/02
on 11/02 on 10/19 on 11/19 7/19 on 12/06 on 3333/4 2/12 3/02
2009-2010 Biennial Budget Section II: Process/Policies Page 35 Budget Purpose The City of Auburn’s budget seeks to achieve four basic purposes: A Policy Tool The City’s budget process
is conducted in a manner that allows the City’s policy officials to comprehensively review the direction of the City and to redirect its activities by means of the allocation of financial
resources. On this basis, the budget sets policies for the following year. This budget also facilitates the evaluation of City programs by providing a means to examine both the financial
activities and the progress towards performance objectives of City departments over time. An Operations Guide This budget provides financial control by setting forth both legislative
and administrative guidance to City employees regarding the character and scope of their activities. This direction is set forth in both summary and detail form in the various products
of the budget process. A Financial Plan This budget outlines the manner in which the financial resources of the City will be managed during the budget process. This allocation of resources
is based on both the current needs and on a longer-term view of the development of City programs. The budget takes into account unforeseen contingencies and provides for periodic adjustments.
As a Communications Medium A budget cannot be effective unless it communicates. Since this budget has a diverse audience, it seeks to communicate at several levels and for several purposes.
The budget seeks to communicate clear policy at a usable level of detail to City employees. It also seeks to communicate significant policy issues and options in a form that can be acted
on by policy officials. It also seeks to provide information to the City’s constituents that enables meaningful dialog with elected officials. Budget Process The City of Auburn’s budget
process meets these purposes by integrating the planning and implementation of City programs with the allocation of financial resources necessary to support those services. The budget
process starts in early spring, of each even-numbered year, with a retreat for the City Council and Mayor who meet to review the Vision and Mission Statement as well as the previous
year’s goals and objectives. At that retreat, Council and Mayor discuss such issues as staffing, emerging topics and program priorities. Then during the summer, departments develop their
budgets and objectives that are described in the operating budget for 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. 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 appropriate committees of the Council.
2009-2010 Biennial Budget Section II: Process/Policies Page 36 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 and conducts workshops to examine the budget in detail. The Council
conducts a preliminary budget hearing before acting formally on the budget as modified during its workshop hearings. Adoption of the budget, by ordinance, usually occurs in early December.
The entire process is coordinated, as needed, in regular meetings of the City department heads, chaired by the Mayor. Various Council committees are consulted continually through the
year as potential issues surface and new program ideas incubate. Budget Structure The budget process results in various budget products at appropriate stages of the process. Budget and
Accounting System The official budget is maintained, both before and after adoption, on the City’s financial management and accounting system at a very detailed line item level. Computerized
reports may be generated at any time and at various levels of detail. Departments can also access these budgets at any time on a readonly inquiry basis to compare actual revenue and
expenditures to their budgets. This computerized budget becomes the accounting system that controls expenditures after adoption of the final budget. 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 concept with the fiscal proposals
in the budget, the budget documents themselves only summarize the individual objectives and performance measures. Generally, these programs are not finalized until the budget is in final
form since the budget will determine the actual activities undertaken by each department. Components of the Budget The budget consists of three parts: operating budget, program improvements,
and capital budget. Operating Budget The operating budget consists of departmental budget proposals, which would be sufficient to maintain the objectives set by the departments to meet
Council goals. Program Improvements Program improvements consist of new initiatives or substantial changes to existing programs.
2009-2010 Biennial Budget Section II: Process/Policies Page 37 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 longrange 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 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 by a monthly reporting system consisting of monthly 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 by the Mayor to Council. In addition, each department prepares detailed quarterly and annual
reports on their goals and performance measures. Implementation of the budget is further monitored by the oversight activities of various City Council committees, which meet twice monthly
to not only consider proposals before the City Council, but also to review the activities of the various City departments. Both the report function of the Finance Department and and
the oversight function of the Finance Committee of the Council include the status of the fiscal management policies of the budget. The financial aspects of the budget are monitored in
periodic reports issued by the Finance Department comparing actual expenditures and revenues with the budget. In these reports, financial data can be presented at a higher level of detail
than the adopted 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.
2009-2010 Biennial Budget Section II: Process/Policies Page 38 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 2008) Capital Facilities Plan Update (2009-2014) Comprehensive Plan Update Community Development Block Grant
Consolidated Plan Update SCHEDULED ACTIONS (2009-2010) Comprehensive Plan Update Water Comprehensive Plan Update Sewer Comprehensive Plan Update Storm Comprehensive Plan Update Capital
Facilities Plan Update (2010 – 2015) Comprehensive Transportation Plan Update including non-Motorized plan Parks, Arts & Recreation Plan Update FUNDING PROGRAM Biennial City Budget Community
Development Consolidated Plan Capital Facilities Plan
2009-2010 Biennial Budget Section II: Process/Policies Page 39 Budget Policy Development The budget process is linked to this policy framework by the development of Council goals. The
citywide goals guide departmental objectives funded by the budget, which govern the activities of various departments in the implementation of the policy. The Capital Facilities Plan,
which is derived from the Comprehensive Plan, is funded in the budget process. Budget policy development involves several distinct steps. This policy starts with an understanding of
needs and issues, describes explicit policies governing the development and management of financial resources, identifies broad goals, sets objectives with which to apply available funding,
and concludes with specific funding proposals. In assessing issues and needs, this policy builds on actions taken in previous budgets, thereby providing continuity with previous programs.
This allows community needs to be addressed on a multi-year basis, rather than attempting to satisfy all needs in one year. Explicit budget policies are statements, which describe how
financial resources of the City are obtained (various taxes, fees, rates, etc.) together with how they are allocated, managed, and controlled. The Council goals are broad policy statements
that outline the significant objectives of the City. Budget objectives are policy statements summarizing the actions that are to be implemented in the budget. These budget policies result
from an ongoing process of economic and financial analysis by the Finance Department. The periodic financial reports, which are routinely reviewed by the Mayor, Council and Finance Committee,
monitor progress against this analysis. The development of the Comprehensive Annual Financial Report (CAFR) is also an important part of the analysis process. The financial management
policies result from combining the above analysis with Generally Accepted Accounting Principles (GAAP). Financial Management Policies The following policies guide the manner in which
the budget develops, allocates, manages and controls financial resources available to the City. These policies are goals that the City seeks to achieve in its decision-making. However,
since fiscal conditions and circumstances continually shift and change in response to operating needs, it may not be practical or always desirable to continually achieve these policies.
Therefore, these policies are intended to guide, not govern, financial decision making and may not be fully achieved within any given budget period. Operating Policies 1. The City should
accept ongoing service obligations in new areas of programming only when adequate funding is available. 2. Indirect administrative costs associated with the operation of funds should
be identified and charged against the operation of those funds. 3. The City’s role in social service funding shall continue to be supplemental (addressing special or unique local needs)
to the basic responsibilities of regional agencies. 4. The City shall continue to advocate that the responsibility for funding basic social service needs rests with regional (or broader)
agencies that have access to a broader basis of funding and can more appropriately address needs on a regional basis. Budgeting, Accounting, and Financial Reporting Policies 1. In accordance
with the Governmental Accounting Standards Board (GASB) the financial structure of the City shall be divided into tax-supported governmental funds (including a General Fund to support
the governmental services of the City) and self-supporting proprietary funds established for non-governmental purposes. Proprietary funds shall include a series of enterprise funds,
which shall be managed as business enterprises, completely supported by revenues derived by that enterprise. 2. The accounts of the City and its operating budget shall be maintained
in accordance with the State Budgeting, Accounting, and Reporting System (BARS) code and shall provide current financial data on request.
2009-2010 Biennial Budget Section II: Process/Policies Page 40 3. The State Auditor will annually perform a financial and compliance audit of the City’s financial statements. Their opinions
will be contained in the City’s Comprehensive Annual Financial Report (CAFR), and the State Auditor’s Report. 4. As an additional independent confirmation of the quality of the City’s
financial reporting, the City will annually seek to obtain the Government Finance Officers Association Certificate of Achievement for Excellence in Financial Reporting and the Distinguished
Budget Presentation Award. The Budget and CAFR will be presented in a way designed to communicate with citizens about the financial affairs of the City. 5. Enterprise funds shall be
budgeted on a flexible basis, which allows activities to expand and contract in accordance with increased or decreased revenue earning activity. 6. The City should adjust utility and
other enterprise fund rates in increments adequate to offset inflation and to maintain adequate working capital balance and equities. 7. Depreciation shall be accounted for, and should
be used, as a measure of capital development needs in the utilities. As such, the first priority for the use of such funds should be in maintaining existing services. Costs incurred
as a result of growth should be borne by new users, and extension of services to new users should be on the basis of an investment decision by which the capital expenses will be recouped
by rate income from new users. Revenue Policies 1. The City will seek to avoid dependence on temporary or unstable revenues to fund mainstream municipal services. 2. The City should
avoid dependence on federal revenues to fund ongoing mainstream municipal services. 3. General Fund services should be supported by user fees to the extent appropriate for the character
of the service and its user. 4. Grant funds or similar contractual revenue of a temporary nature will be budgeted only if they are committed at the time of the preliminary budget. Otherwise,
separate appropriations will be made during the year as grants are awarded or contracts made. 5. Revenue estimates for budget purposes should be conservative yet realistic. Reserve Policies
1. The City will maintain a Cumulative Reserve Fund to provide counter-cyclical balance, to protect the City from unforeseen contingencies and to allow an accumulation of resources to
finance foreseeable general governmental capital projects. 2. Each enterprise fund and the General Fund should maintain adequate fund balances or working capital to meet unexpected contingencies.
The General Fund balance is to be maintained at a level sufficient to meet the cash flow needs of the fund without borrowing, approximately eight percent of total expenditures. A $1,000,000
minimum working capital balance will be maintained in each utility fund. Other enterprise funds should maintain working capital balances of 20% of their operating and capital expenses.
Cash Management and Investment Policies 1. The City investment practices will be developed in accordance with Municipal Treasurers’ Association standards. 2. Ongoing operations of City
government shall be funded from ongoing revenues. An appropriate Tax Anticipation Note or Revenue Anticipation Note may support funds experiencing temporary cash deficits due to cash
flow. Interfund loans may be provided at interest rates determined by current outside investments. Such loans should be paid back during the fiscal year. Capital Budget Policies 1. The
burden for financing capital should be borne by the primary beneficiaries of the facility. 2. Long-term borrowing for capital facilities should be considered an appropriate method of
financing large facilities that benefit more than one generation of users.
2009-2010 Biennial Budget Section II: Process/Policies Page 41 3. The City will develop a multi-year plan for capital improvements as required by the Growth Management Act of Washington
State. The Capital Facilities Plan will be updated annually and be financially constrained for the appropriated budget period. 4. The City will maintain its physical assets at a level
adequate to protect the City’s capital investment and minimize future maintenance and replacement costs. The budget will provide for the adequate maintenance and orderly replacement
of capital and equipment from current revenues where possible. 5. The City will strive to rely on a strong local improvement district program for certain street, water, sewer, and storm
drainage improvements. They will be funded with no protest covenants obtained from property owners whenever possible. 6. Enterprise fund working capital in excess of that needed for
operations may be used for capital needs in order to conserve the debt capacity of those funds for major facility expansions to meet future needs. Debt Policies 1. General Obligation
(GO) Bond debt should be scheduled for repayment on the basis of the entire outstanding debt not just the individual issue; in a manner which seeks to reduce fluctuation in the total
tax rate. 2. The City will strive to improve its bond ratings by improving its financial stability. 3. The City shall employ competent financial advisors and bond attorneys for all large
bond issues. Auburn’s Vision for the Future Auburn’s vision sets the overall direction for the City, and as such, focuses city goals on strategies developed toward implementation of
this vision. The 2009-2010 Budget allocates City’s resources through the development of departmental objectives. The department objectives are designed to implement the city-wide strategies
which in turn work toward the citywide goals. These goals are designed to implement the Vision adopted by Council. The strategies coordinated by this budget are developed by Council
and administered by the Mayor. The City Council and Mayor set the direction in 2006 for the City by establishing Vision 2016 which looks ahead and envisions what the City should look
like in 10 years. The 2009-2010 budget continues to implement the vision that the City Council and Mayor developed. Citywide Goals and Strategies I. Provide for Public Safety 1. Ensure
that Auburn is a safe place to live or have a business (Lead Departments: Police) 2. Provide adequate funding sources for public safety (Lead Department: Finance) 3. Relocate Emergency
Operations Center (Lead Department: Mayor) 4. Continue
to provide for public safety by holding forums for community needs (Lead Departments: Community Services and Public Works) II. Encourage a Sense of Community 5. Promote continuous community
outreach by involving citizens and business in their City Government (Lead Departments: All) 6. Continue to seek opportunities to partner and work with the Muckleshoot Indian Tribe (Lead
Departments: All) 7. New Post Office (Lead Departments: Mayor and Planning) 8. Promote stability in neighborhoods and the downtown area (Lead Department: Community Services) 9. Integrate
public efforts with the efforts of service clubs and the faith community (Lead Department: Community Services)
2009-2010 Biennial Budget Section II: Process/Policies Page 42 10. Construct a Community Center at Les Gove Park (Lead Department: Parks) 11. Work toward unification of new communities
with centralized communication and outreach to bring them into the existing community (Lead Departments: Mayor and Community Services) 12. Promote pride in Auburn-“It’s More Than You
Imagined” (Lead Departments: All) III. Encourage Economic Development 13. Complete Gateway projects (Lead Departments: Planning and Public Works) 14. Development of the Robertson/Valley
Drive-In properties (Lead Department: Planning, Economic Development) 15. Build out I Street Corridor with appropriate buffers (Lead Department: Planning) 16. Development of Emerald
Downs area (Lead Department: Planning, Economic Development) 17. Complete A/B Street Corridor and develop adjacent areas (Lead Department: Public Works) 18. Develop the Airport area,
including runway extension, new commercial area via land lease and new entrances on D Street (Lead Department: Finance, Public Works, and Planning) 19. Develop/improve Multicare site
(Lead Department: Planning) 20. Develop environmental building, commercial and technology in the Green Zone adjacent to Auburn Environmental Park (AEP), including rezone (Lead Departments:
Planning, Public Works, and Parks) 21. Development of the Golden Triangle area (Lead Department: Planning, Economic Development) 22. Redevelopment of C Street SW and 15th Street SW properties
(Lead Department: Planning) 23. Create Auburn Way South Redevelopment Plan (Lead Department: Planning) 24. Pursue joint economic development area with Muckleshoot Tribe (Lead Department:
Planning, Economic Development) 25. Develop strategic plan for making Auburn a center for entertainment and arts (Lead Department: Parks) 26. Market Auburn as the regional entertainment
center (Lead Department: Planning, Economic Development) 27. Develop criteria for reviewing City owned properties (Lead Department: Planning) IV. Improve Designated Urban Center 28.
Improve Improve B Street Plaza (Lead Departments: Parks and Planning) 29. Revitalize and redevelop urban center with extended areas (Lead Department: Planning) 30. Create medical/hospital
zone (Lead Department: Planning) 31. Complete City Hall Plaza (Lead Department: Planning) 32. Review zoning codes within Urban Center to allow increased development/density (Lead Department:
Planning) 33. Continue efforts to make Auburn’s Urban Center more pedestrian friendly (Lead Departments: Public Works and Planning, Economic Development) 34. Improve and expand public
parking opportunities (Lead Departments: Public Works and Planning, Economic Development) V. Complete Public Works Projects 35. Complete I Street Corridor from 40th to 277th Street (Lead
Department: Public Works) 36. Pursue street bond to bring all non truck route arterials to at least 70% condition index rating (Lead Department: Public Works, Finance) 37. Rebuild 15TH
Street SW Bridge across rail yard (Lead Department: Public Works) 38. Complete M Street Underpass (Lead Department: Public Works) 39. Continued commitment to SOS program (Lead Department:
Public Works) VI. Plan Future City Development 40. Complete Thomas annexation (Lead Department: Planning) 41. Annex D Street (Stuck) neighborhood (Lead Department: Planning)
2009-2010 Biennial Budget Section II: Process/Policies Page 43 42. Complete Pierce County annexations (Lead Department: Planning) VII. Actively Support Regional Transportation Improvements
43. Increase SR 167 to four lanes each side (Lead Departments: Public Works, Planning and Mayor) 44. Complete SR 167/SR 18 interchange (Lead Departments: Public Works, Planning and Mayor)
45. Complete SR 164 improvements (Lead Departments: Public Works, Planning and Mayor) 46. Complete link road from SR 164 to SR 18 (Lead Departments: Public Works, Planning and Mayor)
VI. Enhance Quality of Life 47. Complete Green River Trail (Lead Department: Parks) 48. Restore Mill Creek (Lead Departments: Planning, Public Works and Parks) 49. Develop Auburn Environmental
Park (Lead Departments: Planning, Public Works and Parks) 50. Develop seasonal concession espresso/juice bar and possible bike/skate shop on Interurban Trail (Lead Department: Parks)
51. Restore White Lake (Lead Departments: Public Works and Planning) 52. Proactively work with BNSF to encourage buffer zones at rail yard (Lead Department: Mayor) 53. Build south end
trail loop and horse trail (Lead Departments: Public Works and Parks) 54. Preserve former Carnegie library and former post office (Lead Department: Planning) 55. Pursue opportunities
for indoor and outdoor soccer facilities (Lead Department: Parks) 56. Institute inner city shuttle service (Lead Department: Public Works) 57. Develop one-stop multi-service center (Lead
Department: Planning) 58. Complete connections from downtown to the Interurban and White River Trails (Lead Departments: Parks and Public Works) 59. Continue efforts to partner, fund
and enhance human services (Lead Department: Planning) 60. Encourage public art on downtown buildings (Lead Departments: Parks and Planning) 61. Include the area on Auburn Way South
from F Street to 12th Street in Les Gove Community Campus (Lead Departments: Parks and Planning) 2007 & 2008 Progress on Citywide Goals: I. Provide for Public Safety Accomplishments
• Completed lighting improvements in the downtown area • Police reduced crime through community programs educating citizens on reducing crimes in their neighborhood and have maintained
a response time of less than four minutes to all serious incidents • Continued to fund and research alternatives for funding sources to provide for Public Safety • Improved animal control
• Expanded the use of Photo Safe Red Light Enforcement and Speed Enforcement to enhance the public safety of our pedestrian and vehicular traffic • Continued implementation of the neighborhood
traffic calming program using revenues from the Photo Safe Red Light Enforcement program • Installed additional street lighting along key corridors to improve driver and pedestrian safety
II. Encourage a Sense of Community Accomplishments • Citizens have many opportunities to become involved including council meetings and various committees • Staff continues to work with
and cooperate in multiple agreements with the Muckleshoot Tribe
2009-2010 Biennial Budget Section II: Process/Policies Page 44 • Continued to fund Neighborhood Revitalization Plan and made major strides in helping to bring about redevelopment of
downtown Auburn • Initiated Graffiti Removal program III. Encourage Economic Development Accomplishments • The second Gateway project at M St and Auburn Way South has been completed
• Adopted the Environmental Park (EP) District rezone to encourage compatible development in the proximity of the Auburn Environmental Park • Initiated Auburn Junction Downtown Plan
• Established Health Care District IV. Improve Designated Urban Center Accomplishments • Continued pedestrian friendly crosswalk improvement assessments of the City • Continued efforts
to provide opportunities for remodeling, new construction and high-density housing in the designated Urban Center • Completed Downtown Sidewalk Guidelines V. Complete Public Works Projects
Accomplishments • Provided support to the fourth year of Save Our Streets program for local street projects • Completed Urban Area Transportation System Management Improvements • Completed
Auburn/Pacific Trail, Phase 1 (C Street SW from 15th Street SW to Ellingson Road) • Completed West Main Street, Bike Trail & Streetscape Improvements incorporating public art • Completed
Auburn Way North and I Street NE Pedestrian Crossings • Completed A Street SE Pedestrian Improvement • Completed Olympic Middle School Safe routes to Schools Pathway project VI. Plan
Future City Development Accomplishments • Completed annexation of Lea and West hill areas and commenced the update of our Comprehensive Plans for Arterial Streets, Storm Drainage, Water
and Sewer • Undertook implementation of Economic Development Strategies VII. Actively Support Regional Transportation Improvements Accomplishments • Continued Tri-Party Agreement with
WSDOT and Muckleshoot Tribe for safety improvements to SR 164 and By Pass route planning for a link road from SR 18 to SR 164 • Completed the Route Development Plan for SR167 with WSDOT
and other Valley Cities VI. Enhance Quality of Life Accomplishments • Provided greater opportunity for citizens in need of human service agency services to use those services in a more
coordinated manner • Constructed bird viewing tower in Auburn Environmental Park
2009-2010 Biennial Budget Section II: Process/Policies Page 45 • Renovated , redeveloped use of, and began programming at the Auburn Ave Theater • Completed new clubhouse at Auburn Golf
Course, new Community Building at Veterans Memorial Park, and new Columbarium at Mountain View Cemetery • Installed two new synthetic turf fields at Game Farm Park • Implemented habitat
improvements at Fenster Park and Olson Creek 2009-2010 Budget Strategy The 2009-2010 Budget will be implemented by a series of objectives regarding development of resources and their
allocation to various competing demands. 1. Avoid the addition of permanent staff positions, unless there is an offsetting revenue stream or reduction in current expenses to support
the position, and reviewing replacement staff for essential need. Limiting new programs until economic conditions or revenue streams capable of supporting them are in place 2. Conserve
the fiscal capacity of the City to meet potential future needs 3. Use fund balance or working capital to finance capital equipment that maintains or enhances productivity 4. Control
discretionary expenses 5. Provide adequate training, and increasing technology and tools to enhance productivity 6. Maintain a baseline of funding which continues to deliver high-quality
municipal services with special attention to: a. Continue support of growth management b. Maintain effective law and justice services c. Provide continued public safety d. Support a
diversity of recreational and cultural programs e. Maintain existing facilities 7. Provide staff support and funding for street maintenance repairs and improvements to meet planning
requirements and benefit from available funding opportunities 8. Enhancing the capacity of the infrastructure where funding opportunities exist by giving priority to providing necessary
matching funds 9. Continuing operation of the City’s enterprise functions on a business basis 10. Exploring all opportunities for economic development that will provide a return to the
City of Auburn Use of Budget Tools This budget uses a variety of tools to implement these objectives: Financial Measures The City of Auburn budget places a high priority on maintaining
the fiscal integrity of the City by managing reserves to counterbalance economic cycles while responding to emerging needs. During a long period of economic growth, revenue increases
allowed both the opportunity to fund additional programs and to set aside reserves. When new programs are added, each is closely evaluated to ensure that it can be supported over the
long run after a growth cycle
2009-2010 Biennial Budget Section II: Process/Policies Page 46 ends. Temporary “growth period” revenues can also be used for capital needs of a non-continuing nature. Enhanced revenue
also can build reserves to provide counter-cyclical balance (e.g., a rainy-day fund). The main purpose of such a reserve is to allow the City to respond to funding needs in an economic
recession without having to resort to new taxes. The City has established a Cumulative Reserve Fund for both building revenues for major capital needs and to provide a counter-cyclical
balance. Interest rates are being cut to stimulate economic growth. It is anticipated that the development of residential construction will continue due to current low interest rates,
but at a much slower rate than the past two years. 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. The City also maintains an insurance reserve to supplement its on-going insurance
program to provide for the City’s obligation for lifetime health care for LEOFF 1 police and fire personnel, and to maintain independence in the insurance market. The Insurance Fund
reserve is approximately $2.6 million in both 2009 and 2010, and no additional contributions were budgeted for the next biennium. 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
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 $6.8 million of expenditures in 2009. 2010 is budgeted for almost $1.1 million in expenditures
with an ending fund balance over $6.1 million for future projects identified in the Capital Facilities Plan. General Fund Priorities City General Fund revenues are forecasted conservatively
but realistically because of anticipated voter approved initiatives. Increases in salary and benefits and in contractual services will be increased in accordance with union contracts.
Revenue estimates are conservative and based on the 2006 revenue 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 of 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
2009-2010 Biennial Budget Section II: Process/Policies Page 47 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 required matching funds for street improvements 10. Seek out additional
sources of revenue for street improvement and construction 11. Fund continuing public safety needs; especially increases in prisoner custody Many of these priorities are implemented
in the development and review of the baseline budget proposals of various departments. Proprietary Fund Priorities The budget priorities in the Proprietary Funds are a continuation of
past budget priorities, which have generally placed these funds on a sound, self-supporting basis. 1. Continue operation of the funds on a self-supporting basis 2. Maintain the fiscal
capacity of the utilities with appropriate measures 3. Implement programs and rates to encourage resource conservation, particularly in water usage 4. Maintain orderly development of
capital facilities to meet needs 5. Continue measures to enhance productivity and maintain new facilities as they come on line 6. Continue programs that encourage greater recycling of
our waste materials 7. Focus on capital projects that deal effectively with the City’s growth Other Funds Budget Priorities Fiduciary funds will be managed in a manner that continues
to provide for their long-term obligations. The Insurance Fund will provide for insurance independence if needed. Debt service funds will continue to retire debt as appropriate. No additional
funds will be added to the LID Guarantee Fund, as the fund is currently considered adequate.
2009-2010 Biennial Budget Section II: Process/Policies Page 48
2009-2010 Biennial Budget Section III: Financial Plan Page 49 SECTION III: FINANCIAL PLAN Introduction The National Advisory Council on State and Local Budgeting (NACSLB) endorses the
forecasting of revenue and expenditures in their Recommended Budget Practices. This section of the budget provides a combined view of both past and anticipated future revenue and expenditures
for all funds. A detailed revenue analysis is presented for each fund type. The plan focuses analysis on revenue sources in order to inform users of this document on how the City funds
services it provides to its citizens. A table, graph and explanation of major changes is provided for the General Fund, Special Revenue funds, Capital funds, Enterprise funds, Internal
Service funds, Fiduciary funds and the Permanent fund. This is followed by a six-year forecast of revenue and expenditures along with a discussion of the factors that affect the forecast.
Long term debt and debt capacity is discussed as well as the General Fund fiscal capacity. This chapter ends with a discussion of fund balance and working capital balances. A budget
is a plan that develops and allocates the City’s financial resources to meet community needs in both the present and future. The development and allocation of these resources is accomplished
on the basis of the foregoing policies, goals and objectives addressing the requirements and needs of the City of Auburn. While the other sections of this document will present the budget
in detail, this section provides an overview of the budget as a Financial Plan. As such, this section will focus on City strategies to maintain its financial strength and the basis for
the expectation for future revenues. An important part of a financial plan is the City’s Capital Improvement Program. While the projects affecting 2009-2010 are summarized under Section
VII, Capital Budget in this document, the entire Capital Facilities Plan (CFP) is outlined, in detail, in a separate document.
2009-2010 Biennial Budget Section III: Financial Plan Page 50 Analysis of 2009-2010 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 2009 and 2010. The table shows the revenue by source of funds from 2007-2010. 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 $9,000,000 $18,000,000 $27,000,000 $36,000,000 $45,000,000 $54,000,000 $63,000,000 Taxes Charges
for Svcs Intergov Miscellaneous Licenses & Permits Fines and Penalties Transfers In Other Sources 2009 Budget 2010 Budget Total All Funds 2007 2008 2008 2009 2010 Revenues Actual Adj
Budget Est Actual Budget Budget Taxes $ 4 6,721,652 $ 4 3,868,800 $ 4 3,318,500 $ 4 6,535,300 $ 4 7,488,700 Charges for Services 4 7,402,694 4 4,049,300 4 6,358,763 5 4,301,400 5 6,463,200
Intergovernmental 5 ,979,338 1 3,733,300 9 ,178,249 1 0,572,000 1 7,023,500 Miscellaneous 1 1 0,150,018 6 ,405,600 6 ,608,302 7 ,278,700 7 ,433,300 Licenses & Permits 1 ,606,950 1 ,295,000
1 ,110,000 1 ,380,500 1 ,497,500 Fines and Penalties 2 ,155,330 1 ,871,000 1 ,940,029 2 ,233,000 2 ,929,700 Transfers In 6 ,829,989 1 1,223,314 9 ,765,664 1 0,053,400 4 ,508,300 Other
Sources 1 4,010,259 9 ,278,000 4 ,391,023 7 ,757,500 7 ,537,500 Total Revenues & Other Financing Sources 134,856,230 1 31,724,314 1 22,670,530 1 40,111,800 1 44,881,700 Beginning Fund
Balance 9 2,032,710 9 1,302,094 9 1,239,095 7 4,390,350 5 4,781,550 TOTAL AVAILABLE RESOURCES $ 2 26,888,940 $ 2 23,026,408 $ 2 13,909,625 $ 2 14,502,150 $ 1 99,663,250
2009-2010 Biennial Budget Section III: Financial Plan Page 51 Charges for Services In the past the largest source of revenue to the City was taxes collected from businesses and citizens.
New initiatives have limited the City’s ability to collect taxes that were available or limited the amount they can be increased. In 2009 Charges for Services will be the largest source
of revenue for the City. Charges for Services include user fees for utility services, recreational, planning and building activities and constitute 38.8% in 2009 and 39% in 2010 of total
new revenue. These charges are primarily collected in the enterprise funds for services provided as stand alone business type activities. Service revenue is also charged to other funds
by the Information Services Internal Service fund (IS) to recoup the cost of the technology services and hardware provided to other City departments. The new Facilities Internal Service
fund has also increased this revenue source as the fund recoups costs to provide building and facility related support. Tax Revenue The second largest revenue source comes from taxes.
These funds have been surpassed by service revenue due to initiatives limiting the collection of taxes by the City. Tax revenue constitutes 33.2% of total new revenue in 2009 and 32.8%
in 2010. Almost all of these funds are received in the General Fund to support the ongoing operations of the City. Other tax receipts are in funds that are restricted for defined construction
and infrastructure. Intergovernmental Revenue Intergovernmental revenue is primarily Federal and State grants, along with other governmental contributions, and is 7.5% in 2009 and 11.8%
in 2010 of new revenue. This revenue type funds the construction of street projects, grants budgeted in the Airport fund to construct a parallel taxiway and grants budgeted for the Park
Construction fund. Miscellaneous Revenue Miscellaneous revenue includes interest, rents and leases, 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. License and Permit Revenue Permit revenue
is dependent on the economy as most of this revenue comes from new construction activity. The 2009-2010 biennial budget is based on the economy and construction of new homes being slower
than in the past two years. If the economy and/or construction decline more than currently anticipated, this revenue source may need to be adjusted downward. Fines and Penalties This
revenue source has been and is projected to be relatively stable. It includes false alarms, traffic and parking fines. Other Revenue Other revenue sources include bonds, contributions,
and donations and accounts for 5.5% in 2009 and 5.2% in 2010. 2009 includes $1.7 million of public works trust fund loan for arterial streets, $5 million in bond revenue for construction
of the Auburn Community Center at Les Gove Park and $6.5 million revenue bond funds for utility projects in 2010. Other sources also include system development charges in the utility
funds. Transfers have been separated in this table as to show actual new revenue.
2009-2010 Biennial Budget Section III: Financial Plan Page 52 Analysis of 2009-2010 Budgeted Expenditures for All Funds The following graph presents the 2009 and 2010 budgeted expenditures
of the City by object. $0 $9,000,000 $18,000,000 $27,000,000 $36,000,000 $45,000,000 Salaries Benefits Supplies Services & Charges Intergov Capital Debt Interfund Payments 2009 Budget
2010 Budget Total Baseline Budget 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries $ 26,662,491 $ 34,288,500 $ 32,737,950 $ 34,901,400 $ 36,873,700 Benefits
9,199,493 11,303,400 10,803,800 12,958,400 13,772,900 Supplies 3,751,198 4,547,750 3,997,400 4,907,300 5,018,400 Services & Charges 25,393,862 29,597,550 27,380,249 31,645,600 31,863,400
Intergov 29,754,011 25,541,714 23,521,278 24,545,100 19,171,700 Capital 24,891,507 48,454,000 30,063,498 41,402,600 36,899,800 Debt 3,055,289 3,581,600 3,498,600 3,768,400 3,288,200
Interfund Payments 6,653,409 7,518,600 7,516,500 10,591,800 10,733,900 Other Uses 6,288,586 -----Designated Fund Balance 6,368,965 5,803,970 6,685,645 6,110,945 4,396,145 Undesignated
Fund Balance 84,870,129 52,389,324 67,704,705 43,670,605 37,645,105 ALL FUNDS TOTAL $ 226,888,940 $ 223,026,408 $ 213,909,625 $ 214,502,150 $ 199,663,250
2009-2010 Biennial Budget Section III: Financial Plan Page 53 Salaries and Benefits Salaries and Benefits are approximately $47.9 million in 2009 and $50.6 million in 2010. Salaries
and benefits have grown 5% over the 2008 adjusted budget due to an increase in staffing and cost of living increases. Services and Charges The City contracts for professional services
as needed. Some examples of these costs include legal expenses, appraisals, surveys and consulting services. Other categories in this object include communications, travel, advertising,
rentals, insurance, repairs and maintenance and utility charges. Intergovernmental Charges Transfers between funds are budgeted at $10 million in 2009 and $4.5 million in 2010. Transfers
include payments to other funds for debt service, capital construction, downtown revitalization, and street project funding. Intergovernmental expenditures also reflect the contractual
cost for sewerage to Metro, who provides sewage treatment for Auburn and much of the region. Capital Outlay Approximately $41.4 million has been allocated for capital improvement and
projects for 2009 and $36.9 million in 2010. Most of the capital expenses are budgeted in the Utility Funds. The balances of capital expenditures are primarily in the Arterial and Local
Street construction funds and the Parks Construction fund. These categories fluctuate from year to year and are dependent on available funding from grants, loans, one-time revenues,
and service fees. Interfund Payments Payments to the Internal Service Funds are budgeted at approximately $10.6 million in 2009 and $10.7 million in 2010. These are charges paid for
equipment repair and replacement as well as software, hardware, technology, multimedia and facilities services. Other Uses The charges in 2007 are an offset to developer contributions
in the Enterprise funds. These charges are not known in advance and therefore not budgeted in subsequent years.
2009-2010 Biennial Budget Section III: Financial Plan Page 54 REVENUE ANALYSIS GENERAL FUND The City’s General Fund receives a wide variety of revenue. This section of the budget will
discuss the key factors that affect revenue for the next year. General Fund Revenue By Funding Source 2006 2007 2008 2009 2010 Actual Actual Est Actual Budget Budget Beginning Fund Balances:
Designated/Reserved $ 529,025 $ 312,125 $ 149,725 $ 158,300 $ 391,800 Undesignated 15,409,800 14,136,203 14,312,996 9,261,670 10,452,470 Total Fund Balances 15,938,825 14,448,328 14,462,721
9,419,970 10,844,270 Taxes: Property Taxes 13,946,323 15,166,016 9,616,900 9,868,500 10,471,900 Sales Tax 17,404,204 18,680,374 18,427,000 19,895,000 21,055,400 Other Tax 9,317,138 9,455,506
10,834,600 11,142,800 10,332,400 Licenses & Permits 1,683,320 1,606,950 1,110,000 1,380,500 1,497,500 Intergovernmental 3,645,992 3,451,594 5,271,724 3,776,000 3,816,300 Charges for
Service 2,620,942 2,663,788 1,818,163 2,009,300 2,091,000 Fines 1,054,201 1,930,389 1,740,029 2,033,000 2,729,700 Miscellaneous 1,307,122 1,634,208
890,662 549,200 511,200 Other 48,060 1,743,237 513,972 1,517,000 17,000 Total General Fund $ 66,966,126 $ 70,780,390 $ 6 4,685,771 $ 61,591,270 $ 63,366,670
2009-2010 Biennial Budget Section III: Financial Plan Page 55 General Fund Tax Revenue Current estimates indicate that the City will receive approximately $38.9 million in tax revenue
during 2008. Revenues from taxes are anticipated to increase in 2009 to an estimated $40.9 million. The increase over previous years is related to sales tax revenue, mostly from a full
years sales tax credit for the newly annexed Lea Hill area. It is expected that economic growth will be slower than in the past two years. Low interest rates have sustained the housing
market in the region. New construction is ongoing, but a slowdown is expected due to the economy. The economic downturn will have a negative impact on new home sales. Voter initiatives
have had a significant financial impact on General Fund revenue. Revenue budgeted for the next biennium is based on the assumption that the economy will be slower than in the past two
years. If growth is slower than anticipated, revenues may have to be adjusted downward. Property Taxes Over the past several years voters of the State of Washington have changed the
property tax levying process through referenda and initiatives. Referendum 47, passed in 1997, changed the 106% limit to the lesser of six percent or inflation. There was a provision,
however, that with a finding of substantial need, a majority plus one vote of the city council could raise revenue to the 106% limit. In 2001, the citizens voted on and passed Initiative
747 (I-747), which limits the increase in property taxes to the lesser of 1% or inflation. New construction, annexations and refund levies are additional. I-747 was declared unconstitutional
by the King County Superior court on June 13, 2006. In November 2007, the State Supreme Court decision was to overturn I-747. Following this decision, the Washington Legislature approved
House Bill 2416 reinstating the provisions of I-747 retroactively to 2002, restoring the one percent limit on property tax increases. At this time, the 2009 preliminary projected levy
rate is is $1.49. Legislation has significantly impacted the City as labor contracts increase at an average rate of 3% and the tax authority that assists in the payment of those contracts
is limited to 1%. The assessed property values for 2009 collections are anticipated to increase approximately 7.9%. Property taxes constitute about 18.9% of total General Fund revenue
budgeted for 2009. Sales Tax The City tax rate is 1% (of which the County receives a 15% share) on all retail sales. This leaves a net rate of .85% for the City. Sales tax receipts have
fluctuated in Auburn because, historically, a large proportion of the receipts have been derived from construction and auto sales. A moderate increase is anticipated for both 2009 and
2010 based on a sales tax credit from the State due to the recent annexation. Should the State not be able to mitigate the effect of Streamline Sales Tax to the extent originally discussed,
the City may have to reevaluate budgeted sales tax revenue and adjust accordingly. Sales tax remains the largest single source of General Fund revenue for the City and in 2009 will constitute
48.6% of tax revenue and 38% of total budgeted revenue. Other Taxes This category includes utility taxes, which are taxes applied to utilities providing services in the City, including
Cityowned and private utilities. 29% of utility tax revenue is derived from electric services. 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% on the four major City utilities: Water, Sewer, Storm, and Solid
Waste.
2009-2010 Biennial Budget Section III: Financial Plan Page 56 General Fund Tax Revenue $-$4,000,000 $8,000,000 $12,000,000 $16,000,000 $20,000,000 $24,000,000 2006 2007 2008 2009 2010
Property Taxes Sales Tax Other Tax Other General Fund Revenue Licenses and Permits License and permit activities are user fees that are derived from various regulatory activities of
the City. The bulk of this revenue is derived from building permit activities. Since this activity is dependent on new construction, it can fluctuate greatly depending on the economy,
interest rates and available land. New construction has been strong for the past few years but is expected to slow due to the economic downturn. Licenses and permits are projected to
be 2.6% of 2009 and 2.8% of 2010 budgeted revenue. Intergovernmental Various state-shared tax revenues, including liquor taxes and liquor profits, dominate this category. All of these
revenues are provided on the basis of a state prescribed formula that is based on population. As such, these revenues tend to be rather predictable and constitute 7.2% of total new revenue
in 2009 and 7.3% in 2010. However, since grants are also included in this category, the total amount is variable. State shared revenues have been flat in recent years, largely due to
a change in sharing of revenue based on crime rates, and new city incorporations. Increase in this revenue source in 2008 is from the King County Annexation agreement. Revenue received
from the Muckleshoot Tribe is based on the profits from the Casino. Every year the City negotiates with the Muckleshoot Tribe for the amount to be received. Charges for Services This
category consists of user fees that are derived from a variety of activities. Revenue from recreational services tends to gradually increase with community growth and demand. Recreational
fees support about 50% of the costs of the related services. Arts revenue is similar to grants, and additional revenue may be received, but expenses would offset such revenue. Another
relatively large large type of fee category is a plan check fee derived from the review of private construction plans. Plan checks are likely to hold steady in 2009 as they follow new
construction and permitting activity. Charges for services constitute 3.9% of total 2009 revenue.
2009-2010 Biennial Budget Section III: Financial Plan Page 57 General Fund Revenue Licenses, Permits, Intergov, Service $-$1,000,000 $2,000,000 $3,000,000 $4,000,000 $5,000,000 $6,000,000
2006 2007 2008 2009 2010 Licenses & Permits Intergovernmental Charges for Service Fines and Forfeits Fines and forfeits consist mainly of fines from law enforcement related activities.
Increase in 2007 is mainly from photo enforcement revenue and is estimated conservatively in 2008. Overall fines and forfeits are budgeted to increase 17% in 2009 and increase 34% 2010.
Miscellaneous and Other Sources Miscellaneous revenue consists primarily of interest revenue on idle treasurers’ cash and investments. Estimated 2008 revenue has decreased from 2007
due to lower interest rates. Miscellaneous sources of revenue were reduced in 2009 and 2010 due to decline in interest rates and movement of rental revenue to the new facilities internal
service fund created in 2009. Increase in “Other” revenue in 2007 reflects the transfer-in from Equipment Rental to the General Fund for the newly developed Valley Regional Fire Authority
capital contribution. In 2009 the increase reflects a transfer back of excess fund balance that was originally given to the Capital Projects Fund by the General Fund. General Fund Revenue
Fines, Misc., Other $-$600,000 $1,200,000 $1,800,000 $2,400,000 $3,000,000 2006 2007 2008 2009 2010 Fines Miscellaneous Other
2009-2010 Biennial Budget Section III: Financial Plan Page 58 SPECIAL REVENUE FUNDS The City has 12 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 2006 2007 2008 2009 2010 Actual Actual Est
Actual Budget Budget Beginning Fund Balances $ 8 ,967,039 $ 10,738,431 $ 13,124,661 $ 12,952,867 $ 11,559,567 Taxes 7 64,853 650,534 2,640,000 3 ,829,000 3,829,000 Intergovernmental
3 ,085,997 1 ,853,390 2,479,225 2,721,200 1 3,042,400 Charges for Services 9 58,638 2 ,279,710 1,279,100 8 19,100 819,100 Fines and Penalties -2 24,731 200,000 200,000 200,000 Miscellaneous
1 ,007,341 708,453 494,200 1 ,018,600 1 ,640,700 Other Sources 4,680,313 3,396,445 3 ,152,923 3,951,100 3,121,600 Total Revenue $ 1 9,464,181 $ 1 9,851,694 $ 23,370,109 $ 2 5,491,867
$ 34,212,367 Special Revenue Funds Intergovernmental and Operating Transfers not Included $-$1,500,000 $3,000,000 $4,500,000 2006 2007 2008 2009 2010 Taxes Charges for Services Miscellaneous
Taxes The main tax in the Special Revenue funds is a portion of property tax initially collected by a citizen approved Levy Lid Lift. The levy was approved for six years and began in
2005. Council has currently designated $2.2 million ($.25/$1,000 assessed value) of property tax levied to be placed in the Local Street Fund-103 and is restricted to the improvement
of local streets. In 2008 the city increased the utility tax rates 1% to support Arterial Street Preservation. 2009 and 2010 reflect a full year’s collection of this new tax. Another
tax collected is the Business Improvement Assessment (BIA). The City levies a tax on all businesses within the downtown core area. Retail businesses are levied $0.15 per square foot
and service businesses are levied $0.15 per square foot, up to a maximum of one thousand square feet. These funds then provide the resources that enable the Auburn Downtown Association
to promote the central business area. There are approximately 288,800 square feet of service businesses and 238,100 square feet of retail space assessed annually. The Hotel/Motel Excise
Tax is another source of revenue for this group
2009-2010 Biennial Budget Section III: Financial Plan Page 59 of funds. Levied at 2% of the charges for lodging at hotels, motels and campgrounds these funds are used to offset the cost
of tourism promotion. 2009 -2010 revenues have been budgeted to reflect anticipated collections. Other taxes which may support activities in Special Revenue funds include Real Estate
Excise Tax (REET) and Motor Vehicle Fuel Tax (MVFT). However, these funds are receipted into other funds and are accounted for in Special Revenue funds as a transfer in under Other Sources.
See discussion below of “Other Sources”. Charges for Service Special Revenue funds “charges for services” is derived mainly from the Mitigation Fee fund. This revenue consists of miscellaneous
service fees and mitigation fees paid by developers. The increase in 2007 is attributed to growth in transportation impact fees as a result of new construction. 2009-2010 are budgeted
conservatively as this revenue source fluctuates based on local economic conditions. Miscellaneous Miscellaneous revenue consists primarily of developer contributions and interest income
which is budgeted conservatively in 2009 and 2010. The increase in 2009 and 2010 is from anticipated developer contributions for capital projects in the Arterial Street fund. Special
Revenue Funds Other Sources and Intergovernmental $-$3,000,000 $6,000,000 $9,000,000 $12,000,000 $15,000,000 2006 2007 2008 2009 2010 Other Sources Intergovernmental Other Sources This
revenue source is primarily for transfers from other funds to the special revenue funds. The increase in 2006 reflects a $900,000 transfer from the General Fund to the Cumulative Reserve
Fund. Most of the budgeted transfers will be for the continued support of Arterial and Local Street projects identified in the Transportation Improvement Plan. Intergovernmental This
funding source has traditionally been the largest of all categories in the Special Revenue Funds. Intergovernmental revenues are grants, entitlements, shared revenues and payments provided
by one government to another. These funds include Federal, State and Local grants, state entitlements, and other contributions and donations. A majority of this funding is passed through
the Washington State Department of Transportation (WSDOT) for Arterial Street projects. Fluctuations from year-to-year for this source of revenue can be directly related to project activity
since a majority of this revenue is received on a reimbursement basis. The Arterial Street fund is anticipating approximately $2 million of state and federal funding for 2009 and 12.4
million from federal, state and local grants in 2010. Major projects include “A” Street NW phase I, intersection improvements at Harvey Road and 8th St NE, and Citywide Intelligent Transportation
System (ITS).
2009-2010 Biennial Budget Section III: Financial Plan Page 60 CAPITAL APITAL PROJECT FUNDS The City maintains two capital project funds, the Municipal Park Construction Fund and the
Capital Improvement Fund. Major non-proprietary capital acquisitions and construction are budgeted in these funds separately from operations. Capital Project Funds Revenue By Funding
Source 2006 2007 2008 2009 2010 Actual Actual Est Actual Budget Budget Beginning Fund Balance $ 13,111,273 $ 14,727,423 $ 9,873,331 $ 9,644,513 $ 7,697,813 Taxes 3,434,644 2,769,222
1,800,000 1,800,000 1,800,000 Intergovernmental 99,250 461,500 852,100 798,300 85,000 Charges for Service 28,777 23,074 25,000 25,000 25,000 Miscellaneous 889,524 836,011 541,800 576,100
482,100 Other Sources 4,093,796 1,281,955 4,911,232 10,727,700 790,600 Total Revenue $ 21,657,264 $ 20,099,185 $ 18,003,463 $ 23,571,613 $ 10,880,513 Capital Project Funds Revenue $-$3,000,000
$6,000,000 $9,000,000 $12,000,000 2006 2007 2008 2009 2010 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 percents. Both the first and second ¼% may be used for: streets, sidewalks, street lighting systems, traffic signals, bridges, domestic
water systems, and storm and sanitary sewer systems. In addition, the first ¼% may be used to purchase park and recreational facilities, law enforcement facilities, fire protection facilities,
trails, libraries, and administrative and judicial facilities. Due to strong construction activity in 2006 and 2007 this revenue source has exceeded expectations. With the current downturn
in the economy REET is budgeted conservatively and held steady from 2008 thru 2010.
2009-2010 Biennial Budget Section III: Financial Plan Page 61 Intergovernmental The parks construction fund anticipates the receipt of $798,300 in grant revenue for 2009 to complete
major park projects. These projects include Auburn Environmental Park and White River Trail Extension. Other Funding Sources Other funding sources consist of interfund operating transfers
in from other funds and bond proceeds. These transfers are used to fund the capital projects to be determined by Council. The 2009 budget includes $3.8 million REET1 and $1 million from
General fund transfer in for the Auburn Community Center. Transfers in also include $147,000 REET1 transfer in for Olson Canyon Farm Restoration and $488,000 transfer from Cumulative
Reserve fund for the Auburn Environmental Park. $5 million in bond proceeds is also included in 2009 for the Community Center. Capital Project Funds Revenue $-$200,000 $400,000 $600,000
$800,000 $1,000,000 2006 2007 2008 2009 2010 Charges for Service Miscellaneous Charges for Services Portions of all adult team sport fees are put into the capital facility program in
the Parks Construction Fund-321. These funds are then used to construct park facilities to benefit the users of the parks and fields. Miscellaneous Miscellaneous revenue includes interest
earnings on idle fund resources and contributions or donations from developers or other organizations for parks projects. Higher interest rates and greater fund balance in the Capital
projects funds during 2006 and 2007 are reflected in this revenue. Investment income is budgeted conservatively from 2008 thru 2010.
2009-2010 Biennial Budget Section III: Financial Plan Page 62 ENTERPRISE FUNDS The City presents eight enterprise funds in the budget used for the purpose of accounting for the revenues
derived from services provided. The City enterprise funds include the following services: Water, Sanitary Sewer, Storm Drainage, Solid Waste, Golf Course, Airport, Commercial Retail
and Cemetery. The next table and graph depicts the amount of revenues received by source. Enterprise Funds Revenue By Funding Source 2006 2007 2008 2009 2010 Actual Actual Est Actual
Budget Budget Beg. Working Capital $ 30,784,106 $ 36,742,089 $ 3 8,415,547 $ 2 7,691,865 $ 1 1,370,165 Charges for Services 3 5,546,744 3 7,839,840 38,788,600 4 3,529,600 45,107,700
Other Sources 2 2,452,458 14,024,211 4,338,500 1,110,500 7 ,692,300 Miscellaneous 2 ,323,968 3 ,366,758 1 ,493,400 1,766,000 1,785,500 Intergovernmental 47,961 148,683 3 93,700 3,083,100
79,800 Total Revenue $ 91,155,237 $ 9 2,121,581 $ 83,429,747 $ 77,181,065 $ 66,035,465 Enterprise Funds Revenue $0 $12,500,000 $25,000,000 $37,500,000 $50,000,000 2006 2007 2008 2009
2010 Charges for Services Other Sources Charges for Services This revenue source represents fees charged by the City’s enterprise funds in return for a public service. Over 61.2% of
the City’s enterprise fund charges for service revenue are collected in the sewer and solid waste funds. Approximately 72.2% of the sewer revenues are related to pass through charges
from King County for Metro services, which is for the treatment and disposal of the City of Auburn’s sewage. Solid Waste collection is contracted through Waste Management Disposal Company
and Allied Waste Services. Garbage rates are structured in a way that encourages participation in the recycling program. The utility revenues are directly affected by growth factors
and rate increases. The City normally reviews the fees charged for utilities on an annual basis to ensure the fees charged cover the costs associated with providing the services. All
fees and charges are adopted through the public process of an ordinance.
2009-2010 Biennial Budget Section III: Financial Plan Page 63 The Golf Course charges consist of green fees for the 18-hole championship course. With the completion of the new clubhouse
this fund will also collect for lessons, power cart rentals, restaurant, banquet space and pro-shop sales. Golf course revenue has risen slightly over the past few years because of improved
marketing plans and renovations of many holes increasing the number of rounds played during the winter months. In 2006 the City issued GO bonds (~$4.7 million) to fund the construction
of a new Clubhouse. 2009 and 2010 revenues are anticipated to increase with the new facility and the additional revenue sources it will provide. Charges for services in the Cemetery
fund are for lot sales and retail sales for burial related products. Completion of construction of the Mausoleum in 2007 is anticipated to increase revenue in future years. Other Sources
This revenue source represents the resources available from Public Works Trust Fund loans (PWTF), Muckleshoot Indian Tribe contributions, developer contributions and bond proceeds. System
capital contributions are paid by the developer during the permitting process and are used for capital improvements. Section VII of this budget summarizes the capital projects budgeted
in 2009-2010. For more detailed information refer to the Capital Facilities Plan published as a separate document. Other contributions include non cash developer contributions as they
build or improve system assets. 2006 actual revenues include $1.5 million in MIT contributions to the Sewer fund, $1.6 million in PWTF loan, and $5.2 million in bond proceeds. In 2010
other sources include $4 million revenue bond proceeds in the Water fund and $2.5 million revenue bond proceeds in the Storm fund. Enterprise Funds Revenue $0 $1,000,000 $2,000,000 $3,000,000
$4,000,000 2006 2007 2008 2009 2010 Miscellaneous Intergovernmental Revenue Miscellaneous Revenues The majority of miscellaneous revenues are comprised of investment income earned on
on idle cash. This revenue source has decreased in 2008 due to falling interest rates. Airport property rentals make up 36.1% of the Enterprise funds miscellaneous revenue. Completion
of new hangars, additional ground leases and improved marketing have increased revenue for the airport. The golf course revenue is anticipated to comprise 17.4% of miscellaneous funds
in 2009 with the completion of the Clubhouse and its additional new revenue. Intergovernmental Revenue This revenue primarily represents grants received in the Airport Fund from the
FAA for airport improvements to the taxiways and maintenance of the facility. $2.65 Million is budgeted in 2009 to fund taxiway design and construction.
2009-2010 Biennial Budget Section III: Financial Plan Page 64 INTERNAL SERVICE FUNDS The City’s Internal Service Funds are used to budget for the financing of goods and services provided
by one department of operation to other funds and departments on a cost reimbursement basis. The City has four internal service funds: Insurance, Facilities, Equipment Rental and the
Information Services Fund. Internal Service Funds By Funding Source 2006 2007 2008 2009 2010 Actual Actual Est Actual Budget Budget Beg. Working Capital $ 9 ,397,626 $ 11,051,484 $ 1
0,822,684 $ 1 0,208,884 $ 8,794,284 Charges for Service 4,066,200 4,545,630 4,392,900 7,858,400 8,358,400 Intergovernmental -64,171 181,500 193,400 -Miscellaneous & Other 3,207,851 3,153,086
2,937,900 3,211,600 2,854,600 Transfer In 1 07,629 1 45,000 9 73,300 144,100 6 5,000 Total Revenue $ 16,779,306 $ 1 8,959,371 $ 19,308,284 $ 21,616,384 $ 20,072,284 Internal Service
Funds Fund Revenue $0 $2,000,000 $4,000,000 $6,000,000 $8,000,000 $10,000,000 2006 2007 2008 2009 2010 Charges for Service Intergovernmental Miscellaneous Transfers In Charges for Service
The primary revenue source for charges is from Information Services. Each department is allocated a portion of the costs for Information and Multimedia services which is then paid into
the Internal Service fund. The Facilities internal service fund was added in 2009 explaining the sharp increase in this revenue. Miscellaneous Revenue The Equipment Rental fund charges
the departments for maintenance and replacement costs of City owned vehicles which is collected in the miscellaneous revenue category. This revenue source also includes Interest revenue
which has been budgeted conservatively with the decline in interest rates. A slight decrease in interest income is projected for the Equipment Rental Fund as idle cash will be spent
on construction projects. Other Sources This revenue source is mainly for Transfers In from other funds. In 2008, transfers of $273,900 were made to the Information Services fund and
$699,400 to Equipment Rental fund for increased expenses related to the annexation.
2009-2010 Biennial Budget Section III: Financial Plan Page 65 FIDUCIARY FUNDS In the past the City had budgeted three trust funds: the Cemetery Endowed Care Fund; the Fire Relief and
Pension Fund; and the Special Parks and Recreation Trust Fund. With the implementation of Governmental Accounting Standards Board (GASB) Statement 34, the reporting type and structure
of these funds has been changed. The Cemetery Endowed Care fund is now classified as a “Permanent Fund” which is a new fund type under GASB 34. The Special Parks and Recreation Trust
Fund is now reported as a special revenue fund. That leaves the City with 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 2006 2007 2008 2009 2010 Actual Actual Est Actual Budget Budget Beginning Fund Balance $ 2 ,977,264 $ 2 ,826,706 $ 2
,898,968 $ 2 ,872,968 $ 2 ,850,268 Miscellaneous 128,993 1 61,705 80,000 85,000 87,000 Other Sources 5 6,327 60,185 56,000 58,000 60,000 Total Revenue $ 3,162,584 $ 3 ,048,596 $ 3 ,034,968
$ 3,015,968 $ 2 ,997,268 Fiduciary Funds Revenue $0 $40,000 $80,000 $120,000 $160,000 $200,000 2006 2007 2008 2009 2010 Miscellaneous Intergovernmental Miscellaneous Revenue Miscellaneous
revenue primarily consists of investment income on idle cash investments which were greater than anticipated in 2007 as interest rates increased from 2006. With the current decline in
interest rates, 2008 is estimated to decrease and investment income is budgeted conservatively in 2009 and 2010. Intergovernmental This revenue is from the fire insurance premium tax
that is transferred into the Fire Relief and Pension Fund. The City receives this revenue from the State and it is allocated based on the number of firefighters employed by the City.
The fund is scheduled for another actuarial evaluation during 2009. The General fund receipts this revenue and then transfers the funds into the Fire Relief and Pension Fund.
2009-2010 Biennial Budget Section III: Financial Plan Page 66 PERMANENT FUND The City has one permanent fund, the Cemetery Endowed Care fund. This fund is used to account for resources
that are legally restricted to the extent that only earnings, and not principal, may be used to support cemetery capital improvements. Permanent Fund By Funding Source 2006 2007 2008
2009 2010 Actual Actual Est Actual Budget Budget Beginning Fund Balance $ 1,389,925 $ 1,420,874 $ 1,490,350 $ 1,495,350 $ 1,570,050 Charges for Service 5 1,417 50,652 55,000 60,000 62,000
Miscellaneous 6 9,532 8 9,324 65,000 65,000 65,000 Total Revenue $ 1,510,874 $ 1,560,850 $ 1 ,610,350 $ 1,620,350 $ 1,697,050 Permanent Fund Revenue $0 $25,000 $50,000 $75,000 $100,000
2006 2007 2008 2009 2010 Charges for Service Miscellaneous Charges for Services Funds are collected for future services to be provided by the Cemetery. These funds must be held in a
permanent account and are not to be used for any purpose other than the one intended when paid to the City. Miscellaneous Revenue 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.
2009-2010 Biennial Budget Section III: Financial Plan Page 67 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 Revenue and Expenditure Forecast 2009 -2014
2009 2010 2011 2012 2013 2014 Total Taxes $4 0,906,300 $ 41,859,700 $ 43,213,200 $ 44,465,400 $ 45,690,900 $ 46,942,800 Total Lic & Per 1,380,500 1,497,500 1,348,100 1,354,400 1,430,900
1,437,600 Total Intergovt 3,776,000 3,816,300 3,796,700 3,901,400 4,010,300 4,122,602 Total Chg/Serv 2,009,300 2,091,000 2,176,850 2,245,461 2,316,535 2,388,877 Total Fines 2,033,000
2,729,700 2,784,400 2,840,100 2,897,000 2,954,900 Total Misc Rev 549,200 511,200 571,480 588,883 606,810 625,163 Total Other Rev 1,517,000 17,000 50,000 50,000 50,000 50,001 Total Revenues
$ 52,171,300 $ 52,522,400 $ 5 3,940,730 $ 55,445,644 $ 57,002,445 $ 58,521,942 Mayor & Council $ 761,900 $ 807,500 $ 831,700 $ 856,700 $ 882,400 $ 908,900 Human Resources 3,772,100 4,019,900
4,140,500 4,264,700 4,392,600 4,524,400 Finance 1,175,100 1,255,800 1,293,500 1,332,300 1,372,300 1,413,500 City Attorney 1,920,500 2,014,600 2,075,000 2,137,300 2,201,400 2,267,400
Planning 5,343,800 5,653,200 5,822,800 5,997,500 6,177,400 6,362,700 Police 23,822,900 25,052,300 25,803,900 26,578,000 27,375,300 28,196,600 Public Works 3,762,100 3,980,500 4,099,900
4,222,900 4,349,600 4,480,100 Parks & Rec 7,033,800 7,174,400 7,389,600 7,611,300 7,839,600 8,074,800 Street 3,268,100 3,246,500 3,343,900 3,444,200 3,547,500 3,653,900 Non-Departmental
4 ,886,700 3,980,000 4,099,400 4,222,400 4,349,100 4,479,600 Total Expenditures $55,747,000 $57,184,700 $58,900,200 $60,667,300 $62,487,200 $64,361,900 New Rev. Balance (3,575,700) (4,662,300)
(4,959,470) (5,221,656) (5,484,755) (5,839,958) Residual/Unused Budget 5,000,000 3,000,000 3,000,000 2,000,000 2,000,000 Revised Fund Bal.* 5,844,270 6,181,970 4,222,500 2,000,844 (1,483,911)
(5,323,869) % Fund Balance 9.49% 9.76% 6.69% 3.19% -2.43% -9.02% Total $ 61,591,270 $ 63,366,670 $ 63,122,700 $ 62,668,144 $ 61,003,289 $ 5 9,038,031 Key Assumptions: Inflation Rate
3.0% Population Growth Rate 2.0% Estimated
Personnel Increases 3.0-5.0% COLA Property Tax Increase 1% , plus new construction * Includes Designated Fund Balance for cash flow purposes and funding employee leave balances at retirement.
2009-2010 Biennial Budget Section III: Financial Plan Page 68 $(20,000,000) $-$20,000,000 $40,000,000 $60,000,000 $80,000,000 2009 2010 2011 2012 2013 2014 Total Revenues Total Expenditures
Revised Fund Bal.* Revenues and expenditures are projected on the basis of assumed economic relationships. Revenues are forecast on the basis of future economic and demographic factors
with little dependence on past trends. Expenditures are forecast 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. The General Fund Revenue and Expenditure
forecast reflects a moderate set of assumptions regarding revenues and expenditures. The Auburn economy is cyclical and the City enjoyed a strong economy in the past few years due to
low unemployment coupled with significant retail and housing development. Some revenue losses from the recent legislative exemptions have been offset by the gains of economic development.
However, decreases in the stock market, higher unemployment rates, and unfunded mandates by state and federal government for criminal justice, human services and the war on terrorism
have all had a significant impact on the General Fund budget. Continued moderate economic growth is reflected in the revenue forecasts through 2014. Property assessed values have increased
steadily during the past 10 years at an average of 6.0%. 2009 and 2010 increases in assessed valuation are anticipated to be approximately 5%. In the past, the forecast has relied on
increases in assessed value for forecasting. However, with recent legislation and initiative activity, this forecast is relying on a 1% increase for property taxes plus an average factor
for new construction. While estimated revenue growth has decreased over the past years, expenditures involving public safety and public services are expected to increase at a greater
rate. rate. New commercial development, several large residential developments, and new annexations are a few of the areas expected to increase the demand for public services. Based
on the current trends, it is anticipated that fund balances will continue to decrease over the next few years as revenues subside and expenditures increase. It is necessary to reflect
nondepartmental costs so that estimated ending fund balances are not overstated. Expenditures in this area generally represent one-time payments or transfers for capital projects, employee
retirements or debt service. The Finance Department will continue to study revenue options and enhancements to offset the decline in future revenues. Residual budget is unused budget
rolled forward to be utilized in the subsequent year. Forecasting models have been used to assist in fiscal planning for quite some time. Models have allowed analysis of alternative
actions in funding programs during the development of the budget. The model accents the continuing need to control the per capita rate of expenditures reflected in the preceding pages.
Continued caution will be required to anticipate and manage the effects of current and future legislative actions to avoid service reductions for budgetary reasons.
2009-2010 Biennial Budget Section III: Financial Plan Page 69 If current trends continue, fund balance will decrease to 3.2% by the end of 2012. Revenue has been estimated realistically
based on anticipated economic growth, planned annexations, and considering the affects of voter initiatives. Should growth remain slower than anticipated the adverse affect on fund balance
may be greater than predicted. Revenues from property taxes are increased at 1% plus the addition of new construction and annexations. Initiative 747 went before the voters in November
2001 and passed. The initiative limits the increase in property taxes to the lesser of 1% or inflation. Assessed valuation for the City is expected to grow by the rate of 7.5%. This
initiative has been overturned by the Supreme Court. 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. Voters passed the “Save Our Streets” (SOS) levy in November 2004. This is a six-year levy lift for property taxes and
all revenue gained from this measure will be dedicated to improve local streets and will not offset the erosion of fund balances in the General Fund. In 2007 the City lost a portion
of the property tax levy ($1.50) to the newly formed Valley Regional Fire Authority (VRFA). The fire department broke away from the City and a new taxing authority, the VRFA, was created.
With that went the tax base that the City applied the levy lid lift to. Council has identified the portion of the levy that would have been used for the street program and has provided
that levy in the 2009 and 2010 budget to continue the program. This analysis reflects the position of the City if no adjustments are made on the expenditure side and other revenue does
not grow at a rate necessary to offset the slower growth rate from property taxes. The City is addressing the long-term revenue short fall through concerted efforts with other jurisdictions.
At this time, however, the exact adjustments that will be necessary are unknown. As mentioned, the City has taken into account the statewide initiative in forecasting property taxes.
The issue that develops when property tax increases are held to 1% is that costs are not. Costs such as employee benefits, negotiated labor contracts, services and supplies continue
to increase at a greater rate. Fuel, professional services, and healthcare costs are good examples. The shortfall then has to be made up by increases in sales tax collection and population
growth. The City has been able to maintain the existing level of service, in light of legislative action, because the economy was growing at rates sufficient to offset the limits placed
on property taxes. Sales tax revenue needs to grow at a rate that will make up the revenues lost from property tax declines. If not, the City will then have to make some different choices
in the delivery of basic levels of services.
2009-2010 Biennial Budget Section III: Financial Plan Page 70 Long-Term Debt Obligations and Debt Capacity Like private citizens, municipalities must sometimes borrow funds to pay for
large purchases like capital equipment and capital projects. As in the private world, the ability to borrow depends upon the borrower’s ability to pay the loan back, as indicated by
means of credit ratings, potential future earnings, etc. Unlike private citizens and companies, public entities have the additional parameters of statutory limits on borrowing, as measured
by set percentages of assessed value and ratios of revenue to operating expense. Debt incurred by a City is generally issued in the form of bonds, similar to promissory notes, which
investors buy from the City, with the idea that the City will buy the bonds back at some future date – paying more money than the investor paid for them. There are three types of bonds
issued by the City of Auburn, differentiated by the basis of the guarantee of payoff to the investor. General Obligation or “GO” Bonds are based on the tax base or the assessed value
of the municipality. When issuing a GO Bond, the City is pledging its future taxing powers to pay off the debt. GO Bonds can also be issued as a voted “levy” when citizens are willing
to pay extra taxes to pay for a particular project. Another less common type of GO Bond is one that is secured by the City’s tax base, but is actually retired from utility revenues.
Revenue Bonds are both guaranteed by and retired from specific future revenues (usually fees for a particular service). These are generally issued for utility capital projects, and guaranteed
and retired by utility rate revenues. There is no general tax liability for these obligations. Local Improvement District or “LID” Bonds are issued through the formation of local improvement
districts to provide specific capital improvements. The City has a LID Guarantee Fund; a reserve fund that guarantees LID Bonds. The City’s outstanding LID Bond debt currently amounts
to $36,826. L.I.D. Bonds Year Principal Interest Total 2009 $ -$ 1,682 $ 1,682 2010 -1,261 1,261 2011 -841 841 2012 3 6,827 420 3 7,247 2013+ ---Totals $ 36,826 $ 4 ,205 $ 4 1,029 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 following chart summarizes the City’s current debt obligations by type of
debt and legal limit. 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 Cemetery. The City has also issued $1.655 million in general obligation debt in 1999 to pay the construction cost of
2009-2010 Biennial Budget Section III: Financial Plan Page 71 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 rate. Additional GO debt includes a bond issue from the Valley Communications Center Development Authority in 2000 and construction of the library in 1998. The City is contracted
to pay 20% of the ValleyCom debt service over a 15-year period. The City currently has an A1 rating from Moody’s. Without With Utility Open Space a Vote a Vote Purposes & Parks 1.50%
1.00% 2.50% 2.50% Total Bonding Capacity $97,894 $65,263 $163,157 $163,157 $489,471 Bonds Outstanding 10,053 ---10,053 Net Capacity $87,841 $65,263 $163,157 $163,157 $479,418 (In Thousands)
General Obligation Bond Debt Revenue Bonds The City has approximately $3.5 million of principal in utility revenue bonds outstanding that are being repaid by revenues from utility funds.
All proceeds from the sale of bonds were used to improve and extend the existing municipal water and storm water systems. The water utility has used some of the bond proceeds to assist
in the construction of facilities necessary to sell water to several neighboring communities thus increasing revenues. Other facilities constructed include reservoirs, wells, corrosion
control facilities and water lines. The Storm Drainage Fund was created in 1988 and began collecting fees with the intent of creating infrastructure. The bond proceeds, along with working
capital, were used for central storm drainage improvements identified in the plan. In 2005 the City refunded $2,855,000 of the 1997 revenue bonds in order to lower the interest rate.
It is estimated the present value savings will be $154,607. The City has established a coverage ratio of 1.25 for the utility revenue bonds, where the net utility operating revenues
will exceed 1.25 times the maximum annual utility revenue bond debt service cost. The annual debt service payment is paid from the utility user or system development fees. Moody’s has
rated utility revenue bonds A1. The following debt payment schedules are for all outstanding debt including utility revenue bonds. Revenue Bonds Year Principal Interest Total Principal
Interest Total 2009 $ 1,295,000 $ 158,218 $ 1 ,453,218 $ 625,000 $ 469,878 $ 1,094,878 2010 275,000 9 5,088 370,088 669,000 439,857 1 ,108,857 2011 290,000 8 4,088 374,088 718,000 4
08,540 1 ,126,540 2012 305,000 125,018 430,018 752,000 374,718 1,126,718 2013+ 1,330,000 1 57,113 1,487,113 7,289,000 1,916,002 9,205,002 Total $3,495,000 $619,523 $4,114,523 $10,053,000
$3,608,993 $13,661,993 General Obligation Bonds
2009-2010 Biennial Budget Section III: Financial Plan Page 72 2009 $ 715,102 $ 59,030 $ 7 74,132 2010 715,102 58,964 774,066 2011 7 73,135 58,219 831,354 2012 7 73,135 5 3,311 826,446
2013 7 73,135 48,403 821,538 2014+ 7 ,369,710 235,763 7,605,472 Total $ 11,119,317 $ 513,690 $ 11,633,007 Public Works Trust Fund Loan Debt Year Principal Interest Total General Fund
Fiscal Capacity The City utilizes a range of strategies to maintain its fiscal security. Several of the financial policies are based on this strategy. First, the City maintains fund
balances sufficient to meet the General Fund cash flow needs and estimated employee retirement cash outs for the current year. This amounts to about 7% to 10% of the General Fund. In
good economic times, this fund balance can be budgeted higher than when the economy takes a turn for the worse. This balance serves as the first line of defense against a sudden and
significant economic downturn. However, revenues are forecast moderately. This not only provides protection from needing to rely on the fund balance, it has provided a higher fund balance
than originally budgeted, augmenting reserves. The City has a Cumulative Reserve Fund for two purposes. First, it allows the City to build funds for needed capital projects without having
to rely exclusively on debt. Secondly, it provides long-term stability to City finances as a counter-cyclical balance. Money is put aside in good years (from higher than budgeted reserves),
allowing the City a reserve to draw on in years of economic decline. The City also maintains two special purpose reserve funds to adequately meet specific and significant potential contingencies:
1) an insurance fund to augment regular insurance coverage and to provide for independence and/or stability, and 2) a guarantee fund to adequately secure the City’s LID program. Finally,
the City has reserved an amount of taxing and other revenue capacities for worse case circumstances. These capacities are: User Fees There are several categories of user fees that could
be increased to capture a larger share of associated costs. B&O Tax The City has the ability, but has chosen not to levy a Business and Occupation Tax on gross business receipts. This
authority applied conservatively would yield about $1,000,000 per year. At higher rates, as much as $2,000,000 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.
2009-2010 Biennial Budget Section III: Financial Plan Page 73 Fund Balance Trends Following is the fund balance trend for the City’s governmental, fiduciary and permanent funds from
2007 through 2010. Fund Balance 2007-2010 Actual:2007 $ 14,462,720 $ 13,124,661 $ 9,873,331 $ 2 ,898,968 $ 1,490,350 Est Actual: 2008 9,419,970 12,952,867 9,644,513 2,872,968 1,495,350
Budget: 2009 5,844,270 1 1,559,567 7,697,813 2,850,268 1,570,050 2010 6,181,970 10,262,067 6,180,713 2,827,668 1,666,750 General Fund Spec. Rev. Captial Project Fire Relief & Pension
Cem. Endowed Care Fund Balance City of Auburn: 2007-2010 $0 $3,000,000 $6,000,000 $9,000,000 $12,000,000 $15,000,000 $18,000,000 General Fund Spec. Rev. Captial Project Fire Relief &
Pension Cem. Endowed Care 2007 2008 2009 2010 The General Fund’s ending balance decreases significantly from the 2007 actual amount to 2008 budget because of large intergovernmental
payments. During 2007, $10,025,100 was paid to the newly formed Valley Regional Fire Authority for their first year of operations. Fund balance is budgeted to decrease 37.3% from 2008
to 2009 mainly due to transfers out. In 2008, transfers out include $2,000,000 excess fund balance that was moved to the Capital Improvement projects fund for downtown revitalization.
2009-2010 Biennial Budget Section III: Financial Plan Page 74 Special Revenue fund balance decreased 9.9% from 2008 to 2009 primarily due to a $791,400 budgeted transfer out from the
Mitigation fund in 2008 to the Arterial Streets fund for various transportation projects. The Capital Projects fund balance is budgeted to decrease 20.1% 2009 due mainly from increased
capital outlay in the Municipal Park Construction fund for construction of the Community Center and a $1,000,000 increase in transfers out to the General Fund from downtown revitalization.
Debt Service fund balances are not presented on the chart because budgeted fund balance from 2007-2010 are held steady at approximately $90,000. 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, 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 three purposes: Provide a cushion or a contingency for unforeseen needs and emergencies. Provide
adequate security for long-term debt. Allow for a capital development program to reduce the need for borrowing. The trend for working capital in each of the City’s proprietary funds
is found on the the page 76. It should be noted that data for 2008-2010 are budget figures while the data for previous years are actual figures. The Water Fund continues with an aggressive
capital program. A portion of the 1997 Revenue Bonds were refunded during 2005 in order to lower the interest rate. Most recently the Council approved interim rate increases for the
fall of 2008 and January 2009 and 2010, the increases were put in place to ensure debt service requirements for the outstanding utility bonds will be met and to construct critical capital
projects in the water utility. The utility is finalizing the comprehensive plan and a formal rate study based upon that plan should be complete in 2009. Future rate increases or adjustments
will be predicated on the rate study applied to the completed comprehensive plan. The Sewer Fund increased rates in January 2002 and 2003 at 3% each year. This increase was used to build
up capital for upcoming projects. Sewer rates will increase in 2009 and 2010 to reflect costs in providing services. Ending working capital is estimated to decrease in 2009 and 2010
as major projects are completed. Storm fund ending working capital has been increasing since 2001 in anticipation of funding capital improvement projects. 2009 and 2010 reflect significant
decreases in working capital as scheduled projects are completed. Most recently the Council approved rate increases for the fall of 2008 and January 2009 and 2010 in order to meet debt
service requirements and construct critical capital projects for the utility. The City entered into a contract for garbage disposal services beginning January 2002. Rates are set to
recover the cost of the service and encourage recycling efforts. Increasing costs in contracted services has caused a decrease in Solid Waste’s working capital in recent years. In the
past there has been adequate fund balance so rates have not been increased for residential customers. Rates are presented to council during the 4th quarter each year and a decision is
made at that time whether to increase rates.
2009-2010 Biennial Budget Section III: Financial Plan Page 75 The Airport entered into several long-term land leases in 2001 that has resulted in private development and increased revenue
from the leases. Since 2004 the City has contracted the Airport to an outside manager. A slight decrease in working capital is projected in 2009 as funds will be used to match a federal
grant for a parallel taxiway. The Cemetery completed construction the Mausoleum and Niche Wall project in 2007. Landscaping and irrigation improvements to the Cemetery are ongoing. In
2006 GO Bonds were issued to fund this project. Working capital decreased in 2008 due to the purchase of property adjacent to the Cemetery for future expansion. The Golf Course completed
construction of a Clubhouse in 2007 funded by bond proceeds. The 2009 and 2010 working capital is projected to decrease due to conservative revenue forecasts and scheduled debt service
payments on the bond. The Commercial Retail fund was established in 2003 for the improvement, leasing and management of approximately 14,000 square feet of commercial space in the Auburn
Station. The fund accounts for revenue and expenses to redevelop downtown through the creation of retail, office and educational space. In 2008 a long term lease for commercial space
was entered into with one party who also took over the management of the space. Fund balance for 2009 and 2010 reflects a change in management of the property. Decreases in working capital
in 2007-2008 are an indication of rental revenue being budgeted conservatively. Equipment Rental fund working capital is projected to decrease in 2009 due to the higher cost of fuel
and several construction projects. The funds will be used to complete a new vehicle bay and storage area and upgrade the VHF radio system. Information Services 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 in 2009 and 2010 as replacement funds are
being used. Facilities became an Internal Service fund in 2009. Charges to departments cover the full cost of operations and maintenance of city owned and operated buildings. Working
capital is expected to increase as the City continues to receive revenues from property rentals.
2009-2010 Biennial Budget Section III: Financial Plan Page 76 Working Capital 2002-2010 Enterprise Funds Actual: 2002 $ 5 ,464,177 $ 9,081,382 $ 4 ,410,775 $ 3 ,675,900 $ 1 57,253 $
3 35,524 $ 3 16,305 $ -2003 7,215,032 1 0,368,678 4,567,828 3,435,938 298,836 392,475 243,357 191,358 2004 8,554,976 11,903,336 5,111,165 3 ,289,301 3 34,315 425,945 90,114 46,655 2005
8,387,092 1 2,279,506 5 ,755,120 2,886,668 463,237 473,557 264,908 274,017 2006 9,623,966 1 2,399,324 6 ,744,361 2 ,746,031 644,590 609,812 2 04,408 3 02,380 2007 10,470,267 14,443,192
7,394,547 3 ,035,185 8 51,386 677,065 562,750 981,156 Est Actual: 2008 7,149,566 1 0,325,392 5,448,747 2,635,485 8 71,886 427,065 192,300 6 41,424 Budget: 2009 1,506,766 5 ,618,692 1
,530,347 1 ,389,385 717,186 404,465 61,900 141,424 2010 1,356,566 1,660,192 1,416,847 1,097,685 754,986 377,365 18,200 141,424 Water Sewer Storm Solid Waste Airport Cemetery Golf Course
Comm Retail Enterprise Funds -Working Capital City of Auburn: 2008-2010 $0 $3,000,000 $6,000,000 $9,000,000 $12,000,000 Water Sewer Storm Solid Waste Airport Cemetery Golf Course Comm
Retail 2008 2009 2010
2009-2010 Biennial Budget Section III: Financial Plan Page 77 Working Capital 2002-2010 Internal Service Funds Actual: 2002 $ 2,902,440 $ -$ -$ 3,671,788 2003 2,716,001 --3 ,907,419
2004 2,693,180 --4,508,076 2005 2,693,799 -1 ,554,454 5 ,149,373 2006 2,742,617 -2,479,575 5,863,063 2007 2,715,518 -2 ,694,910 5 ,412,256 Est Actual:2008 2,649,518 -2 ,397,010 5 ,162,356
Budget: 2009 2,649,918 162,100 2,136,910 3,845,356 2010 2,650,318 327,800 1,861,310 3,173,056 Insurance Facilities Information Services Equipment Rental Internal Service Funds -Working
Capital City of Auburn: 2008-2010 $0 $1,500,000 $3,000,000 $4,500,000 $6,000,000 Insurance Facilities Information Services Equipment Rental 2008 2009 2010
2009-2010 Biennial Budget Section III: Financial Plan Page 78
2009-2010 Biennial Budget Section IV: Operating Budget Page 79 SECTION IV: OPERATING BUDGET Introduction This section of the budget details the City’s baseline budget. As such, department
or fund delineates a complete discussion of City operations. This section also takes a detailed look at departments and divisions by providing both quantitative and qualitative performance
measures. This enhanced presentation is designed to focus more attention on the results and direction of City services rather than on line-item allocations. The format of this section
has been designed to present the information in an administrative structure beginning with the City Council and Mayor, followed by all funds for which each Department Director is responsible.
For example, the Public Works Department will include budgets for Engineering and Street divisions in the General Fund as well as Transportation, Equipment Rental, and Utility Funds.
Sections for those funds representing administrative departments or divisions are presented following the baseline budget and include: Department Organizational Chart Each organizational
chart identifies the authorized staff positions in the 2009-2010 biennial budgets. The charts specifically identify each division that reports to the Department head. Each employee has
a “home” department/division/fund, but may perform work for another department/division/fund. This system is intended to identify all authorized permanent staff positions. Department
or Division Mission Statement Each functional department has created its own mission statement that directs objective setting toward achieving the Citywide Vision. Department Overview
A description of the programs the department/division(s) are responsible for accomplishing. Accomplishments and Objectives A summary of the progress each department or division made
on their objectives during 2008, including general operations and obligation of the fund, and the objectives that the department will undertake in 2009-2010. Baseline Budget by Object
For general fund departments and governmental funds, this information is presented in a line object format. This is based on the Washington State Budgeting, Accounting and Reporting
System (BARS), which govern the City’s accounting procedures. Data for the proprietary funds is presented in a working capital format, which not only describes the use of these funds,
but also examines the fiscal status of the fund itself. This format also summarizes the income associated with the fund. Department Employees A summary of Full Time Equivalent (FTE)
positions is presented with explanations of additions or changes due to department reorganizations. Performance Measures Each department has provided three performance measures that
best show the results of their mission and or objectives.
2009-2010 Biennial Budget Section IV: Operating Budget Page 80 Total Baseline Budget 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries & Wages 26,662,491 34,288,500
32,737,950 34,901,400 36,873,700 Personnel Benefits 9,199,493 11,303,400 10,803,800 12,958,400 13,772,900 Supplies 3,751,198 4,547,750 3,997,400 4,907,300 5,018,400 Services & Charges
25,393,862 29,597,550 27,380,249 31,645,600 31,863,400 Intergovernmental 29,754,011 25,541,714 23,521,278 24,545,100 19,171,700 Capital Outlays 24,891,507 48,454,000 30,063,498 41,402,600
36,899,800 Debt Service: Principal 2,405,081 2,817,300 2,696,800 2,976,300 2,427,300 Debt Service: Interest 650,208 764,300 801,800 792,100 860,900 Interfund Payments for Services 6,653,409
7,518,600 7,516,500 10,591,800 10,733,900 Other Uses 6,288,586 0 0 0 0 Designated Fund Balance 6,368,965 5,803,970 6,685,645 6,110,945 4,396,145 Undesignated Fund Balance 84,870,129
52,389,324 67,704,705 43,670,605 37,645,105 ALL FUNDS TOTAL $226,888,940 $223,026,408 $$213,909,625 $214,502,150 $199,663,250 2009 Total Baseline Expenditures Supplies
3.0% Debt Service 2.3% Services & Charges 19.2% Personnel Benefits 7.9% Salaries & Wages 21.2% Capital Outlays 25.1% Interfund Payments for Services 6.4% Intergovernmental 14.9% 2010
Total Baseline Expenditures Intergovernmental 12.2% Interfund Payments for Services 6.8% Capital Outlays 23.4% Salaries & Wages 23.4%Personnel Benefits 8.7% Services & Charges 20.2%
Debt Service 2.1% Supplies 3.2%
2009-2010 Biennial Budget Section IV: Operating Budget Page 81 001 Total General Fund 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries & Wages 19,033,953
24,419,450 22,918,000 23,644,100 24,853,800 Personnel Benefits 6,895,147 8,294,800 7,803,100 9,067,300 9,618,800 Supplies 1,491,897 1,764,950 1,545,600 1,307,700 1,259,900 Services &
Charges 8,142,173 10,809,350 9,703,655 8,946,800 9,567,500 Intergovernmental 15,266,538 8,683,832 7,951,146 5,439,400 4,598,700 Capital Outlays 1,181,588 927,600 611,500 160,000 90,000
Debt Service: Principal 191,091 167,000 167,000 175,000 184,000 Debt Service: Interest 34,050 83,500 83,500 75,700 66,900 Interfund Payments for Services 4,081,233 4,482,500 4,482,300
6,931,000 6,945,100 Designated Fund Balance 149,725 149,725 158,300 391,800 318,500 Undesignated Fund Balance 14,312,995 4,338,345 9,261,670 5,452,470 5,863,470 GENERAL FUND TOTAL $70,780,390
$64,121,052 $64,685,771 $61,591,270 $63,366,670 2009 General Fund Expenditures Supplies 2.3% Debt Service 0.4% Services & Charges 16.0% Personnel Benefits 16.3% Salaries & Wages Capital
Outlays 42.5% 0.3% Interfund Payments for Services 12.4% Intergovernmental 9.8% 2010 General Fund Expenditures Supplies 2.2% Debt Service 0.4% Services & Charges 16.7% Personnel Benefits
16.8% Salaries & Wages 43.5% Capital Outlays 0.2% Interfund Payments for Services 12.2% Intergovernmental 8.0%
2009-2010 Biennial Budget Section IV: Operating Budget Page 82
2009-2010 Biennial Budget Section IV: Operating Budget Page 83 CITY COUNCIL DEPARTMENT OVERVIEW The Mayor and City Council, the legislative body representing the citizens of Auburn,
is responsible for developing legislative policies of the City. Guidelines promulgated by the Council in the form of ordinances and resolutions are transmitted to the Mayor for implementation,
follow-up and evaluation. The Council develops goals and provides a budget, which gives purpose and direction to City programs and initiatives. 2007 & 2008 ACCOMPLISHMENTS Annexation
of Lea Hill and West Hill Improved Public Safety Provided adequate funding sources for public safety Opened Auburn Avenue Theatre Promoted continuous community outreach by involving
citizens and business in their City government Continued to seek opportunities to partner and work with the Muckleshoot Indian Tribe Completed gateway project Rezoned and redeveloped
A Street SE corridor to commercial, including professional and service oriented businesses Marketed Marketed Auburn as the regional entertainment center Completed first project in Auburn
Environmental Park Remodeled Veterans Building Planned for Les Gove Community Campus Created Community Services Division Continued Redevelopment of B Street Plaza Designed Community
Center 2009 & 2010 OBJECTIVES Create hospital/medical zone Continue redevelopment of B Street Plaza and designate B Street Plaza to a park Create special planning area west of C Street
Update Zoning and Comprehensive Plan policies relating to single family and multi-family zones Establish criteria for neighborhood needs and funding including, but not limited to, neighborhood
improvements, traffic calming, art, public safety, infrastructure improvements, etc. Redevelopment in Downtown Catalyst area Secure sustainable funding for arterial streets Increase
the availability of emergency housing for residents in need Continue to find ways to reach out to Auburn’s diverse communities Develop new gateway project Complete construction of Community
Center, Phase 1 Complete Girls & Boys Club Les Gove Agreement Work towards completing Phase 2 of Les Gove Campus improvements
2009-2010 Biennial Budget Section IV: Operating Budget Page 84 MAYOR DEPARTMENT OVERVIEW The Mayor and City Council, the legislative body representing the citizens of Auburn, is responsible
for developing legislative policies of the City. Guidelines promulgated by the Council in the form of ordinances and resolutions are transmitted to the Mayor for implementation, follow-up
and evaluation. The Council develops goals and provides a budget, which gives purpose and direction to City programs and initiatives. Under the direction of the Mayor, as Auburn's Chief
Executive Officer, the department is made up of the following divisions: Economic Development, Communications and Government Relations, Community and Humans Services. The Mayor sees
that the laws and ordinances of the City are faithfully enforced and has general supervision of the administration of City government and all City interests. In addition, the eight department
directors --the City Attorney, Chief of Police, Director of Public Works, Director of Planning, Building & Community, Director of Human Resources, Risk & Property Management, Director
of Finance, Director of Information Services and Director of Parks, Arts & Recreation carry out the necessary activities of the City. 2007 & 2008 ACCOMPLISHMENTS Annexation of Lea Hill
and West Hill. Improved Public Safety. Provided adequate funding sources for public safety. Opened Auburn Ave Theatre Promoted continuous community outreach by involving citizens and
business in their City government. Continued to seek opportunities to partner and work with the Muckleshoot Indian Tribe. Completed gateway project. Rezoned and redeveloped A Street
SE corridor to commercial, including professional and service oriented businesses. Marketed Auburn as the regional entertainment center. Completed first project in Auburn Environmental
Park. Remodeled Veterans Building Planned for Les Gove Community Campus Created Community Services Division Continued Redevelopment of B Street Plaza Designed Community Center 2009 &
2010 OBJECTIVES Create hospital/medical zone Designation of B Street Plaza to a park Conduct three community meetings a month Create a housing development group to manage affordable
housing in Auburn Create special planning area west of C Street Attract and recruit major employers to Auburn Develop master list of community contacts, including points of contact for
all Auburn Home Owner’s Associations, Block Watches, neighborhood groups, ethnic populations and faith communities Update Zoning and Comp. Plan policies relating to single family and
multi-family zones
2009-2010 Biennial Budget Section IV: Operating Budget Page 85 2009 & 2010 OBJECTIVES (cont.) Establish criteria for neighborhood needs and funding including, but not limited to, neighborhood
improvements, traffic calming, art, public safety, infrastructure improvements, etc. Assist in development of an operational One-Stop Center for human service agencies Redevelopment
in Downtown Catalyst area Secure sustainable funding for arterial streets Create action group of community, private, and public interest for start-up services Continue to find ways to
reach out to Auburn’s diverse communities Increase the availability of emergency housing for residents in need
2009-2010 Biennial Budget Section IV: Operating Budget Page 86 Department Budget 001/11 Council/Mayor 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries & Wages
350,284 428,900 386,000 385,400 407,600 Personnel Benefits 88,739 107,800 97,000 112,200 120,000 Supplies 10,963 15,000 17,000 15,200 15,200 Services & Charges 84,817 119,700 100,000
109,100 110,400 Intergovernmental 0 0 0 0 0 Capital Outlays 0 0 0 0 0 Interfund Payments for Services 47,508 41,200 41,200 140,000 154,300 DEPARTMENT TOTAL $582,311 $712,600 $641,200
$761,900 $807,500 Department Employees 001 Council-Elected 2006 2007 2008 2009 2010 Councilmember 7.00 7.00 7.00 7.00 7.00 TOTAL COUNCIL 7.00 7.00 7.00 7.00 7.00 001 Mayor FTE's 2006
2007 2008 2009 2010 Mayor-Elected 1.00 1.00 1.00 1.00 1.00 Mayor FTE's 3.00 3.50 5.50 5.50 5.50 Communication FTE's * 6.50 6.50 5.50 5.50 5.50 TOTAL MAYOR FTE's 10.50 11.00 12.00 12.00
12.00 * Communications & Community Relations Division was created in 2005 and reports to the Mayor. 0.5 FTE -Council Assistant was added during 2007. 1.0 FTE was moved from Communications
to Information Systems in 2008. Full Time Equivalent (FTE) 2.0 FTE's -Principal Planner/Human Services and a Project Assistant were added at the beginning of 2008.
2009-2010 Biennial Budget Section IV: Operating Budget Page 87 HUMAN RESOURCES, RISK, AND PROPERTY 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, risk and property management related activities, using value-added tools, processes and services.
DEPARTMENT OVERVIEW The Human Resources Department develops and administers personnel policies, recruits applicants for employment, assists in selecting and hiring employees, administers
the compensation system and makes recommendations in employee compensation (including benefits), 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 Court personnel while functioning under the direction of the Judge. Oversees risk and property management programs, and ensures compliance with the City’s safety program. 2007 & 2008
ACCOMPLISHMENTS Implemented 9x80 work schedule for City Hall and M&O to provide extended business hours to the community Transitioned unaffiliated employees, Teamster represented employees
and police commanders from Regence Medical Plan A to Regence PPO Medical Plan Centralized the recruiting and hiring process for temporary employees to mirror the regular employee hiring
process Added additional alternative to incarceration programs, saving jail costs and reducing recidivism. Negotiated and implement five collective bargaining agreements, covering 2008-2010
Implemented a process that informs Directors of their liability claims in a timelier manner, thus effecting necessary changes to reduce exposures Trained court clerks on updated BRIO/Database
Warehouse software in order to move from manual to electronic reporting through the State Judicial Information System (JIS) Developed macros and scripts to minimize key strokes for documenting
court proceedings, thus saving court clerks’ time 2009 & 2010 OBJECTIVES To implement a new online application and hiring program (NeoGov) that will allow applicants to apply and forward
applications online, and allow electronic screening by hiring managers To use NeoGov to automatically produce reports that show application trend analysis, allowing the City to recruit
more efficiently To create a web-based individual orientation program that allows new employees to review benefit information prior to their start date To develop and present a monthly
citywide orientation for new employees to receive information about the City, individual departments and customer service training (3 C’s) To minimize municipal court paper files by
scanning closed infractions, parking citations and photo enforcement, and move to electronic filings of citations by 2010 To rearrange court clerk responsibilities and update desk manual
by the end of 2009 To implement partially state-funded interpreter services program To To analyze and develop risk management benchmarking and performance measures to reduce City exposures
and associated costs To transition the City from the State Industrial Insurance program to a self insured program
2009-2010 Biennial Budget Section IV: Operating Budget Page 88 Department Budget 001/13 Human Resources 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries &
Wages 1,761,554 2,333,400 2,200,100 1,761,500 1,887,100 Personnel Benefits 560,015 691,800 657,200 611,900 655,700 Supplies 121,819 240,100 216,100 23,600 21,300 Services & Charges 1,440,175
1,789,400 1,741,855 926,900 961,400 Intergovernmental 0 0 0 0 0 Capital Outlays 22,893 87,000 87,000 0 0 Interfund Payments for Services 308,811 296,550 296,550 448,200 494,400 DEPARTMENT
TOTAL $4,215,267 $5,438,250 $5,198,805 $3,772,100 $4,019,900 Department Employees 001 Human Resources FTE's 2006 2007 2008 2009 2010 Judge-Elected 1.00 1.00 1.00 1.00 1.00 Human Resources
FTE's 6.00 7.50 7.50 7.50 7.50 Court/Probation FTE's* 14.00 16.00 20.00 20.00 20.00 TOTAL HUMAN RESOURCES FTE's 21.00 24.50 28.50 28.50 28.50 * Does not include 1 elected Judge 1.0 FTE
-HR Coordinator was added in late 2007. 1.0 FTE was moved from Non-Departmental to Court in early 2007 to become Court Clerk II. 0.5 FTE Probation Counselor added in 2007 Budget. 3.0
FTE's -2 Court Clerk II and 1 Probation Counselor were added in 2008. 1.0 FTE -Court Commissioner was added in 2008. 1.0 FTE -Court Clerk position has been frozen in the 2009/2010 budget.
Full Time Equivalent (FTE) 0.5 FTE was moved from Non-Departmental to Human Resources in 2007 to become Community Services Crew Leader. 0.5 FTE -added to 0.5 FTE Probation Counselor
position added in 2007 Budget and reclassed to a Probation Assistant
2009-2010 Biennial Budget Section IV: Operating Budget Page 89 The City is responsible for notifying the employee of Family Medical Leave Act (FMLA) upon learning of the qualifying incident
to meet legal compliance. The more timely the notification, the better the City can manage/minimize time loss for both work related and non-work related injuries/illness. Pay Increase
Paperwork Processed Within Two Weeks The Human Resources department is responsible for initiating the paperwork for employee pay increases. This goal focuses on improving the process
to ensure paperwork is received by the supervisors no later than two weeks prior to the effective date and pay increases are processed in a timely manner. PERFORMANCE MEASURES -HUMAN
RESOURCES, RISK, AND PROPERTY MANAGEMENT DEPARTMENT Worker's Compensation Statistics Preventing workplace injuries is the best way to reduce industrial insurance costs. Time loss is
one of the major factors that affect industrial insurance rates. Getting employees back to work as soon as possible after an injury helps reduce our premiums. Family Medical Leave Act
(FMLA) Notification 39 351 35 400 35 400 35 400 0 125 250 375 500 2007 2008 Est 2009 Goal 2010 Goal Worker's Compensation Statistics L&I Claims Time Loss (Days) 97% 100% 95% 100% 100%
100% 100% 100% 0% 25% 50% 75% 100% 2007 2008 Est 2009 Goal 2010 Goal FLMA Notification HR notified in 2 Days HR sends letter in 2 Days 96.2% 97.0% 97.5% 98.0% 0.0% 25.0% 50.0% 75.0%
100.0% 2007 2008 Est 2009 Goal 2010 Goal Pay Increase Paperwork Processed Within 2 Weeks % of paperwork to supervisors in 2 weeks
2009-2010 Biennial Budget Section IV: Operating Budget Page 90 FACILITIES DEPARTMENT MI S S ION S TAT EMENT 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.
DE PAR TMENT OVE R VI EW The Facilities Department provides a broad range of services to internal departments. These services include building maintenance, security, custodial, space
planning, construction, facility renovation, energy management, and real estate management. Facilities department is responsible for procuring, storing, and distributing supplies and
materials for daily operations in a cost effective manner. 2007 & 2008 ACCOMPLISHMENTS Organized and consolidated files and processes for property management, contracting, leasing, acquisition,
and sales activities. Developed a centralized access control program for all City-occupied occupied facilities to enhance the security of those facilities through the use of key control
policies and procedures, accurate tracking of keys issued, and standardized door hardware. 2009 & 2010 OBJECTIVES To increase productivity and reduce facilities costs by implementing
a successful quarterly carpet and hard floor program; results tracked in CarteGraph. To reduce heating and cooling work orders by 10% through improved preventive maintenance, early detection
of potential issues, and maintenance focused on long term problem elimination. To efficiently and effectively complete all project management activities that result in successful construction,
within budget and on time, for the Community Center, Auburn Airport Taxiway and M&O facility.
2009-2010 Biennial Budget Section IV: Operating Budget Page 91 FACILITIES FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Budget Est. Actual Budget Budget
Operating Budget Operating Revenue 348.920 Property Management Services 0 0 0 2,326,600 2,416,200 362.501 Rents Leases 0 0 0 105,000 105,000 362.600 Housing Rents 0 0 0 60,000 60,000
Total Operating Revenue 0 0 0 2,491,600 2,581,200 Operating Expense 548.000.10 Salaries and Wages 0 0 0 (625,500) (665,600) 548.000.20 Personnel Benefits 0 0 0 (218,400) (232,600) 548.000.30
Supplies 0 0 0 (103,300) (100,700) 548.000.40 Services & Charges 0 0 0 (1,191,800) (1,140,900) 548.000.50 Intergovernmental 0 0 0 0 0 548.000.90 Interfund Payments for Services 0 0 0
(113,600) (206,000) 548.000.00 Depreciation & Amortization 0 0 0 0 0 Total Operating Expenses 0 0 0 (2,252,600) (2,345,800) Operating Income (Loss) 0 0 0 239,000 235,400 Non Operating
Revenue (Exp) 361.110 Investment Income 0 0 0 5,000 10,000 369.900 Miscellaneous Revenue (Expense) 0 0 0 0 0 395.900 Gain on Sale of Fixed Assets 0 0 0 0 0 Total Non Oper. Rev (Exp)
0 0 0 5,000 10,000 Net Income (Loss) 0 0 0 244,000 245,400 Add/Deduct Items Not Affecting Working Capital (W/C) 548.100.01 Depreciation & Amortization 0 0 0 0 0 590.100.83 Debt Service
Interest 0 0 0 (39,200) (41,100) Net W/C From Operations 0 0 0 204,800 204,300 Other Resources and Uses Budget Resources Other Than Operations 397.100 Transfer In 0 0 0 0 0 399.000 Other
Sources 0 0 0 0 0 Total Resources 0 0 0 0 0 Uses Other Than Operations 590.100. Other Uses 0 0 0 0 0 597.100.55 Transfer Out 0 0 0 0 0 590.100.63 Inc in Fixed Assets-Improvements 0 0
0 0 0 590.100.64 Inc in Fixed Assets-Equipment 0 0 0 (6,000) 0 590.100.75 Debt Service Principal 0 0 0 (36,700) (38,600) Total Uses 0 0 0 (42,700) (38,600) Net Change in W/C 0 0 0 162,100
165,700 Beginning W/C 1/1 0 0 0 0 162,100 Ending W/C 12/31 0 0 0 162,100 327,800 Net Change in W/C $ 0 $ 0 $ 0 $ 1 62,100 $ 165,700
2009-2010 Biennial Budget Section IV: Operating Budget Page 92 Department Employees 505 Facilities FTE's 2006 2007 2008 2009 2010 Facilities/Property Management FTE's * 8.00 9.00 10.00
10.00 10.00 TOTAL FACILITIES FTE's 8.00 9.00 10.00 10.00 10.00 1.0 FTE -Property Manager was added in early 2007. 1.0 FTE -Project/Construction Manager was added in 2008. Full Time Equivalent
(FTE) * Property Management division was moved from Planning to Human Resources in 2006 and became a separate Internal Service fund in 2009.
2009-2010 Biennial Budget Section IV: Operating Budget Page 93 The Facilities Department will make every possible effort(within budget constraints) to reduce HVAC requests/complaints
by 10% each year. Below you will find the estimated number for 2008 and the projected decline for 2009 and 2010. The actual number for 2007 is not available. PERFORMANCE MEASURES -FACILITIES
DEPARTMENT CarteGraph Work Requests Facilities Maintenance provides 24/7 maintenance for City facilities. Requests are tracked through CarteGraph. Within 24 hours of receiving the work
request (Monday-Friday) the customer will receive an email acknowledging receipt. If there are issues with completing any request in a timely manner, contact will be made with the customer
and once it has been completed. Below is the actual number of work requests submitted in 2007 and an estimated amount for the remaining years. HVAC Requests/Complaints 662 1,518 1,550
1,550 0 450 900 1,350 1,800 2007 2008 Est 2009 Goal 2010 Goal CarteGraph Work Requests 0 94 84 74 0 25 50 75 100 2007 2008 Est 2009 Goal 2010 Goal Voice Systems Supported
2009-2010 Biennial Budget Section IV: Operating Budget Page 94
2009-2010 Biennial Budget Section IV: Operating Budget Page 95 FINANCE DEPARTMENT MISSION STATEMENT The Finance Department supports City efforts by providing quality financial services.
DEPARTMENT OVERVIEW Major responsibilities include: financial and budgetary policy development; long-term financing and cash management; the functions of utility billing, payroll, purchasing,
and accounts payable. The department prepares a comprehensive annual financial report and a biennial budget document. Other duties include providing analytical support, accounting and
budget advice to departments and overseeing contracted services of solid waste and airport management. 2007 & 2008 ACCOMPLISHMENTS Completed the 2007-2008 Biennial Budget and submitted
documentation to Government Finance Officer’s Association for the Distinguished Budget Presentation award Prepared the 2007 and 2008 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 as part of the Comprehensive
Plan Continued to track performance measures to improve efficiency and effectiveness in providing customer service Prepared the 2009-2010 Biennial Budget consistent with best practices
in budgeting Implemented monthly billings for utilities Developed Project Accounting to track revenue and expenses in newly annexed areas Prepared financial proformas for planned annexation
areas Administered census for annexation areas Developed Request For Proposals for Cost of Service studies, Airport development, and bank services Determined other post-employment benefit
liability for Governmental Accounting Standards Board (GASB) 45 Worked with State Auditor’s office for successful audit engagement 2009 & 2010 OBJECTIVES Complete the 2009-2010 Biennial
Budget and submit documentation to GFOA for the Distinguished Budget Presentation award Prepare the 2009 and 2010 Comprehensive Annual Financial Reports (CAFRs). Submit documentation
to the GFOA award program to receive the Certificate of Achievement for Excellence in Financial Reporting Update the six-year Capital Facilities Plan as part of the Comprehensive Plan
Update and expand the 2009 and 2010 Revenue Manuals Prepare the Popular Annual Financial Report for year-end financial summary Continue to track performance measures to improve efficiency
and effectiveness in providing customer service Streamline purchasing by using procurement cards Administer Cost of Service study for building and development activities Issue bonds
as required for street programs, Community Center and Annex Administer Federal Aviation Administration grant for new Airport Taxiway Implement GASB 45 for other post-employment benefits
Work with State Auditor’s office for successful audit engagement Establish new internal service fund for facilities and property management
2009-2010 Biennial Budget Section IV: Operating Budget Page 96 Department Budget 001/14 Finance 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries & Wages 475,966
584,400 580,000 590,900 634,600 Personnel Benefits 141,219 196,400 174,000 205,300 220,600 Supplies 11,690 21,800 13,000 13,700 14,500 Services & Charges 160,989 254,900 248,000 222,300
214,900 Intergovernmental 0 0 0 0 0 Capital Outlays 2,287 0 0 0 0 Interfund Payments for Services 108,792 106,900 106,900 142,900 171,200 DEPARTMENT TOTAL $900,943 $1,164,400 $1,121,900
$1,175,100 $1,255,800 Department Employees 001 Finance FTE's 2006 2007 2008 2009 2010 Finance FTE's 23.00 24.00 25.00 25.00 25.00 TOTAL FINANCE FTE's 23.00 24.00 25.00 25.00 25.00 1.0
FTE -Financial Analyst was added in late 2007. 1.0 FTE -Accountant was added in early 2008. Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 97 PERFORMANCE MEASURES -FINANCE DEPARTMENT Total Utility Department Calls The Utility billing division began receiving detailed
statistical information on the number of phone calls into & out of the department in April 2004. These calls are logged by the hour and extension number & include the length of the call.
Using this information, management can determine both individual and department performance, billing cycle relationships to peak hours or days in a month, and staff time spent on telephone
calls. In the future, management can develop minimum standards for individual performance such as number of calls in a day or the minutes per call that should not be exceeded. Training
can then be structured to increase the level of customer service and efficiency. In 2007, we changed to monthly billing in July which resulted in an increase in the number of phone calls.
The 2008 annexation of Lea Hill and West Hill also increased the volume of inquiries inquiries to the Utility Department. Days Sales Outstanding “Days Sales Outstanding” is the City’s
average collection period, which is now based on a 25 day billing cycle, for all its utilities. This reflects the change to a monthly billing cycle which was implemented in July 2007.
It is an important financial indicator because it shows the age, in terms of days, of an organization’s accounts receivable and the average time it takes to turn receivables into cash.
It provides insight into the changes that occur within the City’s receivable balance. Average Invoices Processed -Per Month Per FTE Employee This measurement is typically improved by
reducing the number of invoices that have to be handled more than once. Thus, staff is constantly looking for ways to speed up the invoice approval process. This statistic is used to
track the productivity of the accounts payable employees, and to insure staffing is at proper levels to meet the City's ongoing legal disbursement commitments. 44,437 46,500 48,780 51,000
0 15,000 30,000 45,000 60,000 2007 2008 Est 2009 Goal 2010 Goal Utility Department Calls 30 24 22 20 -10 20 30 40 2007 2008 Est 2009 Goal 2010 Goal Day Sales Outstanding 22,271 24,714
26,000 28,000 -10,000 20,000 30,000 40,000 2007 2008 Est 2009 Goal 2010 Goal Average Invoices Processed
2009-2010 Biennial Budget Section IV: Operating Budget Page 98 NON-DEPARTMENTAL DEPARTMENT OVERVIEW Non-Departmental accounts are used to reflect the General Fund’s ending fund balance,
prior year adjustments, the transfer of money between funds, and one-time transactions. Estimated costs for retiring employees are also budgeted in this department. During the course
of the year, anticipated expenditures will be transferred from the beginning fund balance while revenues will be added. Since the budget is adopted before the actual current year ending
figure is known, the ending fund balance is estimated. 2007 & 2008 ACCOMPLISHMENTS Continued to fund Law Enforcement Officers and Firefighters (LEOFF) retiree medical and long-term care
expenses Continued to fund retirement payoffs Continued to provide funding for general citywide services Provided funding for construction of Downtown Revitalization projects Funded
debt payments for Valley Com and Library Financially supported the Local and Arterial Street funds 2009 & 2010 OBJECTIVES Continue to fund LEOFF retiree medical and long-term care expenses
Continue to fund retirement payoffs Continue to provide funding for general citywide services Provide funding for construction of Downtown Revitalization projects Fund debt payment for
Valley Com and Library Receipt in and distribute state Motor Vehicle Fuel Tax (MVFT) funds that support the Local and Arterial Street funds Support the Redflex program related to traffic
calming projects
2009-2010 Biennial Budget Section IV: Operating Budget Page 99 Department Budget 001/98 Non-Departmental 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries
& Wages 169,697 411,400 300,000 674,300 661,900 Personnel Benefits 1,029,854 1,115,000 1,115,000 1,218,000 1,336,400 Supplies 0 0 0 0 0 Services & Charges 477,923 870,345 685,700 484,700
486,400 Intergovernmental 12,727,574 4,979,132 4,648,432 2,159,000 1,159,400 Capital Outlays 724,079 562,000 300,000 100,000 85,000 Debt Service: Principal 159,141 167,000 167,000 175,000
184,000 Debt Service: Interest 0 83,500 83,500
75,700 66,900 Interfund Payments for Services 0 0 0 0 0 Designated Fund Balance 149,725 149,725 158,300 391,800 318,500 Undesignated Fund Balance 14,312,995 4,338,345 9,261,670 5,452,470
5,863,470 DEPARTMENT TOTAL $29,750,988 $12,676,447 $16,719,602 $10,730,970 $10,161,970 Department Employees 001 Nondepartmental FTE's 2006 2007 2008 2009 2010 Nondept FTE's 0.00 0.00
0.00 0.00 0.00 TOTAL NONDEPT FTE's 0.00 0.00 0.00 0.00 0.00 Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 100 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 118 The Local Law Enforcement Block Grant (LLEBG) Fund accounts for money received from the Federal government that can only be used for
criminal justice purposes. Fund 122 The Cumulative Reserve Fund accumulates excess reserves for counter-cyclical purposes, capital purposes, and as a “Rainy Day” fund. 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.
Fund 125 Parks and Recreation Special Projects Fund accounts for donations and related expenses to fund special programs within the parks and recreation program. This fund is no longer
being used as of 2008. 2007 & 2008 ACCOMPLISHMENTS Continued to collect, monitor and distribute legally restricted revenue sources Utilized grant options and maintained accountability
of grant funds Administered use of mitigation fees to provide for City Infrastructure improvements Maintained Cumulative Reserve fund to provide stability during economic downturns and
capital purposes 2009 & 2010 OBJECTIVES Continue to collect, monitor and distribute legally restricted revenue sources Utilize grant options and maintained accountability of grant funds
Administer use of mitigation fees to provide for City Infrastructure improvements Maintain Cumulative Reserve fund to provide stability during economic downturns and capital purposes
2009-2010 Biennial Budget Section IV: Operating Budget Page 101 Special Revenue Funds 104 Hotel Motel Tax 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue
Beginning Fund Balance 62,122 87,394 87,394 98,000 32,600 Hotel Motel Tax 85,405 76,000 87,000 76,000 76,000 Services & Charges 0 0 0 9,100 9,100 Investment Income 3,495 1,800 1,800
2,500 600 Transfers In 0 0 0 0 0 Total Revenue $151,022 $165,194 $176,194 $185,600 $118,300 Expenditures Services & Charges 63,628 122,000 78,194 153,000 85,500 Undesignated Fund Balance
87,394 43,194 98,000 32,600 32,800 Total Expenditures $151,022 $165,194 $176,194 $185,600 $118,300 118 Justice Assistance Grant 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual
Budget Budget Revenue Beginning Fund Balance 9,154 12,261 12,261 12,261 12,261 Bureau of Justice Assistance 29,000 26,300 19,000 13,000 10,000 Investment Income 507 100 100 100 100 Transfer
In 2,600 2,600 1,900 1,300 1,000 Total Revenue $41,261 $41,261 $33,261 $26,661 $23,361 Expenditures Expenditures Salaries & Wages 29,000 29,000 21,000 14,400 11,100 Undesignated Fund
Balance 12,261 12,261 12,261 12,261 12,261 Total Expenditures $41,261 $41,261 $33,261 $26,661 $23,361
2009-2010 Biennial Budget Section IV: Operating Budget Page 102 Special Revenue Funds 122 Cumulative Reserve 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue
Beginning Fund Balance 5,642,187 5,962,968 5,962,968 5,703,268 5,371,268 Investment Income 320,781 200,000 150,500 156,000 146,000 Transfer In 0 44,800 44,800 0 0 Total Revenue $5,962,968
$6,207,768 $6,158,268 $5,859,268 $5,517,268 Expenditures Transfer Out-321 0 1,036,200 455,000 488,000 0 Undesignated Fund Balance 5,962,968 5,171,568 5,703,268 5,371,268 5,517,268 Total
Expenditures $5,962,968 $6,207,768 $6,158,268 $5,859,268 $5,517,268 124 Mitigation Fees 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue Designated Beginning
Fund Balance 2,396,952 4,960,078 4,960,078 5,152,978 4,284,778 Undesignated Beginning Fund Balance 944,960 159,967 159,967 156,367 303,367 Transportation Impact Fee 1,664,513 800,000
1,164,200 750,000 750,000 School Impact Fee 11,550 20,000 3,800 5,000 5,000 Fire Impact Fees 133133,582 0 56,800 0 0 Transfer In-Fire Impact 12,967 0 0 0 0 Fire Mitigation 61,311 0 6,300
0 0 Transfer In-Fire Mitigation 53,330 0 0 0 0 Traffic Mitigation 122,920 200,000 38,000 50,000 50,000 Truck Impact 5,347 0 9,200 5,000 5,000 Parks Impact Fees 191,000 0 0 0 0 Parks
Mitigation 89,487 0 800 0 0 Investment Income 234,133 50,000 135,000 142,000 100,000 Total Revenue $5,922,052 $6,190,045 $6,534,145 $6,261,345 $5,498,145 Expenditures Intergovernmental
443,633 264,200 264,200 98,100 0 Transfer Out 358,374 1,416,000 960,600 1,575,100 2,508,500 Designated Fund Balance 4,960,078 4,279,878 5,152,978 4,284,778 2,581,278 Undesignated Fund
Balance 159,967 229,967 156,367 303,367 408,367 Total Expenditures $5,922,052 $6,190,045 $6,534,145 $6,261,345 $5,498,145
2009-2010 Biennial Budget Section IV: Operating Budget Page 103 Special Revenue Funds 125 Parks & Recreation 2007 2008 2008 2009 2010 Special Projects Actual Adj Budget Est Actual Budget
Budget Revenue Beginning Fund Balance 45,412 0 0 0 0 Contributions & Donations 14,616 0 0 0 0 Total Revenue $60,028 $0 $0 $0 $0 Expenditures Supplies 16,535 0 0 0 0 Services & Charges
12,760 0 0 0 0 Transfer Out 30,733 0 0 0 0 Undesignated Fund Balance 0 0 0 0 0 Total Expenditures $60,028 $0 $0 $0 $0
2009-2010 Biennial Budget Section IV: Operating Budget Page 104 DEBT SERVICE FUNDS Debt Service Funds account for payment of outstanding long-term general obligations of the City: The
1998 Limited Tax General Obligation (LTGO) bond fund and the Local Improvement District (LID) Guarantee fund. The City’s LID Guarantee Fund is used as a source for guaranteeing the redemption
and payment of outstanding Local Improvement District (LID) bonds and interest. Its purpose is to provide adequate security in order to maintain top ratings by bond raters. 2007 & 2008
ACCOMPLISHMENTS Made timely payment of principal and interest on outstanding debt issues Continued accounting for existing Local Improvement District (LID) funds including closing out
funds for completed LIDs Coordinated new LIDs with other City departments 2009 & 2010 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 Calculate yearly the net cash amount required in the LID guarantee
fund by multiplying the total debt outstanding for all LID debt issues by ten percent, any excess may be transferred to the General Fund
2009-2010 Biennial Budget Section IV: Operating Budget Page 105 Debt Service Funds 229 1998 GO Library Bond Debt 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue
Beginning Fund Balance 25,372 35,810 35,810 42,310 43,310 Investment Income 10,378 11,700 6,500 6,000 6,000 Transfer In 306,500 307,200 307,200 302,500 299,300 Total Revenue $342,250
$354,710 $349,510 $350,810 $348,610 Expenditures Debt Service Principal 185,000 195,000 195,000 205,000 210,000 Debt Service Interest 121,440 112,200 112,200 102,500 94,300 Undesignated
Fund Balance 35,810 47,510 42,310 43,310 44,310 Total Expenditures $342,250 $354,710 $349,510 $350,810 $348,610 249 LID Guarantee 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual
Budget Budget Revenue Beginning Fund Balance 52,003 115,023 115,023 61,623 51,823 Investment Income 2,509 2,400 2,400 1,200 1,200 Transfer In 70,511 0 0 0 0 Total Revenue $125,023 $117,423
$117,423 $62,823 $53,023 Expenditures Transfer Out 10,000 54,800 54,800 10,000 10,000 Debt Service Interest 0 1,000 1,000 1,000 1,000 Undesignated Fund Balance 115,023 61,623 61,623
51,823 42,023 Total Expenditures $125,023 $117,423 $117,423 $62,823 $53,023
2009-2010 Biennial Budget Section IV: Operating Budget Page 106 CAPITAL IMPROVEMENT PROJECTS 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. 2007 & 2008 ACCOMPLISHMENTS Maintained accounting for the Downtown revitalization program Transferred out Real Estate Excise Tax (REET) funds to support Local and Arterial Streets
and Parks capital programs Continued to support public art projects Provided funding for traffic and sidewalk programs Continued to provide funding for facility repair and maintenance
2009 & 2010 OBJECTIVES Maintain accounting for Downtown revitalization program Transfer out Real Estate Excise Tax (REET) funds to support Parks capital programs Provide funding for
traffic and sidewalk programs Continue to provide funding for facility repair and maintenance
2009-2010 Biennial Budget Section IV: Operating Budget Page 107 Capital Projects Fund 328 Capital Improvement Projects 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget
Revenue Beginning Fund Balance 13,512,799 9,685,352 9,685,352 9,515,434 4,968,834 REET 1 1,384,611 1,100,000 900,000 900,000 900,000 REET 2 1,384,611 1,100,000 900,000 900,000 900,000
Investment Income 739,227 304,700 304,700 200,000 250,000 Interlocal Grants 30,000 0 0 0 0 Rents Leases & Concessions 2,481 0 0 0 0 Contributions & Donations 23,424 0 24,600 25,800 27,100
Interfund Loan 0 37,500 37,500 37,500 37,500 Transfer In 914,800 3,214,732 3,214,732 200,000 200,000 Total Revenue $17,991,953 $15,442,284 $15,066,884 $11,778,734 $7,283,434 Expenditures
Unrestricted Capital Outlay 5,237,400 1,514,900 1,259,900 540,000 40,000 REET 1 Facilities Improvements 56,396 950,000 250,000 800,000 100,000 Building Maintenance 0 107,000 50,000 0
0 Public Works 0 213,800 213,800 200,000 200,000 REET 2 Public Works 190,909 585,350 585,350 200,000 200,000 REET 2 Planning 0 200,000 60,000 100,000 12,000 Unresticted Transfer Out
12,967 0 0 1,000,000 100,000 REET 1 Transfer Out 67,155 1,784,950 1,579,000 3,969,900 478,100 REET 2 Transfer Out 2,741,774 1,553,400 1,553,400 0 0 Undesignated Fund Balance 9,685,352
8,532,884 9,515,434 4,968,834 6,153,334 Total Expenditures $17,991,953 $15,442,284 $15,066,884 $11,778,734 $7,283,434
2009-2010 Biennial Budget Section IV: Operating Budget Page 108 SOLID WASTE UTILITY DIVISION MISSION STATEMENT The Solid Waste Division provides environmentally sound and safe disposal
of solid and hazardous waste, 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 in the recently
annexed area of Lea 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. 2007 & 2008 ACCOMPLISHMENTS
Maintained the measured rate of residential recycling (including yard waste) at 58% by volume. Measured the participation rate in residential recycling and maintained an average of 83%.
Measured the volume-based rate of shifting from 30-gallon cans to 20-gallon and 10-gallon cans, as a result of residential recycling, and maintained the volume-based rate at 21%. Maintained
multifamily complexes to 70% recycling participation. Worked with the Auburn School District and gave recycling and solid waste presentations to students through the 3rd grade. Also,
assisted King County in implementing green schools in Auburn School District. Promoted Commercial Recycling and maintained a recycling participation rate of 60%. Maintained assessment
of route checks within one day and 95% response within ten days. Provided citizens with recycling ability at all City facilities. Maintained recycling at all City special events and
in parks in conjunction with the Parks department. Maintained the total diversion rate at 14%. Continued negotiations to deliver services in the Pierce County area. Reduced the rise
in garbage collected by promoting recycling. 2009 & 2010 OBJECTIVES Continue to maintain the measured rate of residential recycling. Continue to measure the participation rate in residential
recycling. Continue to measure volume-based rate of shifting from 30-gallon cans to 20-gallon and 10-gallon cans, as a result of residential recycling. Continue to maintain multifamily
complexes recycling participation. Continue to promote Commercial recycling. Continue to maintain assessment of route checks within one day. Continue to provide citizens with recycling
ability at all City facilities. Continue to maintain recycling at all City special events and in parks in conjunction with the Parks department. Continue negotiations to deliver services
in the Pierce County area. Continue to reduce the rise in garbage collected by promoting recycling. Prepare to negotiate new solid waste contract in 2009, effective January 2011.
2009-2010 Biennial Budget Section IV: Operating Budget Page 109 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget Budget Operating Budget Operating Revenue 343.750
Garbage Service 9,178,216 9,350,000 9,350,000 10,555,400 10,661,000 343.770 Household Haz. Waste 306,500 306,000 306,000 284,500 287,400 343.780&90 Refuse, City, Excise Tax 956,857 588,000
588,000 847,700 856,200 Total Operating Revenue 10,441,573 10,244,000 10,244,000 11,687,600 11,804,600 Operating Expense 537.000.10 Salaries and Wages (342,134) (416,600) (416,600) (403,900)
(429,900) 537.000.20 Personnel Benefits (113,426) (125,300) (125,300) (141,600) (150,800) 537.000.30 Supplies (22,643) (33,900) (21,900) (31,200) (34,100) 537.000.40 Services & Charges
(9,397,129) (9,956,800) (9,706,800) (12,075,400) (11,188,900) 537.000.50 Intergovernmental (303,349) (306,000) (306,000) (284,500) (287,500) 537.000.90 Interfund Payments for Services
(152,112) (196,700) (196,700) (144,300) (154,900) 537.000.00 Depreciation & Amortization (3838,107) (44,000) (44,000) (40,000) (40,000) Total Operating Expenses (10,368,900) (11,079,300)
(10,817,300) (13,120,900) (12,286,100) Operating Income (Loss) 72,673 (835,300) (573,300) (1,433,300) (481,500) Non Operating Revenue (Exp) 361.110 Investment Income 137,276 70,000 70,000
70,000 70,000 337.000 Interlocal Grants 43,263 59,600 59,600 77,200 79,800 537.800.80 Interest Expense 818 0 0 0 0 Total Non Oper. Rev (Exp) 181,357 129,600 129,600 147,200 149,800 Net
Income (Loss) 254,030 (705,700) (443,700) (1,286,100) (331,700) Add/Deduct Items Not Affecting Working Capital (W/C) 535.801.00 Depreciation & Amortization 38,107 44,000 44,000 40,000
40,000 Net W/C From Operations 292,137 (661,700) (399,700) (1,246,100) (291,700) Other Resources and Uses Budget Resources Other Than Operations 397.100 Transfer In 0 0 0 0 0 399.000
Other Sources 2,163 0 0 0 0 Total Resources 2,163 0 0 0 0 Uses Other Than Operations 590.100. Other Uses 0 0 0 0 0 590.100.64 Inc in Fixed Assets-Equipment (5,146) 0 0 0 0 Total Uses
(5,146) 0 0 0 0 Net Change in W/C 289,154 (661,700) (399,700) (1,246,100) (291,700) Beginning W/C 1/1 2,746,031 3,035,185 3,035,185 2,635,485 1,389,385 Ending W/C 12/31 3,035,185 2,373,485
2,635,485 1,389,385 1,097,685 Net Change in W/C $ 289,154 $ (661,700) $ (399,700) $ (1,246,100) $ (291,700) SOLID WASTE FUND 2009-2010 WORKING CAPITAL BUDGET
2009-2010 Biennial Budget Section IV: Operating Budget Page 110 Department Employees 434 Solid Waste FTE's 2006 2007 2008 2009 2010 Solid Waste FTE's 2.00 2.00 2.00 2.00 2.00 TOTAL SOLID
WASTE FTE's 2.00 2.00 2.00 2.00 2.00 Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 111 We anticipate an increase in recycling by promoting "All-in-One" and "Food Scrap" recycling opportunities to residents
and businesses in 2008 -2009. Residential Recycling Participation Percentage With continued outreach and education of the "All-in-One" recycling program, we hope to increase participation.
PERFORMANCE MEASURES -SOLID WASTE FUND Tons of Residential & Commercial Garbage Collected The City of Auburn garbage tonnage is increasing in line with the County wide tonnage increases.
An increase in recycling diversion slows the growth of the garbage increases. Tons of Recycling & Yard Waste Collected 48,980 50,939 52,467 53,779 0 15,000 30,000 45,000 60,000 2007
2008 Est 2009 Goal 2010 Goal Tons of Garbage Collected 10,422 10,839 11,381 12,064 0 3,250 6,500 9,750 13,000 2007 2008 Est 2009 Goal 2010 Goal Tons of Recycling & Yard Waste Collected
83% 85% 87% 89% 0% 25% 50% 75% 100% 2007 2008 Est 2009 Goal 2010 Goal Residential Recycling Parti
cipation 2009-2010 Biennial Budget Section IV: Operating Budget Page 112 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 370 aircraft. In addition, it leases space to Auburn Flight Service, Inc., an aircraft sale, charter, airplane rental and pilot training
facility. Auburn Flight Service has expanded the space formerly leased by other tenants and now offers a full range of aircraft maintenance services. The City contracts with an Airport
manager to manage aircraft tie-downs, hangers and facility leases, as well as the management, maintenance, and operation of the fuel facility. 2007 & 2008 ACCOMPLISHMENTS Implemented
the Airport Master Business Plan Implemented Airport rules and regulations as adopted, among all airport users Implemented Minimum Standards for Commercial Operations at the Airport
Designed and implemented new Airport rental agreements and other forms or permits Repair water problems in hangar rows 9 and 10 Prepared and promoted an Request For Proposal (RFP) for
aeronautical business development at the Airport Implemented an emergency contact information program to assist Fire, Police and King County Search and Rescue Assisted Storm Water Department
in a maintenance and improvement plan for storm water holding ponds at the Airport to avoid Federal Aviation Administration (FAA) intervention Completed design and bid process for the
Airport taxiway improvement project Designed, implemented and published an Auburn Airport Traffic Pattern Continued to campaign concerning the value of the airport to citizens and surrounding
area Advertised regionally to promote the use of the Auburn Airport as an alternative to Boeing Field, Renton and Tacoma Pursued State and Federal grant opportunities for airport development
and improvements Continued the process of identification and need for replacement of hangar headers which may fail Increased Airport security by re-authorization of the airport access
card system Continued to increase services available at the Airport Replaced one of the two fuel terminals with new terminal Constructed a demonstration door that may be used to inexpensively
upgrade open t-hangars Assisted the City in identification of land opportunities adjacent to the Airport Installed Airport information signs on Hwy 167 Promoted Jet fuel installation
2009 & 2010 OBJECTIVES Continue implementation of the Airport Business Master Plan Update the Airport Business Master Plan Compliance of Airport rules and regulations as adopted, among
all airport users Compliance of the Minimum Standards for Commercial Operations at the Airport
2009-2010 Biennial Budget Section IV: Operating Budget Page 113 2009 & 2010 OBJECTIVES (cont.) Continue to promote an RFP for aeronautical business development at the Airport Complete
construction process for the Airport taxiway improvement Repair, replace and/or upgrade runway lighting system Repair, replace and/or upgrade runway end identification lighting system
Apply to FAA for replacement of obsolete Visual Approach Slope Indicator (VASI) with new FAA approved Precision Approach Path Indicator (PAPI) Systems Educate, distribute and enforce
the Auburn Airport Traffic Pattern to all airport users Assist the City with the acquisition of the King County Park-and-Ride Continue to campaign concerning the value of the Airport
to citizens and surrounding area Continue to advertise regionally to promote the use of the Auburn Airport as an alternative to Boeing, Renton and Tacoma Continue to pursue State and
Federal grant opportunities for continued airport development and improvements Complete a condition assessment of hangar rows 2 through 8 for safety and soundness Install an airport
video camera which may be viewed through the internet Replace obsolete fuel terminal on east side Inexpensively upgrade certain open t-hangars with doors and interior walls Establish
program with FAA and/or local investment in land opportunities adjacent to the Airport Upgrade and replace limited and obsolete airport security access system Begin process of FAA Airport
Master Plan update Complete perimeter fencing of west side of Airport Begin process of development of the Westside Airport Property and access road Investigate opportunities for fuel
vendors, branded or unbranded aviation fuels Continue to promote Jet fuel installation
2009-2010 Biennial Budget Section IV: Operating Budget Page 114 AIRPORT FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget Operating Revenue 341.930 Airport Security Service 10,540 9,500 9,500 13,500 13,500 344.604 Flowage Fee 13,262 10,400 10,400 10,400 10,400 362.501 Property Leases 190,835
152,900 152,900 195,000 195,000 362.502 Tie Down & Hangar Rent 427,390 431,600 431,600 425,000 435,000 362.503 Fuel Facility Rent 18,000 18,000 18,000 18,000 18,000 Total Operating Revenue
660,027 622,400 622,400 661,900 671,900 Operating Expense 546.000.10 Salaries and Wages (16,948) (17,700) (17,700) (19,400) (20,900) 546.000.20 Personnel Benefits (4,371) (5,100) (5,100)
(6,800) (7,300) 546.000.30 Supplies 0 (2,000) (2,000) (2,000) (2,000) 546.000.40 Services & Charges (336,454) (358,900) (358,900) (403,000) (412,800) 546.000.90 Interfund Payments for
Services 0 (1,100) 0 0 0 546.800.01 Depreciation & Amortization (246,349) (265,000) (265,000) (270,000) (300,000) Total Operating Expenses (604,122) (649,800) (648,700) (701,200) (743,000)
Operating Income (Loss) 55,905 (27,400) (26,300) (39,300) (71,100) Non Operating Revenue (Exp) 361.110 Investment Income 44,816 26,000 26,000 30,000 32,000 369.900 Miscellaneous Revenue
(Expense) 3,835 5,000 5,000 1,000 1,000 395.100 Gain/Loss Sale of Fixed Assets (1,050) 0 0 0 0 546.100.80 Debt Service Interest (76,463) (32,100) (32,100) (69,400) (64,100) Total Non
Oper. Rev (Exp) (28,862) (1,100) (1,100) (38,400) (31,100) Net Income (Loss) 27,043 (28,500) (27,400) (77,700) (102,200) Add/Deduct Items Not Affecting Working Capital (W/C) 535.801.00
Depreciation & Amortization 246,349 265,000 265,000 270,000 300,000 Net W/C From Operations 273,392 236,500 237,600 192,300 197,800 Other Resources and Uses Budget Resources Other Than
Operations 333.201 Federal Aviation Grant 105,420 2,862,400 232,800 2,928,800 0 334.*** State Grant 0 0 6,100 77,100 0 399.000 Other Sources 11,638 0 0 0 0 Total Resources 117,058 2,862862,400
238,900 3,005,900 0 Uses Other Than Operations 590.100.05 Net Change in Restricted Assets (615) 0 0 0 0 590.100.11 Inc in Fixed Assets-Benefits (72) 0 0 0 0 590.100.21 Inc in Fixed Assets-Salaries
(11) 0 0 0 0 590.100.65 Inc in Fixed Assets-Construction (132,956) (3,110,400) (396,000) (3,287,900) (75,000) 590.100.70 Debt Service Principal (50,000) (60,000) (60,000) (65,000) (85,000)
Total Uses (183,654) (3,170,400) (456,000) (3,352,900) (160,000) Net Change in W/C 206,796 (71,500) 20,500 (154,700) 37,800 Beginning W/C 1/1 644,590 851,386 851,386 871,886 717,186
Ending W/C 12/31 851,386 779,886 871,886 717,186 754,986 Net Change in W/C $ 2 06,796 $ (71,500) $ 20,500 $ (154,700) $ 3 7,800
2009-2010 Biennial Budget Section IV: Operating Budget Page 115 INSURANCE The Insurance Fund is maintained to pay unemployment insurance claims and to pay for property and liability
losses which either falls below the City’s deductible level or for which the City has no coverage. In recent years, there has been a rapid increase in insurance premiums coupled with
the decrease in coverage that has caused the City to continually re-evaluate its insurance program. In the 1987 budget process, the City decided to build its insurance reserve to a level
sufficient to supplement existing insurance. The City currently meets its insurance needs by participating in the Washington Cities Insurance Authority’s Insurance Pool (WCIA). No contributions
have been made to this fund since 1994. Interest earnings have been sufficient to cover the annual cost of operations. 2007 & 2008 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 2009 & 2010 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
2009-2010 Biennial Budget Section IV: Operating Budget Page 116 INSURANCE FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget Operating Revenue 361.110 Investment Income 113,901 74,000 74,000 78,400 78,400 369.400 Miscellaneous Revenue 100,000 0 0 0 0 Total Operating Revenue 213,901 74,000
74,000 78,400 78,400 Operating Expense 517.700.20 Personnel Benefits (37,804) (132,000) (132,000) (70,000) (70,000) 517.700.40 Services & Charges (203,196) (261,600) (8,000) (8,000)
(8,000) Total Operating Expenses (241,000) (393,600) (140,000) (78,000) (78,000) Operating Income (Loss) (27,099) (319,600) (66,000) 400 400 Net Change in W/C (27,099) (319,600) (66,000)
400 400 Beginning W/C 1/1 2,742,617 2,715,518 2,715,518 2,649,518 2,649,918 Ending W/C 12/31 2,715,518 2,395,918 2,649,518 2,649,918 2,650,318 Net Change in W/C $ (27,099) $ (319,600)
$ (66,000) $ 400 $ 400
2009-2010 Biennial Budget Section IV: Operating Budget Page 117 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. 2007 & 2008 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 2009 & 2010 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
2009-2010 Biennial Budget Section IV: Operating Budget Page 118 Fiduciary Fund 611 Fire Relief & Pension 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue Beginning
Fund Balance 2,826,706 2,898,968 2,898,968 2,872,968 2,850,268 Investment Income 161,705 120,000 80,000 85,000 87,000 Transfer In 60,185 56,000 56,000 58,000 60,000 Total Revenue $3,048,596
$3,074,968 $3,034,968 $3,015,968 $2,997,268 Expenditures Salaries & Wages 140,517 146,900 146,900 148,300 151,200 Personnel Benefits 8,803 11,100 11,100 13,400 14,400 Services & Charges
308 4,000 4,000 4,000 4,000 Undesignated Ending Fund Balance 2,898,968 2,912,968 2,872,968 2,850,268 2,827,668 Total Expenditures $3,048,596 $3,074,968
$3,034,968 $3,015,968 $2,997,268
2009-2010 Biennial Budget Section IV: Operating Budget Page 119 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 City’s programs. The City has one permanent fund; Fund 701-Cemetery Endowed Fund accounts for non-expendable investments held
by the City’s trustee. The interest earned on investments can only be used for preservation and capital projects at the cemetery. 2007 & 2008 ACCOMPLISHMENTS Transferred earnings to
the Cemetery operating fund for capital improvements Transferred interest earnings to provide payment of debt service should the Cemetery borrow construction funds Provided accountability
for resources held in trust by the City Continued to maximize interest earnings 2009 & 2010 OBJECTIVES Transfer earnings to the Cemetery operating fund for capital improvements Transfer
interest earnings to provide payment of debt service should the Cemetery borrow construction funds Provide accountability for resources held in trust by the City Continue to maximize
interest earnings
2009-2010 Biennial Budget Section IV: Operating Budget Page 120 Permanent Fund 701 Cemetery Endowed Care 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue Beginning
Reserved Fund Balance 1,232,350 1,259,162 1,259,162 1,374,367 1,434,367 Unreserved Fund Balance 188,524 231,188 231,188 120,983 135,683 Charges for Goods and Services 50,652 55,000 55,000
60,000 62,000 Investment Income 89,324 65,000 65,000 65,000 65,000 Total Revenue $1,560,850 $1,610,350 $1,610,350 $1,620,350 $1,697,050 Expenditures Intergovernmental 70,500 115,000
115,000 50,300 30,300 Designated Ending Fund Balance 1,259,162 1,374,367 1,374,367 1,434,367 1,496,367 Undesignated Ending Fund Balance 231,188 120,983 120,983 135,683 170,383 Total
Expenditures $1,560,850 $1,610,350 $1,610,350 $1,620,350 $1,697,050
2009-2010 Biennial Budget Section IV: Operating Budget Page 121 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; provides legal counsel and advice to the City. The department responds to citizen inquiries concerning City matters, and prosecutes criminal cases in Auburn Municipal
Court. Prosecutes and/or defends all civil actions brought by or against the City. Responsibilities of the City Clerk Division include monitoring various legal matters; issuing pet licenses;
acting as a central repository for all municipal records; processing insurance claims and requests for public information; ordinance codification, City Council agendas and minutes, and
LEOFF Board agendas and minutes. 2007 & 2008 ACCOMPLISHMENTS Continued level of customer service by responding to public disclosure requests within five business days Continued work
with police department and municipal court to develop procedures to enhance effective pursuit of prosecution cases Continued work with city departments to develop procedures to enhance
effective representation of legal issues ob the City’s behalf Continued work with the court and public defender (and defense bar) to better handle caseload management and streamline
court processes to improve public access to the courts and adjudication of cases Worked with the Mayor and the City’s Intergovernmental Services Coordinator, as well as the regional
and state participants to develop strategies for legislative bills to enhance the ability of Auburn and cities in the State to carry out their municipal responsibilities Worked with
the police department, attorneys and law enforcement agencies of neighboring communities to address regional criminal justice and law enforcement needs Worked with Information Services
and Communication staff to investigate feasibility of web casting Council meetings 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 2009 & 2010 OBJECTIVES Apply for Washington State’s Electronic
Imaging Systems certification which will allow creation of microfilm from scanned images Implement Agenda Manager program to provide faster agenda preparation and improve work flow Develop
prosecution strategies, including standard dispositional recommendations, to approach cases in the the municipal court and to enhance prosecution effectiveness Work 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 city departments 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 disclosure requests within five business days
Continue working with attorneys and city clerks from neighboring cities to address regional and statewide municipal issues
2009-2010 Biennial Budget Section IV: Operating Budget Page 122 2009 & 2010 OBJECTIVES (cont.) Continue developing and proposing new ordinances, for adoption by the City Council, to
address the on-going needs of the City and its citizens Continue work with the Mayor and the City’s Intergovernmental Services Coordinator, as well as the regional and state participants
to develop strategies for legislative bills to enhance the ability of Auburn and cities in the State to carry out their municipal responsibilities Continue work with court and public
defender (and defense bar) to better handle caseload management and streamline court processes to improve public access to the courts and adjudication of cases Continue work with police
department and municipal court to develop procedures to enhance effective pursuit of prosecution cases Continuing work with local and regional service providers to address needs of victims
of domestic violence
2009-2010 Biennial Budget Section IV: Operating Budget Page 123 Department Budget 001/15 Legal 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries & Wages 720,650
908,700 817,800 1,026,500 1,100,100 Personnel Benefits 218,372 272,400 260,000 359,300 385,100 Supplies 11,760 14,600 12,000 10,700 10,700 Services & Charges 111,084 189,875 120,000
150,500 147,200 Intergovernmental 108,522 81,200 110,000 88,900 88,900 Capital Outlays 0 0 0 0 0 Interfund Payments for Services 135,696 99,000 99,000 284,600 282,600 DEPARTMENT TOTAL
$1,306,084 $1,565,775 $1,418,800 $1,920,500 $2,014,600 Department Employees 001 Legal FTE's 2006 2007 2008 2009 2010 Legal FTE's 13.00 14.00 16.00 16.00 16.00 TOTAL LEGAL FTE's 13.00
14.00 16.00 16.00 16.00 1.0 FTE Assistant City Attorney added in 2007 Budget. 1.0 FTE -City Prosecutor was added in early 2008. 1.0 FTE -Office Assistant was added in early 2008. Full
Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 124 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. Civil Forfeiture Cases Civil forfeiture cases involve property and assets seized
by the police department in relation to criminal activity, usually narcotic sales. In addition to any criminal prosecution, each seizure requires that a file be opened and judicial administrative
action taken in order to forfeit the seized property to the City. Often the forfeiture of involved property is the primary form of punishment imposed upon the criminal defendant. This
graph illustrates the number of forfeiture cases handled by the City Attorney's Office. 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 2,734 2,354 2,700 2,376 2,880
2,563 2,700 2,439 0 1,000 2,000 3,000 4,000 2007 2008 Est 2009 Goal 2010 Goal Public Disclosure Requests # Requests Respond in 5 Days 84 155 85 170 87 175 88 180 -70 140 210 280 2007
2008 Est 2009 Goal 2010 Goal Ordinances & Resolutions Prepared Ordinances Resolutions 89 118 124 130 -50 100 150 200 2007 2008 Est 2009 Goal 2010 Goal Civil Forfeiture Cases Cases Handled
2009-2010 Biennial Budget Section IV: Operating Budget Page 125 PLANNING, BUILDING AND COMMUNITY DEPARTMENT MISSION STATEMENT To serve the Auburn community by providing professional
services which promote excellence in Planning, Building, and Community (PBC), the environment, and implement the goals of the City Council. DEPARTMENT OVERVIEW The Planning, Building
and Community Department is responsible for the following city programs: Management of the City Comprehensive Plan and Growth Management activities Management of the City’s Zoning, Environmental,
Subdivision Codes, and Critical Areas Ordinance Application of State’s Environmental Policy Act (SEPA) and Mining Long-range planning for downtown and greater Auburn Hearing Examiner,
Planning Commissions, & City Council reviews/decisions Permit Center operation and function Code Enforcement on zoning and nuisances Building plan reviews & inspections from application
through occupancy Supporting City’s economic development and community services outreach Reporting City development activities to state and federal agencies 2007 & 2008 ACCOMPLISHMENTS
The department recognized large changes, including organizing into 5 divisions and hiring ten new staff, which created promotional opportunities, staff accountability, and clarity of
roles and responsibilities. Completed Downtown Urban Center Zone & Design Standards Completed Downtown Sidewalk Guidelines Received “first” ranking from Economic Development District
(EDD) Board on proposed Promenade project ($2 m) Agreement with King County on long-standing West Hill drainage problem Issued Request For Proposal (RFP) for Auburn Junction redevelopment
of four blocks in downtown Major projects: Demolition of Old Police station; plan review of City Hall Annex building; Trail Run Final Plat; Negotiating agreement with Robertson Properties
Group & adopted Special Area Plan, comprehensive plan amendments & zoning amendments to foster redevelopment of Drive-in Theater site Completed city-wide address verification (~ 25,000)
in cooperation with Information Services (IS) & Finance; saved $130,000 by hiring extra help & not using consultant Completed 2007-08 Comp Plan Amendments, including zoning Annexation
areas Completed land use allocation for traffic model (years 2005, 2015, and 2030) Completed King and Pierce County Buildable Lands reporting Completed State Office Financial Management
population estimates Completed Development Agreements (Sunndalen Condominiums & Utility Vault) Applied for & received admittance into State of Washington's Wetland Mitigation Bank Program
in Auburn Environmental Park. Awarded $580,000 Adopted update of Shoreline Master Program and Ordinance Developed paid parking plan for city-owned lots within Downtown Completed Lea
Hill & West Hill Annexations Completed ~5600 address verifications in cooperation with IS, Finance, & Human Resources (HR) for use by Valley Regional Fire Authority (VRFA), ValleyCom,
E911, & utility companies Created/presented public outreach for 6 major public & 15 small-groupings Prepared 4 King County Boundary Review Board Applications
2009-2010 Biennial Budget Section IV: Operating Budget Page 126 2007 & 2008 ACCOMPLISHMENTS (cont.) Prepared renderings & advertised Request For Qualifications (RFQ) for Youth Sports
Arena to support Public Facilities District initiative Concluded Port of Seattle Right-of-Way (ROW) exchange agreement for local roads Cooperated with Public Works Department on new
floodplain management Reviewed Community Center plans Created/Established Residential and Commercial; Building Permit Checklist Formed “Joint Meeting” between Public Works and Planning,
and Building Departments Created “Central File Room” for plan check-out, minimizing losses and staff time Developed new scanning and Laserfische procedures Tracked business square footage
in BusinessTrak for future use Hired new Hearing Examiner, resulting in approximately 40% cost savings Began Code and Development Standards update with planning consultant Oversaw Shockey-Brent
report regarding permitting process Finalized City Council approved code amendments, including updating, home electronic message sign, supportive housing, school impact fees and senior
parking standards Completed Clay Street restoration project (Campbell/Litowitz Properties) Completed pre-design work for 15th Street Culvert Replacement Project Completed design and
construction of Upper Mill Creek Restoration Project Continued design/construction wetland mitigation project at Goedeke South Applied for & gained approval from King County Brownfield’s
Program to investigate potential contamination at former gas stations (Peasley Canyon) Construction of a bird viewing tower within the Auburn Environmental Park Adopted 2006 State Building
& International Property Maintenance Codes Forced demolition of two blighted homes Issued 98 new commercial properties certificate of occupancy Planner Borland received Institute of
American Certified Planners (AICP); Building Official Tinner appointed to State Emergency Management Council; Inspector Schoenberg obtained Commercial Mechanical Code certification.
2009 & 2010 OBJECTIVES Improve permit process, establish better grants program Advance Sound Transit’s Phase II parking garage upon funding package Support redevelopment of Downtown
through design & construction of expanded City Hall Plaza, growth of Medical District, development of urban center master plan, & redevelopment of 4-block catalyst area Move forward
with overall update of zoning, subdivision, and Title 14 codes Initiate plan for Auburn Way South Redevelopment area Focus on Environmental Park District & Green Zone development leading
business development incentive program, prepare model resolution for sustainable Focus on Environmental Park District & Green Zone development leading business Foster construction of
Auburn Gateway Project Complete process for Final Plats of Auburn 40, Jovita Heights and Kersey 3 Identify emerging issues in annexation areas
2009-2010 Biennial Budget Section IV: Operating Budget Page 127 Department Budget 001/17 Planning, Building 2007 2008 2008 2009 2010 & Community Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 1,783,927 2,514,100 2,462,700 2,539,800 2,730,200 Personnel Benefits 486,656 697,100 627,400 872,900 937,800 Supplies 49,170 74,600 55,000 31,200 32,300 Services & Charges
798,989 1,418,400 1,350,000 1,205,400 1,204,800 Intergovernmental 81,276 97,000 97,000 96,000 110,000 Capital Outlays 0 0 0 0 0 Interfund Payments for Services 284,505 284,600 284,600
598,500 638,100 DEPARTMENT TOTAL $3,484,523 $5,085,800 $4,876,700 $5,343,800 $5,653,200 Department Employees 001 Planning & Community FTE's 2006 2007 2008 2009 2010 Planning & Community
FTE's 25.00 29.00 34.00 34.00 34.00 TOTAL PLANNING FTE's 25.00 29.00 34.00 34.00 34.00 1.0 FTE was moved from Public Works Engineering in 2007. 1.0 FTE -Development Services Specialist
was added in early 2007. 2.0 FTE's -Plans Examiner and Permit Center Technician were added added in late 2007. 3.0 FTE's -Code Compliance Officer, Building Inspector, Planner were added
in earlier 2008. 2.0 FTE's -both Planner positions were added in 2008. Full Time Equivalent (FTE) 3.0 FTE's -Building Inspector, Principal Planner and Senior Planner positions have been
frozen in the 2009/2010 budget.
2009-2010 Biennial Budget Section IV: Operating Budget Page 128 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 -PLANNING, BUILDING AND COMMUNITY DEVELOPMENT Number of
Building Permits Issued This performance measure shows the number of building permit applications submitted, reviewed for conformance with applicable standards and approved (issued)
by the City. The building permit category includes not only authorization of construction of new buildings but 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. 1,503 1,051 1,500 1,500 0 500 1,000 1,500
2,000 2007 2008 Est 2009 Goal 2010 Goal Building Permits Issued 931 951 1,042 902 1,080 940 1,200 1,100 0 400 800 1,200 1,600 2007 2008 Est 2009 Goal 2010 Goal Cases Opened & Closed
Opened Closed 120 113 107 102 0 35 70 105 140 2007 2008 Est 2009 Goal 2010 Goal Number of Days in Permit Processing
2009-2010 Biennial Budget Section IV: Operating Budget Page 129 SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Planning, Building & Community department is responsible for the budget in the following special revenue funds: Fund 119 Community Development Block Grant Fund
(CDBG) accounts for the activity from this federal grant revenue. Fund 121 Business Improvement Area (BIA) Fund accounts for special assessments received from downtown property owners
for downtown promotion and improvements. 2007 & 2008 ACCOMPLISHMENTS CDBG Completed the neighborhood improvements in the Terminal Park Neighborhood Began neighborhood improvements in
the SE Main Street Neighborhood Undertook on-going neighborhood revitalization efforts through selection of a third neighborhood Developed beginning infrastructure and operations board
for One-Stop Center for social and human services 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. The Department also manages the City’s Housing Repair program for lower income households Neighborhood planning efforts
to strengthen and enhance preservation, investment and sense of community BIA Supported Auburn Downtown Association in promotional efforts for the downtown property owners and retailers.
2009 & 2010 OBJECTIVES Continue to support development of One-Stop Center for social and human services coordination in Auburn Identify historic property of interest in Auburn for preservation
Expand economic development activity within CDBG scope of use Form development group for property acquisition to ensure City transitional housing goals
2009-2010 Biennial Budget Section IV: Operating Budget Page 130 Special Revenue Funds 119 Housing & Community 2007 2008 2008 2009 2010 Development Actual Adj Budget Est Actual Budget
Budget Revenue Beginning Fund Balance 11,147 10,231 10,231 10,231 10,231 HCDA Grant 173,151 409,800 409,800 400,900 400,900 HCDA Banked funds 0 0 0 200,000 200,000 Miscellaneous Revenue
0 0 0 0 0 Total Revenue $184,298 $420,031 $420,031 $611,131 $611,131 Expenditures Salaries & Wages 0 40,300 40,300 94,100 94,100 Personnel Benefits 0 11,700 11,700 25,900 25,900 Services
& Charges 155,944 69,000 69,000 140,000 140,000 Capital Outlays 18,123 288,800 288,800 340,900 340,900 Undesignated Fund Balance 10,231 10,231 10,231 10,231 10,231 Total Expenditures
$184,298 $420,031 $420,031 $611,131 $611,131 121 Business Improvement Area 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue Beginning Fund Balance 12,379 46,558
46,558 68,958 70,958 Business Improvement Assessment 65,129 53,000 53,000 53,000 53,000 Investment Income 1,325 500 1,000 2,000 2,100 Total Revenue $78,833 $100,058 $100,558 $123,958
$126,058 Expenditures Supplies 6,437 7,000 7,000 8,000 8,000 Services & Charges 25,838 66,500 24,600 45,000 46,000 Undesignated Fund Balance 46,558 26,558 68,958 70,958 72,058 Total
Expenditures $78,833 $100,058 $100,558 $123,958 $126,058
2009-2010 Biennial Budget Section IV: Operating Budget Page 131 COMMERCIAL RETAIL FUND MISSION STATEMENT Included in the economic development function of the Planning & Community Development
Department is the improvement of approximately 14,000 square feet of commercial space in the Auburn Station. The Commercial Retail Fund provides the financial support necessary to implement
this function, utilizing public reinvestment in the downtown as a tool to stimulate private sector initiatives to redevelop downtown through the creation of new retail, office and residential
space. 2007 & 2008 ACCOMPLISHMENTS Brought additional consumers to the area in an effort to encourage adjacent residential and retail development Leased 2,901.5 sq. ft. of available
space to a coffee shop/restaurant to help support the activities of GRCC and other retail space tenants Improved the space in such a manner as to attract a coffee shop/restaurant 2009
& 2010 OBJECTIVES Bring additional consumers to the area in an effort to encourage adjacent residential and retail development
2009-2010 Biennial Budget Section IV: Operating Budget Page 132 COMMERCIAL RETAIL FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget
Budget Operating Budget Operating Revenue 343.500 Rents & Leases 54,091 0 0 0 0 Total Operating Revenue 54,091 0 0 0 0 Operating Expense 538.900.30 Supplies (65) 0 0 0 0 538.900.40 Services
& Charges (32,675) 0 0 0 0 538.910.01 Depreciation & Amortization ( 119,327) 0 0 0 0 Total Operating Expenses (152,067) 0 0 0 0 Operating Income (Loss) (97,976) 0 0 0 0 Non Operating
Revenue (Exp) 361.110 Investment Income 16,581 0 0 0 0 Total Non Oper. Rev (Exp) 16,581 0 0 0 0 Net Income (Loss) (81,395) 0 0 0 0 Add/Deduct Items Not Affecting Working Capital (W/C)
538.911.01 Depreciation & Amortization 119,327 0 0 0 0 Net W/C From Operations 37,932 0 0 0 0 Other Resources and Uses Budget Resources Other Than Operations 397.100 Transfer In 0 0
0 0 0 399.000 Other Sources 0 0 0 0 0 Total Resources 0 0 0 0 0 Uses Other Than Operations Net Change in Restricted Assets 640,844 0 0 0 0 597.100.55 Operating Transfer Out 0 (339,732)
(339,732) (500,000) 0 Total Uses 640,844 (339,732) (339,732) (500,000) 0 Net Change in W/C 678,776 (339,732) (339,732) (500,000) 0 Beginning W/C 1/1 302,380 981,156 981,156 641,424 141,424
Ending W/C 12/31 981,156 641,424 641,424 141,424 141,424 Net Change in W/C $ 6 78,776 $ ( 339,732) $ ( 339,732) $ (500,000) $ 0
2009-2010 Biennial Budget Section IV: Operating Budget Page 133 POLICE DEPARTMENT VISION To be a professional law enforcement agency that is trusted, respected and supported by the citizens
of Auburn. MISSION STATEMENT To provide professional policing to our community that allows our citizens to be safe and enjoy a quality of life. 2007 & 2008 ACCOMPLISHMENTS Provided Professional
Police Services to Six Reporting Districts in order to ensure that Auburn is a safe and secure place to live and/or have a business Prepared workload staffing plans for 2007 and 2008
in anticipation of increases in population demands within current financial constraints Performed annual review of workload staffing plans for 2007 and 2008 in order to efficiently identify
enforcement trends & staffing needs Expanded the use of Photo Safe Red Light Enforcement and Speed Enforcement within the City of Auburn to enhance the public safety of our pedestrian
and vehicular traffic Transitioned our COPPS philosophy (Community Oriented Policing and Problem Solving) into a more directed Problem Oriented Policing (POP) philosophy Continued to
look at alternatives toward reducing costs associated with outside jail services Maintained a response time of less than four minutes to all Priority One calls Since January 1, 2007
through November 14, 2008, we have hired 36 officers, to fill the approved new positions and replacement officers through attrition 2009 & 2010 OBJECTIVES Continue to provide professional
Police Services to Six Reporting Districts in order to ensure that Auburn is a safe and secure place to live and/or have a business Prepare timely crime analysis data that assists officer’s
in the field in the prevention of crime and the detection, and apprehension of persons responsible for crime Continue to perform annual review of workload staffing plans for 2009 and
2010 in order to efficiently identify enforcement trends & staffing needs Continue to expand the use of Photo Safe Red Light Enforcement and Speed Enforcement within the City of Auburn
in order to enhance the public safety of our pedestrian and vehicular traffic Continue to expand and direct CRT officer’s toward the Problem Oriented Policing (POP) philosophy Continue
to look at alternatives toward reducing costs associated with outside jail services Maintain a response time of less than four minutes to all Priority One calls
2009-2010 Biennial Budget Section IV: Operating Budget Page 134 Department Budget 001/21 Police 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries & Wages 9,207,102
11,534,650 11,000,000 11,002,000 11,456,900 Personnel Benefits 2,963,443 3,443,300 3,300,000 3,833,500 4,000,800 Supplies 521,180 483,950 350,000 350,300 332,400 Services & Charges 2,375,113
3,258,330 2,790,000 3,228,600 3,643,500 Intergovernmental 2,332,086 3,363,300 2,950,714 2,914,500 3,059,400 Capital Outlays 245,476 127,100 65,000 0 0 Interfund Payments for Services
1,843,368 2,101,700 2,101,700 2,494,000 2,559,300 DEPARTMENT TOTAL $19,487,768 $24,312,330 $22,557,414 $23,822,900 $25,052,300 Department Employees 001 Police FTE's 2006 2007 2008 2009
2010 Police FTE's 118.00 119.50 151.50 151.50 151.50 TOTAL POLICE FTE's 118.00 119.50 151.50 151.50 151.50 1.0 FTE -Emergency Preparedness Manager was added in the 2007 budget. 1.0 FTE
-Assistant Police Chief was added early in 2007. 10.0 FTE's -10 Police Officer positions were added in the 2008 budget. Full Time Equivalent (FTE) 22.0 FTE's -10 Police Officers, 1 Traffic
Officer, 1 Commander, 2 Sergeants, 2 Detectives, 1 Police Secretary, 2 Police Specialists, 1 Crime Analyst, 1 Parking Control Attendant, and 1 Correction Officer were added in early
2008. 12.0 FTE's -1 Commander, 2 Sergeants, 1 Detective, 5 Police Officers, 1 Corrections Officer and 2 Police Specialists positions have been frozen in the 2009/2010 budget. 0.5 position
was moved from Non-Departmental in 2007 to create Office Assistant for Emergency Preparedness.
2009-2010 Biennial Budget Section IV: Operating Budget Page 135 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. 2007 & 2008 ACCOMPLISHMENTS Continued to provide a detective position to Tacoma Drug Enforcement
Agency (DEA) task force Increased the number of arrests for drug sales by 5% 2009 & 2010 OBJECTIVES • Continue to provide a detective position to the Tacoma DEA Task Force • Install
a drying cabinet in the large evidence room in order to process items more efficiently • Remodel the current drying room to become long term evidence, increasing our maximum storage
capabilities of the facility by 23% • Install additional rolling shelving with the remodel to increase storage space by 23% • Increase the number of arrests for drug sales by 5% • Replace
the existing evidence van with a new fully equipped evidence/processing vehicle • Provide additional evidence storage (shelving) for drug evidence in the evidence room
2009-2010 Biennial Budget Section IV: Operating Budget Page 136 SPECIAL REVENUE FUND 117 Drug Forfeiture 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue Beginning
Fund Balance 542,632 570,707 570,707 554,807 414,107 Intergovernmental 15,573 15,000 0 0 0 Investment Income 28,044 15,000 15,000 15,000 15,000 Confiscated/Forfeited Property 224,731
200,000 200,000 200,000 200,000 Total Revenue $810,980 $800,707 $785,707 $769,807 $629,107 Expenditures Salaries & Wages 89,048 94,900 83,800 96,400 100,000 Personnel Benefits 27,716
22,700 20,500 27,100 28,100 Supplies 16,125 34,400 40,000 44,600 20,000 Services & Charges 42,602 45,100 80,100 55,100 57,900 Capital Outlay 57,073 56,200 0 122,400 20,900 Interfund
Payments for Services 7,709 7,300 6,500 10,100 10,400 Undesignated Fund Balance 570,707 540,107 554,807 414,107 391,807 Total Expenditures $810,980 $800,707 $785,707 $769,807 $629,107
2009-2010 Biennial Budget Section IV: Operating Budget Page 137 The department continues to maintain an excellent response time to priority one calls (Life threatening/serious bodily
injury). We will strive to maintain a response time of less than four minutes to all serious incidents. Domestic Violence Incidents The City offers various programs that provide assistance
to victims of domestic violence. A dedicated full time DV detective works collaboratively with members of the prosecutor's office, domestic violence advocates and the victim's assistance
programs to reduce the cycle of violence. In 2007 we experienced a 3.8% increase in domestic violence cases over 2006. We will strive to have a 0% increase in 2009 & 2010 based on incidents
per 1000 citizens. 2007 = 1.32 DV incidents per 1000. PERFORMANCE MEASURES -POLICE DEPARTMENT Auburn Crime Rankings The 2007 Washington Association of Sheriffs & Police Chiefs (WASPC)
annual report showed a 12.6% reduction in Part 1 & Part 2 crimes in the City of Auburn over 2006. The Auburn Police Department's goal is to continue our reduction in Part 1 & 2 crimes
into 2009 & 2010. Priority One Response Time in Minutes 69.4 69.0 68.0 67.0 0.0 25.0 50.0 75.0 100.0 2007 2008 Est 2009 Goal 2010 Goal Crimes per 1,000 Citizens 3.01 3.52 3.59 3.59 0.0
1.0 2.0 3.0 4.0 2007 2008 Est 2009 Goal 2010 Goal Priority One Response Time in Minutes 661 894 920 948 0 250 500 750 1,000 2007 2008 Est 2009 Goal 2010 Goal Domestic Violence Incidents
2009-2010 Biennial Budget Section IV: Operating Budget Page 138
2009-2010 Biennial Budget Section IV: Operating Budget Page 139 PUBLIC WORKS DEPARTMENT MISSION STATEMENT Public Works strives to foster and support quality of life of the community
and to promote vigorous economic development through providing reliable and safe public streets and utilities and careful management of new infrastructure constructed by the City and
new development. DEPARTMENT OVERVIEW The Public Works Department is functionally divided into the Administrative Services, Engineering & Development Management, Utility Planning & Management,
Equipment Rental, Street, Sewer, Storm, and Water Divisions. The Department is responsible for review, approval and management 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 acquisition, construction,
operations and maintenance of City’s infrastructure including utilities and public streets. The Department provides survey services, property and rightof-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 construction
quality for development and land use throughout the City. The Department also manages City owned utilities to include water, sewer and storm drainage and associated real property assets.
2007 & 2008 ACCOMPLISHMENTS Reconstructed 2nd St SE by Transit Center Completed the construction of Phases 1 and 2 of the Auburn Way South Sewer Improvements Completed the reconstruction
of 2nd Street SE/SW by the Transit Center Completed the reconstruction of 6th Street SE between Auburn Way and A Street SE Completed the overlay of Auburn Way from 4th Street SE to 4th
Street NE Completed an full update to the City’s Construction Standards Reduce permit review times through additional resources including, new staff, implementation of peer review consultants
consultants and process improvements Managed the permitting and construction of the new signal on Auburn Way South at the Muckleshoot Plaza entrance Completed non-motorized improvements
in the Terminal Park neighborhood Completed the West Main Street Improvement project from C Street SW to the Union Pacific Railroad tracks Completed the reconstruction of M Street SE
from 29th to 37th Streets SE Completed the design & construction of the first 2 Gateway Sign projects Completed the procurement for the City’s Wayfinding Signage project Completed the
first installation of the City’s annual pedestrian crossing program Completed the M Street SE Sidewalk LID formation and construction Completed the Olympic Middle School Safe Walking
routes project on H Street SE Completed revisions to the City’s Grading and land clearing codes to better facilitate processing these permits Completed Downtown Sidewalk Guidelines for
use in redevelopment of the downtown core area 2009 & 2010 OBJECTIVES Complete design, permitting & construction of A Street NW from 14th NW to 3rd Street NW Complete the final phase
of the Auburn Way South Sewer Improvement Project Complete the environmental and begin final design of the M Street SE Grade Separation Project Complete construction of street and utility
improvements in the Les Gove neighborhood
2009-2010 Biennial Budget Section IV: Operating Budget Page 140 2009 & 2010 OBJECTIVES (cont.) Complete the decommissioning of the White Mountain Trails and the Rainier Shadows sewer
lift stations with the completion of the new Verdana sewer lift station Continue to implement the Save Our Streets preservation program Implement a new arterial streets pavement preservation
program Complete the formation of an LID on H Street SE and complete construction of the improvements Work with Council to complete updates to the City’s Design Standards in coordination
with the overall Development Code revision project Design Phase IB of the Intelligent Transportation System Develop & implement a phased improvement plan for City utilities Supervisory
Control and Data Acquisition (SCADA) System Determine & adopt a long range program to secure financing Arterial Street System preservation with emphasis on regional & state assistance
and appropriate fees to support future truck routes Pursue preliminary engineering study of the by-pass options for SR 164 with Washington State Department of Transportation (WSDOT)
Continue all options to develop or secure water rights and firm supply Complete implementation of the City Maintenance Management System (CarteGraph) Coordinate with the City of Kent
the annexation/de-annexation of boundary right-of-way for public safety and continuity of responsibility
2009-2010 Biennial Budget Section IV: Operating Budget Page 141 Department Budget 001/32 Engineering 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries & Wages
1,590,542 2,005,900 1,700,000 1,957,100 2,079,600 Personnel Benefits 477,523 600,400 550,000 678,600 718,800 Supplies 75,807 82,800 70,000 61,400 62,600 Services & Charges 498,600 390,100
270,000 281,700 350,900 Intergovernmental 17,080 53,200 45,000 31,000 21,000 Capital Outlays 63,862 41,500 39,500 0 0 Interfund Payments for Services 451,479 479,150 479,150 752,300
747,600 DEPARTMENT TOTAL $3,174,893 $3,653,050 $3,153,650 $3,762,100 $3,980,500 Department Employees 001 Public Works-Engineering FTE's 2006 2007 2008 2009 2010 Engineering FTE's 48.00
54.00 63.00 63.00 63.00 TOTAL PUBLIC WORKS FTE's 48.00 54.00 63.00 63.00 63.00 1.0 FTE -Traffic Operations Technician was added in 2007. 1.0 FTE position was moved from Engineering to
Planning in 2007. 2.0 FTE's -Development Support Supervisor and Project Surveyor were added in late 2007. 1.0 FTE position was moved to Engineering from Water in 2008. 1.0 FTE position
was moved to Engineering from Storm in 2008. Full Time Equivalent (FTE) 4.0 FTE's -2 Construction Inspectors, Development Review Engineer and Development Support Clerk were added in
early 2007. 6.0 FTE's -Construction Inspector, Traffic Engineer, Utilities Engineer, Storm Drainage Technician, Contract Administration Specialist and Construction Clerk were added in
early 2008. 1.0 FTE -Office Manager was added in 2008. 3.0 FTE's -1 Engineering CAD Manager, 1 Office Manager and 1 Construction Clerk have been frozen in the 2009/2010 budget.
2009-2010 Biennial Budget Section IV: Operating Budget Page 142 STREET DIVISION MISSION STATEMENT The Street Division’s purpose is to provide a safe and efficient transportation system
that serves the present and forecasted needs of the Auburn community. DEPARTMENT OVERVIEW The transportation system is managed by both the Street Division and the Transportation Section
of the Engineering Division. The City’s Street Division has over 216 centerline miles of roadways to maintain. Some of the key maintenance duties include pavement patching, crack sealing,
roadside vegetation management, snow and ice removal, alley and shoulder grading, street lighting and traffic markings. The Transportation Section is responsible for the key administrative
and engineering duties including the Transportation Comprehensive System Planning, traffic signal maintenance and operations, budget management and regulation of development. They are
also responsible for the management of all assets within the public right-of-way as well as the use of them. 2007 & 2008 ACCOMPLISHMENTS Continued to look for ways to improve customer
service while sustaining or increasing routine maintenance programs Expanded the Intelligent Transportation System to S. 277th Street including Auburn Way North and other major arterials
Established new funding mechanism and program to maintain the City’s classified street system Developed a plan to construct a freight route network of streets built to truck standards
Refreshed striping on all classified streets within the City limits Developed a schedule to maintain existing crosswalks, stop bars, and other thermo plastic channelization throughout
the City Continued to maintain streets in fair to good condition by crack sealing to prolong the need of overlays Provided transportation data in a usable form on the City’s webpage
for the public’s use including traffic camera images for drivers to assess the level of congestion on arterials Continued to expand the City’s neighborhood traffic calming program Completed
the update to the Comprehensive Transportation Plan 2009 & 2010 OBJECTIVES Continue to expand and implement the traffic calming program Begin the first year of the 3 year program to
replace the LED signal heads Complete the next bi-annual sidewalk repair and replacement program Refresh striping on all classified streets within the City limits Develop a formal policy
related to the implementation of the pedestrian crossing program Expand the Intelligent Transportation System to S. 277th Street including Auburn Way North and other major arterials
Develop a system to maintain the City’s gravel streets and alleys Develop a snow and ice standard operating procedure Improve tracking system for street sign inventory
2009-2010 Biennial Budget Section IV: Operating Budget Page 143 Department Budget 001/42 Street 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Salaries & Wages 526,837
878,100 790,000 848,500 903,100 Personnel Benefits 194,324 261,500 261,500 293,800 313,100 Supplies 136,094 256,400 221,400 239,000 242,000 Services & Charges 764,731 916,800 800,000
953,700 1,053,600 Intergovernmental 0 110,000 100,000 150,000 160,000 Capital Outlays 10,000 60,000 60,000 0 0 Interfund Payments for Services 411,330 432,200 432,000 783,100 574,700
DEPARTMENT TOTAL $2,043,316 $2,915,000 $2,664,900 $3,268,100 $3,246,500 Department Employees 001 Public Works-Street FTE's 2006 2007 2008 2009 2010 Street FTE's 11.00 15.00 14.00 14.00
14.00 TOTAL PUBLIC WORKS FTE's 11.00 15.00 14.00 14.00 14.00 1.0 FTE -Maintenance Worker I added in early 2008. 2.0 FTE positions moved from Street to Storm in 2008. 1.0 FTE -Maintenance
Worker I has been frozen in the 2009/2010 budget. Full Time Equivalent (FTE) 4.0 FTE's -Field Supervisor, 2 Maintenance Worker II, Maintenance Worker I were added late in 2007.
2009-2010 Biennial Budget Section IV: Operating Budget Page 144 SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Public Works department is responsible for the budget in the following special revenue funds: Fund 102 Arterial Street Fund-accounts for all funds used for Arterial
Street construction projects including a portion of the gas tax transferred from the General fund. Fund 103 Local Street Fund-created in 2005, budgets Levy Lid Lift for Local Street
repair. Fund 105 Arterial Street Preservation Fund accounts for bond receipts that will be issued in 2009 to repair classified arterial streets. The bond debt service will be repaid
using the receipts from a 1% utility tax increase that was adopted by Council in 2008. 2007 & 2008 ACCOMPLISHMENTS Implemented the year three and four of the Save Our Streets program
Completed construction of the following capital projects: 1) Urban Area Transportation System Management Improvements 2) Auburn/Pacific Trail, Phase 1 (C Street SW from 15th Street SW
to Ellingson Road) 3) West Main Street Streetscape 4) Auburn Way North Pedestrian Crossing 5) A Street SE Pedestrian Improvement (Stairs bypass for ADA accessibility) 6) Olympic Middle
School Safe Routes to Schools Completed the pre-design report for the widening of Kersey Way from Oravetz Road to City limits 2009 & 2010 OBJECTIVES Implement years five and six of the
Save our Streets Program Implement the first year of the Arterial Preservation Program Complete construction on the following capital projects: 1) Intelligent Transportation System (ITS),
Phase 2 2) 8th Street NE/R Street NE Traffic Signal 3) Harvey/8th Street NE Capacity Improvement 4) West Valley Highway Improvements (SR18 to West Main Street) 5) Auburn Way North/1st
Street NE Signal Improvements 6) F Street SE Improvements (4th Street SE to Auburn Way South) Continue design, environmental and property acquisition phases of the M Street SE Grade
Separation Project Begin construction of A Street NW, Phase 1 (3rd St. NW to 14th St. NW) (A/B Corridor) Continued to apply for grants to help fund projects programmed in our 6 year
Transportation Improvement Plan
2009-2010 Biennial Budget Section IV: Operating Budget Page 145 Special Revenue Funds 102 Arterial Street 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue
Beginning Fund Balance 824,331 841,462 841,462 717,062 383,062 Federal Grants 1,303,975 3,422,400 1,258,525 1,982,300 4,463,000 State Funds 27,353 517,300 702,300 125,000 4,335,000 Interfund
& Utility Taxes 0 554,500 300,000 0 0 Other Governmental Agency 304,338 225,600 89,600 0 3,633,500 Investment Income 63,434 25,000 20,000 20,000 20,000 Contributions & Donations 0 0
150,000 500,000 1,075,000 Intergovernmental PWTF 0 80,000 193,023 1,720,000 0 Miscellaneous Revenue 14,153 0 0 140,000 240,000 Transfer In 1,736,348 3,015,300 2,533,100 2,072,800 2,963,500
Total Revenue $4,273,932 $8,681,562 $6,088,010 $7,277,162 $17,113,062 Expenditures Salaries & Wages 243,513 292,200 292,200 422,500 454,300 Personnel Benefits 95,891 87,700 87,700 147,900
159,000 Services & Charges 43,880 100,000 0 140,000 240,000 Capital Outlays 2,974,911 7,179179,000 4,868,848 6,075,200 15,691,700 Interfund Payments for Services 38,400 73,900 73,900
63,500 68,400 Debt Service Principal 35,578 47,500 47,500 35,600 130,400 Debt Service Interest 297 800 800 9,400 9,200 Undesignated Fund Balance 841,462 900,462 717,062 383,062 360,062
Total Expenditures $4,273,932 $8,681,562 $6,088,010 $7,277,162 $17,113,062
2009-2010 Biennial Budget Section IV: Operating Budget Page 146 Special Revenue Funds 103 Local Street 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue Beginning
Fund Balance 222,158 441,441 441,441 441,441 604,641 Property Taxes 500,000 2,200,000 2,200,000 2,200,000 2,200,000 Investment Income 26,468 20,000 20,000 13,200 13,600 Contributions
& Donations 0 0 0 0 0 Miscellaneous Revenue 0 0 0 0 0 Bond Proceeds 0 0 0 0 0 Transfer In 1,586,100 375,000 375,000 150,000 150,000 Total Revenue $2,334,726 $3,036,441 $3,036,441 $2,804,641
$2,968,241 Expenditures Salaries & Wages 59,195 55,400 55,400 72,300 77,700 Personnel Benefits 13,950 16,700 16,700 25,400 27,200 Supplies 0 1,900 1,900 500 500 Services & Charges 262
300 300 300 300 Capital Outlays 1,812,774 2,508,000 2,508,000 2,088,100 2,079,800 Debt Service Principal 0 0 0 0 0 Debt Service Interest 0 0 0 0 0 Interfund Payments for Services 7,104
12,700 12,700 13,400 14,500 Undesignated Fund Balance 441,441 441,441 441,441 604,641 768,241 Total Expenditures $2,334,726 $3,036,441 $3,036,441 $2,804,641 $2,968,241
2009-2010 Biennial Budget Section IV: Operating Budget Page 147 Special Revenue Funds 105 Arterial Street Preservation 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget
Revenue Beginning Fund Balance 0 0 0 0 27,000 Interfund & Utility taxes 0 0 0 1,500,000 1,500,000 Federal Grants 0 0 0 0 0 State Funds 0 0 0 0 0 Investment Income 0 0 0 27,000 27,500
Bond Proceeds 0 0 0 0 0 Miscellaneous Revenue 0 0 0 0 0 Transfer In 0 0 0 0 0 Total Revenue $0 $0 $0 $1,527,000 $1,554,500 Expenditures Salaries & Wages 0 0 0 44,500 44,500 Personnel
Benefits 0 0 0 15,500 15,500 Supplies & Minor Equipment 0 0 0 0 0 Services & Charges 0 0 0 0 0 Capital Outlays 0 0 0 1,440,000 1,440,000 Interfund Payments for Services 0 0 0 0 0 Debt
Service Principal 0 0 0 0 0 Debt Service Interest 0 0 0 0 0 Undesignated Fund Balance 0 0 0 27,000 54,500 Total Expenditures $0 $0 $0 $1,527,000 $1,554,500
2009-2010 Biennial Budget Section IV: Operating Budget Page 148 WAT ER UT I L IT Y DIVI S ION MISSION STATEMENT Provide for the efficient, environmentally sound and safe management of
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 recognized standards of today and will continue to in 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. 2007 & 2008 ACCOMPLISHMENTS
Completed the 2007 Comprehensive Water Plan Supported the Downtown vision by offering System Development Charge credits where appropriate for redeveloping properties that upgrade the
water system Developer designed the Lakeland Hills West (aka Terrace View) Pump Station Constructed the East Valley Transmission Pipeline Continued to implement conservation initiatives
Began Supervisory Control and Data Acquisition (SCADA) system design and to improve communication between facilities and M&O, enhance worker safety, and security Continued to replace
malfunctioning meters with radio read meters Continued to replace undersized pipes for fire flow improvements giving consideration to the location of other transportation and utility
projects Completed the project for installing blow-off assemblies on dead end lines Implemented Infrastructure Management Software Improved customer service and core utility services
by tracking and responding appropriately to customer complaints Continued system improvements by monitoring system losses Continued consultant study and mitigation plan to support water
rights application with Ecology Designed Lakehaven Waterline to comply with the water service boundary agreement Completed security plan for water utility assets Continued coordination
with other programs capital improvement plans 2009 & 2010 OBJECTIVES Construct the Lakeland Hills West (aka Terrace View) Pump Station Complete Well 5 pump station improvement design
Conduct feasibility study for improvements to the Lakeland Hills Booster Pump Station Initiate preliminary design for improvements to the Lakeland Hills Booster Pump Station Initiate
Well Inspection and Redevelopment Program. Install emergency generation at Well 4 and Lea Hill Intertie Booster Pump station Install SCADA equipment and communication upgrades at water
facilities Initiate unidirectional flushing program Continue dead end main flushing program Initiate system-wide installation of radio read meters in concert with district and route
realignment Complete facilities evaluation study Continue to implement conservation initiatives Analyze revenue and expenses to determine if rate adjustments are necessary
2009-2010 Biennial Budget Section IV: Operating Budget Page 149 WATER FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj.Budget Est. Actual Budget Budget
Operating Budget Operating Revenue 343.400 Water Sales 7,771,130 7,136,400 7,772,000 8,937,300 9,556,800 343.431 Unmetered Water Sales 35,609 15,000 44,700 46,100 49,300 343.433 Water
Application 127,191 70,000 116,900 106,800 106,800 359.900 Water Fines 210 0 0 0 0 Total Operating Revenue 7,934,140 7,221,400 7,933,600 9,090,200 9,712,900 Operating Expense 534.000.10
Salaries and Wages (1,650,648) (2,070,300) (2,061,200) (2,150,100) (2,294,900) 534.000.20 Personnel Benefits (439,053) (619,000) (616,200) (740,100) (788,600) 534.000.30 Supplies (263,795)
(336,800) (216,800) (483,900) (523,600) 534.000.40 Services & Charges (2,359,647) (2,877,000) (2,898,700) (3,285,900) (3,577,200) 534.000.50 Intergovernmental 0 0 0 0 0 534.000.90 Interfund
Payments for Services (778,674) (871,000) (871,000) (934,800) (904,700) 534.000.00 Depreciation & Amortization (2,008,907) (2,090,000) (2,090,000) (2,102,100) (2,117,100) Total Operating
Expenses (7,500,724) (8,864,100) (8,753,900) (9,696,900) (10,206,100) Operating Income (Loss) 433,416 (1,642,700) (820,300) (606,700) (493,200) Non Operating Revenue (Exp) 361.110 Investment
Income 599,674 300,000 300,000 300,000 300,000 369.900 Miscellaneous Revenue (Expense) (93,844) 35,000 35,000 0 0 534.100.80 Debt Service Interest (214,721) (196,700) (196,700) (173,900)
(228,300) Total Non Oper. Rev (Exp) 291,109 138,300 138,300 126,100 71,700 Net Income (Loss) 724,525 (1,504,400) (682,000) (480,600) (421,500) Add/Deduct Items Not Affecting Working
Capital (W/C) 535.801.00 Depreciation & Amortization 2,008,907 2,090,000 2,090,000 2,102,100 2,117,100 Net W/C From Operations 2,733,432 585,600 1,408,000 1,621,500 1,695,600 Other Resources
and Uses Budget Resources Other Than Operations 337.069 Interlocal Grants 0 0 0 0 0 396.101 Contributed Cap-Sys Dev 551,341 450,000 450,000 450,000 450,000 396.102 Contributed Cap-Area
Assmts 0 10,000 10,000 0 0 396.104 Contributed Cap-Outside Dev 5,027,226 0 0 0 0 382.200 Revenue Bond Proceeds 0 0 0 0 4,000,000 397.100 Transfer In 0 0 0 0 0 399.500 Net Change in Restricted
Assets 738,407 0 0 0 0 399.000 Other Sources (124,010) 0 0 0 0 Total Resources 6,192,964 460,000 460,000 450,000 4,450,000 Uses Other Than Operations 590.100.00 Other Uses (5,409,242)
0 0 0 0 590.100.11 Inc in Fixed Assets-Salaries/Wages (94,033) (165,200) (165,200) (189,900) (211,500) 590.100.21 Inc in Fixed Assets-Benefits (17,032) (49,600) (49,600) (66,500) (74,000)
597.100.55 Transfer Out (50,000) (50,000) (50,000) (106,100) (50,000) 590.100.63 Inc in Fixed Assets-Improvements (54,341) 0 0 0 0 590.100.64 Inc in Fixed Assets-Equipment (40,384) (64,800)
(60,000) 0 0 590.100.65 Inc in Fixed Assets-Construction (1,124,395) (6,127,200) (3,531,700) (6,019,600) (5,014,500) 590.100.66 Inc in Fixed Assets-Capital Lease 0 0 0 0 (250,000) 590.100.70
Debt Service Principal (1,290,668) (1,332,200) (1,332,200) (1,332,200) (695,800) Total Uses (8,080,095) (7,789,000) (5,188,700) (7,714,300) (6,295,800) Net Change in W/C 846,301 (6,743,400)
(3,320,700) (5,642,800) (150,200) Beginning W/C 1/1 9,623,966 10,470,266 10,470,266 7,149,566 1,506,766 Ending W/C 12/31 10,470,267 3,726,866 7,149,566 1,506,766 1,356,566 Net Change
in W/C $ 846,301 $ ( 6,743,400) $ (3,320,700) $ ( 5,642,800) $ (150,200)
2009-2010 Biennial Budget Section IV: Operating Budget Page 150 Department Employees 430 Water FTE's 2006 2007 2008 2009 2010 Water FTE's 16.00 19.00 20.00 20.00 20.00 TOTAL WATER FTE's
16.00 19.00 20.00 20.00 20.00 1.0 FTE -Utility Technician was added in the 2007 budget. 2.0 FTE's -Field Supervisor and Maintenance Worker II were added in 2007. 2.0 FTE's -Maintenance
Worker I were added to the 2008 budget. 1.0 FTE position was moved from Water to Engineering in 2008. Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 151 This indicator measures the complaint rates experienced by the utility with individual quantification of those related
to customer service and those related to core utility services. This measure is expressed as complaints per 1,000 population. Residential Consumption One of the major goals for the water
conservation program is to reduce water consumption per service connection through public education, technical assistance, system measures and incentives. PERFORMANCE MEASURES -WATER
FUND System Losses A program was developed to minimize losses in the system which include leak detection and meter testing/replacement. System loss is the amount of water produced less
the amount of water sold or authorized for beneficial use. Customer Service Complaints per 1,000 Population 8.7% 8.5% 8.0% 8.0% 0.0% 2.5% 5.0% 7.5% 10.0% 2007 2008 Est 2009 Goal 2010
Goal System Losses (Percent of Production) 0.07% 0.25% 0.25% 0.25% 0.00% 0.13% 0.25% 0.38% 0.50% 2007 2007 2008 Est 2009 Goal 2010 Goal Customer Service Complaint % per 1,000 Customers
205 220 215 215 0 75 150 225 300 2007 2008 Est 2009 Goal 2010 Goal Consumption -Gallons/Day per Residential Connection
2009-2010 Biennial Budget Section IV: Operating Budget Page 152 SANITARY SEWER UTILITY DIVISION MISSION STATEMENT Provide for efficient, environmentally sound, and safe management of
the existing and future sanitary sewer waste needs of the City of Auburn. DEPARTMENT OVERVIEW Some of the key administrative and engineering duties include comprehensive system planning,
interaction and regulation of development, implementing Capital Improvement Projects, and system budget management. Operational duties include general system maintenance, minor repair
and construction, and day-to-day operation. The City is responsible for the collection and transmission of effluent to King County trunk lines. Auburn contracts with King County for
effluent treatment and disposal. 2007 & 2008 ACCOMPLISHMENTS Established a new sanitary sewer boundary with approval of Bonney Lake, Pierce County, and Sumner for the Kersey Way and
North Lake Tapps basins Completed construction on the second phase of Auburn Way South sanitary sewer replacement program Completed construction of the gravity sanitary sewer system
to support the development of the Kersey Way basin, eliminating
the need for the proposed pump station Updated the comprehensive sewer plan Developed and implement lift station improvement plans to bring our existing pump stations up to current standards
and safety requirements Designed and built a major sewer repair and replacement and a manhole replacement project Began evaluating and designing a new Supervisory Control and Data Acquisition
(SCADA) system to improve communication between facilities and the Maintenance and Operations, and enhance worker safety Established a service contract for the routine maintenance of
generators at our sanitary sewer facilities in conjunction to the contract that exists for routine service of generators elsewhere in the City 2009 & 2010 OBJECTIVES Replace Dogwood
and Ellingson Pump Stations as recommend by Lift Station Evaluation Report Continue pump station improvements such as updating electrical mechanical systems and worker safety Install
SCADA equipment and communication upgrades at sewer facilities Construct third phase of the Auburn Way South sewer trunk line aka R Street Project. This final phase will provide the
connection to the King County trunk line Complete Lea Hill and White Mountain Trails Pump Station decommissioning project Implement fats, oils, and grease (FOG) inspection and tracking
program Use CarteGraph together with Flexi data and GIS to create an infrastructure management system Continue with the annual ring and cover replacement program Complete utility revenue
and expense analysis to determine if rate adjustments are needed
2009-2010 Biennial Budget Section IV: Operating Budget Page 153 SEWER FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget Operating Revenue 343.500 Services 13,352,474 12,269,800 13,552,700 14,960,100 15,337,800 Total Operating Revenue 13,352,474 12,269,800 13,552,700 14,960,100 15,337,800
Operating Expense 535.000.10 Salaries and Wages (1,090,840) (1,490,700) (1,478,800) (1,519,900) (1,616,400) 535.000.20 Personnel Benefits (330,771) (439,500) (439,500) (527,700) (560,900)
535.000.30 Supplies (85,028) (66,900) (70,900) (161,600) (128,600) 535.000.40 Services & Charges (1,342,512) (1,403,700) (1,324,200) (1,697,500) (1,757,400) 535.000.50 Intergovernmental
(9,147,084) (9,703,500) (9,703,500) (10,803,700) (10,911,600) 535.000.90 Interfund Payments for Services (569,335) (584,000) (584,000) (656,100) (638,800) 535.000.00 Depreciation & Amortization
(986,668) (1,096,000) (1,096,000) (1,099,000) (1,102,000) Total Operating Expenses (1313,552,238) (14,784,300) (14,696,900) (16,465,500) (16,715,700) Operating Income (Loss) (199,764)
(2,514,500) (1,144,200) (1,505,400) (1,377,900) Non Operating Revenue (Exp) 361.110 Investment Income 706,993 200,000 200,000 200,000 200,000 379.100 MIT Contributions 0 1,602,500 1,602,500
0 0 369.900 Miscellaneous Revenue (Expense) 118,919 0 0 0 0 535.100.80 Debt Service Interest (20,433) (27,200) (27,200) (20,300) (23,600) Total Non Oper. Rev (Exp) 805,479 1,775,300
1,775,300 179,700 176,400 Net Income (Loss) 605,715 (739,200) 631,100 (1,325,700) (1,201,500) Add/Deduct Items Not Affecting Working Capital (W/C) 535.801.00 Depreciation & Amortization
986,668 1,096,000 1,096,000 1,099,000 1,102,000 Net W/C From Operations 1,592,383 356,800 1,727,100 (226,700) (99,500) Other Resources and Uses Budget Resources Other Than Operations
391.800 Public works Trust Fund Loan 875,000 1,000,000 1,000,000 0 0 396.101 Contributed Cap-Sys Dev 354,501 600,000 600,000 350,000 350,000 396.102 Contributed Cap-Area Assmts 23,737
737 15,000 15,000 0 0 396.104 Contributed Cap-Outside Dev 4,322,009 0 0 0 0 397.100 Transfer In 0 0 0 0 0 399.500 Increase in Restricted Net Assets 1,074,332 0 0 0 0 399.000 Other Sources
281,968 0 0 0 0 Total Resources 6,931,547 1,615,000 1,615,000 350,000 350,000 Uses Other Than Operations 590.100. Other Uses (3,585,143) 0 0 0 0 590.100.11 Inc in Fixed Assets-Salaries/Wages
(154,553) (144,600) (144,600) (159,400) (171,500) 590.100.21 Inc in Fixed Assets-Benefits (48,810) (43,400) (43,400) (55,800) (60,000) 597.100.55 Transfer Out (50,000) (50,000) (50,000)
(50,000) (50,000) 590.100.63 Inc in Fixed Assets-Improvements 0 (27,600) 0 (68,000) (5,000) 590.100.64 Inc in Fixed Assets-Equipment (105,901) (49,800) (24,000) (16,000) 0 590.100.65
Inc in Fixed Assets-Construction (2,427,811) (8,309,600) (6,900,000) (4,236,800) (3,428,500) 590.100.66 Inc in Fixed Assets-Capital Lease 0 0 0 0 (250,000) 590.100.78 Debt Service Principal
(107,844) (297,900) (297,900) (244,000) (244,000) Total Uses (6,480,062) (8,922,900) 900) (7,459,900) (4,830,000) (4,209,000) Net Change in W/C 2,043,868 (6,951,100) (4,117,800) (4,706,700)
(3,958,500) Beginning W/C 1/1 12,399,324 14,443,192 14,443,192 10,325,392 5,618,692 Ending W/C 12/31 14,443,192 7,492,092 10,325,392 5,618,692 1,660,192 Net Change in W/C $ 2 ,043,868
$ (6,951,100) $ ( 4,117,800) $ ( 4,706,700) $ ( 3,958,500)
2009-2010 Biennial Budget Section IV: Operating Budget Page 154 Department Employees 431 Sewer FTE's 2006 2007 2008 2009 2010 Sewer FTE's 8.00 11.00 11.00 11.00 11.00 TOTAL SEWER FTE's
8.00 11.00 11.00 11.00 11.00 1.0 FTE -Maintenance Worker II was added in early 2007. 2.0 FTE's -Field Supervisor and Maintenance Worker II were added in 2007. Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 155 Routine inspections and spot repairs of sewer pipe should result in fewer major repairs and reduce incidents of backups
or other major problems. Remote inspection provides the important information that determines capital projects in the following year. Manhole Inspections Inspection of manholes gives
a quick visual observation of the sewer system function. By increasing inspections potential sewer blockages, infiltration & inflow and surcharging can be observed. PERFORMANCE MEASURES
-SEWER FUND Linear Feet of Sanitary Sewer Pipe Cleaned Pipe cleaning is conducted using a high-pressure sewer jet to scour & remove debris from the inside of the pipelines. A plan to
clean the entire sewer system in the next seven years is being established. Linear Feet of Sanitary Sewer Remotely Inspected 252 320 325 330 0 100 200 300 400 2007 2008 Est 2009 Goal
2010 Goal Linear Feet Cleaned (Thousands of Feet) 79 220 225 225 0 75 150 225 300 2007 2008 Est 2009 Goal 2010 Goal Linear Feet Remotely Inspected (Thousands of Feet) 3,243 4,500 4,500
4,500 0 1,500 3,000 4,500 6,000 2007 2008 Est 2009 Goal 2010 Goal Manhole Inspections
2009-2010 Biennial Budget Section IV: Operating Budget Page 156 STORM DRAINAGE UTILITY DIVISION MISSION STATEMENT Provide environmentally sound and effective management of the surface
and shallow ground water in the City of Auburn for the protection and welfare of the public. DEPARTMENT OVERVIEW Some of the key administrative and engineering duties include comprehensive
system planning, compliance with governmental regulations, interaction and regulation of development applications, development and implementation of capital improvement projects, and
system budget management. Key operational duties include general system maintenance, minor repair and construction, and day-to-day operation. The City is responsible for the collection,
transmission, treatment, and disposal of surface waters to Mill Creek and the Green and White Rivers. 2007 & 2008 ACCOMPLISHMENTS Began the initial implementation requirements of the
National Pollution Discharge Elimination System (NPDES) Phase II permit elements. Began the updated to the City of Auburn’s Comprehensive Drainage Plan. Developed the storm pump station
upgrade program and begin implementation of the recommendations. Installed the West Main Street storm lift station. Continued to update the storm drainage model to improve coordination
with development applications and to prioritize capital improvements. Created a vegetation management for ditch cleaning, right of way mowing , and pond maintenance. Continued the Sense
of Community Vision to enhance neighborhoods through capital investment/maintenance and tree planting by retrofitting storm drainage facilities. Replaced the waterfowl control netting
on two storm ponds at the Auburn Airport. Completed the design of the 2008 Local Storm Drainage Improvement project. 2009 & 2010 OBJECTIVES Complete replacement of the waterfowl control
netting at the remaining three Auburn Airport detention ponds. Complete the update to the City of Auburn’s Comprehensive Drainage Plan. Continue to phase compliance of the National Pollution
Discharge Elimination System (NPDES) Phase II permit elements. Adopt a new drainage manual consistent with the (NPDES) Phase II permit requirements, and modify the Design and Construction
standards to apply. Complete the construction of the 2008 Local Storm Drainage Improvement project and complete the design and construction of the 2010 Local Storm Drainage Improvement
project. Complete the design and construct the Auburn Way South (AWS) conveyance improvement to reduce flooding at the Burlington Northern Railroad (BNRR) underpass. Implement initial
storm pump station upgrade program recommendation to rebuild the White River storm pump station.
2009-2010 Biennial Budget Section IV: Operating Budget Page 157 STORM DRAINAGE FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget
Budget Operating Budget Operating Revenue 343.830 Storm Drainage Services 4,196,564 4,606,200 4,644,300 5,321,000 5,689,000 Total Operating Revenue 4,196,564 4,606,200 4,644,300 5,321,000
5,689,000 Operating Expense 535.000.10 Salaries and Wages (1,155,677) (1,660,700) (1,651,700) (1,823,700) (1,984,900) 535.000.20 Personnel Benefits (365,523) (495,900) (493,000) (633,000)
(689,400) 535.000.30 Supplies (34,603) (102,000) (72,000) (140,900) (154,100) 535.000.40 Services & Charges (670,635) (992,600) (769,600) (1,144,900) (1,151,500) 535.000.50 Intergovernmental
(14,904) (10,000) (10,000) (25,000) (25,000) 535.000.90 Interfund Payments for Services (938,565) (1,027,200) (1,027,200) (1,068,900) (1,059,700) 535.000.00 Depreciation & Amortization
(951,898) (990,000) (990,000) (1,018,600) (1,033,600) Total Operating Expenses (4,131,,805) (5,278,400) (5,013,500) (5,855,000) (6,098,200) Operating Income (Loss) 64,759 (672,200) (369,200)
(534,000) (409,200) Non Operating Revenue (Exp) 361.110 Investment Income 416,141 190,000 190,000 200,000 200,000 369.900 Miscellaneous Revenue (Expense) 756 0 0 0 0 535.100.80 Debt
Service Interest (68,440) (62,700) (62,700) (53,000) (96,700) Total Non Oper. Rev (Exp) 348,457 127,300 127,300 147,000 103,300 Net Income (Loss) 413,216 (544,900) (241,900) (387,000)
(305,900) Add/Deduct Items Not Affecting Working Capital (W/C) 535.801.00 Depreciation & Amortization 951,898 990,000 990,000 1,018,600 1,033,600 Net W/C From Operations 1,365,114 445,100
748,100 631,600 727,700 Other Resources and Uses Budget Resources Other Than Operations 331.156 Direct Federal Grant 0 95,200 95,200 0 0 396.101 Contributed Cap-Sys Dev 762,394 400,000
400,000 200,000 200,000 396.102 Contributed Cap-Area Assmts 2,001 0 0 0 0 396.104 Contributed Cap-Outside Dev 1,436,292 0 0 0 0 382.200 Revenue Bond Proceeds 0 0 0 0 2,500,000 397.100
Transfer In 0 0 0 0 0 399.500 Inc in Restricted Assets 1,480,629 0 0 0 0 399.610 Inc in Compensated Absences (17,262) 0 0 0 0 399.000 Other Sources 0 0 0 0 0 Total Resources 3,664,054
495,200 495,200 200,000 2,700,000 Uses Other Than Operations 590.100.05 Net Change in Restricted Assets (2,671,458) 0 0 0 0 590.100.11 Inc in Fixed Assets-Salaries/Wages (71,994) (149,600)
(149,600) (168,000) (180,700) 590.100.21 Inc in Fixed Assets-Benefits (14,453) (44,900) (44,900) (58,900) (63,300) 597.100.55 Transfer Out (50,000) (159,100) (113,900) (138,000) (115,000)
590.100.61 Inc in Fixed Assets-Land 0 0 0 0 0 590.100.64 Inc in Fixed Assets-Equipment (217,730) (109,800) (105,000) (6,500) 0 590.100.65 Inc in Fixed Assets-Construction (973,447) (3,418,000)
(2,377,200) (3,980,100) (2,826,000) 590.100.66 Inc in Fixed Assets-Capital Lease 0 0 0 0 (250,000) 590.100.70 Debt Service Principal (379,900) (398,500) (398,500) (398,500) (106,200)
Total Uses (4,378,982) (4,279,900) (3,189,100) (4,750,000) (3,541,200) Net Change in W/C 650,186 (3,339,600) (1,945,800) (3,918,400) (113,500) Beginning W/C 1/1 6,744,361 7,394,547 7,394,547
5,448,747 1,530,347 Ending W/C 12/31 7,394,547 4,054,947 5,448,747 1,530,347 1,416,847 Net Change in W/C $ 650,186 $ ( 3,339,600) $ (1,945,800) $ ( 3,918,400) $ ( 113,500)
2009-2010 Biennial Budget Section IV: Operating Budget Page 158 Department Employees 432 Storm FTE's 2006 2007 2008 2009 2010 Storm FTE's 9.00 12.00 16.00 17.00 18.00 TOTAL STORM FTE's
9.00 12.00 16.00 17.00 18.00 2.0 FTE's -Water Resource Technician and Maintenance Worker II were added in the 2007 Budget. 1.0 FTE -Field Supervisor was added in late 2007. 1.0 FTE -Maintenance
Worker II was added in the 2008 Budget. 2.0 FTE's -Maintenance Worker II and Maintenance Worker I were added in early 2008. 2.0 FTE's -positions were transferred from Street to Storm
in 2008. 1.0 FTE position was moved from Storm to Engineering in 2008. 1.0 FTE -Maintenance Worker I was added in the 2009 Budget. 1.0 FTE -Maintenance Worker I was added in the 2010
Budget. Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 159 Storm drainage ponds and vacant city lots are maintained by power mower and hand tools to ensure function and maintain
the aesthetic appearance of the properties. Linear Feet of Storm Drainage Ditches Maintained Storm drainage ditch cleaning is performed using heavy equipment (backhoe, dump truck & mower)
to remove debris and re-establish the flow line of storm drainage ditches. This program ensures that the existing ditches are maintained to provide maximum capacity and collect polluted
sediment and vegetation when cleaned. PERFORMANCE MEASURES -STORM DRAINAGE FUND Tons of Debris Hauled Keeping city streets swept and catch basins free of debris helps ensure system conveyance
capacity. Acres of Storm Drainage Ponds Maintained 1,079 1,100 1,200 1,400 0 400 800 1,200 1,600 2007 2008 Est 2009 Goal 2010 Goal Tons of Debris Hauled 385 385 450 500 0 150 300 450
600 2007 2008 Est 2009 Goal 2010 Goal Acres of Ponds Maintained 390,000 400,000 400,000 415415,000 -125,000 250,000 375,000 500,000 2007 2008 Est 2009 Goal 2010 Goal Linear Feet of Ditches
Maintained
2009-2010 Biennial Budget Section IV: Operating Budget Page 160 EQUIPMENT RENTAL DIVISION MISSION STATEMENT The mission of the Equipment Rental Division is to provide all City departments
with a safe and reliable fleet, and the fleet support services that each department needs to perform its mission. DEPARTMENT OVERVIEW Equipment Rental is responsible for maintenance,
service, acquisition and disposition of the City’s vehicle/equipment fleet. Central Stores is a component of Equipment Rental and is responsible for procuring, storing, and distributing
supplies and material for many City operations. Central Stores also maintains the City’s fuel storage and access system. 2007 & 2008 ACCOMPLISHMENTS Improved operational and workspace
efficiency in Equipment Rental Continued Maintenance and Operations facility reorganization, improving space utilization and traffic flow Continued to improve radio communication infrastructure
Implemented fuel saving initiatives wherever possible Provided more training opportunities for Equipment Rental Mechanics Continued looking for innovative ways to improve vehicle utilization
2009 & 2010 OBJECTIVES Continue to improve fleet fuel economy Look for ways to extend vehicle life above industry standard Implement asset tracking for Equipment Rental and Central Stores
Develop an overall level of service /customer service plan for Equipment Rental and Central Stores Look at innovative and emerging technologies in fleet operations to reduce citywide
fleet costs
2009-2010 Biennial Budget Section IV: Operating Budget Page 161 EQUIPMENT RENTAL FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget
Budget Operating Budget Operating Revenue 348.100 Fuel Sales 389,730 413,600 413,600 604,400 756,300 365.100 Interfund Equipment Rental 1,336,176 1,341,100 1,341,100 1,529,100 1,050,300
365.400 Interfund Building Rental 151,500 151,500 151,500 0 0 365.600 Interfund Capital Contribution 280,189 0 0 0 0 Total Operating Revenue 2,157,595 1,906,200 1,906,200 2,133,500 1,806,600
Operating Expense 548.000.10 Salaries and Wages (419,020) (515,700) (515,700) (613,400) (643,100) 548.000.20 Personnel Benefits (108,450) (152,500) (152,500) (211,700) (222,300) 548.000.30
Supplies (775,851) (1,102,300) (843,300) (1,483,500) (1,617,100) 548.000.40 Services & Charges (543,383) (532,200) (497,200) (512,800) (540,300) 548.000.51 Intergovernmental Services
(130,000) 0 0 0 0 548.000.90 Interfund Payments for Services (29,265) (37,100) (37,100) (211,500) (223,700) 548.680.01 Depreciation & Amortization (817,259) (881,000) (881,000) (840,000)
(850,000) Total Operating Expenses (2,823,228) (3,220,800) (2,926,800) (3,872,900) (4,096,500) Operating Income (Loss) (665,633) (1,314,600) (1,020,600) (1,739,400) (2,289,900) Non Operating
Revenue (Exp) 361.100 Investment Income 259,447 180,000 180,000 175,000 180,000 369.900 Miscellaneous Revenue (Expense) 7,848 0 0 0 0 395.900 Gain on Sale of Fixed Assets (442,194) 0
0 0 0 Total Non Oper. Rev (Exp) (174,899) 180,000 180,000 175,000 180,000 Net Income (Loss) (840,532) (1,134,600) (840,600) (1,564,400) (2,109,900) Add/Deduct Items Not Affecting Working
Capital (W/C) 548.100.01 Depreciation & Amortization 817,259 881,000 881,000 840,000 850,000 548.681.02 Non Cash Gain/Loss 0 0 0 0 0 Net W/C From Operations (23,273) (253,600) 40,400
(724,400) (1,259,900) Other Resources and Uses Budget Resources Other Than Operations 365.110 Vehicle Replacement Revenue 928,524 1,106,300 1,106,300 1,174,100 1,285,900 396.108 Non
Cash Contribution 269,703 0 0 0 0 397.100 Transfer In 130,000 744,600 699,400 144,100 65,000 399.000 Other Sources (32,935) 0 0 0 0 Total Resources 1,295,292 1,850,900 1,805,700 1,318,200
1,350,900 Uses Other Than Operations 590.100. Other Uses (79,770) 0 0 0 0 597.100.55 Transfer Out (1,007,000) (7,000) (7,000) (7,000) (7,000) 590.100.64 Inc in Fixed Assets-Equipment
(636,056) (1,961,200) (1,739,000) (1,353,800) (756,300) 590.100.65 Inc in Fixed Assets-Construction 0 (700,000) (350,000) (550,000) 0 Total Uses (1,722,826) (2,668,200) (2,096,000) (1,910,800)
(763,300) Net Change in W/C (450,807) (1,070,900) (249,900) (1,317,000) (672,300) Beginning W/C 1/1 5,863,063 5,412,256 5,412,256 5,162,356 3,845,356 Ending W/C 12/31 5,412,256 4,341,356
5,162,356 3,845,356 3,173,056 Net Change in W/C $ (450,807) $ (1,070,900) $ (249,900) $ (1,317,000) $ (672,300)
2009-2010 Biennial Budget Section IV: Operating Budget Page 162 Department Employees 550 Equipment Rental FTE's 2006 2007 2008 2009 2010 Equipment Rental FTE's 9.00 9.00 10.00 11.00
11.00 TOTAL EQUIPMENT RENTAL FTE's 9.00 9.00 10.00 11.00 11.00 1.0 FTE -Maintenance Worker I was added in early 2008. 1.0 FTE -Equipment Rental Shop Supervisor was added in the 2009
Budget. Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 163 Number of Unscheduled Maintenance Services Performed Unscheduled maintenance are repairs that were not planned. The majority
of these repairs take place following a Preventive Maintenance inspection, thereby preventing a more costly repair due to system failures. A preventative maintenance service is a systematic
inspection and service of vehicles and equipment, completed at predetermined intervals, to detect mechanical problems prior to system failures, resulting in extended lifecycles. PERFORMANCE
MEASURES -EQUIPMENT RENTAL FUND Vehicle Life Cycle Averages Life cycles are based on industry standards by vehicle type and vehicle use. We have kept our life cycles above industry standards
through proactive preventative maintenance, enabling us to get the most from our vehicles with the least investment. Industry standard is 6.9 years. Number of Preventative Maintenance
Services Performed 7.5 8.0 9.0 9.0 0.0 3.0 6.0 9.0 12.0 2007 2008 Est 2009 Goal 2010 Goal Average Vehicle Life Cycles 588 600 620 640 0 200 400 600 800 2007 2008 Est 2009 Goal 2010 Goal
Maintenance Services Performed 1,142 1,215 1,275 1,300 0 350 700 1,050 1,400 2007 2008 Est 2009 Goal 2010 Goal Unscheduled Maintenance Performed
2009-2010 Biennial Budget Section IV: Operating Budget Page 164
2009-2010 Biennial Budget Section IV: Operating Budget Page 165 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.
Parks, recreation programs, arts and cultural activities, senior center services, a museum, cemetery, golf course, and working with the King County Library System to provide library
services are the department's areas of responsibility. 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 and facilities, protecting our environment, and preserving historical and
cultural opportunities in our community. 2007 & 2008 ACCOMPLISHMENTS Expanded before and after school programming Offered additional family-oriented recreation programs Increased marketing,
usage and revenue for rental facilities Enhanced and increased participation in the Senior Wellness Program Developed sponsorship and in-kind opportunities to generate new revenue for
large scale special events Completed Olson Farm stream/orchard improvements Secured grant funding to support restoration of historic Mary Olson Farm and for BRAVO! series Increased BRAVO
revenue by 30% over 2005-2006 Renovated, redeveloped use of, and began programming at the Auburn Ave Theater Established a Percent for Art Public Art policy, installed new public art
on W. Main Street, and commissioned art project for Golf Course Clubhouse and Community Center 2009 & 2010 OBJECTIVES Expand recreation program offerings in Lakeland Hills community
Increase marketing, usage and revenue for recreation programs Expand recreation programs and offerings for preschool, youth-aged children and adults Pilot Classroom Based Heritage Learning
Kits with Auburn School District Expand sponsorship opportunities for special events and cultural arts programs Construct parking lot and restrooms at Mary Olson Farm and open the farm
to the public Initiate operations in a new Auburn Community Center, remodeled Youth/Teen Center and Gymnasium Expand community use of and programming of the Auburn Ave Theater Complete
long-range Public Art plan in conjunction with new 1% of Art policy Reorganize performing art programs to increase attendance and sponsorship
2009-2010 Biennial Budget Section IV: Operating Budget Page 166 Department Budget 001/33 Parks, Arts 2007 2008 2008 2009 2010 & Recreation Actual Adj Budget Est Actual Budget Budget
Salaries & Wages 2,447,392 2,819,900 2,681,400 2,858,100 2,992,700 Personnel Benefits 735,002 909,100 761,000 881,800 930,500 Supplies 553,415 575,700 591,100 562,600 528,900 Services
& Charges 1,429,752 1,601,500 1,598,100 1,383,900 1,394,400 Intergovernmental 0 0 0 0 0 Capital Outlays 112,990 50,000 60,000 60,000 5,000 Debt Service: Principal 31,950 0 0 0 0 Debt
Service: Interest 34,050 0 0 0 0 Interfund Payments for Services 489,744 641,200 641,200 1,287,400 1,322,900 DEPARTMENT TOTAL $5,834,295 $6,597,400 $6,332,800 $7,033,800 $7,174,400 Department
Employees 001 Parks, Art & Recreation FTE's 2006 2007 2008 2009 2010 Parks FTE's 35.75 37.75 40.00 40.00 40.00 TOTAL PARKS, ART & RECREATION FTE's 35.75 37.75 40.00 40.00 40.00 1.0 FTE
-Maintenance Worker II added in late 2007. 2.0 FTE's -Field Supervisor and Maintenance Worker I were added in earlier 2008. 0.25 FTE -Curator of Education was added in 2008 to make it
a full time position. 1.0 FTE -Field Supervisor position has been frozen in the 2009/2010 budget. Full Time Equivalent (FTE) 1.0 FTE -position was moved from Nondepartmental to Parks
in 2007 for a Theater Operations Coordinator.
2009-2010 Biennial Budget Section IV: Operating Budget Page 167 Participation in department wide classes and special events continues to grow. A new strategic approach to marketing recreation
services is enhancing our ability to reach new customers. Facility Rentals The increasing popularity of the Senior Center, Parks and Recreation Administration Building and other park
facilities for weddings, reunions, and community events has increased usage and revenue. The opening of a new Community Center in 2010 will continue to increase both usage and revenue.
PERFORMANCE MEASURES -PARKS, ARTS & RECREATION DEPARTMENT Volunteer Hours The Parks, Arts, and Recreation Department relies on volunteers to be youth sports coaches, museum docents,
senior center hosts, and to serve in a variety of other positions. As participation in department sponsored programs increases, so does the need for additional volunteers. Classes &
Special Events -Number of Participants 45,000 46,000 46,500 47,000 0 15,000 30,000 45,000 60,000 2007 2008 Est 2009 Goal 2010 Goal Volunteer Hours 120,000 122,000 124,000 126,000 0 37,500
75,000 112,500 150,000 2007 2008 Est 2009 Goal 2010 Goal Participation in Classes & Special Events $153,000 $155,000 $158,000 $170,000 $0 $50,000 $100,000 $150,000 $200,000 2007 2008
Est 2009 Goal 2010 Goal Facility Rental Revenue
2009-2010 Biennial Budget Section IV: Operating Budget Page 168 SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Parks, Arts & Recreation department is responsible for the budget in the following special revenue fund: Fund 120 Recreation Trails fund accounts for gas tax
funds restricted to trail improvements. Since September 2005 this gas tax has been deposited directly to the General fund and is transferred to the Recreational Trails fund. 2007 & 2008
ACCOMPLISHMENTS Accounted for Motor Vehicle Fuel tax funds to pay for future trail improvements 2009 & 2010 OBJECTIVES Accumulate funds to provide for trail improvements
2009-2010 Biennial Budget Section IV: Operating Budget Page 169 Special Revenue Fund 120 Recreational Trails 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Revenue
Beginning Fund Balance 24,997 31,594 31,594 37,494 45,294 Investment Income 1,497 800 800 800 800 Transfer In 5,100 5,100 5,100 7,000 7,100 Total Revenue $31,594 $37,494 $37,494 $45,294
$53,194 Expenditures Transfer Out 0 0 0 0 0 Undesignated Fund Balance 31,594 37,494 37,494 45,294 53,194 Total Expenditures $31,594 $37,494 $37,494 $45,294 $53,194
2009-2010 Biennial Budget Section IV: Operating Budget Page 170 MUNICIPAL PARK CONSTRUCTION FUND The Parks Capital Improvement Fund-321 accumulates a portion of adult recreation fees
for capital improvements at city parks. The Parks, Arts & Recreation department is responsible for the budget in this fund. 2007 & 2008 ACCOMPLISHMENTS Installed additional field lighting
at GSA Park Replaced ball-field lighting on Brannan Park Fields #2 and #3 Completed and opened new Veterans Park Memorial Building Provided funding for and installed new artificial turf
at Game Farm Park Completed design and construction of park, playground, plaza and trail at new park in Lakeland Hills Completed improvements to Olson Creek Habitat Completed the Rotary
Park Spray Pool coating Provided grant match for Olson Farm Provided irrigation and installed landscaping at Shaughnessy Park Installed new play toy, irrigation and landscaping at Rotary
Park 2009 & 2010 OBJECTIVES Complete Les Gove Community Center, Teen Center and Gymnasium Develop natural habitat at Fenster Park Develop Master Plan for Jacobson Tree Farm and Auburndale
Park II Develop Master Plan for Fulmer Park and acquire land for additional parking Improve parking lot, sidewalks and park amenities at Veteran’s Park Build parking lot and restrooms
at Mary Olson Farm Add a new trail and improve fields and courts at Shaughnessy Park Add a new trail to
Rotary Park Add new playground suitable for all disabilities and replace restroom building at Les Gove Park Add fencing to Brannan Park Fields #3 and #4 and new bleachers to #4 Complete
the White River Trail from Roegner Park to “A” Street Develop a Trail Plan for the Bonneville Power Administration (BPA) corridor on Lea Hill
2009-2010 Biennial Budget Section IV: Operating Budget Page 171 Capital Projects Fund 321 Municipal Park Construction 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget
Revenue Beginning Fund Balance 1,214,624 187,979 187,979 129,079 2,728,979 Interlocal Grants 431,500 1,457,600 852,100 798,300 85,000 Recreational Classes 23,074 25,000 25,000 25,000
25,000 Investment Income 34,226 25,000 3,000 105,000 80,000 Contributions & Donations 0 0 146,500 107,300 0 Bonds 0 5,000,000 0 5,000,000 0 Miscellaneous Revenue 36,653 40,000 63,000
138,000 125,000 Transfer In 367,155 2,362,950 1,659,000 5,490,200 553,100 Total Revenue $2,107,232 $9,098,529 $2,936,579 $11,792,879 $3,597,079 Expenditures Capital Outlays 1,919,253
9,029,150 2,807,500 8,824,800 3,091,600 Debt Service Principal 0 0 0 89,100 184,800 Debt Service Interest 0 0 0 150,000 293,300 Undesignated Fund Balance 187,979 69,379 129,079 2,728,979
27,379 Total Expenditures $2,107,232 $9,098,529 $2,936,579 $11,792,879 $3,597,079
2009-2010 Biennial Budget Section IV: Operating Budget Page 172 CEMETERY DIVISION MISSION Mountain View Cemetery shall be a sacred place to comfort and strengthen the community through
responsible stewardship and compassionate ministry. To fulfill this we will: 1. Be attentive by listening and understanding 2. Be respectful by being courteous, prompt and caring 3.
Be professional by maintaining and creating beautiful grounds 4. Be thorough in documenting records 5. Be dedicated to protecting the faith and trust the community has placed in us 2007
& 2008 ACCOMPLISHMENTS Completed construction of Columbarium Building (Chapel of Memories) Expanded marketing plan for sales of plots and products Expanded Memorial Day and Veterans
Day events Acquired a 5-acre parcel of property on the cemetery’s west boundary 2009 & 2010 OBJECTIVES Complete repairs to the Cascadia Columbarium Wall and to the Mausoleum Complete
construction of north burial area “Memory Heights” (450 full size graves) Work on strengthening working relationships to area funeral homes and how to better serve them Upgrade cemetery
software to better serve the public and safeguard records Expand our advertising efforts in the cremation market Begin development of the 10th addition (800 full size graves and 800
cremation plots)
2009-2010 Biennial Budget Section IV: Operating Budget Page 173 CEMETERY FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget Budget
Operating Budget Operating Revenue 343.601 Settings 42,415 45,000 45,000 45,500 47,800 343.602 Openings and Closings 161,036 180,000 180,000 185,000 194,300 343.603 Recordings 3,875
5,200 5,200 6,000 6,300 343.604 Liners 55,249 70,000 70,000 70,000 73,500 343.605 Resale Settings 1,740 4,800 4,800 5,500 5,800 343.606 Resale Vases 0 0 0 0 0 343.607 Vases 17,562 21,000
21,000 24,000 25,200 343.609 Lot Sales/Niches 295,700 320,000 320,000 325,000 341,300 343.610 Vault Installation 0 0 0 15,000 15,800 343.611 Other 44,295 33,000 33,000 35,000 35,000
343.612 Marker Sales 118,170 150,000 150,000 160,000 168,000 343.620 Interest/Penalties 2,471 5,000 5,000 5,000 5,000 Total Operating Revenue 742,513 834,000 834,000 876,000 918,000
Operating Expense 536.000.10 Salaries & Wages (366,857) (426,400) (426,400) (445,000) (473,200) 536.000.20 Personnel Benefits (141,910) (124,600) (124,600) (149,900) (158,900) 536.000.30
Supplies (176,553) (165,800) (165,800) (191,000) (191,000) 536.000.40 Services & Charges (103,276) (101,600) (101,600) (58,000) (71,200) 536.000.90 Interfund Payments for Services (17,508)
(47,100) (47,100) (73,500) (69,600) 536.000.00 Depreciation & Amortization (78,330) (103,000) (103,000) (90,000) (92,000) Total Operating Expenses (884,434) (968,500) (968,500) (1,007,400)
(1,055,900) Operating Income (Loss) (141,921) (134,500) (134,500) (131,400) (137,900) Non Operating Revenue (Exp) 361.110 Investment Income 40,770 22,000 22,000 20,000 20,000 369.900
Miscellaneous Revenue (Expense) 33,591 0 0 0 0 536.100.81 Debt Service Interest (15,336) (24,500) (24,500) (23,500) (23,500) Total Non Oper. Rev (Exp) 59,025 (2,500) (2,500) (3,500)
(3,500) Net Income (Loss) (82,896) (137,000) (137,000) (134,900) (141,400) Add/Deduct Items Not Affecting Working Capital (W/C) 536.000.01 Depreciation & Amortization 78,330 103,000
103,000 90,000 000 92,000 Net W/C From Operations (4,566) (34,000) (34,000) (44,900) (49,400) Other Resources and Uses Budget Resources Other Than Operations 397.100 Transfer In 70,500
115,000 115,000 50,300 30,300 399.000 Other Sources 7,410 0 0 0 0 Total Resources 77,910 115,000 115,000 50,300 30,300 Uses Other Than Operations 590.100.05 Net Change in Restricted
Assets 410,746 0 0 0 0 590.100.61 Inc in Fixed Assets-Land 0 (300,000) (300,000) 0 0 590.100.64 Inc in Fixed Assets-Equipment (20,793) 0 0 0 0 590.100.65 Inc in Fixed Assets-Construction
(396,044) (15,000) (15,000) (28,000) (8,000) 590.100.71 Debt Service Principal 0 (16,000) (16,000) 0 0 Total Uses (6,091) (331,000) (331,000) (28,000) (8,000) Net Change in W/C 67,253
(250,000) (250,000) (22,600) (27,100) Beginning W/C 1/1 609,812 677,065 677,065 427,065 404,465 Ending W/C 12/31 677,065 427,065 427,065 404,465 377,365 Net Change in W/C $ 6 7,253 $
(250,000) $ (250,000) $ (22,600) $ (27,100)
2009-2010 Biennial Budget Section IV: Operating Budget Page 174 Department Employees 436 Cemetery FTE's 2006 2007 2008 2009 2010 Cemetery FTE's 6.00 7.00 7.00 7.00 7.00 TOTAL CEMETERY
FTE's 6.00 7.00 7.00 7.00 7.00 1.0 FTE -Maintenance Worker I was added in 2007. Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 175 The recent completion of "ForestWalk" and "Chapel of Memories" has expanded the options for urn placement. As the cremation
rates continue to rise it becomes important to offer more placement choices to our cremation families. Revenue From Lot Sales Newly developed property will have to be more creative and
supported by local advertising to sustain lot sales. Development that takes advantage of views and allowing more upright monument space will help sales revenue. PERFORMANCE MEASURES
-CEMETERY FUND Interments Over the past decade, cremation rates continued to rise. This trend necessitated more options for casket burials. Double depth burial and upright monument plots
have proven successful. As development continues, other options will be explored. Inurnments 135 145 155 160 0 50 100 150 200 2007 2008 Est 2009 Goal 2010 Goal Interments 108 138 140
145 -50 100 150 200 2007 2008 Est 2009 Goal 2010 Goal Inurnments $242,000 $225,000 $300,000 $320,000 $0 $100,000 $200,000 $300,000 $400,000 2007 2008 Est 2009 Goal 2010 Goal Lot Sale
Revenue
2009-2010 Biennial Budget Section IV: Operating Budget Page 176 GOLF COURSE DIVISION MISSION STATEMENT The mission of the Auburn Golf Course is to provide all ages and abilities an affordable,
high-quality golf experience. DEPARTMENT OVERVIEW The Auburn Golf Course provides golfing services to over 50,000 golfers a year on a challenging 6,200-yard layout. The course is an
enterprise function with greens fee revenue covering all course maintenance, operations expenses, and capital improvements. Staff continues to make improvements each year to improve
the playability, drainage, and safety of the course. 2007 & 2008 ACCOMPLISHMENTS Began operation of full service Golf Complex Oversaw a smooth transition to contracted restaurant operation
Increased tournament help at course by 20% in 2007 and an additional 20% in 2008 Increased the number of tournaments hosted (with over 72 participants) by 25% in 2008 Expanded the lesson
program by 100% over previous year In 2007, increased play by over 3,000 rounds over 2006 2006 In 2007, increased Green Fee revenue by almost $110,000 over 2006, and in 2008 increased
Green Fee Revenue by over $90,000 (from1/1 -5/31/08) over 2007 Increased men’s club membership by over 50% from 2005-2006 and increased ladies’ club membership by over 30% during that
same time period 2009 & 2010 OBJECTIVES Continue drainage improvements to holes 1, 2 and 10 Begin a fairway aeration and topdressing program Increase membership in the men’s club by
5% in 2009 and again in 2010 Increase membership in the ladies’ club by 15% in 2009 and again in 2010 Grow our e-mail database by 10% in 2009 and again in 2010 Increase play by 5% in
2009 and again in 2010 Increase participation in our customer appreciation events by 10% in 2009 and again in 2010 Develop large amateur golfing event at the course Increase the number
of tournaments hosted by 25% in 2009 and 15% in 2010
2009-2010 Biennial Budget Section IV: Operating Budget Page 177 GOLF COURSE FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual Budget
Budget Operating Budget Operating Revenue 347.300 Green Fees 1,035,772 1,118,700 1,118,700 1,303,000 1,340,000 347.600 Lessons 0 0 0 5,000 5,000 347.910 Pro Shop Sales 71,416 145,400
145,400 155,000 165,000 347.920 Restaurant & Lounge 0 62,500 62,500 50,000 51,000 362.100 Power Cart Rental 238,952 268,500 178,500 269,000 279,000 362.200 Rental Income 7,904 5,000
5,000 0 0 362.400 Banquet Space 1,126 29,900 29,900 27,000 27,500 362.801 Concessions 0 0 0 3,000 3,000 Total Operating Revenue 1,355,170 1,630,000 1,540,000 1,812,000 1,870,500 Operating
Expense 576.600.10 Salaries and Wages (502,858) (597,750) (597,750) (585,200) (619,700) 576.600.20 Personnel Benefits (171,426) (169,900) (169,900) (188,700) (199,500) 576.600.30 Supplies
(406,813) (407,400) (412,800) (301,100) (313,600) 576.600.40 Services & Charges (243,167) (213,500) 500) (199,000) (209,200) (216,700) 576.600.90 Interfund Payments for Services (10,200)
(52,100) (52,100) (175,800) (185,800) 576.600.00 Depreciation & Amortization (142,634) (250,000) (250,000) (264,700) (292,500) Total Operating Expenses (1,477,098) (1,690,650) (1,681,550)
(1,724,700) (1,827,800) Operating Income (Loss) (121,928) (60,650) (141,550) 87,300 42,700 Non Operating Revenue (Exp) 361.110 Investment Income 136,167 8,000 8,000 8,000 5,000 369.400
Miscellaneous Revenue (Expense) 4,792 0 0 0 0 395.900 Gain on Sale of Fixed Assets (900) 0 0 0 0 576.600.80 Debt Service Interest (99,027) (223,600) (261,100) (224,200) (212,200) Total
Non Oper. Rev (Exp) 41,032 (215,600) (253,100) (216,200) (207,200) Net Income (Loss) (80,896) (276,250) (394,650) (128,900) (164,500) Add/Deduct Items Not Affecting Working Capital (W/C)
534.801.01 Depreciation & Amortization 142,634 250,000 250,000 264,700 292,500 Net W/C From Operations 61,738 (26,250) (144,650) 135,800 128,000 Other Resources and Uses Budget Resources
Other Than Operations 347.301 Reserved for Capital 451,160 55,000 55,000 57,800 60,500 382.200 GO Bond Proceeds 150,000 83,000 83,000 0 0 397.100 Transfer In 41,795 63,000 63,000 60,200
162,000 399.600 Other Sources 11,942 0 0 0 0 Total Resources 654,897 201,000 201,000 118,000 222,500 Uses Other Than Operations 590.100.00 Net Change in Restricted Assets 4,390,748 0
0 0 0 590.100.00 Inc in Fixed Assets-Benefits (6,660) 0 0 0 0 590.100.64 Inc in Fixed Assets-Equipment (51,502) (42,900) (52,000) (139,000) (139,000) 590.100.65 Inc in Fixed Assets-Construction
(4,525,879) (192,100) (192,100) 0 0 590.100.70 Debt Service Principal (165,000) (303,200) (182,700) (245,200) (255,200) Total Uses (358,293) (538,200) (426,800) (384,200) (394,200) Net
Change in W/C 358,342 (363,450) (370,450) (130,400) (43,700) Beginning W/C 1/1 204,408 562,750 562,750 192,300 61,900 Ending W/C 12/31 562,750 199,300 192,300 61,900 18,200 Net Change
in W/C $ 3 58,342 $ (363,450) $ (370,450) $ (130,400) $ (43,700)
2009-2010 Biennial Budget Section IV: Operating Budget Page 178 Department Employees 437 Golf Course FTE's 2006 2007 2008 2009 2010 Golf Course FTE's 6.00 8.50 9.00 9.00 9.00 TOTAL GOLF
COURSE FTE's 6.00 8.50 9.00 9.00 9.00 2.5 FTE's were added in the 2007 budget to support operations at the new Clubhouse. 0.5 FTE -Golf Operations Assistant to create full time FTE position
in 2008. 1.0 FTE -Maintenance Worker I position has been frozen in the 2009/2010 budget. Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 179 Completion of the Golf Course Clubhouse has resulted in increased revenues in 2008. A slight increase is projected for
2009. 2008 revenue has increased significantly with new revenue sources such as power cart rental, pro shop sales and the restuarant contract. Total Rounds Played Per Year Play during
2007 stayed consistent inspite of the construction of the clubhouse and will increase signifcantly in 2008. PERFORMANCE MEASURES -GOLF COURSE FUND Number of Winter Rounds Played The
Auburn Golf Course has been considered a very wet course during the off-season due to poor drainage and poor soils. Recent work on the drainage system has increased the number of rounds
played during the rainy months -November to March. Winter activity should remain stable until holes 1, 2 and 10 are improved. Annual Revenue 11,000 11,300 11,700 12,200 0 4,000 8,000
12,000 16,000 2007 2008 Est 2009 Goal 2010 Goal Winter Rounds Played $1,390,000 $1,628,000 $1,779,000 $1,,839,000 $0 $500,000 $1,000,000 $1,500,000 $2,000,000 2007 2008 Est 2009 Goal
2010 Goal Annual Revenue 50,500 55,000 57,750 60,000 0 20,000 40,000 60,000 80,000 2007 2008 Est 2009 Goal 2010 Goal Rounds Played Per Year
2009-2010 Biennial Budget Section IV: Operating Budget Page 180
2009-2010 Biennial Budget Section IV: Operating Budget Page 181 INFORMATION SERVICES MISSION STATEMENT Information Services provides excellent technical services for all internal and
external customers. DEPARTMENT OVERVIEW The Information Services Department oversees all technology for the City. This includes computers, telephones, software applications, video conferencing
systems, technology in our police and fire vehicles, and City communication systems. Enterprise Geographic Information Services are provided by the Information Services Department. 2007
& 2008 ACCOMPLISHMENTS Researched and recommended fiber infrastructure to support business core beginning with Auburn Environmental Park Continued to enhance customer request management
and facilities maintenance system to provide more timely and efficient services Supported new Golf Clubhouse and enhanced technology services including automated tee time system and
connectivity to City phone and data systems Worked with public safety to research automation automation of citations and continued to enhance online report generation Worked with Valley
Communications to research and recommend replacement computer aided dispatch and public safety records management systems Continued to work on regional wireless and fiber projects to
promote public safety and economic development opportunities Continued to development e-Gov interactive services including over the counter permit issuance and payment, online utility
payments, online job applications and mapping products 2009 & 2010 OBJECTIVES Increase fiber optic opportunities by ensuring that all open roads have conduit installed for future use
Expand fiber optic network to further enhance the Intelligent Transportation System (ITS) and other city infrastructure needs Continue to use new and existing fiber and wireless infrastructure
to provide more efficient operations and services Through technology, enhance communications with Auburn Citizens Work with Valley Communications to implement new computer aided dispatch
dispatch system Continue to enhance the City’s Geographic Information System (GIS) Support Nations Pollution Discharge Elimination System requirements Maintain and upgrade City technology
to maintain an efficient and productive work environment that enhances staff’s ability to deliver excellent customer service
2009-2010 Biennial Budget Section IV: Operating Budget Page 182 INFORMATION SERVICES FUND 2009-2010 WORKING CAPITAL BUDGET 2007 2008 2008 2009 2010 Item Actual Adj. Budget Est. Actual
Budget Budget Operating Budget Operating Revenue 348.800 Interfund Operating Charges 2,758,500 2,524,100 2,524,100 3,425,300 3,597,200 348.801 Interfund Communications Charges 1,056,096
1,113,900 1,113,900 1,041,000 1,127,900 348.810 Interfund Equipment Replacement 341,304 341,300 341,300 461,100 460,800 Total Operating Revenue 4,155,900 3,979,300 3,979,300 4,927,400
5,185,900 Operating Expense 518.000.10 Salaries and Wages (1,195,543) (1,555,100) (1,555,100) (1,661,400) (1,774,700) 518.000.20 Personnel Benefits (364,371) (457,000) (457,000) (566,800)
(606,400) 518.000.30 Supplies (420,534) (465,300) (540,300) (648,000) (665,200) 518.000.40 Services & Charges (1,364,737) (1,516,400) (1,441,400) (1,534,900) (1,617,300) 518.000.90 Interfund
Payments for Services (23,304) (125,900) (125,900) (195,300) (252,300) 518.000.00 Depreciation & Amortization (280,581) (202,000) (202,000) (300,000) (310,000) Total Operating Expenses
(3,649,070) (4,321,700) (4,321,700) (4,906,400) (5,225,900) Operating Income (Loss) 506,830 (342,400) (342,400) 21,000 (40,000) Non Operating Revenue (Exp) 361.110 Investment Income
163,297 85,000 85,000 85,000 85,000 369.900 Miscellaneous Revenue (Expense) (15,305) 0 0 0 0 Total Non Oper. Rev (Exp) 147,992 85,000 85,000 85,000 85,000 Net Income (Loss) 654,822 (257,400)
(257,400) 106,000 45,000 Add/Deduct Items Not Affecting Working Capital (W/C) 518.801.00 Depreciation & Amortization 280,581 202,000 202,000 300,000 310,000 Net W/C From Operations 935,403
(55,400) (55,400) 406,000 355,000 Other Resources and Uses Budget Resources Other Than Operations 338.190 Intergovernmental Service 0 181,500 181,500 193,400 0 397.100 Transfer In 15,000
273,900 273,900 0 0 399.000 Other Sources 63,334 0 0 0 0 Total Resources 78,334 455,400 455,400 193,400 0 Uses Other Than Operations 590.100.05 Net Change in Restricted Assets 15,,305
0 0 0 0 597.100.55 Operating Transfers Out 0 (8,000) (8,000) 0 0 590.100.64 Inc in Fixed Assets-Equipment (753,664) (655,400) (655,400) (859,500) (630,600) 590.100.65 Inc in Fixed Assets-Construction
(60,043) (34,500) (34,500) 0 0 Total Uses (798,402) (697,900) (697,900) (859,500) (630,600) Net Change in W/C 215,335 (297,900) (297,900) (260,100) (275,600) Beginning W/C 1/1 2,479,575
2,694,910 2,694,910 2,397,010 2,136,910 Ending W/C 12/31 2,694,910 2,397,010 2,397,010 2,136,910 1,861,310 Net Change in W/C $ 215,335 $ (297,900) $ (297,900) $ (260,100) $ (275,600)
2009-2010 Biennial Budget Section IV: Operating Budget Page 183 Department Employees 518 Information Services FTE's 2006 2007 2008 2009 2010 Information Services FTE's * 11.00 15.00
18.00 18.00 18.00 TOTAL INFORMATION SERVICES FTE's 11.00 15.00 18.00 18.00 18.00 2.0 FTE's -Network Administrator and Desktop Support were added in the 2007 Budget. 2.0 FTE's -Desktop
Support and GIS/Database Specialist were added in late 2007. 1.0 FTE -Desktop Support was added in the 2008 Budget. 1.0 FTE -Network Administrator was added in 2008. 1.0 FTE position
was moved from Communications under the Mayor to Information Services in 2008. Full Time Equivalent (FTE)
2009-2010 Biennial Budget Section IV: Operating Budget Page 184 Information Services researches, recommends and delivers communications systems that enhance our ability to communicate
with citizens, customers and each other. Help Desk Requests Information Services provides 24/7 support on City computer systems. Requests for service are tracked through our Help Desk.
We strive to respond within 30-minutes during regular business hours of 7am-5pm. Off hours, we provide assistance as soon as possible for emergent issues. PERFORMANCE MEASURES -INFORMATION
SERVICES DEPARTMENT Data Systems Supported Information Services supports all technology initiatives in the City. Our goal is to provide technology that will enhance our services and
result in efficiencies throughout the City. Voice Systems Supported 1,200 1,300 1,300 1,300 0 375 750 1,125 1,500 2007 2008 Est 2009 Goal 2010 Goal Data Systems Supported 1,100 1,150
1,200 1,300 0 400 800 1,200 1,600 2007 2008 Est 2009 Goal 2010 Goal Voice Systems Supported 14,000 15,000 17,000 17,000 0 5,000 10,000 15,000 20,000 2007 2008 Est 2009 Goal 2010 Goal
Help Desk Requests
2009-2010 Biennial Budget Section V: Budget Details Page 185 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 • 2009 Budgeted Revenue by Type, All Funds (Table) • 2009 Budgeted
Expenditures by Object, All Funds (Table) • 2010 Budgeted Revenue by Type, All Funds (Table) • 2010 Budgeted Expenditures by Object, All Funds (Table) • Relationship between Fund and
City Structure (Table) • 2009 & 2010 – Budgeted Expenditures by Administrative Structure (Table) • 2009 & 2010 – Budgeted Expenditures by Cost Center (Graph) • 2009 & 2010 – Budgeted
Expenditures by Cost Center (Table)
2009-2010 Biennial Budget Section V: Budget Details Page 186 2009 Revenue by Type – All Funds Licenses & Charges for Fines & Taxes Permits Intergov't Services Forfeitures $ 40,906,300
$ 1,380,500 $ 3,776,000 $ 2 ,009,300 $ 2 ,033,000 Arterial Street -0 2,107,300 --Local Street 2,200,000 ----Hotel/Motel Tax 76,000 --9 ,100 -Arterial Street Preservation 1 ,500,000 ----Drug
Forfeiture ----200,000 Justice Assistance --1 3,000 --Housing & Community Development --600,900 --Recreational Trails -----Business Improvement Area 53,000 ----Cumulative Reserve -----Mitigation
Fees ---8 10,000 -Parks & Recreation Special Projects -----1998 Library Bond -----LID Guarantee -----Municipal Park Construction --7 98,300 25,000 -Capital Improvements 1 ,800,000 ----Water
---9,090,200 -Sewer ---14,960,100 -Storm Drainage ---5,321,000 -Solid Waste --77,200 11,687,600 -Airport --3,005,900 23,900 -Cemetery ---876,000 -Golf Course ---1,570,800 -Commercial
Retail -----Insurance -----Facilities ---2,326,600 Information Services --193,400 4,927,400 -Equipment Rental ---604,400 -Fire Pension -----Agency Disbursement -----PERMANENT FUNDS Cemetery
Endowment ---60,000 -$ 46,535,300 $ 1,380,500 $ 10,572,000 $ 5 4,301,400 $ 2,233,000 FIDUCIARY FUNDS TOTAL BUDGET ENTERPRISE FUNDS INTERNAL SERVICE FUNDS DEBT SERVICE CAPITAL PROJECTS
GENERAL FUND SPECIAL REVENUE FUNDS Fund
2009-2010 Biennial Budget Section V: Budget Details Page 187 2009 Revenue by Type – All Funds (continued) Other Interfund Other Financing Beginning Total Revenue Transfers Sources Fund
Balance Resources $ 549,200 $ 1,517,000 $ -$ 9,419,970 $ 6 1,591,270 Arterial Street 660,000 2,072,800 1 ,720,000 717,062 7,277,162 Local Street 1 3,200 1 50,000 -4 41,441 2,804,641
Hotel/Motel Tax 2,500 --98,000 185,600 Arterial Street Preservation 27,000 ---1,527,000 Drug Forfeiture 1 5,000 --554,807 769,807 Justice Assistance 1 00 1 ,300 -1 2,261 26,661 Housing
& Community Development ---10,231 6 11,131 Recreational Trails 800 7,000 -37,494 45,294 Business Improvement Area 2,000 --68,958 123,958 Cumulative Reserve 1 56,000 --5,703,268 5,859,268
Mitigation Fees 1 42,000 --5,309,345 6,261,345 Parks & Recreation Special Projects -----1998 Library Bond 6,000 302,500 42,310 350,810 LID Guarantee 1 ,200 --61,623 62,823 Municipal
Park Construction 350,300 5,490,200 5,000,000 129,079 1 1,792,879 Capital Improvements 225,800 200,000 37,500 9,515,434 1 1,778,734 Water 300,000 -450,000 7,149,566 16,989,766 Sewer
200,000 -350,000 10,325,392 2 5,835,492 Storm Drainage 200,000 -200,000 5,448,747 11,169,747 Solid Waste 70,000 --2,635,485 14,470,285 Airport 669,000 --871,886 4,570,686 Cemetery 20,000
50,300 -427,065 1,373,365 Golf Course 307,000 60,200 -192,300 2 ,130,300 Commercial Retail ---641,424 641,424 Insurance 78,400 --2,649,518 2,727,918 Facilities 1 70,000 ---2,496,600
Information Services 85,000 --2,397,010 7,602,810 Equipment Rental 2,878,200 144,100 -5,162,356 8,789,056 Fire Pension 85,000 58,000 -2,872,968 3,015,968 Agency Disbursement -----PERMANENT
FUNDS Cemetery Endowment 65,000 --1,495,350 1,620,350 $ 7,278,700 $ 10,053,400 $ 7,757,500 $ 74,390,350 $ 2 14,502,150 FIDUCIARY FUNDS TOTAL BUDGET ENTERPRISE FUNDS INTERNAL SERVICE
FUNDS DEBT SERVICE CAPITAL PROJECTS GENERAL FUND SPECIAL REVENUE FUNDS Fund
2009-2010 Biennial Budget Section V: Budget Details Page 188 2009 Expenditure by Object – All Funds (10,20) (30) (40) (50) (60) Personnel Supplies Services Intergov't Capital $ 32,711,400
$ 1,307,700 $ 8,946,800 $ 3,280,400 $ 160,000 Arterial Street 570,400 -140,000 -6 ,075,200 Local Street 97,700 500 300 -2,088,100 Hotel/Motel Tax --153,000 --Arterial Street Preservation
60,000 ---1,440,000 Drug Forfeiture 123,500 44,600 55,100 -122,400 Justice Assistance 14,400 ----Housing & Community Development 120,000 -140,000 -340,900 Recreational Trails -----Business
Improvement Area -8,000 45,000 --Cumulative Reserve -----Mitigation Fees ---98,100 -Parks & Recreation Special Projects -----1998 Library Bond -----LID Guarantee -----Municipal Park
Construction ----8,824,800 Capital Improvements --40,000 1,800,000 Water 3,146,600 483,900 3,285,900 -6,019,600 Sewer 2,262,800 161,600 1,697,500 10,803,700 4,320,800 Storm Drainage
2,683,600 140,900 1,144,900 25,000 3,986,600 Solid Waste 545,500 31,200 12,075,400 284,500 -Airport 26,200 2,000 403,000 -3,287,900 Cemetery 594,900 191,000 58,000 -28,000 Golf Course
773,900 301,100 209,200 -139,000 Commercial Retail -----Insurance 70,000 -8,000 --Facilities 843,900 103,300 1,191,800 -6,000 Information Services 2,228,200 648,000 1,534,900 -859,500
Equipment Rental 825,100 1,483,500 512,800 -1,903,800 Fire Pension 161,700 -4,000 --Agency Disbursement -----PERMANENT FUNDS Cemetery Endowment -----$ 47,859,800 $ 4,907,300 $ 31,645,600
$ 14,491,700 $ 41,402,600 ENTERPRISE FUNDS TOTAL BUDGET INTERNAL SERVICE FUNDS FIDUCIARY FUNDS CAPITAL PROJECTS DEBT SERVICE SPECIAL REVENUE FUNDS GENERAL FUND Fund
2009-2010 Biennial Budget Section V: Budget Details Page 189 2009 Expenditure by Object – All Funds (continued) (70,80) (90) Interfund Ending Total Debt Svc Interfund Svcs Transfers
Fund Balance Budget $ 250,700 $ 6,931,000 $ 2,159,000 $ 5,844,270 $ 6 1,591,270 Arterial Street 45,000 63,500 -383,062 7,277,162 Local Street -13,400 -604,641 2,804,641 Hotel/Motel Tax
---32,600 185,600 Arterial Street Preservation ---27,000 1,527,000 Drug Forfeiture -10,100 -4 14,107 769,807 Justice Assistance ---1 2,261 26,661 Housing & Community Development ---10,231
6 11,131 Recreational Trails ---45,294 45,294 Business Improvement Area ---70,958 123,958 Cumulative Reserve --488,000 5,371,268 5,859,268 Mitigation Fees --1,575,100 4,588,145 6,261,345
Parks & Recreation Special Projects -----1998 Library Bond 307,500 --43,310 350,810 LID Guarantee 1 ,000 -1 0,000 51,823 62,823 Municipal Park Construction 239,100 --2,728,979 1 1,792,879
Capital Improvements --4,969,900 4,968,834 1 1,778,734 Water 1,506,100 934,800 106,100 1,506,766 16,989,766 Sewer 264,300 656,100 50,000 5,618,692 2 5,835,492 Storm Drainage 451,500
1,068,900 1 38,000 1,530,347 11,169,747 Solid Waste -144,300 -1,389,385 14,470,285 Airport 134,400 --7 17,186 4,570,686 Cemetery 23,500 73,500 -404,465 1,373,365 Golf Course 469,400
175,800 -61,900 2,130,300 Commercial Retail --500,000 1 41,424 641,424 Insurance ---2,649,918 2,727,918 Facilities 75,900 113,600 -162,100 2,496,600 Information Services -195,300 -2
,136,910 7,602,810 Equipment Rental -211,500 7,000 3,845,356 8,789,056 Fire Pension ---2,850,268 3,015,968 Agency Disbursement -----PERMANENT FUNDS Cemetery Endowment --50,300 1,570,050
1,620,350 $ 3,768,400 $ 10,591,800 $ 10,053,400 $ 49,781,550 $ 2 14,502,150 FIDUCIARY FUNDS TOTAL BUDGET DEBT SERVICE INTERNAL SERVICE FUNDS CAPITAL PROJECTS ENTERPRISE FUNDS Fund GENERAL
FUND SPECIAL REVENUE FUNDS
2009-2010 Biennial Budget Section V: Budget Details Page 190 2010 Revenue by Type – All Funds Licenses & Charges for Fines & Taxes Permits Intergov't Services Forfeitures $ 41,859,700
$ 1,497,500 $ 3,816,300 $ 2,091,000 $ 2,729,700 Arterial Street --12,431,500 --Local Street 2,200,000 ----Hotel/Motel Tax 76,000 --9,100 -Arterial Street Preservation 1,500,000 ----Drug
Forfeiture ----200,000 Justice Assistance --10,000 --Housing & Community Development --600,900 --Recreational Trails -----Business Improvement Area 53,000 ----Cumulative Reserve -----Mitigation
Fees ---810,000 -Parks & Recreation Special
Projects -----1998 Library Bond -----LID Guarantee -----Municipal Park Construction --85,000 25,000 -Capital Improvements 1,800,000 ----Water ---9,712,900 -Sewer ---1 5,337,800 -Storm
Drainage ---5 ,689,000 -Solid Waste --79,800 11,804,600 -Airport ---23,900 -Cemetery ---918,000 -Golf Course ---1,621,500 -Commercial Retail -----Insurance -----Facilities ---2,416,200
-Information Services ---5,185,900 -Equipment Equipment Rental ---756,300 -Fire Pension -----Agency Disbursement -----PERMANEN T FUNDS Cemetery Endowment ---62,000 -$ 47,488,700 $ 1,497,500
$ 17,023,500 $ 56,463,200 $ 2,929,700 CAPITAL PROJECTS DEBT SERVICE SPECIAL REVENUE FUNDS GENERAL FUND Fund ENTERPRISE FUNDS TOTAL BUDGET INTERNAL SERVICE FUNDS FIDUCIARY FUNDS
2009-2010 Biennial Budget Section V: Budget Details Page 191 2010 Revenue by Type – All Funds (continued) Other Interfund Other Financing Beginning Total Revenue Transfers Sources Fund
Balance Resources $ 511,200 $ 1 7,000 $ -$ 10,844,270 $ 63,366,670 Arterial Street 1 ,335,000 2,963,500 -383,062 17,113,062 Local Street 1 3,600 1 50,000 -604,641 2,968,241 Hotel/Motel
Tax 600 --32,600 118,300 Arterial Street Preservation 27,500 --27,000 1,554,500 Drug Forfeiture 1 5,000 --4 14,107 629,107 Justice Assistance 1 00 1 ,000 -1 2,261 23,361 Housing & Community
Development ---10,231 6 11,131 Recreational Trails 800 7 ,100 -45,294 53,194 Business Improvement Area 2 ,100 --70,958 126,058 Cumulative Reserve 1 46,000 --5,371,268 5,517,268 Mitigation
Fees 1 00,000 --4,588,145 5,498,145 Parks & Recreation Special Projects -----1998 Library Bond 6,000 299,300 -43,310 348,610 LID Guarantee 1 ,200 --51,823 53,023 Municipal Park Construction
205,000 553,100 -2,728,979 3,597,079 Capital Improvements 2 77,100 200,000 37,500 4,968,834 7,283,434 Water 300,000 -4,450,000 1,506,766 15,969,666 Sewer 200,000 -350,000 5,618,692 21,506,492
Storm Drainage 200,000 -2,700,000 1,530,347 10,119,347 Solid Waste 70,000 --1,389,385 13,343,785 Airport 6 81,000 --7 17,186 1,422,086 Cemetery 20,000 30,300 -404,465 1,372,765 Golf
Course 3 14,500 1 62,000 -61,900 2,159,900 Commercial Retail ---1 41,424 1 41,424 Insurance 78,400 --2,649,918 2,728,318 Facilities 1 75,000 --162,100 2,753,300 Information Services
85,000 --2 ,136,910 7,407,810 Equipment Rental 2,516,200 65,000 -3,845,356 7,182,856 Fire Pension 87,000 60,000 -2,850,268 2,997,268 Agency Disbursement -----PERMANEN T FUNDS Cemetery
Endowment 65,000 --1,570,050 1,697,050 $ 7,433,300 $ 4,508,300 $ 7 ,537,500 $ 54,781,550 $ 199,663,250 Fund GENERAL FUND SPECIAL REVENUE FUNDS DEBT SERVICE INTERNAL SERVICE FUNDS CAPITAL
PROJECTS ENTERPRISE FUNDS FIDUCIARY FUNDS TOTAL BUDGET
2009-2010 Biennial Budget Section V: Budget Details Page 192 2010 Expenditure by Object – All Funds (10,20) (30) (40) (50) (60) Personnel Supplies Services Intergov't Capital $ 34,472,600
$ 1 ,259,900 $ 9,567,500 $ 3,439,300 $ 90,000 Arterial Street 613,300 -240,000 -15,691,700 Local Street 104,900 500 300 -2,079,800 Hotel/Motel Tax --85,500 --Arterial Street Preservation
60,000 ---1,440,000 Drug Forfeiture 1 28,100 20,000 57,900 -20,900 Justice Assistance 11,100 ----Housing & Community Development 120,000 -140,000 -340,900 Recreational Trails -----Business
Improvement Area -8,000 46,000 --Cumulative Reserve -----Mitigation Fees -----Parks & Recreation Special Projects -----1998 Library Bond -----LID Guarantee -----Municipal Park Construction
----3,091,600 Capital Improvements --40,000 -512,000 Water 3 ,369,000 5 23,600 3,577,200 -5,264,500 Sewer 2 ,408,800 128,600 1,757,400 10,911,600 3,683,500 Storm Drainage 2,918,300 1
54,100 1,151,500 25,000 3,076,000 Solid Waste 580,700 34,100 11,188,900 2 87,500 -Airport 28,200 2,000 412,800 -75,000 Cemetery 632,100 191,000 71,200 -8,000 Golf Course 819,200 313,600
216,700 -139,000 Commercial Retail -----Insurance 70,000 -8,000 --Facilities 8 98,200 1 00,700 1,140,900 --Information Services 2,381,100 6 65,200 1,617,300 -630,600 Equipment Rental
8 65,400 1,617,100 540,300 -756,300 Fire Pension 165,600 -4,000 --Agency Disbursement -----PERMANEN T FUNDS Cemetery Endowment -----$ 50,646,600 $ 5,018,400 $ 31,863,400 $ 14,663,400
$ 36,899,800 CAPITAL PROJECTS DEBT SERVICE SPECIAL REVENUE FUNDS GENERAL FUND Fund ENTERPRISE FUNDS TOTAL BUDGET INTERNAL SERVICE FUNDS FIDUCIARY FUNDS
2009-2010 Biennial Budget Section V: Budget Details Page 193 2010 Expenditure by Object – All Funds (continued) (70,80) (90) Interfund Ending Total Debt Svc Interfund Svcs Transfers
Fund Balance Budget $ 250,900 $ 6,945,100 $ 1 ,159,400 $ 6 ,181,970 $ 63,366,670 Arterial Street 139,600 68,400 -360,062 17,113,062 Local Street -1 4,500 -768,241 2,968,241 Hotel/Motel
Tax ---32,800 118,300 Arterial Street Preservation ---54,500 1,554,500 Drug Forfeiture -1 0,400 -391,807 629,107 Justice Assistance ---1 2,261 23,361 Housing & Community Development
---10,231 6 11,131 Recreational Trails ---53,194 53,194 Business Improvement Area ---72,058 126,058 Cumulative Reserve ---5,517,268 5,517,268 Mitigation Fees --2,508,500 2,989,645 5,498,145
Parks & Recreation Special Projects -----1998 Library Bond 304,300 --44,310 348,610 LID Guarantee 1 ,000 -1 0,000 42,023 53,023 Municipal Park Construction 478,100 --27,379 3,597,079
Capital Improvements --578,100 6,153,334 7,283,434 Water 924,100 904,700 50,000 1,356,566 15,969,666 15,969,666 Sewer 267,600 638,800 50,000 1 ,660,192 21,506,492 Storm Drainage 202,900
1 ,059,700 115,000 1 ,416,847 10,119,347 Solid Waste -154,900 -1,097,685 13,343,785 Airport 149,100 --754,986 1,422,086 Cemetery 23,500 69,600 -377,365 1,372,765 Golf Course 467,400
185,800 -1 8,200 2,159,900 Commercial Retail ---1 41,424 1 41,424 Insurance ---2,650,318 2,728,318 Facilities 79,700 206,000 -327,800 2,753,300 Information Services -252,300 -1,861,310
7,407,810 Equipment Rental -223,700 7,000 3,173,056 7,182,856 Fire Pension ---2,827,668 2,997,268 Agency Disbursement -----PERMANEN T FUNDS Cemetery Endowment --30,300 1,666,750 1,697,050
$ 3,288,200 $ 10,733,900 $ 4,508,300 $ 42,041,250 $ 199,663,250 Fund GENERAL FUND SPECIAL REVENUE FUNDS DEBT SERVICE INTERNAL SERVICE FUNDS CAPITAL PROJECTS ENTERPRISE FUNDS FIDUCIARY
FUNDS TOTAL BUDGET
2009-2010 Biennial Budget Section V: Budget Details Page 194 The table below provides a cross-reference of the relationships between individual funds and City structure. City funds are
represented along the horizontal axis of the table while the City structural divisions lie along the vertical axis. Boxes indicate how money from various City funds is allocated to support
distinct City administrative divisions. Only those administrative divisions with multiple allocations are illustrated. Relationship between Fund and City Structure Solid Golf Info. Equip.
General Water Sewer Storm Waste Airport Cemetery Course Facilities Svcs. Rental Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Human Resources Finance Legal Engineering Police
Parks & Recreation Facilities Services Information Services Equipment Rental
2009-2010 Biennial Budget Section V: Budget Details Page 195 Administrative Structure Perhaps the most common way of viewing the organization of the City is by administrative structure.
The opposite page presents the budget from this perspective. The administrative structure is based upon the reporting relationships – what people and functions are accountable to which
department. The criteria of organizing a City administratively are based on the grouping of specific work tasks or skills into groups with similar or related characteristics. This creates
more efficiency, eliminates duplication of effort and allows the diversity of the City to be managed consistently. For example, it is more efficient for the accounts of the City to be
handled centrally where trained staff can be provided. Likewise, it is more efficient to share engineering skills than for each utility to have separate engineering staff. The administrative
structure of the City consists of the Mayor and nine department heads. The larger departments are then subdivided into divisions. The nine departments are: Administrative or Support
Departments: Mayor and Council Provides overall administration to the entire City. Also includes expenditures related to the operation of the City Council. The Communications and Community
Relations division provides central administrative services such as communication, printing and mailing services. Human Resources This department provides centralized personnel services
to all City services, administers the Auburn Municipal Court, and provides risk management services throughout the City. Human Resources also include the Civil Service Division, which
applies to Police and Fire services. Property Management oversight is also provided. Finance Provides centralized budgeting and financial reporting services to all City departments Finance
also provides other central administrative services such as billing of City utilities. City Attorney Provides centralized legal and City Clerk services to all City Departments. Information
Services Provides oversight for all technology and media production for the City. Line Departments: Planning and Community Development Planning and Community Development administers
the City’s Community Development Block Grant. The Permitting and Inspections division are also centralized in the Planning department. Public Safety Provides all police, emergency management
services and Auburn jail services. Public Works Includes engineering, all utilities, equipment rental and streets. Parks Provides recreational services and maintains park facilities.
Parks includes providing senior citizen services and the management of the Cemetery and Golf Course. Costs are allocated to the departments on the facing page. Expenditures are accounted
for on the basis of where the authority for the expenditure lies rather than by the fund or function.
2009-2010 Biennial Budget Section V: Budget Details Page 196 Costs by Administrative Structure 2007 2008 2008 2009 2010 Actual Adj Budget Est Actual Budget Budget Mayor & Council $ 582,311
$ 7 12,600 $ 6 41,200 $ 7 61,900 $ 8 07,500 Human Resources 4 ,215,267 5,438,250 5 ,198,805 3 ,772,100 4 ,019,900 Facilities ---2,334,500 2,425,500 Finance Dept 900,943 1,164,400 1 ,121,900
1 ,175,100 1 ,255,800 Solid Waste Utility 10,335,939 11,035,300 10,773,300 13,080,900 12,246,100 Airport 6 17,890 3,587,300 871,800 3,853,500 667,100 City Attorney 1 ,306,084 1 ,565,775
1,418,800 1 ,920,500 2 ,014,600 Planning & Community Dev Planning 3,484,523 5,085,800 4,876,700 5,343,800 5,653,200 Comm Devl Block 1 74,067 4 09,800 4 09,800 6 00,900 6 00,900 Commercial
Retail 32,740 ----Police 19,728,041 24,572,930 2 2,788,314 2 4,178,600 25,289,600 Public Works Dept: Public Works 3 ,174,893 3,653,050 3 ,153,650 3 ,762,100 3,980,500 Street 2 ,043,316
2 ,915,000 2,664,900 3 ,268,100 3,246,500 Street Construction * 5,325,755 10,376,100 10,376,100 7,965,948 10,594,100 20,453,000 Water Utility 1 3,894,380 1 4,709,800 11,999,300 1 5,376,900
14,563,100 Sewer Utility 19,119,281 22,588,400 2 1,038,000 2 0,166,800 1 9,796,300 Storm Drainage Utility 7,577,329 8 ,471,900 7,161,400 9 ,501,400 8,587,500 Parks Dept: Parks & Recreation
Op. 5,834,295 6,597,400 6,332,800 7,033,800 7 ,174,400 Parks Construction 1,919,253 9 ,029,150 2,807,500 9,063,900 3,569,700 Cemetery 827,532 1,221,000 1,221,000 968,900 995,400 Golf
Course 1,791,784 2,202,450 2,119,450 2,068,400 2,141,700 Total Operations 1 02,885,623 1 35,336,405 114,564,567 1 38,826,200 1 39,488,300 Other Funds: Non-Departmental 13,107,293 3,539,245
2 ,651,200 2,727,700 2,820,600 Transfers 6,629,478 11,223,314 9,934,864 1 0,053,400 4,508,300 Other Special Revenue 5 97,831 488,700 394,994 318,500 150,600 Debt Service 306,440 3 08,200
3 08,200 3 08,500 3 05,300 Capital Improvements 5,484,705 3 ,571,050 2 ,419,050 1,840,000 5 52,000 Internal Service 7 ,129,688 1 0,204,200 9,084,400 1 0,480,600 9,627,300 9,627,300 Fiduciary/Trust
1 49,628 162,000 162,000 165,700 169,600 Reserves: General Fund 1 4,462,720 4,488,070 9 ,419,970 5,844,270 6,181,970 Airport W/C 8 51,387 779,887 8 71,886 717,186 754,986 Utilities W/C
3 5,343,190 1 7,647,390 2 5,559,190 10,045,190 5 ,531,290 Facilities ---162,100 327,800 Information Services 2 ,694,910 2 ,397,010 2 ,397,010 2,136,910 1 ,861,310 Equipment Rental W/C
5 ,412,256 4 ,341,356 5 ,162,356 3,845,356 3 ,173,056 Cemetery W/C 677,064 490,064 427,065 404,465 377,365 Golf Course W/C 562,750 199,300 192,300 61,900 18,200 Commercial Retail W/C
981,156 6 41,424 6 41,424 141,424 141,424 Construction Reserves 9 ,873,331 8,602,263 9 ,644,513 7 ,697,813 6,180,713 Other 20,380,330 1 8,606,530 20,074,636 1 8,724,936 17,493,136 Total
Funds $ 227,529,780 $ 223,026,408 $ 2 13,909,625 $ 214,502,150 $ 1 99,663,250 * Street Construction includes Fund 105 for Arterial Street Preservation beginning in 2009.
2009-2010 Biennial Budget Section V: Budget Details Page 197 Departmental Expenditures by Cost Center: General Fund The next table presents a summary of General Fund expenditures by
cost center. A cost center identifies specific activities within an administrative unit of the City. Since these cost centers correspond to specific programs operated by the City, this
page summarizes the program budgets of the General Fund. The total public safety budget, which includes Police, Court, Probation and Civil Service, is 48% of the General Fund. Police
services are 35% of the General Fund, of which the largest police program is operations. Jail services are 7.8% of the total General Fund, while Municipal Court, Probation and Civil
Services are 5.1%. Parks, Arts and Recreation account for 12.6% of the General Fund with 7.9% dedicated to Recreation and Park Facilities and 1.3% to Senior Services. The remainder of
the General Fund is dispersed among a variety of services. Approximately 5.9% is allocated for street maintenance, 6.8% for engineering, and 9.4% for planning, building code administration,
permitting and community development. The pie charts below depict General Fund expenditures for 2009 and 2010 by department and cost center. General Fund Expenditures by Cost Center
2009 Police 42.7% Public Works Parks 6.7% 12.6% Streets 5.9% Non-Dept 8.8% Human Resources 6.8% Mayor/Council 1.4% Finance 2.1% Legal 3.4% Planning 9.6% General Fund Expenditures by
Cost Center 2010 Police 43.8% Planning 9.9% Legal 3.5% Mayor/Council 1.4% Finance 2.2% Human Resources 7.0% Non-Dept 7.0% Streets 5.7% Public Works 7.0% Parks 12.5%
2009-2010 Biennial Budget Section V: Budget Details Page 198 General Fund-Cost Center 2007 2008 2008 2009 2010 (includes fund balance) Actual Adj. Budget Est Actual Budget Budget Mayor
& Council: City Council Operations $ 236,857 $ 2 91,200 $ 262,020 $ 263,400 $ 2 74,100 Mayor 345,454 421,400 379,180 498,500 533,400 Total Mayor & Council 582,311 712,600 641,200 761,900
8 07,500 Human Resources: Court 1 ,368,131 1 ,589,200 1,519,230 1 ,877,800 2,008,800 Probation 6 67,128 871,000 832,650 941,800 989,500 Administration 825,401 881,000 842,210 873,800
933,300 Civil Service Comm. 8 0,465 6 9,800 66,725 7 8,700 8 8,300 Building/Maintenance (1) 1,274,143 2,027,250 1 ,937,990 --Total Human Resources 4 ,215,268 5,438,250 5 ,198,805 3 ,772,100
4 ,019,900 Finance: Administration 219,408 328,600 322,820 3 05,800 321,300 Budget, Accounting, Audit 6 81,535 813,400 799,080 869,300 934,500 Total Finance 9 00,943 1,142,000 1 ,121,900
1 ,175,100 1 ,255,800 City Attorney: City Attorney 9 30,670 1,198,575 1 ,086,070 1,405,100 1,405,100 1,476,100 City Clerk 3 75,415 367,200 332,730 515,400 538,500 Total City Attorney
1 ,306,085 1 ,565,775 1,418,800 1 ,920,500 2 ,014,600 Planning: Property Management 1 ,810,013 2,575,700 2,469,800 2 ,360,100 2,452,300 Permits & Inspection 1,192,852 1 ,652,300 1 ,584,370
2,047,000 2 ,193,400 Community Services (2) -3 9,600 3 7,970 344,800 361,700 Social Services & Health 4 81,658 818,200 784,560 591,900 645,800 Total Planning 3,484,523 5,085,800 4,876,700
5,343,800 5,653,200 Police Administration 3,749,876 4,311,680 4,005,890 4,580,300 4,852,700 Operations 8,505,739 1 1,159,700 1 0,368,240 1 0,842,200 1 1,403,100 Investigation 2 ,198,365
2,478,000 2,302,260 2,487,800 2,592,200 Comm. Programs Unit 592,446 573,900 533,200 611,600 638,100 Support 756,845 874,300 812,290 9 20,300 979,200 Jail 3,684,497 4,740,700 4,404,484
4 ,313,400 4 ,516,200 Emergency Services (2) -141,050 131,050 6 7,300 7 0,800 Total Police 1 9,487,768 24,279,330 2 2,557,414 23,822,900 25,052,300 Public Works: Engineering 3 ,174,893
3,653,050 3 ,153,650 3 ,762,100 3,980,500 Total Public Works 3 ,174,893 3,653,050 3 ,153,650 3 ,762,100 3,980,500 Parks: Administration 543,862 664,300 664,300 8 03,300 849,100 Senior
Citizen Services 555,071 6 03,800 6 03,800 715,900 747,700 Recreation & Facilities 3,953,555 4 ,168,000 4 ,168,000 4 ,381,700 4 ,428,100 Special Events (3) ---200,100 210,600 Theater
121,374 244,600 244,600 188,900 195,100 Arts Comm & Museum 660,433 652,100 652,100 743,900 743,800 Total Parks 5,834,295 6,332,800 6,332,800 7,033,800 7 ,174,400 Streets: Maintenance
& Operations 1 ,776,570 2,527,900 2 ,311,010 2,758,500 2,695,400 Administration 266,746 387,100 353,890 5 09,600 551,100 Total Streets 2 ,043,316 2 ,915,000 2,664,900 3 ,268,100 3,246,500
Non-Departmental: Transfers & Misc. 1 5,288,268 8,448,377 7,299,632 4,886,700 3,980,000 Ending Fund Balance 14,462,719 4,488,070 9 ,419,970 5,844,270 6,181,970 Total Non-Depart. 29,750,987
1 2,936,447 16,719,602 1 0,730,970 1 0,161,970 Total General Fund $ 70,780,389 $ 6 4,061,052 $ $ 64,685,771 $ 61,591,270 $ 63,366,670 Notes: (1) Moved budget to new Facilities Internal
Service Fund in 2009 (2) Added Community Services Division to Planning Department and Emergency Servcies Division to Police Department in 2008 (3) Added Special Events Division in 2009
2009 -2010 Biennial Budget Section VI: Program Improvements Page 199 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. They are presented in the format originally proposed by the departments. These program
improvements are presented in a consistent format, which consists of the following: Title The name of the improvement as proposed by the department Priority The priority assigned by
the department for each project (e.g. first priority among all public works proposals, not first priority among all city improvements) Cost Estimated cost by the department to implement
the program improvement Person Responsible The individual who would be responsible for the improvements’ implementation Department The Department responsible for implementation Description
A brief summary of the program improvement Alternatives This portion of the proposal describes potential alternatives to the proposed program or improvement to assist in evaluating the
proposals’ merits Advantages of the Proposal The advantages of the proposal relative to the alternatives Implications of Denial A description of what will occur if the proposal is not
approved Resources Required and Source of Funds A budget or cost distribution of the proposal by line item or source of revenue The last portion of each proposal (Conclusion) is added
after the budget is approved to summarize the manner in which the proposal was approved.
2009 -2010 Biennial Budget Section VI: Program Improvements Page 200 2009-2010 Program Improvements by Department The following table lists program improvements that have been included
in the 2009-2010 budget. The recommended levels of funding are indicated on the table. PROGRAM IMPROVEMENTS 2009 2010 Department FTE New Program Title Costs Costs GENERAL FUND GF FTE's
0.00 Sub-Total GF FTE'S 0 0 1 Police Motorcycle 32,000 12,400 2 Parks Riding Mower and Trailer 68,000 1,500 3 Parks CLASS Membership Module 15,000 500 4 Parks Utility Trailer 8,500 2,300
5 Parks Battery Operated Utility Vehicle 23,000 1,500 6 Parks Battery Operated Utility Vehicle 23,000 7 Street Roller and Trailer 73,000 16,900 8 Street Truck with Sander and Plow 207,000
47,800 Total General Fund $426,500 $105,900 OTHER FUNDS 9 Storm 1.00 Maintenance Worker I with CDL 64,800 66,900 10 Storm 1.00 Maintenance Worker I with CDL 133,000 11 Equipment Rental
1.00 Equipment Rental Shop Supervisor 86,000 88,600 Other Funds FTE's 3.00 Sub-Total Other Fund FTE'S 150,800 288,500 12 Police-Fund 117 Expand Secure Parking for Police Vehicles 9,800
13 Police-Fund 117 Secure Employee Parking Lot 33,500 14 Police-Fund 117 Security Camera Coverage to Justice Center South Lot 14,300 15 Police-Fund 117 Electronics Upgrade for SWAT Van
and Armor 25,000 16 Police-Fund 117 SWAT Sniper Rifle and Optics 16,400 17 Police-Fund 117 Police Flashlights 16,800 18 Police-Fund 117 Drying Cabinet 17,600 19 Police-Fund 117 Rolling
Shelving for Evidence Room 20,900 20 Water Water Valve Exerciser Machine/Excavator 56,100 13,500 21 Storm Chemical Injection Sprayer 60,000 14,500 22 Storm Weather Station 15,000 23
Storm Storm Drainage Technician Vehicle 28,000 6,200 Total New FTE's 3.00 Total Other Funds $443,300 $343,600 TOTAL GENERAL AND OTHER FUNDS $869,800 $449,500
2009 -2010 Biennial Budget Section VI: Program Improvements Page 201 Program Title: Priority #: For Year: 2 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund $ 32,000 General fund $ 12,400 Proprietary funds Proprietary funds Equipment Rental Fund Equipment Rental Fund Total Revenue: $ 32,000 Total Revenue: $ 12,400 Expenditures:
Expenditures: Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture
Furniture Vehicle $ 32,000 Vehicle (M & O Replace) $ 12,400 Total Cost: $ 32,000 Total Cost: $ 12,400 Conclusion: $32,000 has been added to the 2009 General Fund budget to purchase a
police motorcycle. Replacement costs are budgeted in 2010. The currently funded Traffic Officer will not have a motorcycle to ride. Alternatives: Commander Sidell Police 2009 Cost of
Improvement 2010 Cost of Improvement Implications of Denial: Advantages of Approval: REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: Greater flexibility and enforcement options.
More efficient response to collisions and citizen complaints. Cost: Police Motorcycle (1) $32,000 This motorcycle will be assigned to the Traffic Unit and support the authorized staffing.
This motorcycle was swapped out in 2008 for the second Parking Control Officer position. The cost of the motorcycle represents a fully equipped unit including lights and radio. The motorcycle
has a 5 year life cycle. Maintain size of current Traffic Unit fleet. Traffic Officer will have to locate an unused vehicle in patrol fleet.
2009 -2010 Biennial Budget Section VI: Program Improvements Page 202 Program Title: Priority #: For Year: 1 2009 Contact Person: Department Name: 2009 Cost of Improvement 2010 Cost of
Improvement Revenue Source: Revenue Source: General fund $ 68,000 General fund $ 1,500 Proprietary funds Proprietary funds Other fund Other fund Total Revenue: $ 68,000 Total Revenue:
$ 1,500 Expenditures: Expenditures: Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer
($2,500) Furniture Furniture Vehicle Vehicle Other $ 68,000 Other (M& O Replace) $ 1,500 Total Cost: $ 68,000 Total Cost: $ 1,500 REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement:
Cut down on maintenance costs. With fewer break downs both operator and mechanic can increase their productivity time. Cost: New Riding Mower and Trailer Conclusion: $68,000 has been
added to the General Fund in 2009 to purchase a mower and trailer. Replacement costs are included in the 2010 budget. Continue to make repairs as needed and be less efficient with time
spent bringing mower back to shop to be repaired. $60,000 for mower and $8,000 for trailer Replace oldest mower with a new mower and a bigger trailer will be needed to haul it with.
Mower was purchased in 1994. Industry standard is 10 years and 3,000 hours; we've exceeded both by 3500 hours already. Continue to mow with a mower past its recommended useful life.
Alternatives: Mike Miller Parks, Arts and Recreation Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 203 Program Title: Priority #: For Year: 5 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
Information Services fund $ 15,000 Information Services fund $ 500 Total Revenue: $ 15,000 Total Revenue: $ 500 Expenditures: Expenditures: Pay Grade/Step Pay Grade/Step Wages Wages
Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle Vehicle Capital Equipment $ 15,000 Capital
Equipment $ 500 Total Cost: $ 15,000 Total Cost: $ 500 REQUEST FOR PROGRAM IMPROVEMENT CLASS Membership Module Cost: $15,000 BrianPetty/Radine Lozier Parks, Arts & Recreation Description
of Improvement: CLASS Membership is a comprehensive customer tracking, identification and access system. The software prints photo identification cards, tracks client usage and generates
usage reports. This will computerize the process for tracking users of the Senior Activity Center drop-in activities. The module will alleviate the need for staff to gather, monitor
and hand tally each individual visitor. Alternatives: Conclusion: $15,000 has been added to the Information Services Fund to purchase the CLASS membership module. Yearly maintenance
fee has been budgeted in 2010. Advantages of Approval: Currently, user information is gathered by staff and volunteers, is often inaccurate, and very labor intensive for volunteers and
staff. An accurate accounting of Senior Activity Center users is needed for reporting purposes and is extremely useful in grant applications. Implications of Denial: Inefficient use
of staff and volunteer time to monitor the drop-in program. Inaccurate numbers will continue to be reported. 2009 Cost of Improvement 2010 Cost of Improvement
2009 -2010 Biennial Budget Section VI: Program Improvements Page 204 Program Title: Priority #: For Year: 7 2009 Contact Person: Department Name: 2009 Cost of Improvement 2010 Cost of
Improvement Revenue Source: Revenue Source: General fund $ 4,250 General fund $ 2,300 Proprietary funds Proprietary funds Other fund: (Donation) $ 4,250 Other fund: (Donation) Total
Revenue: $ 8,500 Total Revenue: $ 2,300 Expenditures: Expenditures: Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell
phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle (Trailer) $ 8,500 Vehicle Other (M&O & Replace) Other (M&O & Replace) $ 2,300 Total Cost: $ 8,500 Total Cost: $
2,300 REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: Allow for permanent storage of the bicycles in a dry, safe and hazard free environment. Staff would have to only unload
and load the bicycles once for each event. Bicycles would already be loaded for transportation to cycling competition locations. Cost: Utility Trailer Conclusion: $8,500 has been budgeted
in the 2009 General Fund budget to purchase a utility trailer. Replacement costs have been budgeted in 2010. The current storage location is not practical or safe. An alternative must
be found or the program may need to be eliminated. $8,500 Purchase of an enclosed 7 x 20 utility trailer for storage and transportation of bicycles for the Special Olympics Cycling program.
Currently, 30-40 bicycles are stored in the upstairs of the fertilizer shed at the parks maintenance location. The cycling program runs for 12 consecutive weeks each spring, which requires
staff to transfer the bicycles each time from the storage location to the staging area for the program. On several instances, staff has to load them onto a truck for transportation to
the cycling competition location. In initial conversations with the Boeing Recycling program, they may be interested in a donation to pay for up to one-half of the cost of a trailer.
Possibly purchase a used trailer at a lesser cost. Alternatives: Brian Petty Parks, Arts & Recreation Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 205 Program Title: Priority #: For Year: 2009 Contact Person: Department Name: 2009 Cost of Improvement 2010 Cost of
Improvement Revenue Source: Revenue Source: General fund $ 23,000 General fund $ 1,500 Proprietary
funds Proprietary funds Other fund: Other fund: Total Revenue: $ 23,000 Total Revenue: $ 1,500 Expenditures: Expenditures: Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits
(35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle $ 23,000 Vehicle $ 1,500 Other Other Total Cost: $ 23,000 Total
Cost: $ 1,500 REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: By having a small vehicle at Sunset Park we could actually have someone report directly to Sunset Park every
day cutting down on fuel charges and time driving from Game Farm Park shop to Sunset Park. Cost: Battery operated utility vehicle Conclusion: $23,000 has been budgeted in the 2009 General
Fund budget to purchase a battery operated utility vehicle. Replacement costs have been budgeted in 2010. Continue doing business as usual. $23,000 Store a small utility vehicle in the
chase at Sunset park, that could be used for prepping baseball fields, picking up garbage and litter, cleaning flower beds, and just about all of the maintenance required to maintain
this park besides the large riding mowing. Continue to use a small pick up truck or trailer one of our existing utility vehicles, we currently have one at GSA shop and one at Game Farm
shop. Alternatives: Mike Miller Park Maintenance Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 206 Program Title: Priority #: For Year:2010 Contact Person: Department Name: 2009 Cost of Improvement 2010 Cost of Improvement
Revenue Source: Revenue Source: General fund General fund $ 23,000 Proprietary funds Proprietary funds Other fund: Other fund: Total Revenue: $ -Total Revenue: $ 23,000 Expenditures:
Expenditures: Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture
Furniture Vehicle Vehicle $ 23,000 Other Other Total Cost: $ -Total Cost: $ 23,000 Conclusion: $23,000 has been budgeted in the 2010 General Fund budget to purchase a battery operated
utility vehicle. Continue doing business as usual. $23,000 Store a small utility vehicle in the chase at Sunset park, that could be used for prepping baseball fields, picking up garbage
and litter, cleaning flower beds, and just about all of the maintenance required to maintain maintain this park besides the large riding mowing. Continue to use a small pick up truck
or trailer one of our existing utility vehicles, we currently have one at GSA shop and one at Game Farm shop. Alternatives: Mike Miller Park Maintenance Implications of Denial: Advantages
of Approval: REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: By having a small vehicle at Sunset Park we could actually have someone report directly to Sunset Park every
day cutting down on fuel charges and time driving from Game Farm Park shop to Sunset Park. Cost: Battery operated utility vehicle
2009 -2010 Biennial Budget Section VI: Program Improvements Page 207 Program Title: Priority #: For Year: 2 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund $ 73,000 General fund $ 16,900 Proprietary funds Proprietary funds Other fund: Other fund: Total Revenue: $ 73,000 Total Revenue: $ 16,900 Expenditures: Expenditures: Pay
Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle
$ 73,000 Vehicle ( M & O Replace) $ 16,900 Total Cost: $ 73,000 Total Cost: $ 16,900 Conclusion: $73,000 has been budgeted in the 2009 General Fund budget to purchase a vibratory roller
and trailer. Replacement costs have been budgeted in 2010. Possible lower level of service and inefficient time driving equipment from one jobsite to another; or operating one of the
two tasks (paving vs. grading). $73,000 Acquire a vibratory roller for compaction during grading operations. Currently the street division relies on a single asphalt roller to compact
gravel surfaces after grading alleys, roads and shoulders. Generally asphalt paving and grading occur at the same time during favorable weather. This creates a challenge juggling one
piece of equipment between two concurrent operations. This improvement would also provide the right piece of equipment for gravel surfaces, preventing higher wear on a roller designed
for asphalt as well as improve the efficiency of each crew dispatched to perform concurrent tasks requiring compaction. Continue transporting the existing roller around various locations
between different jobs which is an inefficient way to utilize resources. Rent a roller which is costly and may sit idle due to weather conditions. Alternatives: Carlene Teterud Street
Implications of Denial: Advantages of Approval: 2009 Cost of Improvement 2010 Cost of Improvement REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: Our street crews will have
the correct piece of equipment for the task at hand improving not only the efficiency of the task, but saving fuel to haul a single roller back & forth between sites. Our ability to
execute a paving job and a grading job concurrently will be more productive. Cost: Vibratory roller and trailer
2009 -2010 Biennial Budget Section VI: Program Improvements Page 208 Program Title: Priority #: For Year: 1 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund $ 207,000 General fund $ 47,800 Proprietary funds Proprietary funds Other fund: Other fund: Total Revenue: $ 207,000 Total Revenue: $ 47,800 Expenditures: Expenditures:
Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle
$ 207,000 Vehicle (M & O Replace) $ 47,800 Total Cost: $ 207,000 Total Cost: $ 47,800 Conclusion: $207,000 has been budgeted in the 2009 General Fund budget to purchase a truck with
sander and plow. Replacement costs have been budgeted in 2010. With the additional lane miles added from annexation and the terrain that came with it, the level of service may drop with
existing equipment. Alternatives: Carlene Teterud Street 2009 Cost of Improvement 2010 Cost of Improvement Implications of Denial: Advantages of Approval: REQUEST FOR PROGRAM IMPROVEMENT
Description of Improvement: Expand the Street Division's level of service in providing snow and ice control during a winter event to keep motorists moving safely in all the priority
areas. It will also provide back up equipment to maintain coverage of the four designated areas if there is a mechanical failure to an existing piece of equipment. Cost: Truck with sander
and plow $207,000 Add an additional truck with a plow/sander unit to allow the Street Division to enhance their current coverage and have better control in a snow/ice event. Currently
there are just enough plows/sanders to cover the four designated areas in the city. If there is a mechanical failure to one of the units, staff needs to wait until the repairs are completed
to resume sanding/plowing service since these types of vehicles are not typically available for lease. The truck will be utilized in other maintenance operations during the rest of the
year. Continue to use sanders/plows that are available with the possibility of our level of service going down during a winter event. This type of equipment is not available to rent
or lease. Rely on contracts with county as equipment is available.
2009 -2010 Biennial Budget Section VI: Program Improvements Page 209 Program Title: Priority #: For Year: 4 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds -Storm $ 64,800 Proprietary funds -Storm $ 66,900 Other fund: Other fund: Total Revenue: $ 6 4,800 Total Revenue: $ 6 6,900 Expenditures:
Expenditures: Pay Grade/Step T21A/3 Pay Grade/Step T21A/3 Wages $ 47,600 Wages $ 49,600 Benefits (35%) $ 16,700 Benefits (35%) $ 17,300 Supplies Supplies Phone Phone Cell phone Cell
phone Computer ($2,500) Computer ($2,500) Furniture $ 500 Furniture Vehicle Vehicle Total Cost: $ 64,800 Total Cost: $ 66,900 Conclusion: The 2009 budget adds 1.0 FTE based in the Storm
Fund. With the addition of the annexation area (ponds and right-of-way) service levels will decline throughout the City as we try to keep maintaining more facilities with current staff
levels. Our current effort to rebuild two facilities each year will take several years to meet community expectations. $64,800 1.0 FTE Maintenance Worker I CDL to address the increase
in storm facilities found in the City's newly annexed areas. Original estimates provided by King County were that the City would acquire approximately 15 storm drainage ponds following
the annexation of West Hill and Lea Hill. With the actual number at 56 ponds, an additional position would allow the Storm Division to continue the level of service we provide throughout
the rest of the City. Continue to utilize the existing staff and accept a decline in the level of service that is currently provided. To assure the critical work is performed staff would
review priorities with the Director. Alternatives: Jesse Mitchell Storm M & O Implications of Denial: Advantages of Approval: 2009 Cost of Improvement 2010 Cost of Improvement REQUEST
FOR PROGRAM IMPROVEMENT Description of Improvement: Additional personnel will allow the division to continue the existing standard of vegetation maintenance work the residents of the
City are accustomed to while maintaining properly functioning storm drainage facilities. With less staff, crews are not able to regularly maintain the storm drainage ponds and right-ofway
vegetation on the same schedule. Understaffing the requirement may result in facilities falling into disrepair. When ponds fall in disrepair, it takes longer to perform a basic maintenance
program, putting the crews at an even bigger disadvantage often resulting in a need for capital projects to reduce maintenance requirements. Cost: Maintenance Worker I with CDL
2009 -2010 Biennial Budget Section VI: Program Improvements Page 210 Program Title: Priority #: For Year: 2 2010 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds -Storm Proprietary funds -Storm $ 133,000 Other fund: Other fund: Total Revenue: Total Revenue: $ 133,000 Expenditures: Expenditures: Pay
Grade/Step Pay Grade/Step T21A/3 Wages Wages $ 49,600 Benefits (35%) Benefits (35%) $ 17,400 Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture
Furniture $ 1,000 Vehicle Vehicle $ 65,000 Total Cost: Total Cost: $ 133,000 REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: The additional crew will allow for preventive
maintenance in the annex area while keeping up the high standard of service throughout the City. Cost: Maintenance Worker I with CDL -Annex $133,000 At the time of annexation, there
was not current information on the storm system in those areas. We are currently compiling a database of pipes, culverts, structures, ditch, vaults and other infrastructure. Currently,
all of the annexation positions are used to maintain the vegetation in and around the holding ponds. This crew will be assigned to do the storm maintenance in the annexation areas. Much
of the area is comprised of ditch that will need to be dug out occasionally and driveway culverts that will need to be repaired/replaced as needed. This crew would be assigned to do
such tasks. Continue to utilize the existing staff and have the level of service that is currently provided decline. Conclusion: The 2010 budget adds 1.0 FTE to the Storm Fund. With
the addition of the annexation area (ditch and culverts) service will decline as we try to keep maintaining the system with current staff levels. Alternatives: Jesse Mitchell Storm M
& O 2009 Cost of Improvement 2010 Cost of Improvement Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 211 Program Title: Priority #: For Year: 1 2009 Contact Person: Department Name: 2009 Cost of Improvement 2010 Cost of
Improvement Revenue Source: Revenue Source: General fund General fund Proprietary funds Proprietary funds Equipment Rental $ 86,000 Equipment Rental $ 88,600 Total Revenue: $ 86,000
Total Revenue: $ 88,600 Expenditures: Expenditures: Pay Grade/Step N06/4 Pay Grade/Step N06/4 Wages $ 63,700 Wages $ 65,600 Benefits (35%) $ 22,300 Benefits (35%) $ 23,000 Supplies Supplies
Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle Vehicle Other Other Total Cost: $ 86,000 Total Cost: $ 88,600 Conclusion: The 2009 budget
adds 1.0 FTE to the Equipment Rental Fund. We will continue to use mechanic staff to talk with vendors about repairs, researching repair parts and scheduling repairs with vendors. Each
mechanic spends about 25% of his time doing this research. $86,000 Add a supervisory position position to Equipment Rental to supervise activities in the shop area. The fleet has grown
by 40% in the past 12 years with no additional management staffing. Yet the logistical effort required to plan much of our more complex support to departments such as Police has increased
dramatically to meet the needs of installed special high tech communications equipment in over 30 patrol cars. This position would perform supervisory level work in the Equipment Rental
shop, managing mechanics and scheduling services and assuring quality control of critical tasks. This position will also be responsible for improving efficiency of work flow within the
shop. This position will work very closely with the Fleet Manager to allow fill-in during absences and also allow the Fleet Manager to concentrate on the logistical support areas to
better meet needs of each department. We will have to lower service level to all vehicles in the fleet to accommodate the increase in fleet size. Alternatives: Randy Bailey Public Works/Equipment
Rental Implications of Denial: Advantages of Approval: REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: A Shop Supervisor would improve efficiency, productivity, and subsequent
customer service. This position would allow the 3 existing mechanics to spend all of their time working on the vehicles while the supervisor can research parts, schedule vendor repairs
and plan vehicle maintenance. We would gain a considerable amount of shop time from each mechanic, this could be 500 to 600 hours per year plus additional shop efficiencies. This position
would also act as a backup to the Fleet Manager. Cost: Equipment Rental Shop Supervisor
2009 -2010 Biennial Budget Section VI: Program Improvements Page 212 Program Title: Priority #: For Year: 1 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds Proprietary funds Other fund: 117 Drug $ 9,800 Other fund: Total Revenue: $ 9 ,800 Total Revenue: $ -Expenditures: Expenditures: Pay Grade/Step
Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle Vehicle Other
$ 9 ,800 Other Total Cost: $ 9 ,800 Total Cost: $ -Conclusion: $9,800 has been budgeted in the 2009 Drug Forfeiture Fund budget to expand secure parking for Police Department vehicles.
Police vehicles may be vandalized, stolen and/or prowled. $9,800 Expand the current police secure parking lot by installing a 5' high black plastic coated chain link fence around the
perimeter of the parking lot adjacent to the west-side of the Evidence building. The current vehicle gate will be repositioned along the alley way. A main gate will be installed to facilitate
secure access from the PD public entrance. The parking scheme will be reconfigured and re-striped to accommodate 8 detective vehicles from the current 15 stalls. A 30 square foot section
of landscaping will be eliminated. The security camera on the west side of the Evidence building will be repositioned to provide complete coverage of the expanded secure lot. Redesign
the South lot to add 5 Command staff parking stalls and reduce permit parking by 4 stalls. Public parking would also be reduced by 4 stalls. Park police vehicles in an unsecured lot
overnight on weekends and holidays. Alternatives: Asst Chief Larry Miller Police Implications of Denial: Advantages of Approval: 2009 Cost of Improvement 2010 Cost of Improvement REQUEST
FOR PROGRAM IMPROVEMENT Description of Improvement: The annexations have increased both the Patrol and Investigations vehicle fleet in number. This improvement will ensure secure parking
for police vehicles that would otherwise be left unattended overnight. Cost: Expand Secure Parking for Police Vehicles
2009 -2010 Biennial Budget Section VI: Program Improvements Page 213 Program Title: Priority #: For Year: 1 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds Proprietary funds Other fund: 117 Drug $ 3 3,500 Other fund: Total Revenue: $ 3 3,500 Total Revenue: $ -Expenditures: Expenditures: Pay Grade/Step
Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle Vehicle Other
$ 3 3,500 Total Cost: $ 3 3,500 Total Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: This improvement will increase employee morale and allow officers less concern
for their privately owned cars while they are working. There has been a number of reported incidents of vandalism to employee's cars during hours of darkness. Some unscrupulous people
are aware that police employees park their POV's in the lot and therefore target them for for vandalism and or theft. The current camera system is not sophisticated enough to capture
suspects and/or illegal activity in the lot during hours of darkness. Cost: Secure Parking for Employee Lot $33,500 Install a 5' high black plastic coated chain link fence around the
perimeter of the employee parking lot on D St SE. The parking scheme will be reconfigured and restriped to add one additional parking stall. An additional 10' curb cut on D Street SE
will be required and removal and reconfiguration of some of the landscape planters will have to be eliminated and/or re-located. Install four (4) warning signs (Area Under Video Surveillance)
on the security fence, two signs at the entrance/exit on D SE and 2 signs on near the corners on the alley side of the lot. Reposition the pan zoom security camera on the east side of
the Evidence Bldg to capture the entire employee lot. Add one fixed camera and realign the other fixed camera on the Evidence Bldg to focus on the two entrances/exits to the employee
lot. lot. Install upgraded camera system as described above and/or install warning signs. Conclusion: $33,500 has been budgeted in the 2009 Drug Forfeiture Fund budget to secure parking
for Police Department employees parking lot. Lack of confidence and low morale from employees concerning the security of the privately owned vehicles. Alternatives: Asst Chief Larry
Miller Police 2009 Cost of Improvement 2010 Cost of Improvement Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 214 Program Title: Priority #: For Year: 1 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds Proprietary funds Other fund: 117 Drug $ 14,300 Other fund: Total Revenue: $ 14,300 Total Revenue: $ -Expenditures: Expenditures: Pay Grade/Step
Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle Vehicle Other
$ 14,300 Other Total Cost: $ 14,300 Total Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: This parking lot's direct view by PD personnel is obstructed by the Evidence
building. The lot provides parking for both public and city owned vehicles. A small number of City owned (seized vehicles) are parked overnight. The additional cameras will provide enhanced
security for those cars. Cost: Add Security Camera Coverage to Justice Center South South Lot $14,300 Install three security cameras on the south side of the Evidence Bldg to capture
the entire Justice Center south parking lot. Staus Quo Asst Chief Larry Miller Police Conclusion: $14,300 has been budgeted in the 2009 Drug Forfeiture Fund budget to add security camera
coverage to the Justice Center South parking lot. Potential theft of and/or from vehicles and vandalism to same may occur without the enhanced security. Loss of good source of evidence
if a crime does occur in the lot. Alternatives: Implications of Denial: Advantages of Approval: 2009 Cost of Improvement 2010 Cost of Improvement
2009 -2010 Biennial Budget Section VI: Program Improvements Page 215 Program Title: Priority #: For Year: 4 2009 Contact Person: Department Name: Revenue Source: Revenue Source: General
fund General fund Proprietary funds Proprietary funds Other fund: 117 $ 25,000 Other fund: 117 Total Revenue: $ 25,000 Total Revenue: $ -Expenditures: Expenditures: Pay Grade/Step Pay
Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) $ 2,500 Computer ($2,500) Furniture Furniture Capital Equipment
$ 22,500 Capital Equipment Other Other Total Cost: $ 25,000 Total Cost: $ -Conclusion: $25,000 has been budgeted in the 2009 Drug Forfeiture Fund budget to purchase an electronics upgrade
for the SWAT van and armor. Video from the command van will continue to be stored on analog tapes. Video from SWAT armor will either not be stored or hand held cameras will be used.
Real time video will not be available for Incident commanders. Alternatives: Will Lathrop Police 2009 Cost of Improvement 2010 Cost of Improvement Implications of Denial: Advantages
of Approval: REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: Digital recording of video from SWAT command van and SWAT armor would allow for ease of storage and transmittal
of data. Live video relayed to the command van would assist incident commanders and team leaders in decision making. Cost: Electronics Upgrade for SWAT Van and Armor $25,000 Upgrade
of video recording equipment in the SWAT van from analog to digital capabilities. Replacement of camera on telescopic boom and digital recording with capabilities to transmit wirelessly.
Dedicated computer for data management and recording. Recording of video from SWAT armor and wireless transfer to command post. Continue to use the existing equipment with limitations
of recording, storage, and transmittal.
2009 -2010 Biennial Budget Section VI: Program Improvements Page 216 Program Title: Priority #: For Year: 5 2009 Person(s) Responsible: Department Name: Police Revenue Source: Revenue
Source: General fund General fund Proprietary funds Proprietary funds Other fund: 117 $ 16,400 Other fund: $ -Total Revenue: $ 16,400 Total Revenue: $ -Expenditures: Expenditures: Pay
Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Capital
Equipment $ 16,400 Capital Equipment Total Cost: $ 16,400 Total Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: The current used weapon system has no qualified technician
to work. With this upgrade, the Auburn SWAT Sniper will be able to increase his capabilities in critical incidents during low levels of light and from greater distances. This is a one
time purchase. Cost: Sniper rifle, day and night optics $16,400 Replace 1 1980's Sako .308 rifle with 1990's Leupold Mk 4 scope with 1 Accuracy International AE with adjustable cheek
piece, Harris 6x9 bipod, Badger Ordinance rings and mounts, 1 Night force Scope 5.5x22 with illuminating redicle RD1, 1 Magnum Universal Night Sight (M.U.N.S.). N/A Conclusion: $16,400
has been budgeted in the 2009 Drug Forfeiture Fund budget to purchase a sniper rifle and day and night optics. Currently the weapons system is reaching the point of needing significant
repairs. The current barrel has reached it life expectancy and the current technology limits what operations the weapon can be safely deployed in. Alternatives: CMDR Willard Lathrop
2009 Cost of Improvement 2010 Cost of Improvement Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 217 Program Title: Priority #: For Year: 8 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds Proprietary funds Other fund: 117 Drug $ 16,800 Other fund: Total Revenue: $ 16,800 Total Revenue: $ -Expenditures: Expenditures: Pay Grade/Step
Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Minor Equipment $ 16,800 Minor Equipment Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture
Vehicle Vehicle Total Cost: $ 16,800 Total Cost: $ -2009 Cost of Improvement 2010 Cost of Improvement REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: Greater light source,
increased officer safety, reduction in injury. Cost: Police Flashlights (114) Conclusion: $16,800 has been budgeted in the 2009 Drug Forfeiture Fund budget to purchase flashlights for
the Police Department. $16,800 These flashlights would replace the current issue aluminum flashlights. They were designed and endorsed by the Los Angeles Police Department. They are
constructed of a polymer and have a lifetime replacement warranty. The design produces more light and increases officer safety. The design also decreases the potential for the light
to be used as an impact device. If an officer has to defend him/herself with this flashlight, it will reduce injury to the perpetrator. Continue use of current aluminum flashlight. Alternatives:
Commander Pierson Police Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 218 Program Title: Priority #: For Year: 9 2009 Person(s) Responsible: Department Name: Police Revenue Source: Revenue
Source: General fund General fund Proprietary funds Proprietary funds Other fund: 117 $ 17,600 Other fund: $ -Total Revenue: $ 17,600 Total Revenue: $ -Expenditures: Expenditures: Pay
Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Capital
Equipment $ 17,600 Capital Equipment Total Cost: $ 17,600 Total Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: A drying cabinet will reduce drying time of days
to hours and allow the space currently set aside for drying to be used for long term evidence storage. There is a reduced risk of cross contamination for evidence and reduced chance
that evidence personnel might be exposed to airborne biohazards. Cost: Drying Cabinet $17,600 Add a drying drying cabinet to reduce drying time for items that are wet with biologic material
or cannot be placed into evidence until dried. Continue to use available space with racks. Conclusion: $17,600 has been budgeted in the 2009 Drug Forfeiture Fund budget to purchase an
evidence drying cabinet. Currently wet items are placed on racks in a separate room until dry. The room has no filters and air movement is directly into the evidence working area. The
time it takes to dry drugs or wet items is significant and limits the amount of cases that can be properly dried at any given time. Alternatives: CMDR Willard Lathrop 2009 Cost of Improvement
2010 Cost of Improvement Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 219 Program Title: Priority #: For Year: 2 2010 Person(s) Responsible: Department Name: Police Revenue Source: Revenue
Source: General fund General fund Proprietary funds Proprietary funds Other fund: 117 Other fund: 117 $ 20,900 Total Revenue: $ -Total Revenue: $ 20,900 Expenditures: Expenditures: Pay
Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Capital
Equipment Capital Equipment $ 20,900 Total Cost: $
-Total Cost: $ 20,900 Conclusion: $20,900 has been budgeted in the 2010 Drug Forfeiture Fund budget to purchase rolling shelving for the Evidence Room. The evidence room is currently
at capacity and the full impacts of annexation have not been felt. Overload of the current storage areas will make it more difficult to properly track and account for the evidence in
our custody. $20,900 Additional rolling shelving for for evidence room. Continue to use available space with racks. Alternatives: CMDR Willard Lathrop Implications of Denial: Advantages
of Approval: 2009 Cost of Improvement 2010 Cost of Improvement REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: Additional rolling shelving will utilize the full space of
the existing evidence room. The current space is nearly full and the additional shelves will increase the available space by 23 percent. This will keep our evidence room as a model of
efficiency and organization. Cost: Rolling Shelving for Evidence Room
2009 -2010 Biennial Budget Section VI: Program Improvements Page 220 Program Title: Priority #: For Year: 2 2009 Person's) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds (430) $ 5 6,100 Proprietary funds $ 1 3,500 Other fund: Other fund: Total Revenue: $ 5 6,100 Total Revenue: $ 1 3,500 Expenditures: Expenditures:
Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Capital
Equipment $ 5 6,100 Other (M & O Replace) $ 1 3,500 Total Cost: $ 5 6,100 Total Cost: $ 1 3,500 REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement: The advantages of this type
of equipment will allow us to properly maintain our water valve and clean valve boxes, flushing and responding to small leaks if other equipment is down to ensure when the flow is needed
for fire emergencies the system will perform as expected. Cost: Valve Exerciser Machine/Excavator $56,100 This specific machine requested is equipped with a valve exerciser, a suction
vacuum system and debris tank, a large flushing diffuser and an onboard, fully equipped GPS control box for calculating and measuring flow, locations, valve turns, etc. The GPS control
box is compatible with the City's maintenance management software. The Exerciser machine will help us with our day to day maintenance programs such as valve maintenance, hydrant maintenance,
unidirectional flushing and our service leaks. This machine will also be able to substitute as a vactor when required. During the summer of 2007 staff has worked with vendors to test
three different models to ensure that the components required function is reliable. The denial of this equipment would require crews to continue to use manual tools and staff to exercise
valves. This will limit our efficiency in getting through the system on a periodic basis and may result in the valves not getting exercised and maintained as frequently as they should
be. Consequently, in the event of an emergency such as a water main break, they may not perform. Conclusion: $56,100 has been budgeted in the 2009 Water Fund budget to purchase a valve
exerciser machine/excavator. Replacement costs have been budgeted in 2010. Staff will not have the most reliable and efficient equipment available to perform proper and efficient maintenance
of critical water system components (valves). System reliability for fire emergencies will be limited to what we can service with current manual methods. Alternatives: Chad Jordison
Water Distribution 2009 Cost of Improvement 2010 Cost of Improvement Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 221 Program Title: Priority #: For Year: 1 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds -432 $ 60,000 Proprietary funds $ 14,500 Other fund: Other fund: Total Revenue: $ 6 0,000 Total Revenue: $ 1 4,500 Expenditures: Expenditures:
Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Capital
Equipment $ 6 0,000 Equipment (M & O Replace) $ 14,500 Total Cost: $ 6 0,000 Total Cost: $ 1 4,500 Conclusion: $60,000 has been budgeted in the 2009 Storm Fund budget to purchase a chemical
injection sprayer. Replacement costs have been budgeted in 2010. With the addition of the West Hill and Lea Hill annexation areas (ponds and right-of-way) service levels will decline
if we continue with current practice & equipment. $60,000 To achieve the City's goal of maintaining the right-of-way and storm drainage ponds at a high standard, an injection spray machine
is requested. An injection spray system would allow crews to safely spray guardrails, fence lines and noxious weeds in the right-of-way more quickly and efficiently. A injection system
mixes the chemicals as they are sprayed; therefore, only the needed chemicals are used. Continue to use the City's current system of hand mixing chemicals and spraying with a hand nozzle.
Alternatives: Jesse Mitchell Storm M & O Implications of Denial: Advantages of Approval: 2009 Cost of Improvement 2010 Cost of Improvement REQUEST FOR PROGRAM IMPROVEMENT Description
of Improvement: Safety: Crews will not be required to hand mix chemicals every morning, reducing the chance of splash back and exposure. Crews will be able to spray the right-of-way
from inside the cab, not exposing them to the hazards of traffic. Cost: Because chemicals will be "on demand," only the exact amount/type of chemical will be used and there will be no
left over "mix" that needs to be disposed of at the end of the day. Time: Crews currently average 1 hour per day mixing chemicals in the morning. This time would instead be spent on
spraying, and providing a better service to the public. Spraying will also be able to be done at "driving speeds" rather the current "walking speeds". Currently, one crew members walks
along the side of the truck with the hose while the other drives along at a slow pace. The new system will allow the crew to spray right-of-way at the rate they are driving which will
triple the speed that chemical is applied. Cost: Chemical Injection Sprayer
2009 -2010 Biennial Budget Section VI: Program Improvements Page 222 Program Title: Priority #: For Year: 5 2009 Contact Person: Department Name: 2009 Cost of Improvement 2010 Cost of
Improvement Revenue Source: Revenue Source: General fund General fund Proprietary funds Proprietary funds Information Services Fund $ 15,000 Information Services Fund Total Revenue:
$ 15,000 Total Revenue: $ -Expenditures: Expenditures: Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer
($2,500) Computer ($2,500) Furniture Furniture Capital Equipment $ 15,000 Vehicle Other Other Total Cost: $ 15,000 Total Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Description of Improvement:
Would allow use more accurate weather information to better understand what is happening in different areas of the city. This system is also Ethernet based so all staff could have access
to this system and could be used by all departments as well as the residents Cost: Weather Station with remote sensors Conclusion: $15,000 has been budgeted in the 2009 Storm Fund budget
to purchase a weather station with remote sensors. We will continue to use staff to go to these areas to see what is occurring. $15,000 Install a new weather station at M&O with four
remote sensors in different areas of the city, to monitor wind, rainfall, temperature, humidity and road surface temperature. Continue to use local news information Alternatives: Randy
Bailey Storm drainage Implications of Denial: Advantages of Approval:
2009 -2010 Biennial Budget Section VI: Program Improvements Page 223 Program Title: Priority #: For Year: 2 2009 Person(s) Responsible: Department Name: Revenue Source: Revenue Source:
General fund General fund Proprietary funds-Storm $ 2 8,000 Proprietary funds-Storm $ 6 ,200 Other fund: Other fund: Total Revenue: $ 2 8,000 Total Revenue: $ 6 ,200 Expenditures: Expenditures:
Pay Grade/Step Pay Grade/Step Wages Wages Benefits (35%) Benefits (35%) Supplies Supplies Phone Phone Cell phone Cell phone Computer ($2,500) Computer ($2,500) Furniture Furniture Vehicle
$ 2 8,000 Replacement cost $ 6 ,200 Total Cost: $ 2 8,000 Total Cost: $ 6 ,200 REQUEST FOR PROGRAM IMPROVEMENT New Vehicle for Storm Drainage Tech (Annexation) Cost: $28,000 Dan Repp
Public Works/Storm Description of Improvement: A new Storm Drainage Technician was added in 2008 to support the annexations and the requirements of NPDES. A designated vehicle equipped
with the necessary tools is needed to conduct field activities such as, the storm system inventory, NPDES required inspections, and flow and water quality monitoring. Alternatives: Continue
to share the work vehicle currently assigned to the Water Resources Technician, or use a pool vehicle. The Water Resources Technician performs tasks such as Fats, Oils & Grease (FOG)
inspections of the sanitary sewer, spill response, and private storm system inspections that require different equipment than that needed for the Storm Drainage Technician tasks. Simultaneous
deployment of both employees for different tasks to different areas of the city makes a shared vehicle unfeasible. The use of a pool vehicle does not allow for the proper storage and
organization of equipment and requires that the employee transport equipment to and from the office. These options limit the efficiency of the work force. Conclusion: $28,000 has been
budgeted in the 2009 Storm Fund budget to purchase a vehicle for the Storm Drainage Technician. Replacement costs have been budgeted in 2010. Advantages of Approval: The requested vehicle
will allow staff to more efficiently schedule & complete the tasks that are required. Implications of Denial: The Technicians will continue to share the single work vehicle assigned
to the Utilities Section, or utilize a pool vehicle to complete the tasks. This will require the employee to carry equipment to and from the vehicle limiting an efficient use of time.
2009 Cost of Improvement 2010 Cost of Improvement
2009 -2010 Biennial Budget Section VI: Program Improvements Page 224
2009-2010 Biennial Budget Section VII: Capital Planning Page 225 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 2009-2010 Budget 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 and a cost of $5,000 or greater. The City of Auburn maintains a comprehensive six-year Capital Facilities Plan (CFP) which is updated annually and is incorporated
in the City’s biennial budget process. It is considered a companion document to the budget budget document. This section of the budget summarizes the Capital Facilities Plan (CFP) showing
capital projects budgeted for 2009 and 2010 along with the capital facilities plan for these projects in the following four years. Projects are listed in the following seven sections:
Transportation projects, Water Utility projects, Sanitary Sewer projects, Storm Drainage projects, Parks and Recreation projects, General Municipal projects, Community Improvements,
and Other Proprietary Fund projects. Each section includes a map highlighting the general location of significant projects, a brief discussion of the projects budgeted for 2009 and 2010,
a six-year summary of projects showing the cost and funding source, and two graphs – one showing a comparison of revenue sources for 2009 vs. 2010, and another showing the projected
six-year expenditure level. For more detail, reference should be made to the Capital Facilities Plan (2009 – 2014) that is printed as a separate document. It contains an executive summary
along with three chapters. Chapter One explains the purpose of the CFP, statutory requirements, and methodology. Chapter Two outlines the Goals and Policies related to the provision
of capital facilities. Chapter Three outlines the proposed capital projects, which include the financing plan and reconciliation of project capacity to level of service (LOS) standards.
Following the financing plan are individual worksheets showing the project detail. For reconciliation purposes, it is important to note that in many instances the total project cost
will include amounts allocated for salaries, benefits and interfund charges. Each worksheet, in addition to the project financing, includes a project description, progress summary, and
impact on future operating budgets once the project is completed.
2009-2010 Biennial Budget Section VII: Capital Planning Page 226 2009 /2010 Capital Budget: The following tables summarize the capital facility expenditures and planned funding sources
in this budget. The tables outlining individual projects are all shown in thousands. Total FUNDING SOURCES -2009 Fund Federal State Local Other Sources (in thousands) Balance Sources
Sources Sources REET Sources By Fund Transportation Projects $ 7 75 $ 1,982 $ 125 $ -$ -$ 7 ,464 $ 10,346 Water Projects 6 ,276 -----6 ,276 Sewer Projects 4 ,452 -----4 ,452 Storm Drainage
Projects 4 ,207 -----4 ,207 Parks and Recreation Projects 5 65 310 --3,731 4,218 8 ,824 General Municipal Projects and Community Improvements 1,250 ---1,000 200 2 ,450 Other Proprietary
Fund Projects 302 3,006 ----3 ,308 Total Funding by Source $ 17,827 $ 5 ,298 $ 125 $ -$ 4,731 $ 11,882 $ 3 9,863 EXPENDITURES -2009 Transportation Projects $ 10,345,600 Water Projects
6,276,000 Sewer Projects 4,452,000 Storm Drainage Projects 4,207,000 Parks and Recreation Projects 8 ,824,800 General Municipal Projects and Community Improvements 2,450,000 Other Proprietary
Fund Projects 3,307,900 Total Capital Projects $ 3 9,863,300 Total FUNDING SOURCES -2010 Fund Federal State Local Other Funding (in thousands) Balance Sources Sources Sources REET Sources
By Fund Transportation Projects $ 3 65 $ 4 ,463 $ 4 ,335 $ 3 ,634 $ -$ 7 ,209 $ 20,005 Water Projects 1,550 ----4,000 5 ,550 Sewer Projects 3,910 -----3,910 Storm Drainage Projects 820
----2,500 3 ,320 Parks and Recreation Projects 260 --8 5 -2 ,747 3 ,092 General Municipal Projects and Community Improvements 185 ---212 200 5 97 Other Proprietary Fund Projects -------Total
Funding by Source $ 7,090 $ 4 ,463 $ 4 ,335 $ 3,719 $ 212 $ 16,655 $ 3 6,474 EXPENDITURES -2010 Transportation Projects $ 20,005,000 Water Projects 5,550,000 Sewer Projects 3,910,000
Storm Drainage Projects 3,320,000 Parks and Recreation Projects 3,091,600 General Municipal Projects and Community Improvements 597,000 Other Proprietary Fund Projects -Total Capital
Projects $ 3 6,473,600 CAPITAL PROJECTS SUMMARY 2009 2010
2009-2010 Biennial Budget Section VII: Capital Planning Page 227
2009-2010 Biennial Budget Section VII: Capital Planning Page 228
2009-2010 Biennial Budget Section VII: Capital Planning Page 229 Transportation Projects Seventeen capital projects totaling $10,345,600 are budgeted for 2009 and eighteen capital projects
totaling $20,005,000 are budgeted for 2010. The significant projects include the following: • Intersection improvements at Harvey Road and 8th Street NE ($1,758,500 in 2009) will add
one eastbound lane on 8th Street NE approaching Harvey Road. Traffic signals and channelization will be modified to accommodate this new lane. (See Map – “A”) • Addition of a traffic
signal at 8th Street NE and “R” Street NE ($541,000 in 2009). The improvements to this intersection will include crosswalks and pedestrian signals. (See Map – “B”) • Auburn Way South
and “M” Street SE Intersection Improvements Project ($100,000 in 2009 and $650,000 in 2010) will construct a westbound to northbound right turn lane at the intersection of Auburn Way
South and “M” Street SE. (See Map – “C”) • The “A” Street NW, Phase 1 Project ($2,350,000 in 2009 and and $4,643,000 in 2010) will construct a multilane 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 contributes to the completion of a North-South
arterial corridor. (See Map – “D”) • The “M” Street Grade Separation Project ($527,500 in 2009 and $4,572,500 in 2010) will construct a grade separation railroad crossing of “M” Street
SE at the BNSF Stampede Pass tracks and will include construction of the bypass and road connection between “M” Street SE and Auburn/Black Diamond Road. (See Map – “E”) • The “F” Street
SE/4th to Auburn Way South Project ($200,000 in 2009 and $999,500 in 2010) includes pavement reconstruction, installation of curbs, gutters, an 8-foot wide sidewalk (on both sides),
parking (on one side), and a center turn-lane, as well as crash attenuation at the supports for the BNSF railroad bridge. (See Map – “F”) • The Citywide Intelligent Transportation System
Project ($388,600 in 2009) includes interconnect and coordination for all traffic signals. It also includes traffic management cameras, fiber optic interconnect and related hardware
between strategic intersections on SR 164 and the City Traffic Management Center (M&O Facility). This project is required for efficient special event traffic management and incident
management. • The 49th Street NE, Auburn Way North to “M” Street NE Project ($850,000 in 2010) will construct east/west corridor from Auburn Way North to “M” Street NE. The existing
49th Street NE extends westerly to “B” Street NE. This project also includes a traffic signal at the intersection of Auburn Way North and 49th Street NE. (See Map – “G”) • The West Valley
Highway Improvements Project ($150,000 in 2009 and $3,480,000 in 2010) includes widening the roadway to accommodate a two way left turn lane, installation of a traffic median, adding
curb, gutter and storm drainage, repair failing roadway surface, installing sidewalk along east side of the roadway, illumination for bicycle usage and the installation of a new traffic
signal and improvements at the intersection of West Main Street and West Valley Highway. (See Map – “H”) • The “Save our Streets” (SOS) Program ($2,200,000 in both 2009 and 2010) 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 ($1,400,000 in both 2009 and 2010) 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.
2009-2010 Biennial Budget Section VII: Capital Planning Page 230 Capacity Project: YES Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 3 27 -Federal (Grants) 371 1,480 4 ,463 3 ,192 9,135 State -Traffic Impact Fees 4 28 3 70 180 5 50 REET
-Other Sources 381 500 500 Subtotal 1 ,507 2,350 4,643 3,192 ---10,185 Capital Costs: Design 867 2 75 80 3 55 Right of Way 259 2 ,075 1,371 3 ,446 Construction 381 3,192 3,192 6 ,384
Subtotal 1 ,507 2,350 4,643 3,192 ---10,185 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $17,568 Capacity Project: YES Anticipated Year of Completion: 2009
Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund -Federal (Grants) 3 50 3 62 3 62 State
-Traffic Mitigation 2 5 2 7 2 7 REET -Other (Other Agencies, KC) 143 -Subtotal 518 3 89 -----3 89 Capital Costs: Design 143 -Right of Way -Construction 375 3 89 3 89 Subtotal 518 3 89
-----3 89 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000 Capacity Project: YES Anticipated Year of Completion: 2013 Prior Budget Budget Estimate Estimate
Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 12 -Federal (Grants) -State -Traffic Impact Fees 5 5 10 REET -Other (Other Agencies,
KC) 460 1,020 4 ,280 5 ,760 Subtotal 12 5 5 460 1,020 4,280 -5,770 Capital Costs: Design 11 5 5 460 4 70 Right of Way 1 1,020 1,020 Construction 4 ,280 4 ,280 Subtotal 12 5 5 460 1,020
4,280 -5,770 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $17,568 Project Name: Citywide Intelligent Transportation System (ITS) -Phase 2 This project includes
interconnect and coordination for traffic signals in the city. The project also includes traffic management cameras, fiber optic interconnect and related hardware along Auburn Way North
North and So. 277th St. corridors. Other corridors that may be connected as funding allows are 15th Street NE/NW; Harvey Road/M Street and 37th Street NE/NW. This project is the second
phase of the Intelligent Transportation System building off of Phase 1, which included SR164 (Auburn Way South). It is important to note that additional staff time outside of regular
business hours to monitor traffic on the cameras associated with events at the amphitheater is reimbursed by the Muckleshoot Tribe. Project No: c307b0 (TIP#2) Project Name: A Street
NW, Phase 1 Project No: c207a0 (TIP#1) Construct a multi-lane arterial from 3rd St. NW to 14th St. NW. This project will improve mobility and is tied to corridor development. It is consistent
with the Comprehensive Plan and contributes to the completion of a north/south arterial corridor. The project length is approximately three-quarters of a mile. The City purchased ROW
from the northern property owner. If the property develops, some or a portion of those funds may be reimbursed to the City (total cost was $251,000). Project Name: I Street NE Corridor
Project No: c415a0 (TIP#4) The final alignment of the I Street Corridor is being analyzed as part of the Northeast Auburn Special Area Plan Environmental Impact Study. A portion of the
ROW and Construction will be developer funded. The cross section will likely be a 5-lane arterial per the city's Comprehensive Plan. The project length is approximately three-quarters
of a mile. This project may be split into two phases. Phase 1 would be 40th Street NE to 45th Street NE. Phase 2 would be 45th Street NE to 52nd Street NE (S. 277th Street).
2009-2010 Biennial Budget Section VII: Capital Planning Page 231 Capacity Project: YES Anticipated Year of Completion: 2013 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 1 50 150 Federal (Grants) 123 6,627 4,192 4,120 14,939 State -Traffic Impact Fees 5 28 7 89 1 ,317 REET
-Other (Other Agencies, KC) 373 3 ,633 1 ,000 3 ,675 1,030 9 ,338 Subtotal 496 528 4,572 7,627 7,867 5,150 -25,744 Capital Costs: Design 496 5 28 1 ,100 250 1,878 Right of Way 3 ,472
4,635 8,107 Construction 2,742 7 ,867 5,150 15,759 Subtotal 496 528 4,572 7,627 7,867 5,150 -25,744 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $21,827
Project No: cp0714 (TIP#6) Capacity Project: YES Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010
2011 2012 2013 2014 Total Arterial Street Fund 19 -Federal (Grants) 1 ,362 1,362 State -Traffic Impact Impact Fees 1 00 1 00 REET -Other (Other Agencies, KC) 2 25 1,363 1,588 Subtotal
19 -3 25 2,725 ---3,050 Capital Costs: Design 18 3 25 3 25 Right of Way 1 3 19 319 Construction 2,406 2 ,406 Subtotal 19 -3 25 2,725 ---3,050 Anticipated Impact on Future Operating Budgets
(Annual Maintenance Cost): $10,541 Project No: cpxxxx (TIP#8) Capacity Project: YES Anticipated Year of Completion: 2012 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund -Federal (Grants) 1 ,038 1 ,081 2 ,119 State -Traffic Impact Fees 200 1 62 169 531 REET -Other (Other
Agencies, KC) 150 -Subtotal 150 -2 00 1,200 1,250 --2,650 Capital Costs: Design 200 200 Right of Way 1 ,200 1,200 Construction 150 1,250 1,250 Subtotal 150 -2 00 1,200 1,250 --2,650
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,405 Construction of a grade separated railroad crossing at M Street SE at the BNSF Stampede tracks. Project
also includes construction of the bypass and road connection between M Street SE and Auburn/Black Diamond Road. This project includes major widening on S. 277th Street, including the
addition of three lanes, one westbound and two eastbound, plus a Class 1 trail. The project length is nine-tenths of a mile. The final configuration will include three lanes eastbound
and two lanes westbound. Construct a multi-lane arterial from W. Main to 3rd St. NW. This project will connect A Street NW, Phase 1 to the Sound Transit Station and the Central Business
District. This project may end up being funded in all or part by developers. The project length is one fifth of a mile. Project Name: South 277th (AWN to Green River Bridge) Project
Name: A Street NW, Phase 2 (W. Main to 3rd St. NW) Project Name: M Street Grade Separation (E. Main to Auburn Way So.) Project No: c201a0 (TIP#5)
2009-2010 Biennial Budget Section VII: Capital Planning Page 232 Project No: cpxxxx (TIP#10) Capacity Project: YES Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate
Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund -Federal (Grants) -State 7 80 7 80 Traffic Impact Fees 200 2 20 4 20 REET -Other
(Other Agencies, KC) -Subtotal -2 00 1,000 ----1,200 Capital Costs: Design 200 60 2 60 Right of Way 9 40 9 40 Construction -Subtotal -2 00 1,000 ----1,200 Anticipated Impact on Future
Operating Budgets (Annual Maintenance Cost): $851 Capacity Project: YES Anticipated Year of Completion: 2012 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources:
Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund -Federal (Grants) 644 1,500 2,144 State -Traffic Impact Fees 150 161 300 6 11 REET -Other (Other Agencies, KC) -Subtotal
-150 -805 1,800 --2,755 Capital Costs: Design 150 150 Right of Way 480 4 80 Construction 325 1,800 2,125 Subtotal -150 -805 1,800 --2,755 Anticipated Impact on Future Operating Budgets
(Annual Maintenance Cost): $3,514 Capacity Project: YES Anticipated Year of Completion: 2013 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009
2010 2011 2012 2013 2014 Total Arterial Street Fund 500 500 Federal (Grants) 625 1,200 9 ,000 10,825 State -Traffic Impact Fees 5 0 200 5 1 25 300 1,000 1,630 REET -Other (Other Agencies,
KC) 500 500 Subtotal 5 0 2 00 5 750 1,500 11,000 -1 3,455 Capital Costs: Design 5 0 200 5 750 9 55 Right of Way 1,500 1,500 Construction 1 1,000 1 1,000 Subtotal 5 0 2 00 5 750 1,500
11,000 -1 3,455 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $14,056 This project will widen the existing roadway from 2 lanes (1 in each direction) to 4
lanes (2 in each direction). The project will also include left turn lanes at intersections and a non-motorized trail on the west side of the roadway. It is necessary to complete a pre-design
to determine more accurate cost figures. The project length is approximately two miles. Project No: cpxxxx (TIP#13) Project Name: F Street SE (4th St. SE to Auburn Way So.) Project Name:
M Street NE (E. Main St. to 8th St. NE) Project No: cpxxxx (TIP#11) Project Name: Kersey Way from Oravetz to the Southern City limit The F Street SE project includes pavement reconstruction,
installation of curbs, gutters, an 8-foot wide sidewalk on both sides, parking on one side, and a center turn-lane, as well as crash attenuation at the supports for the BNSF railroad
bridge. This project improves mobility and safety and provides an alternate route to mitigate traffic impacts during construction
of the M Street SE Grade Separation project. The project length is approximately 0.3 miles. The streetscape will match the newly constructed West Main Street and be consistent with improvements
already constructed. This project will construct a right turn lane heading southbound on Kersey Way at the intersection of Oravetz Road. This project will include accommodations for
non-motorized traffic.
2009-2010 Biennial Budget Section VII: Capital Planning Page 233 Capacity Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund -Federal (Grants) -State 125 2 ,875 3 ,000 Traffic Mitigation Fees 2 5 6 05 6 30 REET 150 -Other (Other
Agencies, KC) 1 ,220 1,220 Subtotal 150 150 3,480 1,220 ---4,850 Capital Costs: Design 150 150 150 Right of Way -Construction 3 ,480 1 ,220 4 ,700 Subtotal 150 150 3,480 1,220 ---4,850
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate
Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund -Federal (Grants) -State -Local -REET -Other (Other Agencies, KC) 8 50 1,150 2 ,000 Subtotal
--8 50 1 ,150 ---2 ,000 Capital Costs: Design -Right of Way 200 200 Construction 6 50 1,150 1,800 Subtotal --8 50 1 ,150 ---2 ,000 Anticipated Impact on Future Operating Budgets (Annual
Maintenance Cost): $2,306 Capacity Project: YES Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010
2011 2012 2013 2014 Total Arterial Street Fund -Federal (Grants) -PWFT 8 0 1,720 1,720 Traffic Impact Fees 2 00 3 8 3 8 REET -Other (Other Agencies, KC) -Subtotal 280 1,758 -----1,758
Capital Costs: Design 2 30 -Right of Way 5 0 -Construction 1,758 1,758 Subtotal 280 1,758 -----1,758 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $703 Widen
roadway to accommodate a two way left turn lane; install a traffic median to prohibit traffic from driving into on coming lanes; add curb, gutter, and storm drainage; repair failing
roadway surface; install sidewalk along the east side of the roadway; install illumination; accommodate bicycle usage with 3 foot shoulder on both sides of the roadway; and install a
new traffic signal at and improve the intersection of West Main Street and West Valley Highway. This project will improve efficiency, safety, and driving comfort, as well as reduce the
amount of time maintenance staff has to spend doing temporary repairs that do not last. Project Name: West Valley Hwy Improvements (SR18 to West Main Street) Project No: cpxxxx (TIP#14)
Add one East bound lane, combined through lane & right turn lane on 8th Street NE approaching Harvey Road. Modify traffic signals and traffic channelization to accommodate the new lane.
The additional lane will improve traffic delays and vehicle queuing at the intersection of Harvey Road and 8th Street NE in all directions. This project will reconstruct M Street NE
from 4th Street NE to 8th Street NE, a segment of roadway approximately 0.3 miles in length with four travel lanes. The reconstruction will fix the existing poor pavement condition and
fill in any gaps in the sidewalk network. Project Name: 49th Street NE from Auburn Way North to M Street NE Project No: cpxxxx (TIP#16) Project Name: Intersection Improvements, Harvey
Rd. & 8th St. NE Project No: cp0611 (TIP#17) Construct east/west corridor from Auburn Way North to M Street NE. The existing 49th Street NE extends westerly to B Street NE. This project
also includes a traffic signal at the intersection of Auburn Way North and 49th Street NE. This roadway was evaluated and recommended in the NE Special Planning Area. It is anticipated
that this will be constructed by future development. It is approximately 3/4 of a mile in length.
2009-2010 Biennial Budget Section VII: Capital Planning Page 234 Project No: cp0701 (TIP#18) Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate
Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 400 400 Federal (Grants) 109 -State 1 41 1 41 Local -REET -Other (Other Agencies,
KC) -Subtotal 109 541 -----541 Capital Costs: Design 109 -Right of Way 15 15 Construction 5 26 5 26 Subtotal 109 541 -----541 Anticipated Impact on Future Operating Budgets (Annual Maintenance
Cost): $5,643 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013
2014 Total Arterial Street Fund 40 40 Federal (Grants) -State 1 60 1 60 Local -REET -Other (Other Agencies, KC) -Subtotal --2 00 ----2 00 Capital Costs: Design 15 15 Right of Way -Construction
185 185 Subtotal --2 00 ----2 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2010 Prior Budget
Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 100 1 00 Federal (Grants) -State 5 20 5 20 Traffic
Mitigation 1 30 1 30 REET -Other (Other Agencies, KC) -Subtotal -100 6 50 ----7 50 Capital Costs: Design 100 100 Right of Way 130 130 Construction 5 20 5 20 Subtotal -100 6 50 ----7
50 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $703 This project includes the construction of new traffic signal at the intersection of 8th Street NE and
R Street NE. Intersection improvements will include crosswalks and pedestrian signals. This project was selected based on accident history, surrounding land uses, and pedestrian flow
patterns. Add left turn phasing to the north and south bound directions including new mast arms to accommodate the necessary length. Replace damaged signal poles. New controller and
vehicle detection, modify signal heads. Project Name: 8th Street and R Street NE Traffic Signal Project Name: Auburn Way North /1st ST NE Signal Improvements Project No: cpxxxx (TIP#19)
Construct a westbound to northbound right turn lane at the intersection of Auburn Way South and M Street SE. This project would also improve the turning radius at this same corner allowing
drivers to make a safe right turn on red (after stopping and yielding to oncoming vehicles). Currently the intersection geometry has necessitated the City placing a legal restriction
on this movement. Project Name: Auburn Way South and M Street SE Intersection Improvements Project No: cpxxxx (TIP#20)
2009-2010 Biennial Budget Section VII: Capital Planning Page 235 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 50 50 Federal (Grants) -State -Local -REET -Other (Other Agencies, KC) -Subtotal --5 0 ----5 0 Capital
Costs: Design 50 50 Right of Way -Construction -Subtotal --5 0 ----5 0 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year
of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 50 50 Federal (Grants)
-State -Local -REET -Other (Other Agencies, KC) -Subtotal -5 0 -----5 0 Capital Costs: Design 50 50 Right of Way -Construction -Subtotal -5 0 -----5 0 Anticipated Impact on Future Operating
Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years
2009 2010 2011 2012 2013 2014 Total Arterial Street Fund -Federal (Grants) -State -Traffic Impact Fees 200 200 REET -Other (Other Agencies, KC) -Subtotal --2 00 ----2 00 Capital Costs:
Design 200 200 Right of Way -Construction -Subtotal --2 00 ----2 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Study the area from 37th Street SE to
the White River on A Street SE including 41st Street SE from D Street SE to C Street SE. The study to should review the safety and access needs of the traveling public and the adjacent
properties. Project Name: Lea Hill Road and 8th Street NE Bridge Widening Study Project No: cpxxxx (TIP#28) Review the feasibility, capacity benefits, and required scope to widen Lea
Hill Road and 8th Street NE Bridge or identify other means to gain needed vehicular capacity. Project Name: 41st Street SE and A Street SE Access Management Study Project No: cpxxxx
(TIP#27) This corridor defining study will examine two segments of R Street and identify improvements for future capacity, safety, and other elements. This effort will identify a corridor
vision and include all the necessary public involvement. This project is identified in the Comprehensive Plan. The first segment is from the intersection of 8th Street NE and R ST NE
to approximately 4th ST SE. The second segment is from the intersection of 17th ST SE and R ST SE to approximately 37th ST SE. Project Name: R Street Corridor Study Project No: cpxxxx
(TIP#25)
2009-2010 Biennial Budget Section VII: Capital Planning Page 236 Capacity Project: NO Anticipated Year of Completion: 2013 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 9 3 2 5 2 5 2 5 2 5 2 5 125 Federal (Grants) -State -Local -REET -Other (Other Agencies, KC) -Subtotal
93 2 5 2 5 25 2 5 2 5 -125 Capital Costs: Design 4 0 10 10 1 0 10 10 50 Right of Way -Construction 5 3 15 15 1 5 15 15 7 5 Subtotal 93 2 5 2 5 25 2 5 2 5 -125 Anticipated Impact on Future
Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources:
Years 2009 2010 2011 2012 2013 2014 Total Arterial Street Fund 100 1 00 1 00 1 00 300 Federal (Grants) -State -Local -REET -Other (Other Agencies, KC) -Subtotal 100 -100 -100 -100 3
00 Capital Costs: Design 10 10 10 10 30 Right of Way -Construction 9 0 90 90 90 2 70 Subtotal 100 -100 -100 -100 3 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance
Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2013 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014
Total Arterial Street Fund 200 2 00 200 600 Federal (Grants) -State -Local -REET -Other (Other Agencies, KC) -Subtotal -2 00 -200 -2 00 -6 00 Capital Costs: Design 15 1 5 15 4 5 Right
of Way -Construction 185 1 85 185 5 55 Subtotal -2 00 -200 -2 00 -6 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: Citywide Pedestrian
Crossing Program Project No: cp0627 (TIP#30) This project provides for pedestrian safety studies at various locations citywide. Projects are prioritized annually based on safety issues
and pedestrian demands. This is an annual level of effort project used to fund small pedestrian safety studies and improvement projects. Project Name: Citywide Roadway Safety Infrastructure
Improvements Project No: cp102a (TIP#31) This project provides for infrastructure improvements to enhance traffic safety. Projects are prioritized annually based upon field studies.
Project Name: South 277th -Wetland Mitigation Project No: cp410a0 (TIP#29) Wetland mitigation for the 277th Street Grade Separation project.
2009-2010 Biennial Budget Section VII: Capital Planning Page 237 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Street Fund -Property Tax -Utility Tax 1,400 1,400 1 ,400 1,400 1,400 1,400 8 ,400 REET2 -Bond Proceeds -Subtotal -1,400
1,400 1,400 1,400 1,400 1,400 8,400 Capital Costs: Design 50 50 50 50 50 50 300 Right of Way -Construction 1,350 1,350 1 ,350 1,350 1,350 1,350 8,100 Subtotal -1,400 1,400 1,400 1,400
1,400 1,400 8,400 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate
Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Street Fund -Property Tax -Utility Tax 1 00 100 1 00 100 1 00 1 00 600 REET2 -Bond Proceeds
-Subtotal -100 100 100 100 100 100 6 00 Capital Costs: Design 10 10 1 0 10 10 10 60 Right Right of Way -Construction 90 90 90 90 90 90 5 40 Subtotal -100 100 100 100 100 100 6 00 Anticipated
Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Street Fund 4 0 -Property Tax 2 ,393 2 ,200 2 ,200 2,200 2 ,200 2 ,200 2 ,200 13,200 Utility Tax 6 75 -REET2 -Bond
Proceeds -Other 4,200 -Subtotal 7,308 2,200 2,200 2,200 2,200 2,200 2,200 13,200 Capital Costs: Design 6 80 300 300 300 300 300 300 1,800 Right of Way -Construction 6,628 1,900 1,900
1 ,900 1,900 1,900 1,900 1 1,400 Subtotal 7,308 2,200 2,200 2,200 2,200 2,200 2,200 13,200 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name:
Annual Arterial Street Preservation Project No: various (TIP#35) Description: Implement regular pavement maintenance and/or rehabilitation of various classified streets citywide. These
projects may include overlays, rebuilds, spot repairs, or a combination these. It is anticipated that this program will be funded through bond proceeds that will be repaid by the 1%
utility tax that was adopted by Council in 2008. Project Name: Annual Arterial Crack Seal Program Project No: various (TIP#36) Implement regular maintenance of various classified streets
by sealing newly formed cracks. Sealing the cracks will prolong the life of the pavement by stopping water from draining into the subbase of the road. Project Name: Local Street Improvement
Program Project No: various (TIP#37) This program was created after passage of Proposition 1 on the November '04 ballot, setting the City's property tax levy limits and creating a dedicated
local street fund to be used solely for local street improvements. The program will consist of a number of different contracts focused on the preservation of local streets (unclassified
streets) within the City of Auburn. These contracts will include work such as crack sealing, asphalt patching, pre-leveling, asphalt overlays and roadway reconstruction. The property
tax levy lift that was voted in in 2004 will be used to repay the bonds that are anticipated to complete the program.
2009-2010 Biennial Budget Section VII: Capital Planning Page 238 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014
Total Arterial Street Fund (Fund 102) 551 7 75 3 65 225 125 7 25 100 2,315 Local Street Fund (Fund 103) 4 0 -------Federal (Grants) 9 53 1,842 4 ,463 1 3,488 7 ,973 1 3,120 -4 0,886
State -2 66 4 ,335 ----4,601 REET 150 -------PWTFL 8 0 1,720 -----1,720 Property Tax (Fund 103) 2 ,393 2 ,200 2 ,200 2,200 2 ,200 2 ,200 2 ,200 13,200 Utility Tax (Fund 103) 6 75 -Utility
Tax (Fund 105) -1,500 1,500 1 ,500 1,500 1,500 1,500 9 ,000 Other (Fund 103) 4 ,200 -------Other (Other Agencies) 1,047 500 4 ,708 5 ,193 4 ,695 5,810 -2 0,906 Other (Traffic Mitigation
Fees) 2 5 5 2 7 35 ----7 87 Other (Traffic Impact Fees) 6 78 1 ,491 1,699 448 7 69 1 ,000 -5 ,407 Subtotal 1 0,792 1 0,346 20,005 2 3,054 1 7,262 24,355 3 ,800 98,822 Capital Costs:
Design 2 ,804 2 ,043 2 ,420 1 ,845 3 80 3 85 3 70 7 ,443 Right of Way 3 11 2 ,090 6 ,113 6,634 2 ,520 ---17,357 Construction 7 ,677 6,213 1 1,472 1 4,575 14,362 2 3,970 3 ,430 7 4,022
Subtotal 1 0,792 1 0,346 20,005 2 3,054 1 7,262 24,355 3 ,800 98,822 * Amounts shown in thousands TOTAL CAPITAL COSTS and FUNDING SOURCES -TRANSPORTATION
2009-2010 Biennial Budget Section VII: Capital Planning Page 239 $0 $1,150 $2,300 $3,450 $4,600 Fund Balance Federal Grants State Grants PWTFL Property Tax Utility Tax Traffic Impact
Fees Traffic Mitigation Fees Other Sources Other Local Agencies Transportation Projects 2009 /2010 Revenue Sources (in thousands) 2009 2010 Capital Transportation Projects 2003 -2014
Expenditures* (in thousands) $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 $55,000 $60,000 $65,000 $70,000 $75,000 $80,000 $85,000 $90,000 $95,000
$100,000 $105,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2003 -2007 Represents Total Actual Expenditures 2008 Represents 2008 Total Budgeted Capital Expenditures
2009 -2014 Represents Projects Budgeted in the 2009/2010 Budget
2009-2010 Biennial Budget Section VII: Capital Planning Page 240
2009-2010 Biennial Budget Section VII: Capital Planning Page 241 Water Utility Projects Ten capital projects totaling $6,276,000 are budgeted for 2009 and nine capital projects totaling
$5,550,000 are budgeted for 2010. The significant projects include the following: • The Arterial Utility Improvements Program ($500,000 in both 2009 and 2010) will make water main improvements
in coordination with arterial street improvements. • The Lakeland Hills Booster Pump Station Project ($500,000 in 2009 and $900,000 in 2010) will increase the pump station capacity to
meet fire flow requirements and provide emergency power for reliability. (See Map – “A”) • The Academy Booster Pump Station Project ($500,000 in 2009 and $1,000,000 in 2010) will construct
a new booster pump station to meet fire flow demands and provide emergency power for reliability. (See Map – “B”) • The Annual Repair and Replacement Program ($500,000 in both 2009 and
2010) will replace waterlines as determined by the water utility. Projects will be coordinated with the Local Street Program and other utility projects. • The Les Gove Waterline Replacement
Project ($2,100,000 in 2009 and $900,000 in 2010) will replace aging waterlines in the area northwest of Les Gove Park which extends from 9th Street to 5th Street SE between D Street
SE and K Street SE. Project includes replacing approximately 10,000 linear feet of old cast iron waterlines which will improve fire flow and reduce maintenance needs and losses. (See
Map – “C”) • The Save Our Streets (SOS) Utility Improvements Project ($500,000 in both 2009 and 2010) consists of replacing aging waterlines in coordination with the SOS Program for
those areas identifies in the proposed 2009 and 2010 SOS program. • The Water Supply Charges Project ($500,000 in 2010) will provide funding to purchase water from adjacent purveyors
to meet projected demand. • Well Inspection and Redevelopment Program ($500,000 in both 2009 and 2010) will develop a maintenance and rehabilitation process to keep water sources operating
at or near their design capacity. • The Auburn Way South Sanitary Sewer Replacement – Phase 3 ($968,000 in 2009) will replace aging water mains in conjunction with the sewer replacement
on portions of R Street SE, M Street SE, 21st Street SE and 17th Street SE. (See Map – “D”)
2009-2010 Biennial Budget Section VII: Capital Planning Page 242 Capacity Project: YES Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water Fund 500 500 3 00 300 300 300 2 ,200 Bond Proceeds -State -Local -REET -Other (PWTFL) -Subtotal -5 00 5 00 300
3 00 3 00 3 00 2,200 Capital Costs: Design 50 50 100 Right of Way -Construction 4 50 4 50 300 300 300 300 2,100 Subtotal -5 00 5 00 300 3 00 3 00 3 00 2,200 Anticipated Impact on Future
Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources:
Years 2009 2010 2011 2012 2013 2014 Total Water Fund 500 500 Bond Proceeds 900 900 State -Local -REET -Other (PWTFL) -Subtotal -5 00 9 00 ----1,400 Capital Costs: Design 150 150 Right
of Way -Construction 3 50 900 1,250 Subtotal -5 00 9 00 ----1,400 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year
of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water Fund 500 500 Bond Proceeds 1 ,000
1 ,000 State -Local -REET -Other (PWTFL) -Subtotal -5 00 1,000 ----1,500 Capital Costs: Design 150 150 Right of Way -Construction 3 50 1,000 1,350 Subtotal -5 00 1,000 ----1,500 Anticipated
Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Pump Station improvements to meet maximum day demand, fire flow, and provide emergency power. The project will include
new pumps, a back-up generator and a new building. Project No: cpxxxx Pump Station improvements to meet maximum day demand, fire flow, and provide emergency power. The project will include
new larger pumps, a back-up generator and a new or expanded building. Project Name: Academy Booster Pump Station Project No: cpxxxx Project Name: Arterial Utility Improvements Water
main improvements in coordination with arterial street improvements. Project No: cpxxxx Project Name: Lakeland Hills Booster Pump Station
2009-2010 Biennial Budget Section VII: Capital Planning Page 243 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: 3-Years 2009 2010 2011 2012 2013 2014 Total Water Fund 1,878 500 500 5 00 500 500 500 3 ,000 Bond Proceeds -State -Local -REET -Other (PWTFL) -Subtotal 1,878
5 00 5 00 500 5 00 5 00 5 00 3 ,000 Capital Costs: Design 200 7 5 7 5 75 7 5 7 5 7 5 4 50 Right of Way -Construction 1,678 4 25 4 25 425 4 25 4 25 4 25 2 ,550 Subtotal 1,878 5 00 5 00
500 5 00 5 00 5 00 3 ,000 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate
Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water Fund 4 05 168 -5 8 2 26 Bond Proceeds -State -Local -REET -Other (PWTFL) -Subtotal
4 05 168 -58 ---226 Capital Costs: Design -Right of Way -Construction 4 05 168 58 2 26 Subtotal 4 05 168 -58 ---226 Anticipated Impact on Future Operating Budgets (Annual Maintenance
Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014
Total Water Fund 4 20 40 40 Bond Proceeds -State -Local -REET -Other (PWTFL) -Subtotal 4 20 4 0 -----4 0 Capital Costs: Design 4 20 40 40 Right of Way -Construction -Subtotal 4 20 4
0 -----4 0 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: Annual Repair & Replacements Project No: rphydr, rpsrvc, rpvlve Funding set aside
for replacing water lines as determined by the Water Utility. Projects will be coordinated with the Local Street Program and other utility projects. Project Name: SCADA Upgrades Project
No: c524a0 The existing Supervisory Control and Data Acquisition system (also known as the "Telemetry" system) is in need of upgrading. The existing system has numerous obsolete components
and does not allow for control of the sewer and storm utility stations. Project Name: Comprehensive Water Plan Project No: cp0704 Update Comprehensive Water Plan as required by Washington
State Department of Health.
2009-2010 Biennial Budget Section VII: Capital Planning Page 244 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water Fund 2 95 2,100 2,100 Bond Proceeds 900 900 State -Local -REET -Other (PWTFL) -Subtotal 2 95 2,100 9 00 ----3 ,000 Capital
Costs: Design 2 95 -Right of Way -Construction 2,100 900 3 ,000 Subtotal 2 95 2,100 9 00 ----3 ,000 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity
Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water
Fund 500 3 00 300 300 300 1,700 Bond Proceeds 500 500 State -Local -REET -Other (PWTFL) -Subtotal -5 00 5 00 300 3 00 3 00 3 00 2,200 Capital Costs: Design 50 50 1 00 100 100 100 500
Right of Way -Construction 4 50 4 50 200 200 200 200 1,700 Subtotal -5 00 5 00 300 3 00 3 00 3 00 2,200 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity
Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water Fund
500 500 Bond Proceeds 32,300 3 2,300 State -Local -REET -Other (PWTFL) -Subtotal --5 00 32,300 ---32,800 Capital Costs: Water Supply Charges 500 32,300 3 2,800 Right of Way -Construction
-Subtotal --5 00 32,300 ---32,800 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: Les Gove Waterline Replacement Project No: cp0762 Replace
aging waterlines in area northwest of Les Gove Park. Replacing the existing lines will improve fire flow and reduce maintenance needs and water losses. This project will be completed
ahead of the SOS Overlay Program. Project No: cpxxxx This project will provide financing to purchase water from adjacent purveyors to meet projected demand. Project Name: SOS Utility
Improvements Project No: cpxxxx This project will consist of replacing aging waterlines in coordination with the Save Our Streets (SOS) Program. Projects include replacement of mains
in those areas identified in the proposed 2009 and 2010 SOS Program. Project Name: Water Supply Charges
2009-2010 Biennial Budget Section VII: Capital Planning Page 245 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water Fund 500 500 Bond Proceeds 500 500 State -Local -REET -Other (PWTFL) -Subtotal -5 00 5 00 ----1,000 Capital Costs: Design
100 100 200 Right of Way -Construction 400 400 800 Subtotal -5 00 5 00 ----1,000 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated
Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water Fund 9 68 9 68 Bond Proceeds
-State -Local -REET -Other (PWTFL) -Subtotal -9 68 -----9 68 Capital Costs: Design -Bond Proceeds Right of Way -Construction 9 68 9 68 Subtotal -9 68 -----9 68 Anticipated Impact on
Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Water Fund 50 2 50 2 50 2 50 2 50 1,050 Bond Proceeds 200 200 State -Local -REET -Other (PWTFL) -Subtotal --2 50 250 2 50 2
50 2 50 1,250 Capital Costs: Capital Lease 2 50 250 2 50 2 50 2 50 1,250 Right of Way -Construction -Subtotal --2 50 250 2 50 2 50 2 50 1,250 Anticipated Impact on Future Operating Budgets
(Annual Maintenance Cost): $0 Project Name: Well Inspection and Redevelopment Program Project Name: City Hall Annex Lease Project No: cpxxxx The capital lease for the City Hall Annex.
Project No: cpxxxx Develop and implement a program to maximize production from city water sources. The program will include all city owned and operated well and spring sources. Project
No: c504a0 To replace aging water mains. Project Name: AWS Sanitary Sewer Replacement -Phase 3
2009-2010 Biennial Budget Section VII: Capital Planning Page 246 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014
Total Water Fund 2 ,998 6 ,276 1,550 1 ,408 1,350 1,350 1,350 13,284 Bond Proceeds --4 ,000 32,300 ---3 6,300 State --------Local --------REET --------Other (PWTFL) --------Subtotal
2,998 6,276 5,550 3 3,708 1,350 1,350 1,350 49,584 Capital Costs: Design 915 615 2 75 1 75 175 175 175 1,590 Water Supply Charges --500 32,300 ---3 2,800 Capital Lease --2 50 2 50 2
50 2 50 2 50 1,250 Construction 2 ,083 5,661 4 ,525 983 9 25
9 25 9 25 13,944 Subtotal 2,998 6,276 5,550 3 3,708 1,350 1,350 1,350 49,584 * Amounts shown in thousands TOTAL CAPITAL COSTS and FUNDING SOURCES -WATER
2009-2010 Biennial Budget Section VII: Capital Planning Page 247 $0 $1,600 $3,200 $4,800 $6,400 Bond Proceeds Working Capital Water Utility Projects 2009 /2010 Revenue Sources (in thousands)
2009 2010 Capital Water Projects 2003 -2014 Expenditures* (in thousands) $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 $55,000 $60,000 $65,000 2003
2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2003 -2007 Represents Total Actual Expenditures 2008 Represents 2008 Total Budgeted Capital Expenditures 2009 -2014 Represents
Projects Budgeted in the 2009/2010 Budget
2009-2010 Biennial Budget Section VII: Capital Planning Page 248
2009-2010 Biennial Budget Section VII: Capital Planning Page 249 Sanitary Sewer Projects Ten capital projects totaling $4,452,000 are budgeted for 2009 and nine capital projects totaling
$3,910,000 are budgeted for 2010. The significant projects include the following: • The Sewer Facility Improvements Program ($500,000 in 2009 and $400,000 in 2010) includes proposed
projects, primarily to pump stations which do not have an approved project management plan. Typical projects may include pump station backup power upgrades, general pump station safety
improvements, and force main upgrades. • The SOS Utility Improvements Project ($500,000 in both 2009 and 2010) consists of replacing aging sewer lines in coordination with the SOS Program
for those areas identifies in the proposed 2009 and 2010 SOS program. • The Arterial Street Utility Improvements Project ($400,000 in both 2009 and 2010) will construct sewer main improvements
in coordination with arterial street improvements. • The Sanitary Sewer Replacement Program ($900,000 in 2009 and $100,000 in 2010) is an annual program for the repair and replacement
of broken sewer mains and facilities. • The Ellingson Pump Station Replacement Project ($600,000 in 2009 and $1,100,000 in 2010) will replace the Ellingson Pump Station. (See Map – “A”)
• The Dogwood Pump Station Replacement Project ($150,000 in 2009 and 2010) will replace the Dogwood Pump Station. (See Map – “B”) • The Les Gove Area Improvements Project ($610,000 in
2009 and $10,000 in 2010) will replace sewer lines in coordination with the SOS Program and other utility work in that area. (See Map – “C”) • Power Generators Project ($500,000 in 2009
and $1,000,000 in 2010) will provide back-up power for all sewer pump station.
2009-2010 Biennial Budget Section VII: Capital Planning Page 250 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 500 400 1 00 1 00 1 00 1 00 1,300 Federal -State -Local (MIT) -REET -Other (PWTFL) -Subtotal -5 00 4 00
100 100 100 100 1,300 Capital Costs: Design 40 40 1 0 10 10 10 120 Right of Way -Construction 4 60 3 60 90 90 90 90 1,180 Subtotal -5 00 4 00 100 100 100 100 1,300 Anticipated Impact
on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 500 500 3 00 300 300 300 2 ,200 Federal -State -Local (MIT) -REET -Other (PWTFL) -Subtotal -5 00 5 00 300 3 00 3
00 3 00 2,200 Capital Costs: Design 50 50 80 80 80 80 4 20 Right of Way -Construction 4 50 4 50 220 2 2 20 2 20 2 20 1,780 Subtotal -5 00 5 00 300 3 00 3 00 3 00 2,200 Anticipated Impact
on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 2 5 400 400 3 00 300 300 300 2 ,000 Federal -State -Local -REET -Other -Subtotal 2 5 4 00 4 00 300 3 00 3 00 3 00
2,000 Capital Costs: Design 2 5 50 50 80 80 80 80 4 20 Right of Way -Construction 3 50 3 50 220 2 20 2 20 2 20 1,580 Subtotal 2 5 4 00 4 00 300 3 00 3 00 3 00 2,000 Anticipated Impact
on Future Operating Budgets (Annual Maintenance Cost): $ offset by increased customer base Project Name: Sewer Facility Improvements This particular program includes proposed projects,
primarily upgrades to pump stations and other facilities, which do not have an approved project management plan or are not accounted for elsewhere in the Capital Facilities Plan. Typical
projects may include pump station safety improvements, and force main upgrades. Project No: cpxxxx Project Name: SOS Utility Improvements Sewer line replacement in coordination with
Arterial Transportation improvements. Project No: cpxxxx Sewer line replacement in coordination with SOS improvements. Project Name: Arterial Street Utility Improvements Project No:
cpxxxx
2009-2010 Biennial Budget Section VII: Capital Planning Page 251 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 1,258 125 125 Federal -State -Local -REET -Other -Subtotal 1,258 125 -----125 Capital Costs: Design 51 -Right of
Way -Construction 1,207 125 125 Subtotal 1,258 125 -----125 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion:
2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 7 65 167 -6 5 2 32 Federal -State -Local -REET
-Other -Subtotal 7 65 167 -65 ---232 Capital Costs: Design 183 -Right of Way -Construction 5 82 167 -65 2 32 Subtotal 7 65 167 -65 ---232 Anticipated Impact on Future Operating Budgets
(Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years
2009 2010 2011 2012 2013 2014 Total Sewer Fund 1,680 900 1 00 1 ,200 160 1,300 170 3 ,830 Federal -State -Local -REET -Other -Subtotal 1,680 9 00 100 1,200 160 1,300 170 3,830 Capital
Costs: Design 3 68 50 -1 00 125 100 135 510 Right of Way -Construction 1,312 8 50 100 1,100 3 5 1,200 3 5 3 ,320 Subtotal 1,680 9 00 100 1,200 160 1,300 170 3,830 Anticipated Impact
on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: SCADA System Upgrades Project No: c524a0 The existing SCADA system (also known as the "Telemetry" system) is in
need of upgrading. The current system has numerous obsolete components and does not allow for control of the sewer and storm utility stations. Project Name: Sanitary Sewer Replacement
Program Project No: cpxxxx Repair and replacement of broken sewer mains and 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 (PMP), or are not associated with the SOS or other transportation improvements. Project Name:
Lea Hill Pump Station Decommissioning Project No: cp0724 & cp0756 This project allows two existing City wastewater pump stations to be decommissioned. Gravity sewer lines have been extended
from the two existing stations to the Verdana Pump Station (under construction) which has been designed to pump sewage from the existing stations as well as the New Verdana (aka "Bridges")
development.
2009-2010 Biennial Budget Section VII: Capital Planning Page 252 Capacity Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 1 00 600 1 ,100 1 00 1,800 Federal -State -Local -REET -Other -Subtotal 100 6 00 1,100 100 ---1,800 Capital Costs:
Design 100 150 50 200 Right of Way 30 30 Construction 4 20 1,050 1 00 1,570 Subtotal 100 6 00 1,100 100 ---1,800 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost):
$0 Capacity Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total
Sewer Fund 1 00 150 150 1 ,500 1,800 Federal -State -Local -REET -Other -Subtotal 100 150 150 1,500 ---1,800 Capital Costs: Design 100 100 50 20 170 Right of Way -Construction 50 100
1 ,480 1,630 Subtotal 100 150 150 1,500 ---1,800 Anticipated Impact on Future Operating Budgets ((Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2010
Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 7 5 610 1 0 6 20 Federal -State -Local -REET -Other
-Subtotal 7 5 610 10 ----6 20 Capital Costs: Design 7 5 10 10 Right of Way -Construction 600 10 610 Subtotal 7 5 610 10 ----6 20 Anticipated Impact on Future Operating Budgets (Annual
Maintenance Cost): $0 Project No: cpxxxx The Ellingson Pump Station is an aging pump station with concerns related to general condition, structural integrity, capacity, reliability,
and operator safety. This project will construct a replacement station. Project Name: Dogwood Pump Station Replacement Project No: cpxxxx The Dogwood Pump Station is an aging pump station
with concerns related to general condition, structural integrity, capacity, reliability, and operator safety. This project will construct a replacement station. Project Name: Ellingson
Pump Station Replacement Project Name: Les Gove Area Improvements Project No: cp0762 The project will replace aging sewer pipes in the Les Gove area in conjunction with SOS improvements
and other utility work. While most of the original clay pipes in this area have been replaced, there are several places where the original pipes are still in service, but have significant
cracks and root intrusion.
2009-2010 Biennial Budget Section VII: Capital Planning Page 253 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 500 1 ,000 1,500 Federal -State -Local -REET -Other -Subtotal -5 00 1,000 ----1,500 Capital Costs: Design 50 50
100 Right of Way -Construction 4 50 9 50 1,400 Subtotal -5 00 1,000 ----1,500 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated
Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 2 50 2 50 2 50 2
50 2 50 1,250 Federal -State -Local -REET -Other -Subtotal --2 50 250 2 50 2 50 2 50 1,250 Capital Costs: Design -Capital Lease 2 50 250 2 50 2 50 2 50 1,250 Construction -Subtotal --2
50 250 2 50 2 50 2 50 1,250 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources:
Years 2009 2010 2011 2012 2013 2014 Total Sewer Fund 4 ,003 4 ,452 3,910 3 ,815 1,110 2 ,250 1 ,120 16,657 Federal --------State --------Local (MIT) --------REET --------Other (PWTFL)
--------Subtotal 4 ,003 4,452 3,910 3,815 1 ,110 2,250 1,120 1 6,657 Capital Costs: Design 9 02 500 2 90 2 90 2 95 2 70 3 05 1,950 Right of Way -30 -----30 Capital Lease --2 50 2 50
2 50 2 50 2 50 1,250 Construction 3 ,101 3 ,922 3 ,370 3,275 5 65 1,730 5 65 13,427 Subtotal 4 ,003 4,452 3,910 3,815 1 ,110 2,250 1,120 1 6,657 * Amounts shown in thousands TOTAL CAPITAL
COSTS and FUNDING SOURCES -SEWER The capital lease for the City Hall Annex Project Name: City Hall Annex Lease Project No: cpxxxx cpxxxx This project will provide back-up power for all
sewer pump stations to improve system reliability. Due to their typical location in residential neighborhoods, the generators will be acoustically quiet. In some locations additional
right-of-way way or easements will be required, and/or the equipment may be located in an enclosure or vault. Project Name: Power Generators
2009-2010 Biennial Budget Section VII: Capital Planning Page 254 $0 $1,000 $2,000 $3,000 $4,000 $5,000 Working Capital Sanitary Sewer Projects 2009 /2010 Revenue Sources (in thousands)
2010 2009 Capital Sewer Projects 2003 -2014 Expenditures* (in thousands) $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 $55,000 $60,000 $65,000 $70,000
$75,000 $80,000 $85,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2003 -2007 Represents Total Actual Expenditures 2008 Represents 2008 Total Budgeted Capital Expenditures
2009 -2014 Represents Projects Budgeted in the 2009/2010 Budget
2009-2010 Biennial Budget Section VII: Capital Planning Page 255
2009-2010 Biennial Budget Section VII: Capital Planning Page 256
2009-2010 Biennial Budget Section VII: Capital Planning Page 257 Storm Drainage Projects Twelve capital projects totaling $4,207,000 are budgeted for 2009 and eight capital projects
totaling $3,320,000 are budgeted for 2010. The most significant projects are as follows: • The White River Storm Pump Station Replacement Project ($500,000 in 2009 and $1,500,000 in
2010) consists of replacing the existing stormwater pump station to address structural and safety concerns, include new water quality features and meet pumping demand. (See Map – “A”)
• The Peasley Canyon Culvert Replacement Project ($1,000,000 in 2009) will replace the failing existing culvert. (See Map – “B”) • The Auburn Way South Sanitary Sewer Replacement – Phase
3 Project ($770,000 in 2009) will make new conveyance improvements within 21st Street from K Street SE to R Street SE, then south on R Street to 25th Street SW, and M Street SE from
17th Street to 21st Street . (See Map – “C”) • The Arterial Utility Improvements Project ($300,000 in 2009 and $400,000 in 2010) will include storm drainage conveyance improvements in
coordination with arterial street improvements. • The Local Storm Drainage Improvements Project ($200,000 in both 2009 and 2010) include various unidentified storm drainage improvements.
• The Pipeline Repair and Replacement Project ($200,000 in both 2009 and 2010) includes projects identified as those requiring replacement of existing infrastructure. These projects
support street repairs and other utility replacement programs requiring coordination. • The SOS Utility Improvements Project ($500,000 in 2009 and $700,000 in 2010) consists of storm
drainage conveyance improvements in coordination with the SOS Program. • The Les Gove Neighborhood Improvements Project ($350,000 in 2009 and $20,000 in 2010) consists of drainage improvements
associated with the overall neighborhood improvement project. (See Map – “D”)
2009-2010 Biennial Budget Section VII: Capital Planning Page 258 Capacity Project: YES Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 900 7 70 7 70 Bond Proceeds -State -Local -REET -Other -Subtotal 9 00 7 70 -----7 70 Capital Costs: Design
50 -Right of Way -Construction 8 50 7 70 7 70 Subtotal 9 00 7 70 -----7 70 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated
Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 300 300
3 00 300 300 300 1,800 Bond Proceeds 1 00 1 00 State -Local -REET -Other -Subtotal -3 00 4 00 300 3 00 3 00 3 00 1,900 Capital Costs: Design 30 40 1 00 100 100 100 4 70 Right of Way
-Construction 2 70 3 60 200 200 200 200 1,430 Subtotal -3 00 4 00 300 3 00 3 00 3 00 1,900 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project:
YES Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage
Fund 200 200 1 00 1 00 1 00 1 00 800 Bond Proceeds -State -Local -REET -Other -Subtotal -2 00 2 00 100 100 100 100 8 00 Capital Costs: Design 30 30 20 20 20 20 140 Right of Way -Construction
170 170 80 80 80 80 6 60 Subtotal -2 00 2 00 100 100 100 100 8 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 This project includes various unidentified
storm drainage improvements. Project No: cpxxxx Storm drainage conveyance improvements in coordination with arterial street improvements. Project Name: Local Storm Drainage Improvements
Project No: cpxxxx Project Name: AWS Sanitary Sewer Replacement -Phase 3 New conveyance improvement within 21st Street from K Street SE to R Street SE, then south on R Street to 25th
Street SW. Flow contributed to 21st Street Infiltration Facility. Closing cost in 2009. Project No: c504a0 Project Name: Arterial Utility Improvements
2009-2010 Biennial Budget Section VII: Capital Planning Page 259 Capacity Project: YES Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 7 5 7 5 Bond Proceeds -State -Local -REET -Other -Subtotal -7 5 -----7 5 Capital Costs: Design -Right of
Way -Construction 7 5 7 5 Subtotal -7 5 -----7 5 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: beyond
2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 2 50 50 50 5 0 50 50 50 300 Bond Proceeds
-State -Local -REET -Other -Subtotal 2 50 5 0 5 0 50 5 0 5 0 5 0 3 00 Capital Costs: Design 2 50 50 50 50 50 50 50 300 Right of Way -Construction -Subtotal 2 50 5 0 5 0 50 5 0 5 0 5
0 3 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Capacity Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate
Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 172 162 5 8 2 20 Bond Proceeds -State -Local -REET -Other -Subtotal 172 162 -58
---2 20 Capital Costs: Design 172 -Right of Way -Construction 162 58 2 20 Subtotal 172 162 -58 ---2 20 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project
Name: AWS and Hwy 18 Improvements Project No: cpxxxx Reconfigure the existing local conveyance system to deliver additional flow to the existing storm pump station and reduce flows into
the gravity mainline. The pump station currently discharges to the mainline at a point downstream where there is greater capacity. Project Name: Regulatory Improvements Project No: cp0636
Storm Drainage Comprehensive Plan revisions or regulatory responses. Storm Drainage Comprehensive Plan is reviewed and updated every 5 years. Project Name: SCADA System Upgrades Project
No: c524a0 The existing SCADA system (also known as the "Telemetry" system) is in need of upgrading. The current system has numerous obsolete components and does not allow for control
of the sewer and storm utility stations.
2009-2010 Biennial Budget Section VII: Capital Planning Page 260 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: 3 Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 1 05,821 200 1 00 1 00 1 00 1 00 600 Bond Proceeds 200 200 State -Local -REET -Other -Subtotal
105,821 2 00 2 00 100 100 100 100 8 00 Capital Costs: Design 105,821 20 20 20 20 20 20 120 Right of Way -Construction 180 180 80 80 80 80 6 80 Subtotal 105,821 2 00 2 00 100 100 100
100 8 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate
Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 500 500 Bond Proceeds 1,500 1,500 State -Local -REET -Other -Subtotal -5 00 1,500
----2 ,000 Capital Costs: Design 50 300 3 50 Right of Way -Construction 4 50 1,200 1,650 Subtotal -5 00 1,500 ----2 ,000 Anticipated Impact on Future Operating Budgets (Annual Maintenance
Cost): $0 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012
2013 2014 Total Storm Drainage Fund 500 300 300 300 300 1,700 Bond Proceeds 700 700 State -Local -REET -Other -Subtotal -5 00 7 00 300 3 00 3 00 3 00 2,400 Capital Costs: Design 50 70
1 00 100 100 100 5 20 Right of Way -Construction 4 50 6 30 200 200 200 200 1,880 Subtotal -5 00 7 00 300 3 00 3 00 3 00 2,400 Anticipated Impact on Future Operating Budgets (Annual Maintenance
Cost): $0 Project Name: Pipeline Repair & Replacement Program Project No: c515a0 Project Name: SOS Utility Improvements Project No: cp432b Storm drainage conveyance improvements in coordination
with SOS improvements. Approximately 10,780 lineal feet in 2009-2010. Projects identified as those requiring repair or replacement of existing infrastructure. These projects support
street and other utility replacement programs, requiring project coordination. Project Name: White River Pump Station Replacement Project No: cpxxxx Replace existing storm water pumping
station. Recent conditions assessment indicates this building should be demolished and current pumping capacity is marginal to meet pumping demand. The replaced pump station will incorporate
water quality mitigation to remove floatable debris, improving discharge to the White River and preserving the pumps. Long term maintenance issues such as pump replacement/servicing,
electrical deficiencies and lack of potable water service can be addressed through construction of a new station.
2009-2010 Biennial Budget Section VII: Capital Planning Page 261 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 1 5 1 00 -1 00 Bond Proceeds -State -Local -REET -Other -Subtotal 15 100 -----100 Capital Costs: Design
15 -Right of Way -Construction 100 100 Subtotal 15 100 -----100 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of
Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 30 3 50 20 3 70 Bond Proceeds
-State -Local -REET -Other -Subtotal 3 0 3 50 2 0 ----3 70 Capital Costs: Design -Right of Way 5 -Construction 2 5 3 50 20 3 70 Subtotal 3 0 3 50 2 0 ----3 70 Anticipated Impact on Future
Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources:
3 Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 1 ,000 1 ,000 Bond Proceeds -State -Local -REET -Other -Subtotal -1,000 -----1,000 Capital Costs: Design 150 150 Right
of Way -Construction 8 50 8 50 Subtotal -1,000 -----1,000 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: M Street NE/Harvey Road & 8th Street
Project Name: Les Gove Neighborhood Improvement Project No: cp0762 This project will replace portions of the old drainage system at locations within the overall neighborhood improvement
project. A new conveyance improvement will also be installed in 5th Street SE from F Street to G Street. The project will replace the existing deteriorated brick manholes associated
with the street project. Project No: cp0611 Project Name: Peasley Canyon Culvert Replacement Project No: cpxxxx This is a replacement of the existing Mill Creek culvert underneath Peasley
Canyon Road. Recent roadway settlements and subsequent low flow inspection of the culvert has revealed that there are severe structural deficiencies in the corrugated culvert. The replaced
culvert will be designed to current environmental requirements for fish passage.
2009-2010 Biennial Budget Section VII: Capital Planning Page 262 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: 3 Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 2 50 2 50 2 50 2 50 2 50 1,250 Bond Proceeds -State -Local -REET -Other -Subtotal --2 50 250
2 50 2 50 2 50 1,250 Capital Costs: Capital Lease 2 50 250 2 50 2 50 2 50 1,250 Right of Way -Construction -Subtotal --2 50 250 2 50 2 50 2 50 1,250 Anticipated Impact on Future Operating
Budgets (Annual Maintenance Cost): $0 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Storm Drainage Fund 1
07,188 4 ,207 8 20 1,158 1 ,100 1 ,100 1 ,100 9 ,485 Bond Proceeds --2 ,500 ----2 ,500 State --------Local --------REET --------Other --------Subtotal 107,188 4,207 3,320 1 ,158 1,100
1,100 1,100 11,985 Capital Costs: Design 106,308 3 80 5 10 2 90 2 90 2 90 2 90 2 ,050 Capital Lease Lease --2 50 2 50 2 50 2 50 2 50 1,250 Right of Way 5 -------Construction 8 75 3 ,827
2 ,560 6 18 5 60 5 60 5 60 8 ,685 Subtotal 107,188 4,207 3,320 1 ,158 1,100 1,100 1,100 11,985 * Amounts shown in thousands TOTAL CAPITAL COSTS and FUNDING SOURCES -STORM DRAINAGE Project
Name: City Hall Annex Lease Project No: cpxxxx The capital lease for the City Hall Annex
2009-2010 Biennial Budget Section VII: Capital Planning Page 263 $0 $1,250 $2,500 $3,750 $5,000 Working Capital Bond Proceeds Storm Drainage 2009 /2010 Revenue Sources (in thousands)
2009 2010 Capital Storm Projects 2003 -2014 Expenditures* (in thousands) $0 $2,000 $4,000 $6,000 $8,000 $10,000 $12,000 $14,000 $16,000 $18,000 $20,000 $22,000 $24,000 $26,000 $28,000
$30,000 $32,000 $34,000 $36,000 $38,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2003 -2007 Represents Total Actual Expenditures 2008 Represents 2008 Total Budgeted
Capital Expenditures 2009 -2014 Represents Projects Budgeted in the 2009/2010 Budget
2009-2010 Biennial Budget Section VII: Capital Planning Page 264
2009-2010 Biennial Budget Section VII: Capital Planning Page 265 Parks and Recreation Projects Ten projects totaling $8,824,800 are budgeted for 2009 and five capital projects totaling
$3,091,600 are budgeted for 2010. The most significant projects include following: • The Les Gove Park Improvements Project ($400,000 in 2010) includes the replacement of existing playground
equipment, the demolition and replacement of building and restroom facilities. (See Map – “A”) • The Auburn Community Center ($7,037,200 in 2009 and $2,546,600 in 2010) will construct
a new community center and associated site improvements at Les Gove Park. The project will be partially funded by bond proceeds in 2009. (See Map – “B”) • The Auburn Environmental Park
Project ($976,000 in 2009) will create a vegetated open space within the urbanized area just off of highway 167 south of 15th Street NW. The park will provide opportunities for local
economic development, water quality improvement, storm water detention, flood control, fish & wildlife enhancement, public education, walking trails and bird viewing amenities. (See
Map – “C”) • The White River Trail Extension Project ($270,300 in 2009) will construct the last leg of the White River Trail. (See Map – “D”)
2009-2010 Biennial Budget Section VII: Capital Planning Page 266 Capacity Project: YES Anticipated Year of Completion: 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal Parks Constr. Fund -Federal -State -Other Local Agencies 1 30 1 00 1 00 1 00 1 00 1 00 1 00 600 REET -Other -Subtotal
130 100 100 100 100 100 100 6 00 Capital Costs: Design -Right of Way -Construction 130 100 100 1 00 100 100 100 600 Subtotal 130 100 100 100 100 100 100 6 00 Anticipated Impact on Future
Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources:
Years 2009 2010 2011 2012 2013 2014 Total Municipal Parks Constr. Fund 2 50 2 50 Federal 7 5 7 5 State -Local -REET -Other (Park Impact & Mitigation) 7 5 7 5 Subtotal --4 00 ----4 00
Capital Costs: Design -Right of Way -Construction 400 400 Subtotal
--4 00 ----4 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate
Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal Parks Constr. Fund 2 2 2 2 Federal -State -Other Local Agencies 6 5 6 5 REET -Other -Subtotal
-8 7 -----8 7 Capital Costs: Design -Right of Way -Construction 8 7 8 7 Subtotal -8 7 -----8 7 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project to
include replacement of existing playground with "Boundless" Inclusive Playground suitable for those with disabilities. Demolish existing Les Gove Building and Restroom facility and replace
with new restroom facility and replace with new facility. This improvement will provide for increased visibility of children by guardians as well as a state of the art playground for
kids of all abilities. Project Name: Les Gove Park Improvements Project No: cpxxxx Project Name: Park Acquisitions/Development Land acquisitions to occur based on demand and deficiencies
including trails and corridors. 2009 budget includes purchase of Fenster 1b project (Smith property) adjacent to Fenster 1a. This parcel is critical for proper levee setback hydraulic
functions. Project No: cpxxxx Project Name: Brannan Park Fence and Bleachers Project No: cpxxxx This project proposes to use grants and King County matching funds to make field improvements
(fencing, bleachers and turf renovations) to Field #4, and, capital funds for fencing of Field #3.
2009-2010 Biennial Budget Section VII: Capital Planning Page 267 Capacity Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal Parks Constr. Fund 30 30 Federal 2 ,000 2 ,000 State -Local -REET -Other 4,000 4 ,000 Subtotal -3 0 -6,000 ---6 ,030
Capital Costs: Design 30 1 00 130 Right of Way -Construction 5,900 5 ,900 Subtotal -3 0 -6,000 ---6 ,030 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal
Parks Constr. Fund -Federal -State -Local -Bond Proceeds 2 ,453 2 ,547 REET 1 ,100 3 ,584 3 ,584 Other 1,000 1,000 Subtotal 1,100 7 ,037 2,547 ----4,584 Capital Costs: Design 8 20 168
3 3 201 Right of Way -Construction 2 80 6 ,869 2,514 9 ,383 Subtotal 1,100 7 ,037 2,547 ----9,584 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity
Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal
Parks Constr. Fund 1 2 -Federal -State -Local -REET 5 4 147 147 Other (Park Impact & Mitigation) 3 2 3 2 Subtotal 6 6 179 -----179 Capital Costs: Design 3 6 20 20 Right of Way -Construction
30 159 159 Subtotal 6 6 179 -----179 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: Jacobsen Tree Farm Site Plan Project No: cp0609 Coordinate
with Auburn School District on Master Site Plan for this 29 acre site. This project site was annexed into the City and the project is contingent on City Council direction. Lea Hill area
is deficient in park activities. Project Name: Auburn Community Center Project No: cp0607 Construction of a new Community Center and associated site improvements at Les Gove Park. Project
Name: Olson Canyon Farm Restoration Project No: cp0715 Project is restoration and preparation for public use of the Mary Olson Farm. A Washington State Heritage Capital Projects grant
has been awarded, $245,000. It will be used to fully restore the farmhouse, inside and out (2007, 2008 & 2009) and other buildings and landscape. The grant is awarded to the Museum (non-profit)
and as such will not show up on the city's records. The cash match provided by the city will be used for design and construction of public parking, restrooms and other parks amenities.
Upon completion of the parking, restrooms and park amenities, the Farm will be approximately 90% complete and available for public use.
2009-2010 Biennial Budget Section VII: Capital Planning Page 268 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal Parks Constr. Fund 80 -Federal -State 4 88 4 88 Local -REET -Cumulative Reserve Fund 80 4 88 4 88 Other 7 57 -Subtotal
917 9 76 -----9 76 Capital Costs: Design 168 300 300 Right of Way 5 89 -Construction 160 6 76 6 76 Subtotal 917 9 76 -----9 76 Anticipated Impact on Future Operating Budgets (Annual
Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011
2012 2013 2014 Total Municipal Parks Constr. Fund -Federal -State -Local -REET -Other 100 100 Subtotal -100 -----100 Capital Costs: Design -Right of Way -Construction 100 100 Subtotal
-100 -----100 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000 Capacity Project: NO Anticipated Year of Completion: 2014 Prior Budget Budget Estimate
Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal Parks Constr. Fund 2 5 200 2 25 Federal 1 00 1 00 State -Local -REET -Other 50
100 50 200 Subtotal -2 5 -50 100 5 0 3 00 5 25 Capital Costs: Design -Right of Way -Construction 2 5 50 100 50 300 5 25 Subtotal -2 5 -50 100 5 0 3 00 5 25 Anticipated Impact on Future
Operating Budgets (Annual Maintenance Cost): $0 Project Name: Auburn Environmental Park Project No: c412a0 The Auburn Environmental Park (AEP) Project seeks to create vegetated open
space within an urbanized area, which will provide many mutual benefits. The park will provide opportunities for local economic development, water quality improvement, storm water detention,
flood control, fish and wildlife enhancement, visual resource, public education and passive recreation, including walking trails and bird viewing amenities. Project Name: Shaughnessy
Park Improvements Project No: cpxxxx Based on the completed Master Plan, coordinate improvements with neighborhood, Muckleshoot Tribe and service club(s). Improvements will include new
playground, improved entrance, soccer/baseball field development, hard court improvements and new loop trail. Project Name: Misc. Parks Improvements Project No: cpxxxx Minor park improvements
including shelters, roofs, playgrounds, irrigation and restrooms as denoted in the Parks Master Plan.
2009-2010 Biennial Budget Section VII: Capital Planning Page 269 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal Parks Constr. Fund -Federal -State 7 5 7 5 Other Local Agencies 9 8 9 8 Bond Proceeds 3 8 REET -Other 9 7 9 7 Subtotal
3 8 2 70 -----2 70 Capital Costs: Design 3 8 -Right of Way -Construction 2 70 2 70 Subtotal 3 8 2 70 -----2 70 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost):
$0 Capacity Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total
Municipal Parks Constr. Fund 1 0 5 0 60 Federal -State -Other Local Agencies 1 0 5 0 60 REET -Other -Subtotal --2 0 1 00 ---120 Capital Costs: Design 20 20 Right of Way -Construction
1 00 100 Subtotal --2 0 1 00 ---120 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000 Capacity Project: NO Anticipated Year of Completion: 2014 Prior Budget
Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Municipal Parks Constr. Fund 1 00 1 00 Federal 1 50 1 50 State -Local -REET
-Other 20 2 5 1 50 100 100 3 95 Subtotal -2 0 2 5 300 100 100 100 6 45 Capital Costs: Design 20 2 5 4 5 Right of Way -Construction 300 100 100 100 600 Subtotal -2 0 2 5 300 100 100 100
6 45 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: White River Trail Extension Project No: cp0745 This project will construct the last leg
of the White River Trail before it reaches the City of Pacific. It requires a 1:1 grant match from the Washington Wildlife and Recreation Program and use of the 1989 Open Space Bond
issue fund, as well as money from the City's own Fund 102 for Pedestrian crossings. Project No: cpxxxx Develop a feasibility/Due diligence Study to determine the extent of issue with
trail design and alignments along the BPA corridor on Lea Hill between 132nd Ave SE and 108th Ave SE, from Jacobson Tree Farm to the east line of the Auburn Golf Course. Construct the
Trail in subsequent phases. Project Name: Auburndale Park II Project No: cpxxxx Develop a Master Plan in 2010; improve the existing trail system and install signage and play structure.
Project Name: BPA Trail Lea Hill
2009-2010 Biennial Budget Section VII: Capital Planning Page 270 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014
Total Municipal Parks Constr. Fund 9 2 7 7 2 60 5 0 --300 6 87 Cumulative Reserve Fund 80 4 88 -----4 88 Federal --7 5 2 ,150 --1 00 2 ,325 State -5 63 -----5 63 Other (Park Impact &
Mitigation) -3 2 7 5 ----1 07 Other Local Agencies 1 30 2 63 1 10 1 50 100 100 1 00 8 23 REET 1 ,154 3,731 -----3,731 Bond Proceeds 3 8 2 ,453 2 ,547 ----5 ,000 Other 7 57 1 ,217 2 5
4,200 200 1 50 -5 ,792 Subtotal 2,251 8,824 3,092 6,550 3 00 2 50 5 00 19,516 Capital Costs: Design 1,062 5 38 7 8 1 00 ---716 Right of Way 5 89 -------Construction 600 8 ,286 3,014
6,450 300 2 50 500 18,800 Subtotal 2,251 8,824 3,092 6,550 3 00 2 50 5 00 19,516 * Amounts shown in thousands TOTAL CAPITAL COSTS and FUNDING SOURCES -MUNICIPAL PARKS
2009-2010 Biennial Budget Section VII: Capital Planning Page 271 $0 $500 $1,000 $1,500 $2,000 $2,500 $3,000 $3,500 $4,000 Municipal Parks Fund Cumm Reserve Fund Federal & State Grants
Other Local Agencies REET Park Impact & Mitigation Other Bond Proceeds Parks & Recreation Projects 2009 /2010 Revenue Sources (in thousands) 2009 2010 Capital Parks Projects 2003 -2014
Expenditures* (in thousands) $0 $5,000 $10,000 $15,000 $20,000 $25,000 $30,000 $35,000 $40,000 $45,000 $50,000 $55,000 $60,000 $65,000 $70,000 $75,000 $80,000 $85,000 $90,000 2003 2004
2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2003 -2007 Represents Total Actual Expenditures 2008 Represents 2008 Total Budgeted Capital Expenditures 2009 -2014 Represents Projects
Budgeted in the 2009/2010 Budget
2009-2010 Biennial Budget Section VII: Capital Planning Page 272
2009-2010 Biennial Budget Section VII: Capital Planning Page 273 General Municipal and Community Improvement Projects Six Community Improvement Projects totaling $1,200,000 are budgeted
for 2009 and five projects totaling $597,000 are budgeted for 2010. Four General Municipal Building Projects totaling $1,250,000 are budgeted in 2009. There are no projects currently
planned for. The “Community Improvement Projects” include the following: • The Annual Sidewalk Improvements Project ($200,000 in 2009) is a semi-annual program for sidewalk repair and
improvements throughout the City. • The Traffic Calming Improvements Project ($200,000 in both 2009 and 2010) will use various treatments to slow and reduce traffic in residential areas.
• The Traffic Signal Improvements Project ($200,000 in 2010) is a semi-annual program for signal and intersection improvements. • The Downtown Revitalization Program ($500,000 in 2009)
sets aside annual funding for property acquisitions, new construction and renovations. (See Map – – “C”) • The Mohawks Plastics Site Mitigation Project ($100,000 in 2009 and $12,000
in 2010) consists of developing a wetland mitigation plan and conducting construction within the Auburn Environmental Park in order to compensate for wetland loss on the Mohawk Plastics
property. • The M&O Satellite Facility Project ($100,000 in both 2009 and 2010) includes construction of satellite facilities to support M&O operational activities. • The Gateway Program
($100,000 in 2009 and $85,000 in 2010) is an ongoing program to market the City by designing and constructing gateways throughout the City. The “General Municipal Building Projects”
include the following: • Construction of a Vehicle Maintenance Bay ($250,000 in 2009) (See Map – “A”) • Construction of an M&O Vehicle Bay and Storage Building ($100,000 in 2009) (See
Map – “B”) • VHF Radio System Upgrade ($200,000 in 2009) • City Hall HVAC System Upgrade Project ($700,000 in 2009)
2009-2010 Biennial Budget Section VII: Capital Planning Page 274 Capacity Project: NO Anticipated Year of Completion: Bi-Annual Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total General Fund -Federal -State -Local -REET 200 200 200 600 Other -Subtotal -2 00 -200 -2 00 -6 00 Capital Costs: Design
20 20 20 60 Right of Way -Construction 180 1 80 180 5 40 Subtotal -2 00 -200 -2 00 -6 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project:
NO Anticipated Year of Completion: Annual Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total General Fund -Federal
-State -Local -REET 200 -Other 200 200 200 200 200 200 1,200 Subtotal 2 00 2 00 2 00 200 2 00 2 00 2 00 1,200 Capital Costs: Design 20 20 20 20 20 20 20 120 Right of Way -Construction
180 180 180 1 80 180 180 180 1,080 Subtotal 2 00 2 00 2 00 200 2 00 2 00 2 00 1,200 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO
Anticipated Year of Completion: Bi-Annual Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total General Fund -Federal
-State -Local -REET 200 200 200 600 Other -Subtotal --2 00 -2 00 -2 00 6 00 Capital Costs: Design 20 20 20 60 Right of Way -Construction 180 180 180 5 40 Subtotal --2 00 -2 00 -2 00
6 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: Annual Sidewalk Improvements Project will fund sidewalk improvements to a variety of locations
throughout the City. A sidewalk inventory was completed in 2004. Annual projects are selected based upon criteria such as: gap closure, safe walking routes to schools, completion of
downtown pedestrian corridor or "linkage", connectivity to transit services, American Disabilities Act (ADA) requirements, and "Save our Streets" (SOS) project locations. Project No:
cpxxxx Project Name: Traffic Calming Improvements The City analyzes accident data and identifies locations that have higher than acceptable rates. Signals that have accident patterns
that are correctable are identified and the modifications are implemented. Signals are also evaluated annually for potential capacity enhancements. Project No: cpxxxx The City's Neighborhood
Traffic Calming Program was adopted in November of 2005. Based on complaints received from citizens, the City gathers data to confirm that speeding or cut-through traffic issues are
present. Street improvements may include items such as speed bumps, speed tables, chicanes, round-abouts and median treatments. 2006 was the first year of implementation. Project Name:
Traffic Signal Improvements Project No: cpxxxx
2009-2010 Biennial Budget Section VII: Capital Planning Page 275 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total General Fund 500 500 5 00 500 500 500 2 ,500 Federal -State -Local -REET -Other -Subtotal 5 00 5 00 -500 5 00 5 00
5 00 2,500 Capital Costs: Design 100 -Right of Way -Construction 400 500 500 500 500 500 2 ,500 Subtotal 5 00 5 00 -500 5 00 5 00 5 00 2,500 Anticipated Impact on Future Operating Budgets
(Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: beyond 2014 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years
2009 2010 2011 2012 2013 2014 Total General Fund -Federal -State -Local -REET 8 3 1 00 1 2 1 0 8 5 5 1 40 Other (Fund 328 TI) -Subtotal 8 3 100 12 1 0 8 5 5 140 Capital Costs: Design
8 3 -Right of Way -Construction 100 12 1 0 8 5 5 140 Subtotal 8 3 100 12 1 0 8 5 5 140 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project:
NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total General Fund -Federal
-State -Local -REET 700 700 Other -Subtotal -7 00 -----7 00 Capital Costs: Design 100 100 Right of Way -Construction 600 600 Subtotal -7 00 -----7 00 Anticipated Impact on Future Operating
Budgets (Annual Maintenance Cost): $0 Design and implementation of upgrades to the City Hall heating, ventilating, and air-conditioning (HVAC) system. Improvements will allow for upgrades
to the controls, air distribution and air handling components. It will also provide a systematic, phased implementation plan that can be put in place over the next several years. Project
No: cpxxxx The project consists of developing a wetland mitigation plan and conducting construction within the Auburn Environmental Park in order to compensate for approximately 1.6-acre
wetland loss on the Mohawk Plastics property (Parcel # 1321049056). The project was approved under an existing agreement approved by Resolution No. 4196, June 2007. Project Name: City
Hall HVAC System Upgrade Project No: cp0716 Project Name: Mohawks Plastic Site Mitigation Project Project Name: Downtown Revitalization Project No: cp328e Ongoing program to purchase
property, construct new buildings and renovate existing structures.
2009-2010 Biennial Budget Section VII: Capital Planning Page 276 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total General Fund -Federal -State -Local -REET 1 00 1 00 200 Other -Subtotal -100 100 ----2 00 Capital Costs: Design 100 100 200
Right of Way -Construction -Subtotal -100 100 ----2 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion:
2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Equipment Rental Fund 2 50 2 50 2 50 Federal -State -Local
-REET -Other -Subtotal 2 50 2 50 -----2 50 Capital Costs: Design 2 5 -Right of Way -Construction 2 25 2 50 2 50 Subtotal 2 50 2 50 -----2 50 Anticipated Impact on Future Operating Budgets
(Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2007 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010
2011 2012 2013 2014 Total Equipment Rental Fund 1 00 1 00 1 00 Federal -State -Local -REET -Other -Subtotal 100 100 -----100 Capital Costs: Design -Right of Way -Construction 100 100
100 Subtotal 100 100 -----100 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project No: cp0710 Addition of three insulated vehicle bays for vactor storage,
providing year-round protection. Construction of storage shed to improve space utilization and traffic flow throughout the M&O facility. Project Name: Vehicle Maintenance Bay Project
No: cp0710 Construction of additional vehicle bay at Equipment Rental shop for heavy equipment and large vehicles to improve efficiency and remove choke points. Project Name: M&O Vehicle
Bay and Storage Project Name: M&O Satellite Facilities Project No: cpxxxx Construction of satellite facilities to support M&O operational activities including vactor waste solids transfer.
transfer. 2009-2010 Biennial Budget Section VII: Capital Planning Page 277 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate
2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Equipment Rental Fund 200 200 Federal -State -Local -REET -Other -Subtotal -2 00 -----2 00 Capital Costs: Design -Right
of Way -Construction 200 200 Subtotal -2 00 -----2 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion:
2012 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Equipment Rental Fund 350 3 50 700 Federal -State -Local
-REET -Other -Subtotal ---350 3 50 --7 00 Capital Costs: Design -Right of Way -Construction 350 3 50 700 Subtotal ---350 3 50 --7 00 Anticipated Impact on Future Operating Budgets (Annual
Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2011 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011
2012 2013 2014 Total General Fund 98 2 70 1 00 8 5 1 5 200 Federal -State -Local -REET -Other -Subtotal 2 70 100 8 5 15 ---2 00 Capital Costs: Design 4 7 15 10 2 5 Right of Way 2 23
-Construction 8 5 7 5 1 5 175 Subtotal 2 70 100 8 5 15 ---2 00 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: Gateway Program Project No:
c221a0 Ongoing project to market the City and to design and initiate construction of gateways throughout the city. Gateway sign designs have been developed and the first one has been
completed at Peasley Canyon and W. Valley Highway. Future sites may include 277th at Auburn Way So., Lakeland Hills, and SR-164 near M Street. Project No: cpxxxx Funds allocated to remodel
the existing M&O building into a more functional and maintainable facility. Project Name: VHF Radio System Upgrade Project No: cpxxxx Replace existing phone system based VHF radio system
with a a repeater based system, the existing system is dependant on the phone company lines to transmit and if during an event the phone system stops working our radio system does not
work. The proposed system is a stand alone repeater based system with back-up power that we will control all links of the communication. Project Name: M&O Expansion
2009-2010 Biennial Budget Section VII: Capital Planning Page 278 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014
Total General Fund 7 70 600 8 5 5 15 500 500 500 2 ,700 Equipment Rental Fund 3 50 5 50 -3 50 3 50 --1,250 Federal --------State --------Local --------REET 2 83 1 ,100 312 2 10 2 08
2 05 2 05 2 ,240 Other (Bond Proceeds) -200 200 2 00 200 200 200 1,200 Subtotal 1,403 2 ,450 5 97 1,275 1,258 9 05 9 05 7,390 Capital Costs: Design 2 75 2 55 1 50 4 0 40 40 40 5 65 Right
of Way 2 23 -------Construction 9 05 2,195 4 47 1 ,235 1 ,218 8 65 8 65 6 ,825 Subtotal 1,403 2 ,450 5 97 1,275 1,258 9 05 9 05 7,390 * Amounts shown in thousands TOTAL CAPITAL COSTS
and FUNDING SOURCES -GENERAL GOVERNMENTAL PROJECTS
2009-2010 Biennial Budget Section VII: Capital Planning Page 279 $0 $200 $400 $600 $800 $1,000 General Fund Equip. Rental Fund Federal Grants REET Other General Municipal & Community
Projects 2009 /2010 Revenue Sources (in thousands) 2009 2010 Capital General & Community Projects 2003 -2014 Expenditures* (in thousands) $0 $8,000 $16,000 $24,000 $32,000 $40,000 $48,000
$56,000 $64,000 $72,000 $80,000 $88,000 $96,000 $104,000 $112,000 $120,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2003 -2007 Represents Total Actual Expenditures
2008 Represents 2008 Total Budgeted Capital Expenditures 2009 -2014 Represents Projects Budgeted in the 2009/2010 Budget
2009-2010 Biennial Budget Section VII: Capital Planning Page 280
2009-2010 Biennial Budget Section VII: Capital Planning Page 281 Other Proprietary Fund Projects Airport Projects: (See Map – “A”) Five capital projects totaling $3,308,000 are budgeted
for 2009 and three capital projects totaling $75,000 are budgeted for 2010. Three of the five projects planned for 2009 will be partially funded through FAA grants, and are included
in the following: • Parallel Taxiway Construction/Improvements ($2,647,400 in 2009) • Taxiway Lighting & Signage ($262,000 in 2009) • General Repair and Maintenance projects ($150,000
annually) Cemetery Projects: (See Map – “B”) One capital project for general facility repair and maintenance totaling $20,000 is budgeted for 2009. There are no projects currently planned
for 2010. Golf Course Projects: • There are no capital projects currently planned for 2009/2010.
2009-2010 Biennial Budget Section VII: Capital Planning Page 282 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Airport Fund 5 1 5 5 1 0 Federal -State -Local -REET -Other -Subtotal 51 5 5 ----10 Capital Costs: Design -Right of Way -Construction
51 5 5 10 Subtotal 51 5 5 ----10 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2010 Prior Budget Budget
Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Airport Fund 70 50 50 1 00 Federal -State -Local -REET -Other -Subtotal 7 0 5 0
5 0 ----100 Capital Costs: Design -Right of Way -Construction 70 50 50 100 Subtotal 7 0 5 0 5 0 ----100 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000
Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014
Total Airport Fund 5 7 1 7 1 Federal 215 2 ,750 2 ,750 State -Local -REET -Other -Subtotal 2 20 2,821 -----2,821 Capital Costs: Design 2 20 -Right of Way -Construction 2,821 2,821 Subtotal
2 20 2,821 -----2,821 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Project Name: Airport Security Projects Increased security has been identified as one
of the highest priority needs for the airport in the 2005 Development Plan. Project No: cp0713 Project Name: Hangar Header Beam Evaluation, Repair and Replacement Removal of current
east taxiway and replace with new taxiway which will meet current FAA design modifications. Project No: cp0717 Evaluate and structurally test suspected failing header beams on hangars
2 through 8. Once the headers are identified, they will be prioritized and scheduled for replacement. Following evaluation, repair and/or replacement will begin. Those beams in the worst
condition will be repaired and/or replaced first, proceeding with less critical repairs. Project Name: Parallel East Taxiway Design & Construction Project No: cp0720
2009-2010 Biennial Budget Section VII: Capital Planning Page 283 Capacity Project: NO Anticipated Year of Completion: 2009 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Airport Fund 6 6 Federal 2 56 2 56 State -Local -REET -Other -Subtotal -262 -----2 62 Capital Costs: Design -Right of Way -Construction
2 62 2 62 Subtotal -262 -----2 62 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2014 Prior Budget
Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Airport Fund 30 1 50 20 1 75 175 175 175 8 70 Federal -State -Local -REET
-Other -Subtotal 3 0 150 2 0 175 175 175 175 8 70 Capital Costs: Design 3 15 2 1 7 17 17 17 8 5 Right of Way -Construction 2 7 135 18 1 58 158 158 158 7 85 Subtotal 3 0 150 2 0 175 175
175 175 8 70 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 0 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14 Funding Sources: Years 2009
2010 2011 2012 2013 2014 Total Airport Fund 156 2 82 7 5 1 75 175 175 175 1,057 Federal 215 3 ,006 -----3 ,006 State --------Local --------REET --------Other --------Subtotal 371 3,288
7 5 175 175 175 175 4,063 Capital Costs: Design 2 23 1 5 2 1 7 1 7 1 7 1 7 8 5 Right of Way --------Construction 148 3 ,273 7 3 1 58
158 158 158 3 ,978 Subtotal 371 3,288 7 5 175 175 175 175 4,063 * Amounts shown in thousands TOTAL CAPITAL COSTS and FUNDING SOURCES -AIRPORT Various airport projects will be identified
and prioritized on an annual basis as grant funding is secured. Project Name: Taxiway Lighting and Airport Signage Project No: cp0719 Update airport lighting and signage to meet current
FAA standards. Project Name: Airport Projects -General Repairs and Maintenance Project No: cp435a
2009-2010 Biennial Budget Section VII: Capital Planning Page 284 Capacity Project: NO Anticipated Year of Completion: 2013 Prior Budget Budget Estimate Estimate Estimate Estimate 2009-14
Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Cemetery Fund 20 4 5 20 8 5 Federal -State -Local -REET -Other -Subtotal -2 0 -45 -2 0 -8 5 Capital Costs: Design -Right of
Way -Construction 20 45 20 8 5 Subtotal -2 0 -45 -2 0 -8 5 Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0 Prior Budget Budget Estimate Estimate Estimate
Estimate 2009-14 Funding Sources: Years 2009 2010 2011 2012 2013 2014 Total Cemetery Fund -20 -4 5 -20 -8 5 Federal --------State --------Local --------REET --------Other (Bond Proceeds)
--------Subtotal -2 0 -45 -2 0 -8 5 Capital Costs: Design --------Right of Way --------Construction -20 -4 5 -20 -8 5 Subtotal -2 0 -45 -2 0 -8 5 * Amounts shown in thousands TOTAL CAPITAL
COSTS and FUNDING SOURCES -CEMETERY Project Name: Cemetery Facilities -General Repair & Maintenance Project No: cp436a Mausoleum Repair: Repair and replace niche and crypt fasteners
which are failing; Cascadia Columbarium: Replace broken and deteriorating top caps (2009). New Development -Phase 1: Irrigation, top soil and sod (2009). New Development -Phase 2 (2011).
Repairs and Maintenance (2013).
2009-2010 Biennial Budget Section VII: Capital Planning Page 285 $0 $800 $1,600 $2,400 $3,200 Airport Fund Cemetery Fund FAA Grants Other Proprietary Fund Projects 2009 /2010 Revenue
Sources (in thousands) 2010 2009 Capital Other Projects 2003 -2014 Expenditures* (in thousands) $0 $4,000 $8,000 $12,000 $16,000 $20,000 $24,000 $28,000 $32,000 $36,000 $40,000 $44,000
$48,000 $52,000 2003 2004 2005 2006 2007 2008 2009 2010 2011 2012 2013 2014 * 2003 -2007 Represents Total Actual Expenditures 2008 Represents 2008 Total Budgeted Capital Expenditures
2009 -2014 Represents Projects Budgeted in the 2009/2010 Budget
2009-2010 Biennial Budget Section VII: Capital Planning Page 286
2009-2010 Biennial Budget Section VIII: Appendices Page 287 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. Minimum Maximum Mayor N/A
$120,353.76 Council members N/A $11,700.00 Mayor Pro Tem N/A $16,500.00 Municipal Court Judge N/A $141,708.00 Elected Officials Minimum Maximum City Attorney $114,683.52 $140,975.28
Finance Director $114,683.52 $140,975.28 Information Services Director $114,683.52 $140,975.28 Human Resources/Risk Management Director $114,683.52 $140,975.28 Parks, Art and Recreation
Director $114,683.52 $140,975.28 Planning, Building and Community Director $114,683.52 $140,975.28 Police Chief N/A $145,521.12 Public Works Director $114,683.52 $140,975.28 Department
Directors
2009-2010 Biennial Budget Section VIII: Appendices Page 288 POSITION SALARY SCHEDULE Auburn Police Department The police department has both affiliated and unaffiliated positions. The
charts on this page represent the positions organized by the bargaining units. Wages reflected here are base wages only and do not include longevity, education or other premiums. Contract
periods are listed below each chart. All unaffiliated positions under the direction of the Chief of Public Safety are included with all of the City’s unaffiliated positions later in
this appendix. Minimum Maximum Police Commander N/A $106,986.96 Commanders Contract Period: January 2008 – December 2010 Minimum Maximum Police Officer $55,424.64 $70,086.96 Police Sergeant
N/A $81,580.56 Commissioned Contract Period: January 2008 – December 2010 Minimum Maximum Correctional Officers $45,121.68 $55,669.20 Correctional Supervisor $59,743.68 $62,193.84 Evidence/Identifica
tion Technician $44,675.04 $55,117.44 Parking Control Attendant $36,454.32 $45,924.96 Police Services Receptionist $34,176.24 $41,573.52 Police Services Specialist $38,093.76 $47,989.20
Police Services Supervisor $44,904.96 $55,401.60 Non-Commissioned Contract Period: January 2008 – December 2010
2009-2010 Biennial Budget Section VIII: Appendices Page 289 POSITION SALARY SCHEDULE Other affiliated positions within the City are represented by Teamster Local No. 117. As with some
of the nonaffiliated positions, the positions classified below may have positions in more than one department. Minimum Maximum Building Technician $48,400.08 $63,691.20 Electrician $50,293.20
$66,182.64 Maintenance Specialist $51,551.28 $59,055.36 Maintenance Worker I $41,313.60 $50,578.80 Maintenance Worker II $48,834.72 $56,237.76 Mechanic $51,551.28 $59,055.36 Meter Reader
$37,327.44 $45,699.84 Outside Workers Contract Period: January 2008 – December 2010 Minimum Maximum Custodian $34,314.24 $40,449.36 Custodian Lead $39,461.28 $46,516.80 Court Clerk I
$36,607.68 $44,438.40 Court Clerk II $41,485.44 $49,452.24 Court Clerk Lead $47,771.52 $56,945.28 Court Collections Clerk $41,485.44 $49,452.24 Courthouse Clerical and Custodian Unit
Contract Period: January 2008 – December 2010
2009-2010 Biennial Budget Section VIII: Appendices Page 290 POSITION SALARY SCHEDULE Minimum Maximum Accountant $52,071.12 $64,038.96 Accounting Assistant $39,557.28 $48,400.56 Accounting
Specialist $47,141.76 $57,950.16 Assistant Chief of Police $121,494.96 $124,882.08 Assistant City Attorney $89,770.56 $110,351.04 Assistant City Engineer $89,770.56 $110,351.04 Assistant
Finance Director $103,434.96 $127,148.16 Assistant Planning Director $103,434.96 $127,148.16 Assistant Planning Secretary $42,699.12 $52,489.20 Associate City Attorney $72,689.04 $89,352.00
Building Division Manager $79,793.76 $98,087.52 Building Inspector $57,696.00 $70,921.68 Capital Projects Support Clerk $39,557.28 $48,400.56 Cemetery Supervisor $62,664.48 $77,031.60
City Clerk $62,664.48 $77,031.60 City Engineer/Asst Public Works Director $103,434.96 $127,148.16 City Prosecutor $67,269.60 $82,690.56 Civil Engineer -Utilities $69,960.24 $85,998.48
Codes Compliance Officer $57,696.00 $70,921.68 Communications Manager $67,269.60 $82,690.56 Communication Support Coordinator $52,071.12 $64,038.96 Community Service Crew Leader (PT)
$21,349.56 $26,244.60 Community Services Manager $78,228.96 $96,164.40 Construction Clerk $39,557.28 $48,400.56 Construction Inspector $57,696.00 $70,921.68 Construction Manager $67,296.60
$82,690.56 Contract Administration Specialist $47,141.76 $57,950.16 Contract Administrator $62,664.48 $77,031.60 Council Assistant (PT) $21,349.56 $26,244.60 Court Commissioner N/A $96,876.00
Court & Probation Services Administrator $72,689.04 $89,352.00 Court & Probation Services Manager $67,269.60 $82,690.56 Crime Analyst $52,071.12 $64,038.96 Cultural Arts Manager $62,664.48
$77,031.60 Curator of Collections (PT) $23,570,.88 $28,975.08 Curator of Education $52,071.12 $64,038.96 Custodial Helper $35,770.56 $43,576.32 Customer Care Representative -Utilities
$39,557.28 $48,400.56 Customer Care Supervisor -Utilities $62,664.48 $77,031.60 Department Secretary $47,141.76 $57,950.16 Deputy City Clerk $52,071.12 $64,038.96 Deputy Police Chief
N/A $141,708.00 Desktop Support Specialist $54,153.60 $66,569.76 Non-Affiliated Employees
2009-2010 Biennial Budget Section VIII: Appendices Page 291 POSITION SALARY SCHEDULE Minimum Maximum Development Administration Specialist $47,141.76 $57,950.16 Development Engineer
$79,793.76 $98,087.52 Development Review Coordinator $57,696.00 $70,921.68 Development Review Engineer $69,690.24 $85,998.48 Development Services Specialist $47,141.76 $57,950.16 Development
Support Clerk $39,557.28 $48,400.56 Development Support Supervisor $62,664.48 $77,031.60 Domestic Violence Victim Advocate $52,071.12 $64,038.96 Economic Development Manager $89,770.56
$110,351.04 Emergency Preparedness Manager $62,664.48 $77,031.60 Employee Relations & Compensation Manager $89,770.56 $110,351.04 Engineering Aide $54,153.60 $66,569.76 Engineering CADD
Manager $67,269.60 $82,690.56 Engineering Design Tech $62,664.48 $77,031.60 Engineering Survey Tech I $54,153.60 $66,569.76 Engineering Technician $47,141.76 $57,950.16 Environmental
Planner $57,695.76 $70,921.68 Environmental Protection Manager $67,269.60 $82,690.56 Executive Assistant to the Mayor $57,695.76 $70,921.68 Facilities Manager $72,689.04 $89,352.00 Facilities
Supervisor $62,664.48 $77,031.60 Field Supervisor $62,664.48 $77,031.60 Financial Analyst $62,664.48 $77,031.60 Financial Planning Manager $89,770.56 $110,351.04 Fleet & Central Stores
Manager $67,269.60 $82,690.56 GIS & Data Integration Manager $69,960.24 $85,998.48 GIS & Database Specialist $54,153.60 $66,569.76 Golf Operations Assistant $39,557.28 $48,400.56 Golf
Professional $57,695.76 $70,921.68 Government Relations Manager $57,695.76 $70,921.68 Graphic Specialist /Planning Technician $47,141.76 $57,950.16 Greens Superintendent $62,664.48 $77,031.60
Human Resources Assistant $47,141.76 $57,950.16 Human Resources Coordinator $57,695.76 $70,921.68 Human Services Manager $72,689.04 $89,352.00 Legal Assistant $47,141.76 $57,950.16 Lead
City Prosecutor $72,689.04 $89,352.00 Maintenance & Operations Manager $79,793.76 $98,087.52 Maintenance & Operations Support Manager $67,269.60 $82,690.56 Multimedia Assistant (PT)
$17,885.28 $21,788.16 Multimedia Manager $62,664.48 $77,031.60 Multimedia Video Technician $54,153.60 $66,569.76 Museum Director $67,269.60 $82,690.56 Non-Affiliated Employees (cont.)
2009-2010 Biennial Budget Section VIII: Appendices Page 292 POSITION SALARY SCHEDULE Minimum Maximum Network Communications Engineer $67,269.60 $82,690.56 Network Administrator $62,664.48
$77,031.60 Network Engineer $67,269.60 $82,690.56 Office Assistant $39,557.28 $48,400.56 Office Manager $67,269.60 $82,690.56 Paralegal $52,071.12 $64,038.96 Parks Maintenance Manager
$67,269.60 $82,690.56 Parks Planning & Development Manager $67,269.60 $82,690.56 Payroll & Accounting Manager $67,269.60 $82,690.56 Payroll Specialist $47,141.76 $57,950.16 Permit Center
Technician $47,141.76 $57,950.16 Permits & Administrative Manager $72,689.04 $89,352.00 Planner $57,695.76 $70,921.68 Planning Technician $52,071.12 $64,038.96 Plans Examiner $62,664.48
$77,031.60 Police Records Manager $62,664.48 $77,031.60 Principal Planner $72,689.04 $89,352.00 Probation Assistant $47,141.76 $57,950.16 Probation Counselor $57,695.76 $70,921.68 Professional
Standards Coordinator $57,695.76 $70,921.68 Program Specialists $47,141.76 $57,950.16 Project Assistant $42,699.12 $52,489.20 Project/Construction Manager $78,228.96 $96,164.40 Project
Engineer $79,793.76 $98,087.52 Project Surveyor $67,269.60 $82,690.56 Records & Registration/Licensing Clerk $42,699.12 $52,489.20 Recreation Program Coordinator $57,695.76 $70,921.68
Recreation Programs Manager $67,269.60 $82,690.56 Recreation Special Programs & Marketing Supervisor $62,664.48 $77,031.60 Recruitment & Employment Manager $72,689.04 $89,352.00 Registration
Clerk/Office Assistant $39,557.28 $48,400.56 Risk Manager $89,770.56 $110,351.04 Sanitary Sewer Utility Engineer $79,793.76 $98,087.52 Sanitary Sewer Manager $67,269.60 $82,690.56 Senior
Accountant $62,664.48 $77,031.60 Senior Center Supervisor $62,664.48 $77,031.60 Senior Center Assistant (PT) $17,885.28 $21,788.16 Senior Construction Coordinator $62,664.48 $77,031.60
Senior Permit Center Tech $54,153.60 $66,569.76 Senior Planner $67,269.60 $82,690.56 Senior Planner-Human & Economic Services $67,269.60 $82,690.56 Senior Project Engineer $85,477.92
$105,073.68 Solid Waste Customer Care Specialist $47,141.76 $57,950.16 Non-Affiliated Employees (cont.)
2009-2010 Biennial Budget Section VIII: Appendices Page 293 POSITION SALARY SCHEDULE Minimum Maximum Solid Waste & Recycling Coordinator $57,695.76 $70,921.68 Special Events Coordinator
$57,695.76 $70,921.68 Storm Drainage Manager $67,269.60 $82,690.56 Storm Drainage Technician $57,696.00 $70,921.68 Storm Drainage Utility Engineer $79,793.76 $98,087.52 Street Division
Manager $67,269.60 $82,690.56 Street Systems Engineer (SOS) $69,960.24 $85,998.48 Survey Party Chief $57,696.00 $70,921.68 Survey Supervisor $72,689.04 $89,352.00 Systems Analyst $62,664.48
$77,031.60 Technical Services Manager $67,269.60 $82,690.56 Teen Coordinator $57,695.76 $70,921.68 Theater Operations Specialist $47,141.76 $57,950.16 Traffic Engineer $79,793.76 $98,087.52
Traffic Operations Engineer $79,793.76 $98,087.52 Traffic Operations Technician $67,269.60 $82,690.56 Traffic Signal Technician $57,696.00 $70,921.68 Transportation Manager $89,770.56
$110,351.04 Transportation Planner $69,960.24 $85,998.48 Transportation Planner/Grants Manager $69,960.24 $85,998.48 Utilities Engineer $89,770.56 $110,351.04 Utilities Maintenance Engineer
$79,793.76 $98,087.52 Utilities & Accounting Services Manager $78,228.96 $96,164.40 Utilities Technician $47,141.76 $57,950.16 Visual/Public Arts Coordinator $57,695.76 $70,921.68 Water
Distribution Manager $67,269.60 $82,690.56 Water Operations Manager $67,269.60 $82,690.56 Water Quality Program Coordinator $67,269.60 $82,690.56 Water Resources Technician $57,696.00
$70,921.68 Water Utility Engineer $79,793.76 $98,087.52 Webmaster $57,696.00 $70,921.68 Non-Affiliated Employees (cont.)
2009-2010 Biennial Budget Section VIII: Appendices Page 294
2009-2010 Biennial Budget Section VIII: Appendices Page 2 95 History of Auburn The city of Auburn, located 20 miles south of Seattle, was home to some of the earliest white settlers
in King County. Nestled in a fertile river valley, Auburn has been both a farm community and a center of business and industry for more than 150 years. Auburn is located near the original
confluence of the Green and White rivers, both of which contain runoff water from the Cascade Mountain range. The valley was originally the home of the Skopamish, Smalhkamish, and Stkamish
Indian tribes. The first white men in the region were explorers and traders who arrived in the 1830s. Settlers first came to the valley in the 1850s. On October 27, 1855, an Indian ambush
killed nine people, including women and children. In November, a military unit led by Lieutenant William Slaughter camped near what is now present-day Auburn. On December 4, 1855, a
group of Indians attacked, killing Lt. Slaughter and two other men. A new treaty was written which provided the establishment of the Muckleshoot reservation, which is the only Indian
reservation now within the boundaries of King County. The White River tribes collectively became known as the Muckleshoot tribe. White settlers, the Neely and Ballard families began
returning to the area. In 1891, the town of Slaughter incorporated. Although many older citizens considered the town’s name as a memorial, many newer residents understandably felt uncomfortable
with it. Within two years, the town was renamed Auburn, taken from the first line of Oliver Goldsmith’s poem, The Deserted Village: “Sweet Auburn! Loveliest village of the plain.” Auburn
had been a bustling center for hop farming until 1890 when the crops were destroyed by aphids. After that, the farms were mostly dairy farms and berry farms. Nevertheless, flooding was
still a problem for Auburn farmers up until the Howard Hanson Dam was built in 1962. This dam on the Green River, along with the Mud Mountain Dam on the White River, provided controlled
controlled river management, which left the valley nearly flood-free. Another impetus to Auburn’s growth was the railroad. The Northern Pacific Railroad put a rail line through town
in 1883, but it was the Seattle-Tacoma Interurban line that allowed easy access to both cities starting in 1902. The Interurban allowed farmers to get their product to the markets within
hours after harvest. The railroad, along with better roads, caused many new companies to set up business in Auburn, among them the Borden Condensery (which made Borden’s Condensed Milk)
and the Northern Clay Company. Auburn grew through the twentieth century like many American towns. The 1920s were prosperous for citizens, but the Great Depression of the 1930s left
many in need. World War II brought great hardship to many local Japanese farmers when they were moved to internment camps and their land taken from them. At the same time, local boys
were sent to fight in the Pacific, and some died in battle. The postwar era was prosperous to Auburn, bringing more businesses and a community college to the city. In 1963, The Boeing
Company built a large facility to mill sheet metal skin for jet airliners. As time went on, many farms disappeared as the land was converted to industrial use. In the 1990s, a large
super-mall was built in the valley, enticing consumers from all over the Puget Sound region. Auburn has made the transition from small farms to large industries, but much of the city’s
history remains. A monument in the memory of Lieutenant Slaughter, erected in 1918, still stands in a local park. The Neely Mansion, built by the son of a pioneer in 1891, has been refurbished
and is listed on the National Register of Historic Places. Auburn’s downtown still maintains a “Main Street U.S.A” appearance. Sources: Clarence B. Bagley, History of King County (Chicago:
S. J. Clarke Publishing Co, 1929) Vol. 1, 712-727. Also see: Josephine Emmons Vine, Auburn – A Look Down Main Street (City of Auburn, 1990). Auburn Hardware Store, 1915, White River
Valley Muse
um 2009-2010 Biennial Budget Section VIII: Appendices Page 2 96 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 a warm, embracing community where people still top 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 strategically close to Seattle and Tacoma 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 Pike Place Market, Benaroya Hall, Seattle Art Museum and Tacoma Chihully 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 prices. 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 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 approximately 30 parks of all sizes for the whole family to enjoy.
There are three golf courses in Auburn: the Auburn Golf Course, Washington National Golf Club, and Jade Green Golf Course & Driving Range. Education Auburn has reason to be proud of
its schools. They pride themselves in providing an excellent education that produces students who have a love of learning and a sense of responsibility. Auburn boasts over two dozen
elementary, middle, and high schools, each one unique, but all offering a supportive learning environment designed to foster each student’s natural abilities. Green River Community College,
the city’s “Harvard on the Hill,” provides the serious student a quiet, natural environment in which to study. This is a community that puts learning and education first. Urban Transportation
Take the Sounder Train to Seattle. Avoid the traffic and rest, read or log onto your laptop as you take the 20 minute ride from Auburn to Seattle to work, shop, or do business. Sound
Transit recently added another train and has six morning and six evening trains traveling from Auburn into Seattle and back. Eventually, there will be nine trains in the morning and
nine in the evening. With South King County’s rapid growth, morning trains from Seattle to Auburn will be added soon. Sense of Community in Historic Downtown Come establish a sense of
community in one of the oldest cities in the state of Washington. With unique architecture, combined with historic preservation and renovations, Auburn has retained the look and feel
of a real downtown. Auburn’s unique historic downtown still provides a gathering place for numerous events.
2009-2010 Biennial Budget Section VIII: Appendices Page 2 97 ARTS AND CULTURE City of Auburn Arts Commission Founded in 1985, the City of Auburn Arts Commission fosters cultural and
economic growth in Auburn through its various arts and education programs, including a growing public art collection, the City Hall Gallery and the Cheryl Sallee Gallery at the Senior
Activity Center featuring emerging regional artists, 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. Auburn Symphony Orchestra Auburn’s professional symphony includes 65-70 orchestra members, and has received wide press coverage
for its superb performances. Auburn’s symphony ranks second only to the Seattle Symphony. The Auburn Symphony Orchestra is conducted by internationally known Stewart Kershaw, former
music director of Pacific Northwest Ballet. He has conducted at the Seattle Opera House for the last twenty twenty seasons. For more information visit www.auburnsymphony.org Auburn Performing
Arts Center The Performing Arts Center is an eleven-hundred seat state-of-the-art venue conveniently located in downtown Auburn. The facility has been named in publication listings of
the top acoustical halls for music performance in the nation. Auburn Avenue Theater For over 30 years, the Auburn Avenue Theater has presented a diversity of live performances, including
Broadway musicals, mystery theater, children's theater, and concerts. The Douglas family, producers of the fine dinner theater featured at the Auburn Avenue Theater for over 20 years,
leased the venue to the City of Auburn to continue operating as a performing arts space. In 2007, The City of Auburn reopened the venue, expanding this timehonored tradition of live,
quality performing arts, variety entertainment, children's shows, dance and music, right in the heart of downtown. The theater building itself is over 80-years-old, however, the first
structure to occupy the property over 100 years ago was a carriage house for horses. When the automobile replaced horses as the major mode of transportation, the building was entirely
reconstructed as the city's bus depot. New owners converted it to a movie house in the 1940s and continued operating it as such until the mid-70s, when it underwent yet another conversion,
this time as a performing arts theater venue. Since then, The Auburn Avenue Theater has presented 27 seasons of dinner theater, the last of its kind in Western Washington. White River
Valley Museum The White River Valley Museum is a partnership with the City of Auburn and combines history and culture to create an exciting and educational experience for visitors. Museum
collections focus on local Puget Sound history, Northwest Indian culture, Japanese immigration and the Northern Pacific Railroad. The White River Valley Museum is working with the City
of Auburn to restore Mary Olson Farm, the most intact 1880s family farm in King County. It opens in late 2009 2009 as a living history and environmental learning site. The farm is a
King County Landmark and on the National Register of Historic Places. Significant features include an 1897 barn, a 1902 farmhouse and two salmon runs in Olson Creek. For more information
visit www.wrvmuseum.org
2009-2010 Biennial Budget Section VIII: Appendices Page 2 98 WHAT’S HAPPENING IN AUBURN Year ‘Round Second Saturday Family Fun Second Saturday each month, 12 to 4 p.m. White River Valley
Museum 253-288-7433 www.wrvmuseum.org Teen Late Night Call 253-931-3043 for dates, times and locations BRAVO Performing Arts Series September -April 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 JANUARY Miss Auburn Scholarship Show www.missauburn.org Largest local program of Miss America in the United States.
Uniquely Auburn Last Sunday of January, 2 p.m. Auburn Performing Arts Center 206-349-3061 Stories, Entertainment, Art & Poetry Show, Free Dinner FEBRUARY Daddy Daughter Date Night Senior
Activity Center Call 253-931-3043 for dates and times MARCH Auburn Senior Activity Center Rummage Rummage Sale Call 253-931-3016 for dates, times or to donate APRIL City of Auburn Residential
Garage Sale Call 253-931-3048 for dates, times and participation information Community Volunteer Luncheon Auburn Senior Activity Center Call 253-931-3016 for dates, times and registration
information Mountainview Cemetery Sunrise Service Easter morning Call 253-931-3028 for more information MAY Tamba Kent-Auburn Sister City Dinner-Dance-Auction Auburn Senior Center Annual
fundraiser for the Sister City Committee. Call 253-931-3099 for more information Auburn’s Clean Sweep A perfect opportunity to give back to your community Call 253-931-3043 for more
information Auburn’s Memorial Day Service Mountainview Cemetery Call 253-931-3028 for time and more information Petpalooza Auburn’s award-winning pet-friendly event Call 253-931-3043
for dates, times and information JUNE Pioneer Queen of Good Ol’ Days Coronation Auburn Senior Center Dinner and an evening of fun and laughter as over 80 year old ladies compete for
the title of Pioneer Queen 253-931-3016 KidsDay Game Farm Park Day after last day of school for Auburn School District Children’s summer kickoff celebration includes entertainment, information
fair, arts and crafts and other fun activities. Call 253-931-3043 for date, time and more information
2009-2010 Biennial Budget Section VIII: Appendices Page 299 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. Summer Fun in Auburn’s Parks – call 253-931-3043 for more details
Kids SummerStage, Les Gove Park, Wednesdays at 12 p.m., July -August Shades of Summer Outdoor Concert, Wednesdays at 7:30 p.m., July – August Summer Sounds & Cinema, various parks, music
begins at 7 p.m., movie at dusk AUGUST Auburn Good Ol’ Days Downtown Auburn and various locations 253-939-3389 The annual Auburn Good Ol’ Days Festival is a community celebration that
will feature art, music, crafts, bocce, parade, food, entertainment, railroad display, a fun run, all-school class reunion, car show, Young Uns Square, boat display and model airplanes.
SEPTEMBER Disaster Preparedness Fair Les Gove Park The City of Auburn Emergency Preparedness Preparedness Division hosts this fun and informative fair to assist in educating citizens
on preparing for emergencies. Call 253-876-1925 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 the educational programs at the While River
Valley Museum. Call 253-288-7433 or www.wrvmuseum.org for more information
2009-2010 Biennial Budget Section VIII: Appendices Page 300 Halloween Harvest Festival and Downtown Trick or Treating Washington Elementary and downtown Auburn Come out and celebrate
with games and activities at Washington Elementary School. Then trick or treat at the shops in downtown Auburn.
Call 253-931-3043 for more information NOVEMBER Auburn’s Veterans Day Observance & Parade Main Street Auburn’s annual Veterans Day observance features one of the largest sanctioned Veterans
Day parade west of the Mississippi along with a static display exhibit, a luncheon, military display and flyover followed by one of the state’s largest marching band competitions. Call
253-931-3043 for more information Auburn Senior Activity Center Thanksgiving Dinner Call 253-931-3016 for more information DECEMBER Santa Parade/City Hall Tree Lighting Main St., City
Hall Plaza and B St. Plaza 253-931-3043 A fun-filled parade celebrating the holidays. Parade on Main Street, immediately followed by the Tree Lighting Ceremony at City Hall. The Optimist
Santa House opens immediately following the tree lighting. Breakfast with Santa Auburn Senior Activity Center Join Santa and his elves for breakfast and special holiday entertainment.
Call 253-931-3016 for registration information Auburn Senior Activity Center Holiday Dinner Call 253-931-3016 Tree of Giving Program November -December Trees with stockings at Auburn
City Hall and various locations around Auburn. Gift giving for the disadvantaged and disabled in the community. Call 253-931-3043 for more information
2009-2010 Biennial Budget Section VIII: Appendices Page 301 Elected Official Local Involvement Regional/National Involvement Mayor Pete Lewis Valley Regional Fire Authority Board, Auburn
Downtown Association Board, Chamber of Commerce Board, Business Improvement Area Board and Auburn Noon Lions Club President of Suburban Cities Association Board & a member of Public
Issues Committee, Valley Communication Center, SKC Human Services Forum, Green River Flood Control District, South King County Transportation Committee, King County Regional Policy Committee,
Pierce County Cities & Towns Deputy Mayor Sue Singer Deputy Mayor, Public Works Committee, Vice Chair of Committee on Committees, Auburn Soroptimist International of Auburn, Chair of
Auburn Tourism Board Puget Sound Regional Council (PSRC) President, Suburban Cities Association Chair of the PSRC Operations Committee Councilmember Nancy Backus Vice Chair Planning
& Community Development Committee, Chair of Finance Committee, President of the Miss Auburn Scholarship Program King County Growth Management Planning Council, NLC Finance, Administration
& Governmental Relations (FAIR) Policy Committee Councilmember Gene Cerino Chair of Municipal Services, Vice Chair of Public Works Committee, Committee on Committees, Valley Regional
Fire Authority Board Pierce County Cities & Towns Regional Council, Lake Tapps Task Force, Pierce County Review Committee Councilmember Virginia Haugen Municipal Services Committee,
LEOFF Board Councilmember Lynn Norman Chair Planning & Community Development Committee, Vice Chair Finance Committee, Chair of Downtown Redevelopment Committee, LEOFF Board, Auburn Soroptimist
International of Auburn Puget Sound Regional Council’s Growth Management Policy Board Councilmember Bill Peloza Vice Chair of Municipal Services, Finance Committee, Auburn Farmer’s Market,
Auburn Rotary Club King County’s Metropolitan Regional Water Quality, Solid Waste Advisory Committee, Water Pollution Abatement and Green/Duwamish & Central Puget Sound Watershed (WIRA
WIRA 9) Management National League of Cities Energy, Environment and Natural Resources Steering Committee Councilmember Rich Wagner Chair of Public Works Committee, Planning & Community
Development Committee, Chair of Committee on Committees, Valley Regional Fire Authority Pierce County Puyallup River Watershed, Regional Access & Mobility Project (RAMP), Lake Tapps
Task Force, King County Metropolitan Solid Waste Management Advisory Committee The Mayor and the Auburn City Councilmembers are serving locally, regionally and nationally in the following
organizations: Pictured left to right (front row): Nancy Backus, Pete Lewis, Mayor; Sue Singer, Deputy Mayor. (back row): Bill Peloza, Gene Cerino, Lynn Norman, Virginia Haugen, Rich
Wagner
2009-2010 Biennial Budget Section VIII: Appendices Page 302 Peter B. Lewis, Mayor 25 West Main Street Auburn, WA 98001-4998 Web Page: www.auburnwa.gov City of Auburn Council Meetings
& Member Information City Council meetings are held the first and third Mondays of each month at 7:30 pm in the City of Auburn Council Chambers, 25 West Main. If Monday is a holiday,
the meeting is then held Tuesday. Term Pos Expires # MAYOR 12/31/2009 Peter B. Lewis plewis@auburnwa.gov (253) 833-2409 CITY COUNCIL 12/31/2009 6 Rich Wagner rwagner@auburnwa.gov (253)
261-3263 12/31/2011 1 Sue Singer ssinger@auburnwa.gov (253) 939-6180 12/31/2009 2 Gene Cerino gcerino@auburnwa.gov (253) 939-6889 12/31/2009 4 Nancy Backus nbackus@auburnwa.gov (253)
887-1292 12/31/2011 3 Bill Peloza bpeloza@auburnwa.gov (253) 939-1478 12/31/2011 7 Lynn Norman lnorman@auburnwa.gov (253) 833-4991 12/31/2011 5 Virginia Haugen vhaugen@auburnwa.gov (253)
261-1991 Councilmembers are listed in order of tenure. Name E-Mail Address Home Phone Sue Singer is the Deputy Mayor and alternate to all Council Committees. Auburn City Council Standing
Committees Committee Meeting Time Members Date & Location Finance 6:30 p.m. *Nancy Backus Council Conference Room **Bill Peloza 1st & 3rd Monday Lynn Norman of Each Month Municipal Services
*Gene Cerino Conference Room #3 4:00 p.m. **Bill Peloza 2nd & 4th Monday Virginia Haugen of Each Month Planning & Community Development *Lynn Norman Council Chambers 5:00 p.m. **Nancy
Backus 2nd & 4th Monday Rich Wagner of Each Month Public Works *Rich Wagner Council Chambers 3:00 p.m. **Gene Cerino 1st & 3rd Monday Sue Singer of Each Month * Chairman **Vice Chairman
2009-2010 Biennial Budget Section VIII: Appendices Page 303 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 and Risk Management 253-931-3040 Information Services 253-804-5078 Parks, Arts and Recreation 253-931-3043 Planning, Building
and Community 253-931-3090 Public Works 253-931-3010 Public Safety Fire Department(Valley Regional Fire Authority) 253-931-3060 Municipal Court 253-931-3076 Police Department 253-931-3080
Detention Facility 253-931-3085 City Resources Airport 253-333-6821 Cemetery 253-931-3028 Golf Course 253-833-2350 Museum 253-288-7433 Senior Center 253-931-3016 Community Resources:
Auburn Chamber of Commerce 253-833-0700 Auburn Downtown Association 253-939-3982 Auburn School District 253-931-4900 Animal Control 206-296-7387 Drivers’ Licensing 253-931-3940 Employment
Security 253-833-0102 Food Bank 253-833-8925 General Services Administration 253-931-7000 King County Justice Center Kent Location 206-205-2501 King County Tax Assessor 206-296-7300
Language Line 1-800-823-1786 Library 253-931-3018 Post Office 253-333-1377 Puget Sound Energy 1-888-225-5773 Waste Management (Residential) 253-833-3333 SuperMall 253-833-9500 Vehicle
Registration 253-833-9696 Voter Registration 206-296-8683
2009 -2010 Biennial Budget Section VIII: Appendices Page 304 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 67,005 Rank in Size -Washington State 13th Assessed Valuation 6,556,690,535 Area 29.83 Square
Miles Auburn Median Age 34 Years Old Registered Voters 32,278 Miles of Streets 577 Miles Number of Stations (4 in Auburn, 1 in Pacific) 5 Number of Commissioned Fire Fighting Personnel
101 Number of Non-Commissioned Personnel 9 Total Number of Personnel and Firefighters 104 Fire Responses 349 Emergency Medical Service Responses 7,137 All Other Responses 2,208 Total
Number of Responses 9,694 Number of Stations/Precincts 2 Number of Commissioned Police Personnel 105 Number of Non-Commissioned Personnel 33 Total Number of Personnel and Officers 138
Number of Calls for Service (2008 estimated) 75,000 WATER SERVICE Basic Service Charge $9.08/Month Commodity Rate: 0-7 $1.80/ccf 7.01-15 $2.21/ccf 15.01-9999 $2.50/ccf Total Water Customers
12,986 Gallons of Water Produced 3,144,879,000 Average Daily Consumption 7.89 million Gallons Miles of Water Main 262 Miles 2008 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. POLICE PROTECTION 2009 Utility Rates: Reduced rates for low-income
senior citizens and disabled persons available.
2009 -2010 Biennial Budget Section VIII: Appendices Page 305 City Sewer -Single Family Residence $11.02/Month Metro Sewer -Single Family Residence $31.90/Month Total Sanitary Sewer Customers
13,249 Sanitary Sewers 178 Miles Single Family Residence $13.38/Month Number of Accounts 17,607 Storm Pipes 195 Miles 1 can (32 gal)/week, curbside $11.30/Month Number of Residential
Accounts 13,953 BUSINESS LICENSES Fee per Year $50 Business Licenses Issued 3,500 VALUE OF BUILDING PERMITS ISSUED IN 2008 $49,934,966 Developed Park Acreage 255 Total Park Acreage 596
Number of Developed Parks 34 Number of Cemetery Interments 300 Number of Rounds Played (Golf Course) 55,000 Athletic Teams 479 Recreation Activities 2,719 Senior Center Visits 37,728
Cultural Activities (Arts) 58 Audience Served by Cultural Events 14,560 Museum Audience Served 12,700 State 6.50% King County Metro 0.60% Transit and Traffic Congestion (effective 4/1/01)
0.30% RTA (effective 4/1/97) 0.40% City of Auburn Local Option 1.00% City of Auburn Local Option-Criminal Justice 0.10% King County Option 0.10% TOTAL SALES TAX RATE 9.00% ___________________________
_________________ Sources: City of Auburn GIS, Finance, Building, Fire, Police, Parks & Recreation Departments, King & Pierce County Elections Office, and WA State Office of Financial
Management PARKS, RECREATION AND CULTURE SALES TAX RATE: SEWER STORM SOLID WASTE (Contracted Services)
2009 -2010 Biennial Budget Section VIII: Appendices Page 306 0 15,000 30,000 45,000 60,000 75,000 2004 2005 2006 2007 2008 Population, Housing and School Enrollment Population Housing
Units Enrollment 2004 2005 2006 2007 2008 School Enrollment (1) 13,910 13,760 14,185 14,519 14,716 Rate of Unemployment (2) 6.3% 5.5% 4.9% 4.5% 5.7% Population (3) 46,135 47,470 48,955
50,470 67,005 Housing Units (4) One Unit 8,990 9,107 9,402 9,625 14,186 Two or More 8,078 8,655 8,943 9,623 10,375 Mobile Home or Special 2,469 2,438 2,377 2,382 2,761 Total Housing
Units 19,537 20,200 20,722 21,630 27,322 Source: (1) Auburn School District No. 48 (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
2009 -2010 Biennial Budget Section VIII: Appendices Page 307 $0 $5,000 $10,000 $15,000 $20,000 (Thousands) 2004 2005 2006 2007 2008 Retail Tax Collections Wholesaling Contracting Services
Retail Trade Automotive Manufacturing Other Business Transportation Sales Tax Collections by Sector (in thousands) 2004 2005 2006 2007 2008 7 65 8 36 8 74 8 99 8 73 2,893 3,326 3,428
3,643 3 ,255 479 487 594 615 521 395 352 344 378 3 60 651 270 316 306 3 23 4 38 6 69 551 5 30 4 83 990 970 941 974 8 72 905 571 753 1,170 1,062 7,516 7,480 7,802 8,515 7,749 1,152 2,665
2,779 3,128 3,107 2,402 1,980 2,453 2,240 1,647 793 413 486 625 643 401 31 26 23 76 1,795 2,312 2,571 2,943 2,306 235 72 73 143 72 $ 14,294 $ 14,954 $ 16,189 $ 17,617 $ 15,600 Source:
City of Auburn Finance Department Actual receipts Jan-Dec Note: Starting in March 2005, the State of Washington switched from classifying retail sales using the Standard Industrial Classification
(SIC) code to the North American Industry Classification System (NAICS). Therefore some industries' prior year results may not be comparable to 2005 and 2006. Grand Total Services Manufacturing
Transportation Wholesaling Other Business Contracting Non-Store Retailers Miscellaneous Retail Trade Retail Trade Retail Trade Auto & Gas General Merchandise Building Material Food Stores
Apparel Furniture & Electronics
2009 -2010 Biennial Budget Section VIII: Appendices Page 308 $0 $40,000,000 $80,000,000 $120,000,000 $160,000,000 2004 2005 2006 2007 2008 Construction Activity By Value Commercial Residential
Building Permits and Construction Values Year Permits Value Permits Value 2004 42 $51,820,170 489 $155,142,658 2005 51 48,772,846 424 118,503,904 2006 41 45,723,019 284 60,659,482 2007
32 24,421,841 351 65,743,944 2008 40 22,886,856 165 27,048,110 Source: City of Auburn Building Division Commercial Building Residential Building
2009 -2010 Biennial Budget Section VIII: Appendices Page 309 $2.87 $13.44 $2.88 $13.33 $2.87 $13.05 $2.73 $12.23 $1.48 $11.26 $0.00 $3.00 $6.00 $9.00 $12.00 $15.00 2004 2005 2006 2007
2008 PROPERTY TAX LEVY AND DEMOGRAPHIC INFORMATION (King County portion of Auburn) City of Auburn Auburn School District King County Ferry District Washington State Port of Seattle Valley
Regional Fire Authority(VRFA)* Library Emergency Medical Services Property Tax Levy 2004 2005 2006 2007 2008 $ % City of Auburn $ 2.87 $ 2.88 $ 2.87 $ 2.73 $ 1.48 $ (1.25) -46% Auburn
School District 5.35 5.37 5.37 4.95 4.41 (0.54) -11% King County 1.43 1.38 1.33 1.29 1.21 (0.08) -6% Ferry District ----0.055 0.055 100% Washington State 2.76 2.69 2.50 2.32 2.13 (0.19)
-8% Port of Seattle 0.25 0.25 0.23 0.23 0.22 (0.01) -4% Valley Regional Fire Authority(VRFA)* n/a n/a n/a n/a 1.00 1.00 100% Library 0.54 0.53 0.53 0.50 0.45 (0.05) -10% Emergency Medical
Services 0.24 0.23 0.22 0.21 0.30 0.09 43% Total Levy Rate $ 13.44 $ 13.33 $ 13.05 $ 12.23 $ $ 1 1.26 $ (0.98) -8% Auburn % to Total Levy 21.35% 21.61% 21.99% 22.32% 13.15% Demographic
Information (King & Pierce County) 2004 2005 2006 2007 2008 $ % Assessed Valuation(in 000's) $ 4,495,618 $ 4 ,676,992 $ 5 ,099,795 $ 5 ,759,528 $ 6 ,526,967 $ 7 67,439 13% Average Homeowner
Assessed Value $ 189,400 $ 201,500 $ 2 17,100 $ 230,300 $ 259,000 $ 28,700 12% City Tax on an Average Home $ 5 55 $ 580 $ 6 22 $ 6 29 $ 3 84 $ (245) -39% Population 46,135 47,470 4 8,955
50,470 67,005 16,535 33% Add'l Population from Annexation 0 20 6 0 15,748 15,748 100% School Enrollment 1 3,910 13,760 1 4,185 1 4,519 1 4,716 197 1% CPI-W/Seattle, Midyear 1.3% 2.9%
3.5% 3.8% 4.9% 1.1% 29% IPD/Implicit Price Deflator 2.4% 2.5% 3.4% 2.1% 4.5% 2.4% 114% Change * Valley Regional Fire Authority was created 1/1/2007. Prior to 2007, Fire Services were
funded from a portion of the City Property Tax. This figure does not include the Fire Benefit Service Charge. This charge varies depending on residence type, square footage, etc. A 2000
square foot single family Change
2009 -2010 Biennial Budget Section VIII: Appendices Page 310 $2.87 $13.50 $2.88 $13.41 $2.87 $12.93 $2.73 $12.06 $1.48 $11.03 $0.00 $3.00 $6.00 $9.00 $12.00 $15.00 2004 2005 2006 2007
2008 PROPERTY TAX LEVY AND DEMOGRAPHIC INFORMATION (Pierce County portion of Auburn) City of Auburn Auburn School District Pierce County Washington State Port of Tacoma Valley Regional
Fire Authority(VRFA)* Library Emergency Medical Services Property Tax Levy 2004 2005 2006 2007 2008 $ % City of Auburn $ 2.87 $ 2.88 $ 2.87 $ 2.73 $ 1.48 $ (1.25) -46% Auburn School
District 5.35 5.37 5.37 4.95 4.41 (0.54) -11% Pierce County 1.61 1.59 1.38 1.18 1.08 (0.10) -8% Washington State 2.76 2.69 2.50 2.32 2.13 (0.19) -8% Port of Tacoma 0.19 0.19 0.19 0.19
0.19 0.00 0% Valley Regional Fire Authority(VRFA)* n/a n/a n/a n/a 1.00 1.00 100% Library 0.48 0.46 0.40 0.48 0.44 (0.04) -8% Emergency Medical Services 0.24 0.23 0.22 0.21 0.30 0.09
43% Total Levy Rate $ 13.50 $ 1 3.41 $ 12.93 $ 12.06 $ 1 1.03 $ (1.03) -9% Auburn % to Total Levy 21.26% 21.26% 21.48% 22.20% 22.64% 13.42% Demographic Information (King & Pierce County)
2004 2005 2006 2007 2008 $ % Assessed Valuation(in 000's) $ 4,495,618 $ 4 ,676,992 $ 5 ,099,795 $ 5 ,759,528 $ 6 ,526,967 $ 7 67,439 13% Average Homeowner Assessed Value $ 189,400 $
201,500 $ 2 17,100 $ 230,300 $ 259,000 $ 28,700 12% City Tax on an Average Home $ 5 55 $ 580 $ 6 22 $ 6 29 $ 3 84 $ (245) -39% Population 46,135 47,470 4 8,955 50,470 67,005 16,535 33%
Add'l Population from Annexation 0 20 6 0 15,748 15,748 100% School Enrollment 1 3,910 13,760 1 4,185 1 4,519 1 4,716 197 1% CPI-W/Seattle, Midyear 1.3% 2.9% 3.5% 3.8% 4.9% 1.1% 29%
IPD/Implicit Price Deflator 2.4% 2.5% 3.4% 2.1% 4.5% 2.4% 114% Change Change * Valley Regional Fire Authority was created 1/1/2007. Prior to 2007, Fire Services were funded from a portion
of the City Property Tax. This figure does not include the Fire Benefit Service Charge. This charge varies depending on residence type, square footage, etc. A 2000 square foot single
family
2009 -2010 Biennial Budget Section VIII: Appendices Page 311 APPENDIX C GLOSSARY OF TERMS This glossary identifies terms used in this budget. Accounting terms are defined in general,
non-technical terms. For more precise definitions of these terms, the reader should refer to the State BARS manual. Account A record of additions, deletions, and balances of individual
assets, liabilities, equity, revenues and expenses. Accrual Basis Refers to the accounting of revenues and expenditures on the basis of when they are incurred or committed, rather than
when they are made or received. All funds except the governmental funds are accounted on this basis and the governmental funds are accounted on a modified accrual basis. Administrative
or Support Departments Refers to the organizational units or departments that primarily provide services to other departments or divisions. These departments include: • Mayor and Council:
Provides overall administration to the entire City. Also includes expenses related to the operation of the Council. • Human Resources: Provides centralized personnel services to all
City services. Also includes Civil Service which applies to Police and Fire Services. • Finance: Provides centralized financial services to all City departments. Also provides a variety
of other central administrative service including printing, data processing, and billing of City utilities. • City Attorney: Provides centralized legal services to all City services.
Appropriation Legal authorization granted by ordinance of the City Council that approves budgets for individual funds. Arbitrage The interest revenue earned in excess of interest costs
from the investment of proceeds from the sale of bonds. Federal law requires that earnings over a certain rate be repaid to the federal government and is called arbitrage rebate. Assessed
Valuation A valuation set upon real estate or other property by a government (King County or Pierce County Tax Assessor) as a basis for levying taxes. B & O Tax Business and Occupation
tax is a gross receipts tax levied on businesses. It is based on the value of products, gross proceeds of sales or gross income of the business. Balanced Budget A budget is considered
balanced when the fund's total resources of beginning fund balance, revenues and other financing sources is equal to the total of expenditures, other financing uses and ending fund balance.
BARS Budgeting, Accounting & Reporting System (BARS); refers to the accounting rules established by the State Auditor’s Office.
2009 -2010 Biennial Budget Section VIII: Appendices Page 312 Baseline Budget The baseline budget consists of budget proposals that would be sufficient to maintain the operation of programs
that had been previously, in earlier budgets, authorized. Bond A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates
in the future, called the maturity date(s), together with periodic interest at a specified rate. The difference between a note and a bond is that the latter runs for a longer period
of time and requires greater legal formality. Budget Amendment The method used to make revisions to the adopted budget. Adjustments are made via an ordinance approved by the city council.
Capital Assets Land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, infrastructure, and all other tangible or intangible assets that
are used in operations and that have initial useful lives extending beyond a single reporting period and a cost of $5,000 or greater. Capital Facilities Plan (CFP) A plan that studies
the manner in which the capital needs of the City can be met and establishes policies and management programs to address those needs. A published six-year plan document is one element
of the comprehensive plan required by Washington’s Growth Management Act. Capital facilities generally have long useful lives, significant costs and tend not to be mobile. Capital Expenditures
Expenditures that result in the acquisition of, or addition to, capital assets. Capital Project Construction Funds A type of fund which accounts for major general government construction
projects financed by long-term general obligations. Community Development Block Grant (CDBG) A grant received annually by the City from the Department of Housing and Urban Development.
While included in the budget for accounting purposes, specific allocation of these funds occurs in a separate process. Comprehensive Plan A long-range policy adopted by the City to guide
decisions affecting the community’s physical development. Consumer Price Index (CPI) Consumer Price Index measures a price change for a constant market basket of goods and services from
one period to the next within the same city (or in the Nation). The CPI is not a true cost of living index and should not be used for place-to-place comparisons. Councilmanic Bonds General
Obligation bonds authorized by the City Council. Current Expense Fund See General Fund Debt Service Interest and principal payments on debt.
2009 -2010 Biennial Budget Section VIII: Appendices Page 313 Debt Service Funds A type of fund that accounts for the payment of outstanding long-term general obligations of the City.
Department Refers to an organizational unit. In Auburn, it refers to eight such units: Mayor & Council, Human Resources Department, Finance Department, Legal Department (or City Attorney),
Planning and Community Development, Police Department, Public Works Department, and Parks and Recreation Department (see administrative and line departments for descriptions). May be
composed of one or more organizational units referred to as Divisions. (This term may also be found to include Divisions which previously were Departments although now should be divisions.
There are two such units that are budgeted as though they were departments; the Library and Street Departments). Depreciation (1) Expiration in the service life of capital assets. (2)
The portion of the cost of a capital asset that is charged as an expense during a particular period. Division Refers to an organizational unit below that of Department. All of the proprietary
funds are administered as a Division, although sometimes referred to as Departments because of their status as such in a previous administration. Enterprise Funds A type of proprietary
fund which contains activities which are operated in a manner similar to private businesses In Auburn, the Enterprise Funds account for the City’s utilities, the Cemetery, the Golf Course,
and the Airport. Endangered Species Act (ESA) The Endangered Species Act provides for the designation and protection of invertebrates, wildlife, fish and plant species that are in danger
of becoming extinct and mandate conservation of the ecosystems in which endangered species depend. Expenditures The cost of goods or services that use current assets. When accounts are
kept on the accrual or modified accrual basis, expenditures are recognized at the time the goods are delivered or services rendered. Full-Time Equivalent Position (FTE) Refers to budgeted
employee positions based on the number of hours for each position. A full-time position is 1.00 FTE and equals 2080 hours per year and a .50 position is 1040 hours. Fund A self-balancing
group of accounts which includes both revenues and expenditures. Fund Balance The difference between assets and liabilities reported in a governmental fund. Fund balances are either
designated or undesignated. Designated: Funds that have been dedicated to a particular purpose. Undesignated: The remaining un-appropriated balance of the fund after accounting for the
designated funds. Fiduciary Funds A group of funds which accounts for funds held by the City as a trustee. GAAP Generally Accepted Accounting Principles are standards used for accounting
and reporting for both private industry and governments.
2009 -2010 Biennial Budget Section VIII: Appendices Page 314 General Fund A specific fund which accounts tax supported activities of the City and other types of activities not elsewhere
accounted. In the City budget, this fund is divided into departments. Sometimes it may be referred to as the Current Expense Fund. The General Fund is a Governmental Fund. General Obligations
(Debt) Refers to a type of debt that is secured by means of the tax base of the City or obligations against which the full faith and credit of the City was pledged. Includes debt incurred
by three different circumstances: 1) Debt incurred by the vote of the people and retired by means of a separate property tax levy, 2) debt approved by the City Council to be retired
out of the proceeds of the regular levy (referred to as either councilmanic bonds or an inside levy), and 3) debt, which while secured by taxing authority, is retired by means of other
revenue. Governmental Fund Types A group of funds that account the activities of the City City that are of a governmental character, as distinguished from activities which are of a business
character. Indirect Charges or Cost Allocation Refers to the process of accounting costs between funds Usually applied to determining the costs of administrative services provided to
Non-General Fund divisions Inside Levy The dedication of a portion of the regular property tax levy to retire council-manic 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, information services, facilities, and insurance funds. Line Departments Line departments are those that provide services directly to the public and consist
of the following departments: • Planning and Community Development: Includes several divisions and a special activity; Planning, Airport, Building, and Community Development Block Grant.
• Police: Provides all Police Services, including the jail. • Public Works: Consists of several divisions or services, including engineering, all utilities, equipment rental and streets.
• Parks: Provides recreational services and maintains park facilities. Includes senior services and the management of the cemetery and golf course. Local Improvement Districts (LIDs)
A LID is a legal mechanism that finances specific capital improvements which benefit specific properties. A LID places a special assessment against the benefited property to repay debt
incurred to finance the improvements. METRO (Municipality of Metropolitan Seattle) Conveyance, treatment and disposal of all sanitary sewage collected within the Auburn sanitary sewer
service area is provided by King County based on a contract signed in 1974 with Municipality of Metropolitan Seattle. The County and Metro consolidated effective January 1, 1994. The
County now performs the services formerly performed by Metro. The county has assumed all obligations and contracts with Metro.
2009 -2010 Biennial Budget Section VIII: Appendices Page 315 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
following the Table of Contents in the Final Budget document. Mitigation Fees Fees paid by developers to equitably share the cost of infrastructure improvements required for supporting
the development project. Modified Accrual Basis of Accounting Refers to the method of accounting in which (a) revenues are recognized
in the accounting period of which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable,
except for un-matured interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Object (as defined by the State Auditor’s BARS
manual) As used in expenditure classification, this term applies to the type of item purchased or the service obtained (as distinguished from the results obtained from expenditures).
Examples are personal services, contractual services, and materials and supplies. Potential Annexation Area (PAA) Those currently unincorporated areas the city intends to annex within
the 20-year time frame in the Comprehensive Plan. Program Improvements Program improvements are a type of budgetary action which consists of new initiatives or substantial changes to
existing programs. Proprietary Funds A group of funds which account for the activities of the City which are of a proprietary or “business” character. Public Safety A term used to identify
Police services. Public Works Trust Fund (PWTF) A state program that makes available low-interest loans to help local governments with public works projects. Regular Levy The portion
of the property tax that supports the General Fund. Revenue Refers to income from all sources, i.e. property taxes, fines and fees, permits, etc. Revenue Bonds Bonds that are retired
by means of revenue, usually a proprietary fund. In a strict sense, these bonds are not secured by the tax base of the full faith and credit of the City, although sometimes general obligation
bonds which are being retired by revenue may be referred inaccurately to as revenue bonds. While the full faith and credit of the City is not pledged as security, the revenue of a utility
often is.
2009 -2010 Biennial Budget Section VIII: Appendices Page 316 Special Assessments An assessment similar to a tax (but legally distinct and is separately billed), applied to property participating
in a Local Improvement District (LID) to retire the LID debt. Special Levy Separate property tax levies authorized by the voters for specific purposes. Special Revenue A type of governmental
fund that accounts for the proceeds of specific revenue sources that are legally restricted for expenditures. Tax Base The wealth of the community available to be taxed by various forms
of City taxes; commonly thought of as the assessed value of the community. Working Capital Working Capital is generally defined as current assets minus current liabilities. Working capital
measures how much in liquid assets less short-term obligations is available to be used for budgeted expenditures. LIST OF ACRONYMS ADA Auburn Downtown Association BARS Budgeting, Accounting
& Reporting System (BARS); refers to the accounting rules established by the State Auditor’s Office. CFP Capital Facilities Plan CPI Consumer Price Index EIS Environmental Impact Study
ESA The Endangered Species Act FTE Full-Time Equivalent Position GAAP Generally Accepted Accounting Principles GMA Growth Management Act LED Light Emitting Diode (street signals)
2009 -2010 Biennial Budget Section VIII: Appendices Page 317 LEOFF Washington's Law Enforcement Officers' and Fire Fighters' Retirement System LID Local Improvement District MIT Muckleshoot
Indian Tribe NPDES National Pollution Discharge Elimination System PAA Potential Annexation Area PERS Washington’s Public Employees’ Retirement System PWTF Public Works Trust Fund RTID
Regional Transportation Improvement District SOS Save Our Streets program TIP Transportation Improvement Program UTGO Unlimited tax general obligation bonds WRIA Water Resources Inventory
Area
2009 -2010 Biennial Budget Section VIII: Appendices Page 318
DOCUMENT AND FINANCIAL DATA PREPARED BY: Shelley R. Coleman Finance Director Karen Jester Financial Planning Manager Michelle Surdez Senior Accountant-Budget Consuelo Rogel Financial
Analyst Nick Leuthold Financial Analyst Maggie Coleman Assistant Finance Director Teri Ashton Accountant Kristen Hollis Finance Secretary LEGAL PROCEDURES: Danielle Daskam City Clerk
COVER DESIGN: Jason Jones Multimedia Specialist