HomeMy WebLinkAbout2006 Final BudgetCITY OF
AUBURN
WASHINGTON
CITY OF AUBURN
WASHINGTON
FINAL BUDGET
2006
For Fiscal Year January 1, 2006 to December 31, 2006
February 24, 2006
Prepared by Department of Finance
Bill Peloza
CITY COUNCIL
Nancy Backus Gene Cerino
CITY OFFICIALS
MAYOR
Pete Lewis
Lynn Norman
Sue Singer Roger Thordarson Rich Wagner
DEPARTMENT DIRECTORS
Finance Director
City Attorney
Human Resources Director
Information Services Director
Parks Director
Planning Director
Interim Chief of Public Safety
Public Works Director
Shelley Coleman
Dan Heid
Brenda Heineman
Lorne Rempher
Daryl Faber
Paul Krauss
Jim Kelly
Dennis Dowdy
TABLE OF CONTENTS
100181.191Z1_\11111199ZC1:111
TRANSMITTAL LETTER
TheBudget Process............................................................................................................................................
2
2006 Budget Considerations.............................................................................................................................
3
OurFiscal Condition..............................................................................................................................
3
Significant Budget Measures and Initiatives.....................................................................................
4
BudgetAccomplishments...................................................................................................................
4
BudgetGoals......................................................................................................................................................
5
ClosingComments.............................................................................................................................................
7
Distinguished Budget Presentation Award.....................................................................................................
9
SECTION I: BUDGET SUMMARY.....................................................................................................................................
11
FundBalance Trends........................................................................................................................................
12
Revenue and Expenditure Summary: All Funds..........................................................................................
15
Distribution of Costs by Functional Structure................................................................................................
17
General Fund Budget Summary....................................................................................................................
18
Revenue & Expense Summary: General Fund............................................................................................
19
StaffingTrends...................................................................................................................................................
20
SECTION II: BUDGET PROCESS......................................................................................................................................
23
BudgetPurpose................................................................................................................................................
25
BudgetProcess.................................................................................................................................................
25
BudgetStructure...............................................................................................................................................
26
Componentsof the Budget............................................................................................................................
26
CapitalPlanning...............................................................................................................................................
27
Implementation, Monitoring, Amendment..................................................................................................
27
SECTION III: BUDGET POLICIES.......................................................................................................................................
29
PolicyContext of the Budget.........................................................................................................................
29
BudgetPolicy Development...........................................................................................................................
30
NeedsAssessment............................................................................................................................................
30
General Fiscal Environment............................................................................................................................
32
Key Issues Affecting the 2006 Budget Process.............................................................................................
34
Financial Management Policies.....................................................................................................................
36
2006 City of Auburn Vision for the Future......................................................................................................
39
Progresson 2005 Goals....................................................................................................................................
41
2006 Budget Strategy.......................................................................................................................................
46
2006 Budget Initiatives.....................................................................................................................................
49
General Fund Budget Summary....................................................................................................................
49
SECTION IV: FINANCIAL PLAN.......................................................................................................................................
51
Introduction.......................................................................................................................................................
51
FinancialStructure............................................................................................................................................
51
Summary of Financial Structure......................................................................................................................
53
Analysis of 2006 Revenues by Source for All Funds.....................................................................................
54
Analysis of 2006 Budgeted Expenditures by Fund and Type.....................................................................
56
BudgetAllocations by Fund............................................................................................................................
58
RevenueAnalysis..............................................................................................................................................
60
GeneralFund.......................................................................................................................................
60
SpecialRevenue Funds......................................................................................................................
64
CapitalProject Funds.........................................................................................................................
67
EnterpriseFunds...................................................................................................................................
68
InternalService Funds.........................................................................................................................
70
FiduciaryFunds....................................................................................................................................
71
PermanentFund..................................................................................................................................
72
General Fund Six -Year Forecast.....................................................................................................................
73
Current and Potential Legislative Action......................................................................................................
76
Long -Term Debt Obligations and Debt Capacity......................................................................................
77
Fiscal Capacity: General Fund......................................................................................................................
80
WorkingCapital................................................................................................................................................
81
SECTION V: CITY OPERATIONS......................................................................................................................................
85
CityOrganization..............................................................................................................................................
86
LegalStructure.....................................................................................................................................
86
AdministrativeStructure.....................................................................................................................
88
FunctionalStructure............................................................................................................................
90
Departmental Expenditures by Cost Center: General Fund....................................................................
92
Budgeted Position Allocation.........................................................................................................................
94
SECTION VI: BASELINE BUDGET....................................................................................................................................
97
Introduction.......................................................................................................................................................
97
TotalBaseline Budget.......................................................................................................................................
98
GeneralFund Totals.........................................................................................................................................
99
Administrative:
Mayor/Council................................................................................................................................................
101
Human Resources and Risk/Facilities Mgmt Department........................................................................
105
FinanceDepartment.....................................................................................................................................
109
LegalDepartment..........................................................................................................................................
113
Public Safety:
PoliceDepartment.........................................................................................................................................
117
FireDepartment..............................................................................................................................................
121
Quality of Life:
Planning, Building & Community Development........................................................................................
125
PublicWorks Department..............................................................................................................................
129
ParksDepartment...........................................................................................................................................
133
GolfCourse Division.......................................................................................................................................
137
Public Service:
CemeteryDivision...........................................................................................................................................
141
CommercialRetail Fund................................................................................................................................
145
AirportFund.....................................................................................................................................................
147
StreetDivision..................................................................................................................................................
149
WaterDivision..................................................................................................................................................
153
SewerDivision..................................................................................................................................................
157
StormDivision...................................................................................................................................................
161
SolidWaste Division........................................................................................................................................
165
EquipmentRental Division.............................................................................................................................
169
Information Services Department................................................................................................................
173
Other Funds:
InsuranceFund...............................................................................................................................................
178
NonDepartmental.........................................................................................................................................
180
SpecialRevenues...........................................................................................................................................
182
DebtService Funds.........................................................................................................................................
190
CapitalProjects...............................................................................................................................................
192
FiduciaryFunds...............................................................................................................................................
194
PermanentFunds............................................................................................................................................
196
SECTION VII: PROGRAM IMPROVEMENTS AS PROPOSED BY CITY DEPARTMENTS ..............................................
199
SECTION VIII: CAPITAL PLANNING, PROGRAMMING, AND BUDGETING.............................................................217
2006 Capital Budget......................................................................................................................................
217
Capital Facility Items - Transportation Projects..........................................................................................
220
Capital Facility Items - Parks and Recreation Projects.............................................................................
232
Capital Facility Items - Other General Government Projects..................................................................
238
Capital Facility Items - Utility Water Fund Projects....................................................................................
246
Capital Facility Items - Utility Sanitary Sewer Fund Projects.....................................................................
254
Capital Facility Items - Utility Storm Water Fund Projects.........................................................................
260
Capital Facility Items - Other Proprietary Fund Projects..........................................................................
268
APPENDIX
Appendix A: Employee Position Classification Salary Schedule............................................................
277
AppendixB: Community..............................................................................................................................285
AppendixC: Glossary ...................................................................................................................................299
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.
CITY OF
UBURN
* MORE THAN YOU IMAGINED
CITY dfflN
WASHINGTON
February 24, 2006
Citizens of Auburn
c/o City of Auburn
25 West Main
Auburn, Washington 98001
Peter B. Lewis, Mayor
25 West Main Street * Auburn WA 98001-4998 * www.ci.auburnma.us . 253-931-3000
Re: Transmittal of the 2006 Final Budget
Dear Citizens of Auburn:
It is a pleasure to present the City of Auburn's Final Budget for 2006. The budget is a
financial plan that allocates available City resources to a variety of community services and
programs. 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 economic
slowdown required us to take a closer look at our business. Legislative enactments have
resulted in limitations in revenue growth over the past several years. 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 thirds with
property tax providing one third, sales tax a third, and fines and fees some percentage just
under one third. Economists' state that because of voter approved measures by state law
property tax revenues will grow at some figure less than one percent. Sales tax revenues
are forecasted to increase through next year, and fines 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.
AUBURN * MORE THAN YOU IMAGINED
The City's General Fund continues to be budgeted conservatively. The City has had average
revenue growth since 2002. Expenditure budgets are thoroughly reviewed each year 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 and expenditures will have
moderate increases over 2005. 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 2006 budget is the culmination of a detailed process involving both City staff and the City Council.
Council has established the Citywide Vision and Goals. The departments, in developing the capital and
program areas of the 2006 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.
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Each year Auburn's Vision and Mission Statements are highlighted in the budget document. These
statements, developed jointly by the Council and City staff, describe the City's direction and priorities. The
statements provide a framework for action and direct future activities and development within the city.
The 2006 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 qualitative performance objectives
are highlighted throughout the document. These objectives can be found in the Budget Summary and
Budget Policies sections (Sections I and III) of this document. The 2006 budget contains departmental
performance measures throughout the Baseline Budget section (Section VI). 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. The budget is organized around one type of budgetary measure —the "baseline budget,"
which allocates available resources to existing programs and services to preserve current levels of service.
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 1) summarizes the 2006 fiscal plan, presenting budget amounts as well as
staffing trends.
The Budget Process (Section 11) describes the purpose and process of the budget document.
The Budget Policies (Section 111) 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 IV) 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
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estimates. Also included is a five-year financial forecast of the General Fund based on the actions and
policies of the budget.
The City Operations (Section V) contains an overview of the City's operations, summarizing the budget as
an operations guide. The organization of the City is presented from different perspectives along with
administrative costs that are allocated between funds.
The Baseline Budget (Section VI) 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 goals. Also included are historical, current and projected line item
financial data, and performance measures representing program goals of each department.
Program Improvements (Section VII) discusses the 2006 program improvements that are included in the
budget.
The Capital Program (Section VIII) summarizes the City's 2006 Capital Facilities Plan. This section provides
an overview of the 2006 projects. For current and future plans in more detail, see the City's 2006-2011
Capital Facilities Plan published as a separate document.
2006 BUDGET CONSIDERATIONS
The 2006 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.
Auburn's growing tax base has offset significant revenue losses that have occurred in the past due to
legislated reductions in industrial sales taxes. A number of commercial and service industry additions
currently in progress or in the planning stages contribute to an economic picture of ongoing development.
The addition of new businesses, including the Safeway packaging and distribution center that opened in
2005, is anticipated to have positive impacts on available revenue. Several large residential developments
are in progress either within Auburn's city limits or adjacent areas that are within our Urban Growth
Boundary and thus in areas of potential annexation. Future large residential developments include
approximately 3,500 units in one site and perhaps up to 1,800 in another.
While there has been no new bonded debt issued in 2005 the City refunded existing revenue and general
obligation bonds and effectively reduced the annual interest cost. The issues refunded were $5 million in
utility bonds and $1.65 million in Airport GO bonds. These bonds were originally issued for utility infrastructure
and hangars at the airport. During 1998, $4.0 million limited tax general obligation bonds were issued for
constructing a new library. The utility system issued $8,350,000 in 1999. These 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.
A $1,655,000 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 $1,908,000 of the remaining general obligation debt associated with the facility. The
Page 3
City enjoys an outstanding bond rating and a solid reputation within the financial community. Again, a
fiscally responsible budget is proposed for 2006 to anticipate substantial unknowns in revenue stability.
Sales tax revenue has been projected at $15,920,000 in 2006, an increase of 6% over 2005 anticipated sales
tax revenue. The City has seen a steady increase in sales tax receipts over the past couple of years, due to
new businesses and construction.
Longer -term economic growth projections for the City continue to be positive, although reason for caution
remains. The regional economy began to show signs of recovery in 2004. 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 $4.6 million, and the General Fund undesignated
2006 reserve balance is budgeted at $1,554,900. Additionally, an insurance reserve of $2.4 million is
maintained to meet litigation claims and $2.7 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 Accomplishments
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 2006 budget allocates $119,238,200 among all
budget functions and funds. General Fund revenue is anticipated to increase from $43,782,100 as currently
budgeted for 2005, to $46,518,300 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.
Page 4
The Council has developed vision and mission statements and goals to guide the development, direction
and management of the City. Highlighted below, in the form of Citywide Goals, are some of the City of
Auburn's recent accomplishments.
BUDGEr GOALS - 2006
The goals set the overall direction for the City and priorities for program support and development. The
2006 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. Objectives that enable realization of the City's goals are then
developed and used to finalize departmental goals. Overall goals to guide development and
implementation of the 2006 departmental goals are presented as follows:
Retain and Preserve Community Identity
This is a community of more than 47,000 men, women and children who still believe they live in a small
town. All the actions of the Mayor and Council and City employees begin with that core belief. We have
a strong downtown area, good schools with neighborhood involvement, and a developed park system,
which all help to create a "sense of place" for residents and visitors. As a further reminder, both to
community and to foster future economic development, the City has embarked upon a program to
create significant community gateways. Located at strategic major entrances into the city, these
landmarks will provide visual identifiers that the traveler is now in Auburn and that this is a community that
has a strong belief in itself and its future. The program we are embarking upon is a multi -year effort to
locate and design these gateway features and couple them with a coordinated effort to promote the
city. The features will be comprised of specially designed landscaping, signage and possibly artwork.
Strong and vibrant neighborhoods result in a strong and vibrant community. Most of Auburn's
neighborhoods fit this description. However, several have experienced decline caused by a variety of
factors. It is important that these areas be identified and their issues addressed to allow them to flourish
with the rest of the community. For several years the City has coordinated the efforts of volunteers in the
areas of crime reduction, safety improvements, parenting classes, reduction of teen pregnancy and
related programs aimed at helping people to help themselves. The City devotes significant local and
federal resources to support agencies and programs that offer services to our most needy citizens. These
ongoing efforts are being coupled with an active neighborhood rehabilitation program. The goal of this
program is to work with residents to remove blighting influences, promote resident involvement and make
strategic investments, all of which are designed to help a neighborhood return to health.
The City continues to improve the Les Gove Community Campus. During 2002 the City successfully
negotiated a contract with the area YMCA to purchase their current building and have the property it sits
on returned to the City. This site would be ideal for a community center as it is adjacent to the Les Gove
Community Complex. The budget provides for a Community Center study to be completed in 2006.
Downtown Vision
The City Council continues to include city sidewalks and street lighting as a major priority downtown as well
as in other areas of the city. The 2006 budget has provided funding for sidewalk improvements as well as
traffic signal and traffic calming projects.
Auburn's downtown is the historic heart of our community. At the turn of the 20th century it was the primary
source of goods and services. The rail station was a primary link to the outside world. While the addition of
highways and malls has brought tremendous changes, downtown remains at the heart of our community.
As the City moves into the 21st century it continues to undertake major efforts to promote revitalization.
After years of planning, the Sounder commuter rail station and bus transit hub are now open. With
completion of the Lake Tapps Parkway, the 3rd Street overpass, the "A" Street Transit Center access and
Page 5
the 277th corridor, there has been a public investment of well over $60 million in downtown Auburn, as well
as another $40 million at the north and south ends of the city. These efforts will improve access and
parking and help set the stage for additional private sector investment. The City has completed its
Downtown Revitalization Plan, which seeks to work with existing and potential new businesses to expand
services in the area. These efforts will continue over the coming years and downtown can again resume its
position of importance to the community.
Economic Development
During the 1990s Auburn experienced tremendous growth in population and employment. As of the June
2005 population count, there are more than 47,000 people who call Auburn home. There remains a need
to bring family -wage jobs to the community if our residents and their children are to continue to prosper. A
viable community needs a strong private sector to provide a stable tax base. Today, attracting such
businesses is highly competitive. With improvements in communications and transportation, these
businesses have great flexibility as to where they locate. The City's Economic Development program seeks
to highlight and reinforce Auburn's advantages, work to improve infrastructure and job readiness skills of
our residents. In addition, this program will work to facilitate relocation and expansion of the businesses our
community wants and locate them to best benefit our citizens.
Invest in Trails, Parks and Park Programs, Open Space and Trees
The City provides for a summer teen camp to expose teens to new, challenging outdoor experiences.
Theater, arts and drama classes were also added to the teen summer program. Additional adult support
has been added at the Late Night program to give adults and youth more opportunities for interaction.
The summer youth sports camp and programs for popular sports such as roller hockey, basketball and
soccer were expanded. An after school program was added in 2005.
The City continues to plan and research open space development. Planning is ongoing to connect
existing parks to the trail system, including completing the White and Green River loops and connecting
them to the Interurban trail. Continued development of existing park property is ongoing with
improvements planned at several neighborhood parks as well as the larger properties.
Resolve Transportation Issues
Save Our Streets (SOS): Voters passed a levy lid proposal in November 2004 dedicated to Local Street
Improvements. The moneys collected are being set -aside in a Local Street Fund that the City will use to
increase safety for local citizens and provide for better traffic management.
SR 164 Safety: The City secured an agreement with WSDOT and the Muckleshoot Indian Tribe seeking and
planning SR 164 safety and capacity improvements; studying whether to open, for emergency purposes,
Academy Drive; and begin the process toward the creation of SR 164A, a link Road between SR 18 and SR
164.
Intelligent Transportation System: This project includes interconnection and coordination of all signals in the
city. The project also includes traffic management cameras, fiber optic interconnect and related
hardware along SR-164 (Auburn Way So.) and S. 277th St. corridors. The project constructed a traffic
control center at the existing M&O facility. This project is required for special event traffic management
and incident response.
"M" Street Grade Separation: This project includes construction of a grade separated railroad crossing at
'M' St. SE at the BNSF Stampede Tracks. It also includes construction of the bypass and road connection
between 'M' St. SE and Auburn -Black Diamond Road. During 2006 the City will focus on developing
partnership agreements and applying for grants and/or a Public Works Trust Fund loan.
Page 6
Technology
The City continues the use of technology to implement efficiencies in the work place and to create more
efficient business processes. In 2005 the City again expanded Government Access Cable Television
(GATV) and the City website, http://www.auburnwa.gov, to provide timely information about City
resources, events and projects. Other technology enhancements included implementation of an
Intelligent Transportation System to provide traffic engineers with the ability to manage traffic flow in real
time, an upgrade of the Utility Billing system providing enhanced customer services options, conversion of
our geographic information systems to provide better access and information to staff and citizens, and
continued expansion of wireless services to support our Public Safety departments.
In 2006 Information Services will continue to work on enhancements to the Intelligent Transportation
Systems, work on regional committees to ensure that public safety communication is transparent during
mutual aid and other regional events, implement several web based e-Gov applications including an
application which will allow citizens the opportunity to sign up for recreation programs online and e-
Customer Service which will allow citizens to report maintenance issues online. Information Services will
continue to work with Valley Cities and Valley Communications, our regional 911 center, to develop
regional standards for technology that will help enhance economic development opportunities.
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. An ESA/Sensitive Areas Coordinator was
hired to be responsible for coordinating and implementing efforts to respond to ESA issues and concerns.
Crosswalk and Lighting Needs: Staff has evaluated crosswalk and lighting needs specifically in the Central
Business District and plans to expand the program to include not just the downtown area, but other areas
throughout the city.
Revenues and Potential Annexation Costs: The City will continue to evaluate the impact on total resources
as a result of annexations and is committed to work with King County toward solutions for the ongoing
expansions of the Lea Hill and West Hill Potential Annexation Areas to ensure that urban infrastructure
requirements accompany urban development.
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.
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 2006 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.
Page 7
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 47,000 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
Page 8
GOVERNMENT FINANCE OFFICERS ASSOCIATION
Distinguished
Budget Presentation
Award
PRESENTED TO
City of Auburn
Washington
For the Fiscal Year Beginning
January 1, 2005
Presidmt Executive Director
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, 2005. 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.
Page 9
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 10
2006 Final Budget Section I: Budget Su mmary
SECTION I: BUDGET SUMMARY
This section summarizes the 2006 Budget and provides comparisons to previous years' revenues and
expenditures. Figures for 2006 represent baseline amounts unless otherwise noted. This section begins with
a summary of the City's governmental and financial structure. The following graphs and figures are
designed to highlight major budgetary points of interest. This section was prepared to provide an overview
of significant budget features and the City's financial condition. The reader is encouraged to refer to the
appropriate section of this document for more details about the summary information provided here.
City Council
Legislative
Planning
Public Works
Parks 8
Recreation
City of Auburn
Government Structure
Mayor
Administrative
Police
Legal
Finance
Municipal Court
Judicial
I Fire
Human
Resources
Information
Services
Page 11
2006 Final Budget Section I: Budget Summary
Fund Balance Trends
The facing page illustrates the budget balancing information and City financial condition by major fund
group and for the City as a whole. The table and graph below present both 2003 and 2004 actual
balances, the 2005 estimated actual and 2006 projected ending balances. For more detailed information,
please consult group summaries as highlighted in this section or see individual fund information contained
in the Baseline Budget Section.
Ending Fund Balance Trends 2003-2006
Fund BalancesM/orking Capital
$30,000,000
$27,000,000 a
m
$24,000,000
$21,000,000
tl
$18,000,000$15,000,000 Of$12,000,000 ' 3 LL N LL
O_ N O N U) p_
$9,000,000 U% O c o u
W W
$6,000,000 U) E
r C LL
$3,000,000 W W O
$0 ® dm m
■ 2003 Ending ■ 2004 Ending ❑ 2005 Est Actual ❑ 2006 Budget
2003 Ending
2004 Ending
2005 Est Actual
2006 Budget
General Fund
$ 18,496,495
$ 20,702,250
$ 11,569,800
$ 6,405,600
SpecialRevenue
9,776,845
10,612,069
7,680,696
7,776,696
Debt Service
50,802
115,967
106,167
98,667
Construction
13,930,030
13,852,020
7,655,811
7,208,811
Permanent
1,300,227
1,333,747
1,346,747
1,314,747
Utilities
25,587,476
28,858,778
18,650,778
12,353,978
Other Enterprise
1,126,026
897,029
1,149,229
1,120,829
Insurance Fund
2,716,001
2,693,180
2,573,180
2,473,180
Information Services
-
-
549,000
720,500
Equip. Rental Fund
3,907,419
4,508,076
4,931,076
5,311,376
Fiduciary Funds
3,363,764
3,159,962
2,995,462
2,780,962
Total
$ 80,255,085
$ 86,733,078
$ 59,207,946
$ 47,565,346
Page 12
2006 Final Budget Section I: Budget Su mmary
Fund Name
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
General Fund
Beg Balance
$ 15,676,553
$ 18,496,495
$ 20,702,250
$ 20,702,250
$ 11,569,800
New Revenue
43,178,378
46,386,110
44,934,900
45,763,610
46,578,300
Expense
(40,358,436)
(44,180,355)
(56,689,760)
(54,896,060)
(51,742,500)
End Balance
18,496,495
20,702,250
8,947,390
11,569,800
6,405,600
Gain (Loss) on Balance
2,819,942
2,205,755
(11,754,860)
(9,132,450)
(5,164,200)
Special Revenue
Beg Balance
7,749,745
9,776,845
10,612,069
10,612,069
7,680,696
New Revenue
6,264,824
6,319,967
11,372,823
11,372,823
10,160,800
Expense
(4,237,724)
(5,484,743)
(14,613,796)
(14,304,196)
(10,064,800)
End Balance
9,776,845
10,612,069
7,371,096
7,680,696
7,776,696
Gain (Loss) on Balance
2,027,100
835,224
(3,240,973)
(2,931,373)
96,000
Debt Service
Beg Balance
1,806,882
50,802
115,967
115,967
106,167
New Revenue
323,670
399,780
304,700
304,700
308,700
Expense
(2,079,750)
(334,614)
(314,500)
(314,500)
(316,200)
End Balance
50,802
115,967
106,167
106,167
98,667
Gain (Loss) on Balance
(1,756,080)
65,165
(9,800)
(9,800)
(7,500)
Construction
Beg Balance
14,932,648
13,930,030
13,852,020
13,852,020
7,655,811
New Revenue
4,514,343
3,083,078
9,490,678
8,462,878
4,410,000
Expense
(5,516,961)
(3,161,088)
(15,242,887)
(14,659,087)
(4,857,000)
End Balance
13,930,030
13,852,020
8,099,811
7,655,811
7,208,811
Gain (Loss) on Balance
(1,002,618)
(78,010)
(5,752,209)
(6,196,209)
(447,000)
Permanent
Beg Balance
1,253,855
1,300,227
1,333,747
1,333,747
1,346,747
New Revenue
76,372
63,520
43,000
43,000
58,000
Expense
(30,000)
(30,000)
(30,000)
(30,000)
(90,000)
End Balance
1,300,227
1,333,747
1,346,747
1,346,747
1,314,747
Gain (Loss) on Balance
46,372
33,520
13,000
13,000
(32,000)
Utilities
Beg Balance
22,632,235
25,587,476
28,858,778
28,858,778
18,650,778
New Revenue
30,877,460
36,033,331
35,465,600
35,465,600
36,180,000
Expense
(27,922,219)
(32,762,029)
(45,673,600)
(45,673,600)
(42,476,800)
End Balance
25,587,476
28,858,778
18,650,778
18,650,778
12,353,978
Gain (Loss) on Balance
2,955,241
3,271,302
(10,208,000)
(10,208,000)
(6,296,800)
Other Enterprise
Beg Balance
809,083
1,126,026
897,029
897,029
1,149,229
New Revenue
3,861,428
3,045,853
2,987,100
2,953,900
7,192,400
Expense
(3,544,485)
(3,274,850)
(2,791,100)
(2,701,700)
(7,220,800)
End Balance
1,126,026
897,029
1,093,029
1,149,229
1,120,829
Gain (Loss) on Balance
316,943
(228,997)
196,000
252,200
(28,400)
Insurance Fund
Beg Balance
2,902,440
2,716,001
2,693,180
2,693,180
2,573,180
New Revenue
29,680
29,983
20,000
20,000
40,000
Expense
(216,119)
(52,804)
(140,000)
(140,000)
(140,000)
End Balance
2,716,001
2,693,180
2,573,180
2,573,180
2,473,180
Gain (Loss) on Balance
(186,439)
(22,821)
(120,000)
(120,000)
(100,000)
Information Svcs Fund
Beg Balance
-
-
-
-
549,000
New Revenue
-
-
2,057,700
2,057,700
3,792,900
Expense
-
-
(1,508,700)
(1,508,700)
(3,621,400)
End Balance
-
-
549,000
549,000
720,500
Gain (Loss) on Balance
-
-
549,000
549,000
171,500
Equipment Rental Fund
Beg Balance
3,671,788
3,907,419
4,508,076
4,508,076
4,931,076
New Revenue
2,108,148
2,902,205
3,207,500
3,023,100
3,054,100
Expense
(1,872,517)
(2,301,549)
(2,755,600)
(2,600,100)
(2,673,800)
End Balance
3,907,419
4,508,076
4,959,976
4,931,076
5,311,376
Gain (Loss) on Balance
235,631
600,657
451,900
423,000
380,300
Fiduciary Funds
Beg Balance
3,552,973
3,363,764
3,159,962
3,159,962
2,995,462
New Revenue
91,193
121,837
180,000
180,000
174,000
Expense
(280,402)
(325,639)
(344,500)
(344,500)
(388,500)
End Balance
3,363,764
3,159,962
2,995,462
2,995,462
2,780,962
Gain (Loss) on Balance
(189,209)
(203,802)
(164,500)
(164,500)
(214,500)
Total
Beg Balance
74,988,202
80,255,085
86,733,078
86,733,078
59,207,946
New Revenue
91,325,496
98,385,664
110,064,001
109,647,311
111,949,200
Expense
(86,058,613)
(91,907,671)
(140,104,443)
(137,172,443)
(123,591,800)
End Balance
80,255,085
86,733,078
56,692,636
59,207,946
47,565,346
Gain (Loss) on Balance
$ 5,266,883
$ 6,477,993
$ (30,040,442)
$ (27,525,132)
$ (11,642,600)
Page 13
2006 Final Budget Section I: Budget Summary
2006 Revenues by Source
Other Sources
Misc 9.2%
6.4%
Taxes
Fines/ 36.0%
Forfeits
0.8%
kLic /Permits
1.4%
Charges/Sere I n terg ov't
37.7% 8.5%
2006 Expenditures by Fund Type
Debt Service
0.3% Fiduciary
Infernal 0.3%
Service
5 2% Permanent Fund
Capital Project 0.1%
3.9%
Special Revenue General Fund
8.1 % 41.9%
Enterprise
40.2%
Page 14
2006 Final Budget Section I: Budget Su mmary
Revenue and Expenditure Summary: All Funds
Financial data presented below is based on the City's financial structure. The expenditure amounts listed
below are the total allocations in each fund or sub -category.
Revenues by Source:
05/06
2003 2004 2005 Adj 2005 2006 Budget
Actual Actual Budget Est Actual Budget Chg
Taxes
$ 35,734,584
$ 38,258,797
$ 37,468,800
$ 38,050,800 $
40,267,000
7.5%
Lic/Permits
1,255,582
2,248,576
1,438,000
1,832,000
1,612,000
12.1%
Intergov't
6,908,496
5,562,864
10,373,850
10,178,160
9,541,400
-8.0%
Cho rges/Sery
35,451,995
37,249,720
37,377,100
37,500,500
42,184,000
12.9%
Fines/Forfeits
836,244
845,721
943,300
884,200
852,500
-9.6%
Miscellaneous (1)
2,975,490
4,408,103
5,312,573
5,212,573
7,203,700
35.6%
Other Financing Sources 12.
8,163,105
9,811,883
17,150,378
15,989,078
10,288,600
-40.0%
Beginning Fund Balances
74.988,202
80155,085
86,733,078
86.733,078
59,207,946
-31.7-o
Total Available Resources
$ 166,31 e698
$ 178,64cj
$ 196,797,079
$ 196,'80,'89 $
171 1 57.146
-13.0 ;e
(1) Includes Investment Income, Rental Income, Internal Service Rental Income, Contributions & Donations
2006 increase from Origina12005 budget mainly from Sewer Fund -$3.1 Million contribution from Muckleshoot
Indian Tribe for AWS project.
(2) Includes Operating Transfers In and Gain/Loss on Disposition of Fixed Assets.
'005 Budget Includes $5.3 million Transfer In for Justice Center purchase and $2.05 million Transfer In for the
c reation of the Information Services Fund.
Expenditures by Fund Type:
General
Departments:
Mayor & Council
Human Resources
Finance
City Attorney
Planning
Police
Fire
Public Works
Parks & Rec.
Street
Non -Departmental
Special Revenue Funds
Debt Service Funds
Capital Project Funds
Permanent Funds
Utility Funds
Other Entprs Funds
Internal Service Funds
Fiduciary Funds
Tote l Expenditures
Ending Fund Balances
Total Expend & Fund Balance
05/06
2003 2004 2005 Adj 2005 2006 Budget
Actual Actual Budget Est Actual Budget % Chg
$ 40,358,436 $ 44,180,355 $ 56,689,760 $ 54,896,060 $ 51,742,500 -8.7%
602,736
615,733
534,400
534,400
516,200
-3.4%
1,804,577
1,870,798
2,431,700
2,326,700
3,830,300
57.5%
1,672,063
1,244,684
825,300
825,300
927,600
12.4%
980,335
947,449
1,282,100
1,174,500
1,316,200
2.7%
3,024,910
3,458,067
4,929,800
4,545,700
3,795,700
-23.0%
12,708,928
14,306,338
15,687,200
15,599,800
17,094,200
9.0%
8,121,056
8,867,592
9,049,700
9,013,400
9,893,000
9.3%
1,877,405
2,281 ,407
2,540,700
2,473,700
2,631,500
3.6%
4,293,574
4,464,505
5,018,860
4,889,160
5,025,600
0.1%
1,721,409
2,077,794
2,075,000
2,075,000
2,038,000
-1.8%
3,551 ,443
4,045,988
12,315,000
11,438,400
4,674,200
-62.0%
4,237,724
5,484,743
14,613,796
14,304,196
10,064,800
-31.1%
2,079,750
334,614
314,500
314,500
316,200
0.5%
5,516,961
3,161,089
15,242,887
14,659,087
4,857,000
-68.1%
30,000
30,000
30,000
30,000
90,000
200.0%
27,922,219
32,762,029
45,673,600
45,673,600
42,476,800
-7.0%
3,544,485
3,274,850
2,791,100
2,701 ,700
7,220,800
158.7%
2,088,635
2,354,353
4,404,300
4,248,800
6,435,200
4j
280,402
325,639
344,500
344,500
388,500
12.8%
86,058,613
91,907,670
140,104,443
137,172,443
123,591,800
-11.89A
80,255,085
86,733,078
56692,636
59,207,946
47,565,346
-16.1'A
$ 166.313.698
$ 178,640, 749
$ 1961797,079
$ 196.380.389
$ 171,157, 146
-13.0-o
*Note: 2006 Budget reflects move of the Building maintenance staff from Planning to Human Resources.
Page 15
2006 Final Budget Section I: Budget Summary
2006 Budget by Function
Non -Capitalized Debt Samoa General Government
0.4% 2.24b0
Capital Costs
21.1%
Public Safety
24.6%
Economic Development
2.4%
Quality of Life
6.&/°
Transportation
3.5%
Interfund Transfers
3.5%
Physical Dwronment
26.8%
Page 16
2006 Final Budget Section I: Budget Su mmary
Distribution of Costs by Functional Structure
Data presented below is on the basis of services provided by the City. Administrative and capital costs are
allocated in each function as appropriate rather than separately reported. More detailed information on
administrative costs is in Section V City Operations.
General
Fund
Special
Revenue
Debt
Service
Capital
Projects
Enterprise
Funds
Internal
Service
Fiduciary
Funds
Permanent
Fund
Grand
Total
Funding Sources
Taxes
$37,882,000
$585,000 $
-
$ 1,800,000
$ -
1. - $
-
-
$40,267,000
License/Permits
1,612,000
-
-
-
-
-
-
-
1,612,000
Intergovernmental
3,157,500
5,010,400
-
1,140,000
233,500
-
-
-
9,541,400
Charges for Service
2,076,000
470,000
-
25,000
32861,000
L.`12,000
-
40,000
42,184,000
Fines and Forfeitures
852,500
-
-
-
-
-
-
-
852,500
Miscellaneous
938,300
1,277,000
3,500
445,000
4,226,900
175,000
120,000
18,000
7,203,700
Other Financing Sources
60,000
2,818,400
305,200
1,000,000
6,051,000
54,000
10,288,600
Total Revenues and Other
Financing Sources
$46,578,300
10,160,800
308,700
4,410,000
43,372,400
6,887,000
174,000
58,000
111,949,200
Beginning Fund Balances
11,569,800
7,680,696
106,167
7,655,811
19800,007
8,053,256
2,995,462
1,346,747
59,207,946
Total Available Resources
$58,148,100
$17,841,496
$414,867
$12,065,811
$63,172,407
$14,940,256
$3,169,462
$1,404,747
$171,157,146
Expenditures/Expenses
General Government
$ 7,121,500
$ - $
-
$ -
$ -
$ 3,761,400
$ 85,300 $ - $ 10,968,200
Security of Persons and Property:
Building Malnt/Permits & Inspections
2,457,800
-
-
132,000
-
-
- - 2,589,800
Police
17,255,600
208,300
-
-
-
- - 17,463,900
Fire
10,028,800
-
-
-
-
-
303,200 - 10,332,000
Physical Environment:
Engineering
2,748,400
-
-
-
-
-
- - 2,748,400
Water Utility
11,700
-
-
-
5,448,400
-
- - 5,460,100
Sewer Utility
-
-
-
-
11,752,700
-
- - 11,752,700
Storm Utility
-
-
-
-
3,139,300
-
- - 3,139,300
Solid Waste
-
-
-
-
9,212,700
-
- - 9,212,700
Cemetery
7,000
-
-
-
691,900
-
- - 698,900
Commercial Retail
-
-
-
-
116,800
-
- - 116,800
Transportation:
Planning
95,000
-
-
-
-
-
- - 95,000
Street
2,038,000
36,000
-
325,000
-
-
- - 2,399,000
Arport
-
-
-
-
365,400
-
- - 365,400
Equip Rental
-
-
-
-
-
1,490,800
- - 1,490,800
Economic Environment:
Public& Community Services
595,000
50,500
-
-
-
- - 645,500
Planning& Community Level
1,786,800
-
-
-
-
-
- - 1,786,800
Housing & Community Level
60,500
454,000
-
-
-
-
- - 514,500
Cultures Recreation:
Planning
-
-
-
-
-
-
- - -
Poras & Recreation
5,139,900
25,000
-
2,200,000
-
-
- 7,364,900
Golf Course
-
-
-
-
802,400
-
- - 802,400
Debt Service:
Principal
153,000
-
175,000
-
1,640,600
-
- - 1,968,600
Interest
97,900
-
131,200
-
514,900
-
- - 744,000
Capitalized Expenses
-
335,000
15,786,500
1,183,000
- - 17,304,500
Roads Street Construction
-
8,799,000
-
-
-
- - 8,799,000
Non Expenditures
475,000
-
-
-
-
-
- - 475,000
Other Uses/Trarsfers Out
1,670,600
492,000
10,000
1,865,000
226,000
90,000 4,353,600
Total Exoenditures/Expenses
and Other Uses
51,742,500
10,064,800
316,200
4,857,000
49,697,600
6,435,200
388,500 90,000 123,591,800
Ending Fund Balances
6,405,600
7,776,696
98,667
7,208,811
13,474,807
8,505,056
2,780,962 1,314,747 47,565,346
Total Fund Commitments &
Fund Balances
$58,148,100
$17,841,496 $
414,867
$12,065,811
$63,172,407
$14,940,256
$ 3,169,462 $ 1,404,747 $ 171,157,146
Page 17
2006 Final Budget Section I: Budget Summary
General Fund Budget Summary
The General Fund Budget is a particularly important
resources derived mainly from the City's taxing powers.
in itself a major policy decision.
part of the budget, since it allocates financial
As such, the content of the General Fund Budget is
The page opposite summarizes the proposed General Fund Baseline Budget. Baseline expenses are those
expenses that are necessary to maintain existing programs. The top part of the table summarizes the
revenues that are anticipated to be available within the next year. Since this year's General Fund budget
incorporates no new significant revenue initiatives, these revenues are those expected within the existing
revenue authority as established by current City ordinances. Any revenue growth will be due to increased
economic growth or activity.
2006 GENERAL FUND REVENUE
Taxes
Intergovernmental
Charges for
Services
License/Permits
Miscellaneous
Fines & Forfeits
Other Sources
$- $10,000,000 $20,000,000 $30,000,000 $40,000,000
Page 18
2006 Final Budget Section I: Budget Su mmary
Revenue & Expense Sur>trwy Generd Fund
CHg 05/06
2M5 2006 $
Est Actual Budget Change
IMM M
BegnningBalano--
$ 15,676,552
$ 18,496,495
$ 20,702,250
$ 20,702,250
$ 11,569,800
$ (9,132,450)
Tax, Revenue
33,393,222
35,920,917
35,768,800
36,350,800
37,882,000
2,113,200
Licanses & Pen -nits
1,255,582
2,248,576
1,438,000
1,832,000
1,612,000
174,000
Intergovernmental
2,065,926
2,205,983
2,615,600
2,326,610
3,157,500
541,900
Charges ForSevices
2,054,853
2,211,571
2,201,500
2,324,900
2,076,000
(125,500)
Fines & Forfeits
836,244
845,721
943,300
884,200
852,500
(90,800)
Msoallaneous
803,630
853,406
814,900
892,300
938,300
123,400
Other Financing So roes
2,768,922
2,099,936
1,152,800
1,152,800
60,000
(1,092,800)
Total Revenues
$ 58,854,931
$ 64,882,605
$ 65,637,150
$ 66,465,860
$ 58,148,100
$ (7,489,050)
Experldtures:
Salaries &V\Ia�ps
$ 21,225,851
$ 22,368,146
$ 24,366,000
$ 23,660,700
$ 25,699,300
$ 1,333,300
Benefits
5,068,545
5,778,024
6,856,990
6,389,390
7,413,100
556,110
Supplies
1,226,253
1,476,239
1,378,450
1,344,950
1,349,900
(28,550)
OtherChorges
6,692,588
7,140,334
7,960,977
7,499,477
8,329,400
368,423
InterGovernnental
3,842,295
2,915,389
10,796,900
10,646,100
3,805,800
(6,991,100)
CapfalOutlays
899,446
2,842,821
2,519,243
2,545,943
331,500
(2,187,743)
Debt Se oa: Principal
133,963
-
-
-
153,000
153,000
Debt Service: Interest
117,304
113,078
-
-
97,900
97,900
InterfundSevices
1,152,191
1,546,324
2,811,200
2,809,500
4,562,600
1,751,400
Total Expenditures
40,358,436
44,180,355
56,689,760
54,896,060
51,742,500
(4,947,260)
Ending Fund Balance
18,496,495
20,702,250
8,947,390
11,569,800
6,405,600
(2,541,790)
Total
$ 58,854,931
$ 64,882,605
$ 65,637,150
$ 66,465,860
$ 58,148,100
$ (7,489,050)
Page 19
2006 Final Budget Section I: Budget Summary
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. 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 and
fire. A Cemetery position was reduced in order to hire a firefighter in 2004. With the increase in population
and police officers, comes the increased caseload for the court, having an impact on both the court and
legal department. The 2005 budget added 1.0 Probation Counselor and the 2006 budget adds 1.0 Court
Clerk.
As the City progresses into the age of technology, there is also a need for additional staff in information
services. In 2005, Information Services became a separate department adding 3.5 positions, funded wholly
by decreases in existing contract/consulting expenses, in order to increase efficiency. The other major staff
increase has been in the Public Works department. Public Works added two project -funded engineers in
the 2005 budget. An Electrical Inspection program was added to the Planning department in 2005 that will
provide funding for the addition of 2.0 positions. With the significant increase in both commercial and
residential development, Auburn is not alone in trying to keep up with new infrastructure needed to meet
additional demands. Citizens passed the Local Street Initiative in November of 2004. One Street System
Engineer position was added to manage the new program. The 2005 budget also added 1.0 Sewer
maintenance position. The cost of these new positions has been offset, in most cases, by new revenue
sources and/or a reduction in costs. For 2006 the total increase over the 2005 staffing is 4.25 FTE's. A court
clerk will be added in 2006 to accommodate the growing amount of filings and hearings. Also, a senior
planner will be added to meet increasing developmental and plan review needs of the City. The
Information Services Internal Service fund provides for the addition of 1.0 FTE for Multimedia and 1.0 for an
Information Services Assistant. 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 1998 - 2006
34,5
rlllllllllll
I1111111111
rlllllllllll
12.00
0
U
9.00 a
0
6.00 0
3.00 c
0
0
0.00
Page 20
2006 Final Budget Section I: Budget Su mmary
POSITION ALLOCATION BY FUNDING
Department
2002
2003
2004
2005
2006
Changes
Mayor
2.57
4.00
4.00
3.20
3.20
0.00
Human Resources
5.99
5.99
5.75
5.67
11.82
6.15
Municipal Court
12.00
12.00
13.00
14.00
15.20
1.20
Finance
13.28
12.93
11.28
6.98
6.88
-0.10
Legal
11.38
11.39
11.50
11.50
11.49
-0.01
Planning
12.16
29.43
30.35
32.35
27.00
-5.35
Police
114.00
115.00
115.00
117.00
117.00
0.00
Fire
81.00
81.00
81.00
82.00
82.00
0.00
Public Works
32.68
22.52
22.79
21.44
19.81
-1.63
Parks & Rec.
33.37
36.27
36.27
35.27
35.52
0.25
Street
16.35
13.00
14.02
11.00
11.52
0.52
Sub -Total General Fund
334.78
343.53
344.96
340.41
341.44
1.03
Water
26.79
28.96
30.44
31.08
30.09
-0.99
Sewer
20.84
19.04
18.81
20.30
18.81
-1.49
Storm Drainage
19.82
19.42
19.99
22.05
19.59
-2.46
Solid Waste
5.82
5.91
6.91
6.55
6.24
-0.31
Airport
4.07
3.91
0.16
0.16
0.16
0.00
Cemetery
7.60
7.41
7.55
6.39
6.33
-0.06
Golf Course
7.05
6.09
6.10
6.09
5.96
-0.13
Communications
0.00
0.00
0.00
5.80
6.80
1.00
Information Services
0.00
0.00
0.00
3.07
11.10
8.03
Equip. Rental
6.80
8.04
8.93
9.16
8.75
-0.41
Other Funds
4.43
4.69
4.15
5.44
5.48
0.04
Sub -Total Other Funds
103.22
103.47
103.04
116.09
119.31
3.22
TOTAL FTE's
438.0
447.0
448.0
456.50
460.75
4.25
Page 21
2006 Final Budget Section I: Budget Summary
POSITION ALLOCATION BY DEPARTMENT
Department
2002
2003
2004
2005
2006
Changes
Mayor
3.0
4.0
4.0
8.5
9.50 "
1.00
Human Resources
7.0
7.0
7.0
7.0
14.00
7.00
Municipal Court
12.0
12.0
13.0
14.0
15.00
1.00
Finance
27.0
28.0
28.0
21.0
21.00
0.00
Legal
13.0
13.0
13.0
13.0
13.00
0.00
Planning
13.0
31.0
31.0
32.0
26.00
-6.00
Police
114.0
115.0
115.0
117.0
117.00
0.00
Fire
81.0
81.0
81.0
82.0
82.00
0.00
Public Works
62.0
48.0
49.0
48.0
48.00
0.00
Parks & Rec.
35.0
37.0
37.0
36.00
36.25
0.25
Street
13.0
13.0
13.0
11.0
11.00
0.00
Water
14.0
16.0
16.0
16.0
16.00
0.00
Sewer
7.0
7.0
6.0
8.0
8.00
0.00
Storm Drainage
7.0
7.0
7.0
9.0
9.00
0.00
Solid Waste
6.0
2.0
2.0
2.0
2.00
0.00
Airport
3.0
3.0
3.0
0.0
0.00
0.00
Cemetery
7.0
7.0
7.0
6.0
6.00
0.00
Golf Course
6.0
6.0
6.0
6.0
6.00
0.00
Info Services
0.0
0.0
0.0
10.0
11.00
1.00
Equip. Rental
8.0
10.0
10.0
10.0
10.00
0.00
TOTAL FTE's
438.0
447.0
448.0
456.50
460.75
4.25
Changes in 2005 through 2006: (FTE- Full-time Equivalent)
Mayor/Information Services: The Communications & Community Relations division was formed late in
2005. This new division reports to the Mayor and is budgeted in Fund 518, the Information Services
Internal Service Fund. 2006 added 1.0 FTE (Communications Assistant) to this new division.
Court: Added 1.0 FTE (Court Clerk II) in 2006 budget.
Police: During 2005 reduced Parks and increased Police by 1.0 FTE. Added 1.0 FTE to Police in 2005 to
backfill for TNET officer.
Parks: Increased Museum Curator position from .50 to .75 FTE in 2006.
Human Resources/Planning: Moved Building division maintenance staff, 7.0 FTE's to Human Resources.
Planning: Added 1.0 FTE (Senior Planner) in the 2006 budget.
Information Services: 1.0 FTE (Information Services Assistant) was added in the 2006 Budget.
*Does not include seven Council positions.
Page 22
2006 Final Budget Section II: Budget Process
Capital
Improvement
Program
Final Work
Program
SECTION II: BUDGET PROCESS
City of Auburn Budget Process
Council/Mayor
Goal Setting
Preliminary
Work Program
Department
Budget Process
Program
Improvements
Baseline
Budget
Preliminary Budget
Budget Message
Budget Initiatives
Final Budget
Page 23
Final City
Goals
Financial Analysis
Budget
Policies
2006 Final Budget
Section II: Budget Process
2006 Budget Calendar
Budget Process
May Jun
Jul Aug Sep Oct Nov Dec
Mayor and Council update the vision for the City. 6/17
Information Services technology request forms are
6/19
sent to departments.
Mayor and Finance director meet to discuss budget
6/2
priorities.
Information Services technology requests from
6�S
departments due.
Budget instructions and forms are distributed to
6/6
departments.
Department Directors return completed budget
6/29
packets to Finance.
Departments review budgets, goals, and
7/18-
accomplishments with the Mayor.
8/10
Finance department prepares preliminary revenue
7/27
forecasts.
Department budgets are adjusted based on the
8
Mayor's recommendations.
Department budgets are reviewed by
Planning/Community & Public Works Committees.
8/22
Notice of public budget hearing #1 is published.
8/26
Revenue forecast is finalized.
n
Preliminary CFP and SEPA check list to Planning
9/01
(Planning Commission, SEPA, State Overview)
Department budgets are reviewed by Finance &
9/O6
Municipal Svcs Committees.
Hold public budget hearing #1 with revenue
9/19
presentation.
Preliminary budget is filed with the City Clerk,
distributed to City Council and made available to the
10/21
public.
Public notice of preliminary budget fling and of public
10/21 &
hearings to finalize budget.
28
Public Budget hearing #2.
11l7
Council/Mayor Work Session on budget
11/17
recommendations.
Property tax levy is set by ordinance.
11/21
Budget is adopted by ordinance.
12/6
Page 24
2006 Final Budget Section II: Budget Process
A. Budget Purpose
The City of Auburn's budget seeks to achieve
four basic purposes:
1. 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 (see Budget
Policies Section III). This budget also facilitates
the evaluation of City programs by providing
a means to examine both the financial
activities and the progress towards yearly
performance objectives of City departments
over time.
2. 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 (see
Budget Process Section II).
3. 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 year's 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 (see Financial Plan
Section IV).
4. 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.
Page 25
B. 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 with a
retreat for the City Council and the Mayor
meeting to review the Visions for the Future,
Mission Statement and the previous year's goals.
At that retreat, Council and Mayor discuss such
issues as staffing, emerging topics and program
priorities. Then, during the summer of each year,
departments develop their budgets and work
plans that are described in the department
description for the following year (which is the
calendar year). These work plans 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 work objectives along with
identifying their fiscal requirements. These
divisional budgets are then modified for
integration into department goals and budget
proposal. Departments consult during this period
with various Council committees while they are
formulating their next year's goals and
performance objectives. This consultation may
be either formal or informal and is intended to
include the Council's desires in setting goals and
supporting budget proposals.
During the summer, these tentative budget
proposals are submitted to the Mayor. At the
same time the budget proposals are submitted to
the Mayor, the Finance Department develops a
tentative revenue projection for the following
budget year. A complete proposed budget is
presented to the Mayor by the end of
September. 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 the City should be
considering during its review of the budget. This
2006 Final Budget Section II: Budget Process
hearing is held early in the process in order to
afford the public an opportunity to comment
before the budget takes a formal shape. At the
same time the Mayor is reviewing the
department proposals, the departments present
their budget proposals in detail to the
appropriate committee of the Council.
The Mayor's recommendations for the next fiscal
year are formally transmitted to the Council in the
form of the Preliminary Budget during the month
of October. During late October and early
November, the Council holds a formal hearing on
the preliminary budget and conducts a series of
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. Final action on the
budget 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.
C. Budget Structure
The budget process results in various budget
products at appropriate stages of the process.
1. Budget and Accounting System: The official
budget is maintained, both before and after
adoption, on the City's financial
management and accounting system at a
very detailed line item level. Computerized
reports may be generated at any time and at
various levels of detail. Departments can also
access these budgets at any time on a read-
only inquiry basis to compare actual revenue
and expenditures to their budgets. This
computerized budget becomes the
accounting system that controls expenditures
after adoption of the final budget.
2. 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.
Page 26
It focuses on key policy issues, while still
providing a comprehensive overview of the
complete budget. Detailed information is
made available upon request from the fully
computerized budget.
3. Budget Ordinance: The actual appropriations
implementing the budget are contained in
the budget ordinance adopted by the City
Council.
4. Final Budget: The Final Budget is issued as a
formal published document, in the same
format as the preliminary budget, but as
modified by the City Council. It is this
document which is formally filed as the Final
Budget.
6. Work Programs: While the budget proposals
of the administration are developed in
concert with the fiscal proposals in the
budget, the budget documents themselves
only summarize the individual work programs
and performance objectives. The actual
work programs are in a goal and
performance objective format maintained by
each department. Generally, these work
programs are not finalized until the budget is
in final form since the budget will determine
the actual activities undertaken by each
department. Finalized departmental work
programs include timetables and deadlines
for implementing budgeted performance
goals and activities.
D. Components of the Budget
The budget consists of three parts: baseline
budget, program improvements, and capital
planning, programming and budgeting.
1. Baseline Budget: The baseline budget
consists of budget proposals, which would be
sufficient to maintain the operation of
programs, which had been previously
authorized, in earlier budgets.
2. Program Improvements: Program
improvements consist of new initiatives or
substantial changes to existing programs.
2006 Final Budget Section II: Budget Process
10
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
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 more readily at what level
existing programs should be funded, what
budget initiatives should be made and at what
level of funding.
E. Capital Planning
The Capital Facilities Plan (CFP) was originally
adopted as an element of the City
Comprehensive Plan that provides the City's
plans to finance capital facilities that will be
needed during the next 20 years. The CFP
includes both long-range strategy and a specific
six -year action plan of improvements. The CFP is
maintained and reports are published separately
from the budget. The CFP was updated for the
period 2006 through 2011 and was adopted
along with the Final budget in 2005. The Capital
Program Summary, Section VIII, of this budget
includes a summary of the projects and their
appropriations in 2006. This section is an overview
of all of the projects approved for 2006. For more
detailed information see the six -year Capital
Facilities Plan.
F. Implementation, Monitoring and Amendment
The budget and its policies are implemented
through the work programs of individual
departments and accounting controls of the
Finance Department. Progress in the
implementation of the budget program is
monitored by a monthly reporting system
consisting of monthly reports to the Mayor from
the department heads on the progress of
departmental goals and performance measures.
The reports are then summarized into a monthly
report by the Mayor to Council. In addition, each
department prepares detailed semi-annual and
annual reports on their goals and performance
measures. Implementation of the budget is
further monitored by the oversight activities of
Page 27
various City Council committees, which meet
twice monthly to not only consider proposals
before the City Council, but also to review the
activities of the various City departments. Both
the report function of the Finance Department
and the oversight function of the Finance
Committee of the Council include the status of
the fiscal management policies of the budget.
The financial aspects of the budget are
monitored in periodic reports issued by the
Finance Department comparing actual
expenditures and revenues with the budget. In
these reports, financial data is presented at the
same level of detail as the final budget. These
reports include an analysis of the City's financial
condition.
From time to time it becomes necessary to
modify the adopted budget. The procedure for
amending the budget depends upon the type of
change that is needed. One type of change
does not affect the "bottom line" total for a
department or a fund. These changes, mainly
transfers from one line -item to another within a
department's operating budget or changes
between divisions within a department, may be
effected by the Mayor and the Finance Director
with written request from the department
director.
The second type of budget amendment brings
about a change in the total appropriations 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 a resolution. The status of
the budget is comprehensively reviewed twice
yearly to identify any needed adjustments. The
budget may be modified at other intervals during
the year if programs require unforeseen changes
that were not anticipated during the
comprehensive review periods. All requests for
amendments are first filed with the Finance
Department.
2006 Final Budget Section II: Budget Process
a
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 28
2006 Final Budget Section III: Budget Policies
SECTION III: 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 each year 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.
The annual 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 finished an Emergency
Operations Plan during 2005.
CITY POLICY FRAMEWORK
COMPREHENSIVE PLAN IMPLEMENTATION PROGRAM
COMPLETED ACTIONS (AS OF DECEMBER 2005)
Capital Facilities Plan 2006-201 1
Community Development Block Grant Consolidated Plan
Update
SCHEDULED ACTIONS (2005-2006)
GMA Comprehensive Plan Update
Capital Facilities Plan Update
Comprehensive Transportation Plan Update including
non -Motorized plan
Parks, Recreation and Arts Plan Update
Fe1 k, 1010'e16 aI] k, III I k, LH 2;ZiZr];L1JJ
Annual City Budget
Community Development Annual Consolidated Plan
Capital Facilities Plan
Page 29
2006 Final Budget Section III: Budget Policies
Budget Policy Development
The budget process is linked to this policy framework by the annual development of Council Goals. They
relate the overall program to annual 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 annually 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 general goals, sets priorities with which to apply the available funding tools, 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 goals are policy
statements that outline the significant program objectives of the City, which are to be funded. Budget
priorities are policy statements expressing how the limited available resources are allocated between
competing needs and programs. Budget initiatives 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).
Needs Assessment
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 47,000 people within its incorporated limits, and
another 40,000 to 45,000 people who reside in the adjacent unincorporated area considered to be within
the Auburn community. The City of Auburn was incorporated in 1891 and operates as a non -charter code
city under the laws of the State. The city began as a small, rural community with an economy based on
agriculture and a railroad yard and center. During the 1960's and 1970's the city grew rapidly, both in
population and in area. This growth not only consisted of residential development, but also included
substantial industrial and commercial development. The largest employer in the City is the Boeing Co.,
employing an estimated 5,000 people in its Auburn plant. According to the King County Assessor's Office
the City's total assessed valuation for tax roll 2006 is $5,106,117,420.
In 2005, the City employed 456.5 people (on a full-time equivalency basis) providing a full -range of
municipal services. These services include: police and fire protection, municipal court services, parks,
recreational and cultural 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. The structure of
the City is described in Section V, City Operations.
Page 30
2006 Final Budget Section III: Budget Policies
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 outside the City limits, but
within Auburn's water and sewer service area. 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 began commuter rail service in 2000 in
the Puget Sound region, with a train/bus station located in the City of Auburn.
The City's economy follows that of the surrounding region. One of King County's leading industries is the
Boeing Co., a worldwide supplier of commercial and military aircraft and related products. The Boeing
Company in the Seattle/Tacoma area employs close to 62,000 people, and several of Boeing's facilities
are located within easy commuting distance for City residents. The Auburn plant, where the company's
fabrication operations take place, supplies the commercial air fleet with spare parts. During the past three
years, Boeing has reduced staff in the wake of the terrorist attacks and the declining demand for
commercial airplanes. Approximately 28,000 jobs have been lost in the Puget Sound area since 2000.
Locally in Auburn, almost 5,000 jobs have been cut since 1998. Most of the City's manufacturing jobs are
at this plant. Boeing currently provides approximately 157o of the City's assessed value, down from 24% in
2001, as the company sells off land and office space in Auburn.
Retailing has also become a significant factor in Auburn's economy. Auburn has been a center for
automotive sales for many years. During 2004-2005, automotive sales represent over 20% of total sales tax
collections. In previous years the City has experienced tremendous growth in the sale of wholesale
durable goods, which currently represents 13.5% of total sales tax collection. Growth surrounding the
SuperMall of the Great Northwest continues. One of the major sources of sales tax collections in 2005 has
been from construction at 137o, down from 16.7% in 2004.
Other enterprises that affect, or may affect, Auburn's economy include the Auburn Regional Medical
Center, which added 350,000 square feet to their facility, downtown redevelopment, Lakeland Town
Center, the sale and planned redevelopment of the Boeing property, and the Muckleshoot Indian Tribe's
gambling casino. The Muckleshoot reservation is adjacent to the City and has increased in size by over
one-third since 1999 as the Tribe repurchases reservation land as it becomes available.
Safeway, a large grocery food chain, purchased land in south Auburn from the Boeing Company to
construct a regional distribution center. Construction began in the fall of 2003 and was completed in 2005.
The center consists of two warehouses for dry goods and cold storage. The total square footage of both
buildings is 1,275,000 square feet. The facility has created 200 new jobs and over 800 jobs during the
construction phase. Boeing has also leased out most of their professional office space and adjoining
warehouse to Zones, a nation wide business technology retailer.
The Lakeland PUD continues developing at a brisk pace. The city has recently approved another large
single-family tract as well as 400 unit multi -family housing project. 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; and Riversand, a 300 plus PUD located
along the Green River.
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2006 Final Budget Section III: Budget Policies
General Fiscal Environment
Effective budget and financial policies should be developed gradually over a period of time in response to
long-term fiscal and social -economic conditions. Accordingly, although this document responds to the
2006 budget, 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. Auburn's last severe down
cycle ended in 1986 when the City was forced to reduce expenditures, and Auburn's last significant tax
increase occurred at that time. At that point, adverse economic conditions coincided with the elimination
of a number of State and Federal programs.
Starting in 1987, an economic recovery together with sound financial practices allowed the City to
accumulate surpluses despite significantly increased services. Commencing in 1991, the economy again
flattened and continued in a limited growth mode through most of 1993. However, through careful control
of expenditures, the City continued its established level of services without significant erosion of reserves.
The economy began to strengthen in late 1993. The 1994 and 1995 budgets provided a few new programs
and the building of adequate reserves against future 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 and how much they pay can also have a major
impact. In 1995 through 1997, the Washington State Legislature adopted several pieces of legislation,
which have exempted selected businesses from the state sales tax. Although Auburn's economy
remained strong during the 1997 fiscal period, these exemptions have impacted Auburn's sales tax
revenues substantially, because Auburn has several manufacturing industries, including Boeing facilities.
Although inflation is controlled and expenses are on or below budget, these altered revenue sources are
having, and will continue to have, a substantial impact on Auburn's budget. Then again in 1998, 1999, and
2000 there were measures approved by the voters of the State of Washington that limited the ability of
local governments to increase revenues and future taxing authority. Two of the measures were overturned
in court and I-747 limits property tax increases to the lesser of 1% or inflation. The November 2002 ballot
included Initiative 776 that affected street construction revenue. The initiative was overturned in court and
was appealed at the State Supreme Court. In October of 2003 the Supreme Court upheld this initiative.
The City lost $450,000 annually of revenue that was dedicated for local street improvements.
Other significant concerns for the future are the demand for services. In particular, public safety services
will increase dramatically with continued development. In the past, the City saw most of its new
development come from commercial construction. Beginning in 1997, the Lakeland PUD began a
significant expansion that continues today. Growth is no longer restricted to commercial construction.
Due to mandatory sentencing guidelines required by the State, we have experienced over a 500%
increase in the care and custody of prisoners since 1998. 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 an effect on incarceration costs. For the first time in five years, these
costs have remained stable, with no marked increase.
The General Fund must be budgeted and monitored very carefully during this period. Passage of voter
approved initiatives, other pending voter initiatives, and the recent slump in the economy have negatively
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2006 Final Budget Section III: Budget Policies
impacted the general fund. Due to strong fiscal management in previous years, available reserves are
sufficient to maintain the current levels of service provided another down turn in the economy is neither
deep nor long.
Other Funds
The most significant issue for the proprietary funds (which account for the activities of the City utilities,
cemetery, golf course, and airport) over the past several years has been ensuring that these entities are
self-sufficient and needed capital projects are accomplished.
The Water Fund has been under some pressure in the last several years due to increasing costs as well as
increasing capital needs. A corrosion control program consisted of several major projects and was
completed in 2002. 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 last increased rates on January 1, 2005.
The Sanitary Sewer Fund has seen its working capital increase during the last few years and operating
income has also remained strong the last several years. Working Capital will be reduced as major capital
construction projects are completed.
The Storm Drainage Fund has completed significant capital projects during the last several years, with cash
revenues generated from rates. Given the large construction cost of regional facilities, a bond issue of
over $2.0 million was issued in 1999. The utility adopted a Comprehensive Drainage Plan as an element of
the City's comprehensive plan in 2002. The Storm Drainage utility increased rates January 1, 2005.
The Golf Course Fund has reduced working capital while providing facility improvements and upgrades
over the past several years, primarily related to storm drainage problems. Green fees were increased
regularly over the last few years to cover the cost of operations. The 2004 and 2005 budget provided for a
study to determine the financial feasibility of constructing a new Clubhouse with a restaurant. Construction
of a new Clubhouse is included in the 2006 budget.
Budget Trends in Recent Years
The expanding economy of the late 1980's left the City in strong fiscal shape. From 1991 through 2001 the
City was in an economic upswing.
In 1995 and 1996, revenues were budgeted conservatively due to the City's preference for receiving
revenues before authorizing their use. Program improvements focused mainly on filling SuperMall-related
service needs for police and fire protection and upgrading aging technology related to computers and
telephones.
It was anticipated that 1997 revenues would again be constant, but we saw an increase in the economy,
which translated into increased revenues. Minor program additions were undertaken mid -year. During
1997, the voters approved a measure to annex to the King County Library System.
Once again in 1998 we saw another boom economy, which resulted in increased revenues. Building
permit activity exceeded 1997 levels by mid -summer of 1998. Sales tax revenue continued to be very
strong and exceeded preliminary estimates for the third year in a row. During 1999 actual building permit
activity was 40% less than the previous year, although the City saw significant increases in assessed
valuation for property taxes. New construction activity reached its highest level with property values in
excess of $100 million being added to the property tax roles. New construction activity and sales tax
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2006 Final Budget Section III: Budget Policies
revenue leveled off in 2001, while energy tax receipts soared. Revenue growth in 2002 was guarded for
sales tax and construction activity as the region slipped into a recession in late 2001. As expected, new
construction activity, as well as growth and expansion in our community subsided late 2001 and through
2002. 2003 construction revenue grew by 4.6% over 2002. 2004 construction related sales tax grew
substantially. Major housing projects were completed in 2005 and there has been some slowdown in
construction related sales tax revenue. Future revenue growth is dependent on continued low interest
rates, new construction and a recovering economy.
Key Issues Affecting the 2006 Budget Process
The next several years will bring many challenges for the City. In November 1999, the voters of the State of
Washington passed Initiative 695. The State Legislature reacted to the initiative in the 2000 session by
repealing excise tax on motor vehicles. Another initiative went before the voters in November 2001, limiting
property taxes to the lesser of 1% or inflation, and was successful. The City relies on property tax increases
annually to support basic service levels in the General Fund; any future increases in the total dollars
collected would have to go to a vote of the people. The General Fund has utilized fund balance to
balance the 2006 General Fund budget due to voter initiatives and past economic conditions.
As is the case with most cities, the other major issue 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 the
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. This proposition
was successful and the additional funds are being used to support a local street improvement program.
Employment in Auburn is anticipated to increase with the completion of the Safeway distribution and
packaging facility and other business development.
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 $4.6 million dollar level in the
near future to hedge the City against the continued revenue loss.
Governmental Funds
Over the last decade, the local economy has grown much faster than that of the state. The City's past
economic development efforts should continue to pay off as more sites are developed. The construction
of the Ace Project, which includes a Ramada Inn; Applebee's, and various other businesses will add to the
retail sales tax base and further diversify the City's economy. Additionally, the City has some of the
remaining larger parcels of undeveloped land in the South Puget Sound Region. Warehousing and
commercial businesses view the area as a desirable place to develop, because of the City's proximity to
two major ports.
As has been the case in the past, the demand for services, especially public safety, continues to increase
faster than available revenue. A wide range of factors, including growth and annexation of properties, in
the areas adjacent to the City and changing social conditions bring about this increased need. Other
funding pressures include new legal requirements, labor relations and the shifting of the obligation for
funding services from the county, state and federal governments to local governments. Rather than
lessening, these pressures are expected to intensify in the coming decade.
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2006 Final Budget Section III: Budget Policies
Unlike police and other services, which can expand gradually in response to community growth, fire
services grow in steps as expensive new equipment or stations are brought on line. The City has continually
made significant investments in fire services. A fire location study was completed in 1998 to guide the City
in the siting of a third permanent fire station. Since 1998, budgets have provided $2,870,000 for fire
replacement equipment that funded the purchase of fire engines, aid vehicles and auxiliary equipment.
The City successfully negotiated, with a private developer, to construct a 28,000 square foot police and
court facility. The developer restored a building on Main Street meeting the council vision and goal of a
new justice center for police and court, who had outgrown their facilities. The new facility was completed
late in 2004, and in 2005 was purchased by the City.
The relocation of the police department and municipal court made available a block of property north of
city hall that was primarily owned by the City. The City issued a request for development proposals in 2004.
The hospital owns adjoining property and submitted a proposal. The City accepted the proposal and sold
the property to the hospital in 2005. The hospital has plans to build a facility that could include a 300-car
parking garage and a new cancer treatment facility.
Resolution of the City's increasing traffic congestion on major arterials is a priority. In 2002, two projects that
extended over several years, the C Street Southwest/State Route 18 westbound ramp realignment and the
277th corridor projects were completed. Together the projects were over $71 million and were done in
conjunction with other local governments. Early in 2004, the city procured a $2 million grant from the
Economic Development Authority. This grant will be coupled with developer contributions to redo C Street
from 15th SW to Ellingston. The 2006 budget funds $8,771,100 in transportation projects, including $1.2 million
for local street improvements funded, in part, by the voter approved Levy Lid Lift.
The downtown area will see many changes in 2006. One large change for the City will be the Ace project
on Main Street. The Ace Hardware store was demolished and rebuilt in Fall of 2005. The site will be further
developed along with a Ramada Inn and condominiums. Green River Community College Adult Basic
Education program is moving into the retail space under the Transit Center parking garage. Also, a 25,000
square foot office building is being proposed behind City Hall.
Other Funds
Issues affecting the proprietary funds are changing. For utilities, there is significant demand on expansion
for growth related needs. While the utilities continue with projects to catch up on renewal and
replacements, expansion activities such as construction of corrosion control facilities are also a high priority
of the City.
The storm drainage utility will continue retrofitting two public storm drainage facilities, responding to the
Endangered Species Act (ESA) listing of Puget Sound Chinook salmon and updating the Storm drainage
model to improve coordination with development applications.
As noted above, there has been a major issue impacting the water and storm utilities. The Puget Sound
region was faced with the listing of the Puget Sound Chinook salmon and the bull trout as "threatened" on
the Endangered Species Act. Auburn, situated between two basin areas, could be substantially
impacted, financially, by the listing of these rivers under ESA.
The working capital balance in the solid waste utility remains healthy. A new contract for refuse service
went into effect on January 1, 2002. The contract provided for curbside recycling, for the first time. Rates
are structured to encourage recycling. Rates were reviewed in the fall of 2004; and amended to conform
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2006 Final Budget Section III: Budget Policies
to the actual cost of service for commercial and roll -off customers. Residential rates will remain
unchanged. Rates are reviewed annually.
Golf Course revenues have been used to rebuild holes and improve the drainage system. In 2005, hole
construction was postponed to build up capital for the future clubhouse construction project. The City
hired a consultant to do a clubhouse and parking feasibility study. The construction of the Clubhouse is
budgeted for 2006. Over the past 10 years the golf course fund has spent most of its available capital
improving drainage, rebuilding cart paths and reconstructing holes so the course could be playable year
round.
The Cemetery continues to operate on a firm self-supporting basis, although the fund is projected to have
operating losses in 2005. A cemetery opened up nearby, providing free burials to veterans and spouses.
This has had an impact on revenue, but as the region continues to grow, we anticipate an increase in
revenue. A Mausoleum and Niche Wall are to be built at the Cemetery in 2006. The fund will sell GO Bonds
to cover the cost of construction.
The Airport is operating as a self-supporting fund and completed minor projects in 2005. The City
outsourced the management of the airport operations in 2004. Many small projects are proposed for 2006
including striping and seal coating the taxiway, repairing hangar headers and providing security fencing.
The City Pension Services and Cemetery Endowed Care funds continue to grow in a manner that should
provide adequately for the purposes of those funds.
Grants and state gas tax revenues primarily fund activity in the Arterial and City Street Funds. Other special
revenue funds are supported by other taxes or grants that are for special purposes or activities. Capital
project funds will continue to support park projects, long term funding of fire apparatus and downtown
revitalization.
Reserves in the Insurance Fund are adequate to meet the intent of the fund. Significant long-term liability
exists for health care of LEOFF 1 firefighters and police officers, but based upon actuarial valuation of the
Fire Pension Fund and supplemental insurance policies; there should be sufficient reserves to cover the
anticipated obligations.
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 fiscal principles or 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 year.
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2006 Final Budget Section III: Budget Policies
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 operations 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
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.
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.
Revenues
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 are 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 annual budget purposes should be conservative yet realistic.
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2006 Final Budget Section III: Budget Policies
Reserves
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. The current designated fund
balance for the General Fund is $4,850,700, or 8% of General Fund expenditures. The working capital
balances of the water, sewer, and storm drainage funds should be maintained at over $1,000,000
each. 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 shall be in accordance with administrative policies 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.
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.
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 continue to 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 Policy
1. GO 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.
4. The City shall employ a financial advisor for any bond issue over $100,000. Such financial advisor should
be independent of any potential underwriter who may be associated with the issue.
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2006 Final Budget Section III: Budget Policies
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.
Auburns' vision sets the overall direction for the City, and as such, focuses city goals on programs
developed toward implementation of this vision. The 2006 Budget allocates the City's resources to
implement these goals through a citywide work program. This work program is coordinated by this budget
and administered by the Mayor. The direction of programs for various departments throughout the year is
guided by the adopted goals. Each city department goal contributes towards the achievement of the
citywide goals.
The City Council and Mayor set the direction for the City by establishing a long term "Vision of the Future"
in 2002 to look ahead and envision what the City should look like in 15-20 years. The 2006 budget
implements the vision that the City Council and Mayor developed.
Citywide Goals, Strategies and Department(s) responsible
I. Retain and Preserve Community Identity
Promote continuous community outreach by involving citizens and businesses in their City
government. Lead Responsibility: Planning.
Continue efforts to partner, fund and enhance human services for families in need. Lead
Responsibility: Planning.
Promote stability in both neighborhoods and the downtown. Lead Responsibility: Planning.
Ensure Auburn is a safe and secure place to live or have a business. Lead Responsibility: Police, Fire,
Planning and Public Works.
Utilize code enforcement to maintain neighborhood quality. Lead Responsibility: Planning.
Enhance neighborhoods through capital investment and maintenance. Lead Responsibility:
Planning, Public Works and Finance.
Promote community identification and economic development by implementing a gateway and
marketing program to attract new business. Lead Responsibility: Planning.
Continue to cooperate with groups and organizations to facilitate efforts to revitalize neighborhoods.
Lead Responsibility: Planning, Parks and Public Works.
II. Downtown Vision
o Complete the A Street connection from the transit station to 15th Street SW to improve downtown
access. Lead Responsibility: Planning and Public Works.
Complete the connections from downtown to the Interurban and White River trails. Lead
Responsibility: Parks and Public Works.
Provide a permanent solution for water qualify and quantity flowing from the downtown area. Lead
Responsibility: Public Works and Planning.
Continue downtown revitalization efforts and research options for additional parking, lighting,
drainage, and a more pedestrian -friendly atmosphere. Lead Responsibility: Planning and Public
W o rks.
Encourage multi -family development in the downtown area. Lead Responsibility: Planning.
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2006 Final Budget Section III: Budget Policies
III. Economic Development
Pursue efforts to maintain and create family wage employment. Lead Responsibility: Planning.
Implement the economic development strategy, adopted by council, which focuses on bringing
desired economic development to the community, and includes attracting small business. Lead
Responsibility: Planning.
Undertake actions to improve City revenue base through growth: Lead Responsibility: Planning.
Continue to pursue partnering opportunities with the Muckleshoot Tribe, school districts, railroads,
service organizations, private enterprise, and the religious community to plan, develop and improve
the Auburn area for the benefit of all concerned. Lead Responsibility: Planning.
IV. Customer Service
Continue to improve customer access to permitting and promote uniform application requirements
with the goal of promoting efficiency, more uniform application of requirements, and higher levels of
customer service. Lead Responsibility: Planning.
Improve ease of access to staff and decisions: Lead Responsibility: All departments.
Expand the City website for customer use and increase number of permits and renewals available
through online services. Lead Responsibility: Planning and Information Services.
V. Invest in Trails, Parks and Park Programs, Open Space, and Trees
Partner with other entities: schools, service clubs, and King County in their efforts to develop more
opportunities for community youth. Lead Responsibility: Parks.
Incorporate rivers and wetlands, important natural assets, into the fabric of the community. Lead
Responsibility: Parks, Planning and Public Works.
Complete the loops connecting the Green and White River Trails to the Interurban. Lead
Responsibility: Parks.
Create a conservation and passive recreation corridor along Mill Creek. Lead Responsibility: Parks.
Restore White Lake. Lead Responsibility: Parks, Planning and Public Works.
VI. Resolve Transportation Issues
Continue efforts to secure necessary financing for the design of the Black Diamond bypass and "M"
Street grade separation. Lead Responsibility: Public Works.
Continue efforts on corridor improvements: SR 164; establish SR 167/1-405 as major regional route for
capacity improvements; SR 18 hill -climb lane and complete SR 167 interchange. Lead Responsibility:
Public Works.
o Complete I Street, A/B Street, and C Street corridors to 277th Street. Lead Responsibility: Public
W o rks.
Continue local street preservation. Lead Responsibility: Public Works.
Capital Facilities Planning
In addition to specific projects discussed in the capital component of this budget, the Mayor and City
Council identify capital projects/facilities in annual workshops.
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2006 Final Budget Section III: Budget Policies
Depending on the type of project, various departments are researching available options; working with
consultants in optional locations/settings or compiling cost estimates.
The identified projects in 2005 were:
1. Public Safety Training Complex
2. Community Center
3. Highway 164 Improvements (SR 164/SR 18 Bypass)
4. Relocate Fire Stations, North and South
5. Gateway Improvements
6. New Post Office
7. New Clubhouse at the Golf Course
8. Park Development Plan
9. Revitalize Neighborhoods
10. Develop New Neighborhoods
11. Develop Environmental Park between Hwy 18 and 15th Street NW
12. Downtown Lighting Initiative
13. Auburn Way South Corridor Study for pedestrian friendly crossing
14. Continue Pavement Preservation Program for Local Streets
15. Design Black Diamond bypass and "M" Street grade separation
16. SR 164A
17. SR 18 Hill -Climb Lane and SR 167 interchange
18. Complete I Street, A/B Street, and C Street corridors to 277th
PROGRESS ON GOALS in 2005
I. Retain and Preserve Community Identity
Promote continuous community outreach by involving citizens and businesses in their City
government. Lead responsibility: Planning and Information Services.
Activities: Several outreach projects began in 2005 including: Expanding Governmental Access
Channel 21 by televising City events and projects; and continued development of the City web site
by adding, among others, the ability for citizens to sign up for recreational classes online and e-
Customer Service which will allow citizens to report maintenance issues online.
Activities: City Council meetings are routinely held in various locations of the City to encourage
citizen involvement.
Activities: The City continues to involve residents in the planning of projects. Recent projects included
the Terminal Park neighborhood and the incorporation of recommendations by the Permit Advisory
Committee, which have improved the permitting process.
Continue efforts to partner, fund and enhance human services for families in need. Lead
Responsibility: Planning.
Activities: The Mayor was the 2004/2005 chair of the South King County Human Services Committee,
an interjursidictional group, which helps improve the coordination and provide cost effective delivery
of human services.
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2006 Final Budget Section III: Budget Policies
Promote stability in both neighborhoods and downtown. Lead Responsibility: Planning.
Activities: The City continues to seek ways to make targeted investments in facilities and infrastructure
that help stabilize neighborhoods and invite reinvestment. The catalytic impact of the new Justice
Center on the East Main Street neighborhood is an excellent example as is the spray pool that
opened at Les Gove Park last year.
Ensure Auburn is a safe and secure place to live or have a business. Lead Responsibility: Police, Fire,
Planning and Public Works.
Activities: In addition to basic law enforcement services, the Auburn Police Department provides a
wide variety of programs that encourage partnerships with the community. These programs include,
DARE, Community Block Watch Meetings, Landlord Tenant Training, Citizens Academy, Crime
Prevention, and our Volunteer Program. Feedback from these meetings provides information that
assists the Police Department in directed patrols to apprehend and deter criminal behavior, i.e. racer
emphasis, DUI emphasis, and commercial burglary emphasis.
Activities: The Fire department is implementing a fire station relocation study by developing
preliminary design and cost estimates. The City has purchased land at the south end of town for a
new station.
Activities: Adopted the Regional Hazard Mitigation Plan and completed the Emergency Operations
Plan.
Activities: Transportation staff has installed crosswalks at stop controlled intersections and is in the
process of re-evaluating traffic flow in the downtown area to make improvement recommendations.
Further study of the existing illumination infrastructure in the downtown area is under way and will
lead to an estimate of cost and scope for needed capital improvements.
Utilize code enforcement to maintain neighborhood quality. Lead Responsibility: Planning
Activities: The Terminal Park Neighborhood Plan has been completed and is currently under
implementation. Work is being started on the East Main Street Neighborhood Plan.
Activities: Code enforcement has worked to rehabilitate and/or clean up multi -family housing and
single-family residences where occupancy was declared hazardous.
Enhance neighborhoods through capital investment and maintenance. Lead Responsibility:
Planning, Public Works and Finance.
Activities: Parks has rehabilitated the Terminal Park Neighborhood Park and Public Works is designing
walking paths and lighting for the neighborhood. Staff has had LID training courses and is developing
a process for possible LID improvements to streets or public facilities beyond the City's ability to
finance projects desired by the neighborhood in this revitalization project.
Promote community identification and economic development by implementing a gateway and
marketing program to attract new business. Lead Responsibility: Planning.
Activities: A Gateway has been completed at Peasley Canyon and West Valley and
another on 15th NW is under construction.
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2006 Final Budget Section III: Budget Policies
Continue to cooperate with groups and organizations to facilitate efforts to revitalize neighborhoods.
Lead Responsibility: Planning, Parks and Public Works.
Activities: The City is supporting several efforts to create community level support programs for its
rapidly growing Latino community.
II. Downtown Vision
o Complete the A Street connection from the transit station to 15th Street SW to improve downtown
access. Lead Responsibility: Planning and Public Works.
Activities: Efforts to secure right of way (ROW) and construction cooperation from two adjoining
landowners and to secure grant funding to leverage the project are ongoing. The Urban Center
designation has put Auburn in line for a substantial grant to help fund this project.
Complete the connections from downtown to the Interurban and White River trails. Lead
Responsibility: Parks and Public Works.
Activities: The Interurban Trail connection (West Main Street Streetscape) is mainly funded by the
Federal Surface Transportation Program (STP). The project will develop bike lanes and restore
sidewalks to link the Interurban Trail to downtown Auburn and the Transit Center.
Provide a permanent solution for water quality and quantity flowing from the downtown area. Lead
Responsibility: Public Works and Planning.
Activities: A team of staff members has been formed to plan for an Environmental Park between
Main Street and 15th NW. A design engineer prepared the preliminary design and concept. The City
has acquired property in the planned area and has received small amounts of grant funding. This
park will act as a repository and aid in the storm drainage solution for the downtown area.
Continue downtown revitalization efforts and research options for additional parking, lighting,
drainage, and more pedestrian friendly atmosphere. Lead Responsibility: Planning and Public Works.
Activities: The General Fund continues to support the Capital Improvement Fund for the purposes of
land purchases, construction of new buildings and renovation of existing buildings.
Activities: Staff has been authorized to proceed with the concept of selling or leasing air space rights
over City -owned parking lots.
Encourage multi -family development in the downtown area. Lead Responsibility: Planning.
Activities: Staff prepared and Council approved an ordinance that allows multi -family housing in the
downtown area that will have certain property tax exemptions for 10 years.
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2006 Final Budget Section III: Budget Policies
III. Economic Development
Pursue efforts to maintain and create family -wage employment. Develop an economic marketing
plan that focuses on bringing desired economic development to the community, and includes
attracting small business. Lead Responsibility: Planning.
Activities: The Economic Development Manager continues to work with staff and businesses to
develop economic growth in the City. A Mayor's community task force completed an exhaustive
study to support and provide guidelines to facilitate continuing economic development within the
city.
Undertake actions to improve City revenue base through growth: Lead Responsibility: Planning.
Activities: See above.
Continue to pursue partnering opportunities with the Muckleshoot Tribe, school districts, railroads,
service organizations, private enterprise, and the religious community to plan, develop and improve
the Auburn area for the benefit of all concerned. Lead Responsibility: Planning.
Activities: Staff continues to work closely with various interest groups and associations in the City. Staff
participates on local boards and volunteers their time to the enhancement of the downtown area.
Monthly coordination meetings with ADA staff were initiated to improve coordination of routine event
support needs by the City Street department.
IV. Customer Service
Create a "One Stop Service" for most permits and promote uniform application requirements with
the goal of promoting efficiency, more uniform application of requirements, and higher levels of
customer service. Lead Responsibility: Planning.
Activities: The Permit Center has been designed to improve customer experience through
professional, responsive, and timely project and permit reviews. The center operation is designed to
meet the goals set by the Permit Advisory Committee that was appointed by the Mayor.
Activities: Continued refinement of the Permit Trak software includes online access to permits in the
system that will provide users with a quick and easy way to check on the status of permits.
Improve ease of access to staff and decisions: All departments.
Activities: Implemented a citizen's request for services form to record and track the progress and
feedback on customer requests that cannot be met immediately across the counter.
V. Invest in Trails, Parks and Park Programs, Open Space, and Trees
Partner with other entities: schools, service clubs, and King County in their efforts to develop more
opportunities for community youth. Lead Responsibility: Parks.
Activities: The City is continuing to work closely with other organizations serving youths, such as YMCA,
Auburn Junior Football, Auburn Youth Soccer, Auburn Little League and the Auburn School District.
The City regularly collaborates with the Auburn School District and the YMCA for facility use to offer
Late Night programs for teens and family swims for citizens.
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2006 Final Budget Section III: Budget Policies
Activities: The City of Auburn was contracted by the Auburn School District to provide recreational
and cultural enrichment activities for a new after school program at Olympic Middle School.
Incorporate rivers and wetlands, important natural assets, into the fabric of the community. Lead
Responsibility: Parks, Planning and Public Works.
Activities: Began work on Auburn Environmental Park through the Environmental Enhancement Plan
where one of the primary goals of the plan is to accommodate downtown drainage. The design
area is between Main Street and 15th NW. Some small grants have been awarded and a design
plan has been developed. The City has acquired property in the planned area.
Activities: The City has established a Storm Water Quality and Detention program for monitoring
purposes. There is an ongoing program in place to retrofit two residential area storm ponds per year.
Complete the loops connecting the Green and White River Trails to the Interurban. Lead
Responsibility: Parks.
Activities: Joined with other departments on trail plans to be included in the update of the six -year
Transportation Improvement Plan (TIP). Involvement with schools, King County Metro, service clubs,
property owners and the Muckleshoot Tribe will enhance efforts and opportunities for improving the
community trail system.
Create a conservation and passive recreation corridor along Mill Creek. Lead Responsibility: Parks.
Activities: The design for an environmental park between Main Street and 15th Street is in progress.
Restore White Lake. Lead Responsibility: Parks, Planning, and Public Works.
No activities to report. White Lake currently belongs to the Muckleshoot Indian Tribe.
VI. Resolve Transportation Issues
Continue efforts to secure the necessary financing for the design of the Black Diamond bypass and
"M" Street grade separation. Lead Responsibility: Public Works.
Activities: Construction of a grade separated railroad crossing at 'M' St. SE at the Burlington
Northern -Santa Fe (BNSF) Stampede Tracks. The project also includes construction of the bypass
and road connection between 'M' St. SE and Auburn -Black Diamond Road. 2006 will focus on
developing partnership agreements and applying for grants and a Public Works Trust Fund Loan.
Continue efforts on corridor improvements: SR 164A; establish SR 167/1-405 as major regional route for
capacity improvements; SR 18 hill -climb lane and complete SR 167 interchange. Lead Responsibility:
Public Works.
o Complete I Street, A/B Street, and C Street corridors to 277th Street. Lead Responsibility: Public
W o rks.
Activities: 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.
Develop a plan for local street preservation. Lead Responsibility: Public Works.
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2006 Final Budget Section III: Budget Policies
Activities: Voters approved a six -year levy lid lift on the 2004 November ballot for local street
preservation called the Save Our Streets (SOS) program. Public Works identifies local streets that are
candidates for this program.
2006 Budget Strategy
The 2006 Budget will be implemented by a series of objectives regarding development of resources and
their allocation to various competing demands.
1. Avoiding 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, particularly in the light of Initiative 747.
2. Conserving 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 discretionary expenses, such as travel.
5. Providing adequate training, and increasing 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. Maintaining effective law and justice services.
c. Provide continued public safety.
d. Supporting a diversity of recreational and cultural programs.
e. Maintain existing facilities.
7. Providing 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:
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2006 Final Budget Section III: Budget Policies
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 the 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 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 raised slowly in the face of economic growth. However, it is anticipated that the
development of residential construction will continue due to current low interest rates, but at a slower rate
than the past two years. The need for services has and will continue to be substantial, particularly Police
and Fire 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 $2.7 million, and no
additional contributions were budgeted for 2006.
Baseline Budget
The baseline budget funds the City's ongoing operations. As such, it is an essential tool for implementing
goals and elements of the strategy directed at continuing the existing array of services at a high-level of
quality 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. In 2006, these needs will be funded by the appropriate use of the existing capacity of
City programs.
Capital Improvement Fund
The Capital Improvement Fund, established in 1993, 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 to acquisition of fire equipment, acquisition of new municipal facilities, and Downtown
Revitalization. The fund is budgeted for $2.6 million of expenditures with an ending fund balance over $7.1
million for future projects identified in the Capital Facilities Plan.
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2006 Final Budget Section III: Budget Policies
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 2005 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. Avoidance of new programs until new revenue sources to support them are identified.
2. Protecting the City's long-term fiscal integrity and Moody's bond rating.
3. Maintaining productivity.
4. Enhancing efficiency and effectiveness.
5. Ensuring adequate and ongoing support for City programs and activities.
6. Providing training, adequate technology and tools to enhance productivity.
7. Funding priority planning needs to enhance or promote economic development within the City
and enforce code compliance.
8. Maintaining programs directed at protecting the quality of life in the community and its
neighborhoods.
9. Providing required matching funds for street improvements.
10. Seek out additional sources of revenue for street improvement and construction.
11. Funding 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. Continuing operation of the funds on a self-supporting basis.
2. Maintaining the fiscal capacity of the utilities with appropriate measures.
3. Implementing programs and rates to encourage resource conservation, particularly in water
usage.
4. Maintaining orderly development of capital facilities to meet needs.
5. Continuing measures to enhance productivity and maintain new facilities as they come on line.
6. Continuing programs that encourage greater recycling of our waste materials.
7. Focusing 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 in 2006, as the
fund is considered adequate.
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2006 Final Budget Section III: Budget Policies
2006 Budget Initiatives
Within these priorities and consistent with constricting revenues, the budget includes limited initiatives to
further the development of City programs to meet the needs of this growing community.
Program Development Initiatives by Baseline Adjustments
1. Improve efficiency by continuing to upgrade the City computer system including additions to the
Home Page as resources permit.
2. Provide incarceration services for other agencies and maximize the space provided at Yakima.
3. Provide funds necessary to purchase land for fire stations.
4. Continue to regularly evaluate, maintain and improve streets via chip seal and overlay projects to
the extent possible.
5. Continue expansion of the community -policing program including business watch.
6. Continue efforts to expedite permit processing actions.
7. Continue emphasis on construction of storm drainage improvements.
8. Provide matching funds for qualifying street improvements.
9. Continue enhancement of emergency preparedness programs.
10. Continue Public Safety Improvements for school zones and pedestrian crossings.
Additional Budget Issues For Study
Continued attention will be focused on revenues associated with the sales tax exemption for selected
industries. Federal and State Legislation that imposed additional requirements on the City without the
associated funding commonly referred to as "unfunded mandates." During the 2004 legislative session,
cities requested relief for unfunded mandates related to criminal justice, Endangered Species Act and
planning mandates, such as the Critical Area Ordinances.
Another significant area of concern to the City is the desire for the State to pass legislation to Streamline
Sales Tax (SST). This legislation would allow the State to collect sales tax on Internet purchases in the event
the Federal government passes similar legislation. However, states are pressing to pass this legislation prior
to federal action in order to receive voluntary collection and remittance of sales tax from businesses. In
order to be compliant with proposed Federal action, the point of tax collection will change from point of
sale to point of delivery. Auburn stands to lose approximately $1.2 million dollars annually should this
legislation be imposed. The passage of SST would require immediate review of the current budget.
Lastly, we will evaluate our basic service levels of governmental operations to determine if any of them
need to be eliminated, modified, or reduced in order to deal with the long-term potential impacts of 1-747.
General Fund Budget Summary
The General Fund budget is a particularly important part of the budget, since it allocates financial
resources derived from the City's taxing powers. As such, the content of this budget is a major policy
decision itself. The following table summarizes the proposed General Fund baseline budget. Baseline
expenses are those that are necessary to maintain existing programs. The top part of the table summarizes
the revenues that are anticipated to be available next year. These revenues are those expected to be
provided within the existing revenue authority as established by current City ordinances. All revenue
growth illustrated will be due to increased growth or activity and includes both modest factors for new
construction activity that occurred in 2005 and the anticipated effects of the sales tax exemptions
discussed elsewhere in this budget. The Financial Plan, Section IV, of the budget describes the revenues
and expenditures of the General Fund in more detail, along with various other funds of the budget.
Page 49
2006 Final Budget Section III: Budget Policies
Revenue & Expense Summary: General Fund
Orig 05/06
2003
2004
2005
2005
2006
$
Actual
Actual
Adj Budget
EstActual
Budget
Change
Revenues:
Beginning Balance
$ 15,676,552
$
18,496,495
$ 20,702,250
$
20,702,250
$ 11,569,800
$ (9,132,450)
Tax Revenue
33,393,222
35,920,917
35,768,800
36,350,800
37,882,000
2,113,200
Licenses & Permits
1,255,582
2,248,576
1,438,000
1,832,000
1,612,000
174,000
Intergovernmental
2,065,926
2,205,983
2,615,600
2,326,610
3,157,500
541,900
Charges For Services
2,054,853
2,211,571
2,201,500
2,324,900
2,076,000
(125,500)
Fines & Forfeits
836,244
845,721
943,300
884,200
852,500
(90,800)
Miscellaneous
803,630
853,406
814,900
892,300
938,300
123,400
Other Financing Sources
2,768,922
2,099,936
1,152,800
1.152,800
60,000
(1,092,800)
Total Revenues
$ 58.854.931
$
64,882.605
$ 65.637,150
$
U, 465,860
$ 58.148.100
$ (7.489.050)
Expenditures:
Salaries & Wages
$ 21,225,851
$
22,368,146
$ 24,366,000
$
23,660,700
$ 25,699,300
$ 1,333,300
Benefits
5,068,545
5,778,024
6,856,990
6,389,390
7,413,100
556,110
Supplies
1,226,253
1,476,239
1,378,450
1,344,950
1,349,900
(28,550)
Other Charges
6,692,588
7,140,334
7,960,977
7,499,477
8,329,400
368,423
InterGovernmental
3,842,295
2,915,389
10,796,900
10,646,100
3,805,800
(6,991,100)
Capital Outlays
899,446
2,842,821
2,519,243
2,545,943
331,500
(2,187,743)
Debt Service: Principal
133,963
-
-
-
153,000
153,000
Debt Service: Interest
117,304
113,078
-
-
97,900
97,900
Interfund Services
1,152,191
1,546,324
2,811,200
2,809,500
4,562,600
1,751,400
Total Expenditures 40,358,436 44,180,355 56,689,760 54,896,060 51,742,500 (4,947,260)
Ending Fund Balance 18,496,495 20,702,250 8,947,390 11,569,800 6,405,600 (2,541,790)
Total $ 58,854,931 $ 64,882,605 $ 65,637,150 $ 66,465,860 $ 58,148,100 $ (7,489,050)
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2006 Final Budget Section IV: Financial Plan
SECTION IV: FINANCIAL PLAN
Introduction
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 the City's strategies to
maintain its financial strength and the basis for the expectation for future revenues. Since any financial
plan has a structure, this section also describes the financial structure of the City as a full -service city.
An important part of a financial plan is the City's Capital Improvement Program. While the City of Auburn's
Capital Facilities Plan is summarized under Capital Planning, Section VIII in this document, the entire Capital
Facilities Plan (CFP) is outlined, in detail, in a separate document.
This section describes the fund structure of the City, analyzes the 2006 revenues and expenditures,
Citywide, and explains the revenue sources and trends for the different fund types of the City. A six -year
forecast and analysis of General Fund revenue, expenditure, and fund balance is presented along with
the current debt capacity. This section concludes with an analysis of working capital balances in the City's
proprietary funds.
Financial Structure
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 following describes the types of funds used as part of the City's accounting and budget structure:
Governmental Fund Types: This group of funds accounts for the activities of the City, which are of a
governmental character. These funds are budgeted on the modified accrual basis of accounting.
Briefly, this means that obligations of the City are budgeted as expenditures and revenues are
recognized when they are susceptible to accrual; i.e., both measurable and available within the
current period or soon enough thereafter to pay current liabilities.
• General Fund - is the general operating fund of the City. The General Fund exists to
account for resources devoted to finance the services traditionally associated with
local government. Included in these services are police and fire protection, parks and
recreation, planning and economic development, general administration of the City,
and any other activity for which a special fund has not been created.
• Special Revenue Funds - are used to account for the proceeds of specific revenue
sources that are legally restricted to expenditures for specified purposes. 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,
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2006 Final Budget Section IV: Financial Plan
forfeited drug funds, business improvement assessments, recreation trails, hotel/motel
tax and mitigation fees.
Debt Service Funds - are used to account for the accumulation of resources for, and
the payment of, general long-term debt principal and interest not serviced by the
enterprise funds. These funds do not include contractual obligations accounted for in
the individual funds.
Capital Project Funds - are used to account for financial resources to be used for the
acquisition or construction of major capital facilities, except those financed by
enterprise funds.
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: These funds account for activities of the City that are of a
proprietary or "business" type in nature. These funds are budgeted on an accrual basis.
Under the accrual basis, revenues are recognized when earned and expenses are recorded
when incurred.
Enterprise Funds - are used to account for operations, including debt service, which
are financed and operated similarly to private businesses where the intent is that costs
of services are entirely or predominantly supported by user charges. The City maintains
eight Enterprise funds to account for Water, Sewer, Storm, Solid Waste, Airport,
Cemetery, Commercial Retail and Golf Course operations.
Internal Service Funds - are used to account for the financing, on a cost
reimbursement basis, of commodities or services provided by one department for the
benefit of other departments within the City. The City maintains three Internal Service
funds to account for information services, fleet management and self-insurance
activities.
Fiduciary Funds: These funds are used to report assets held in a trustee or agency capacity
for others and therefore 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.
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2006 Final Budget Section IV: Financial Plan
Summary of Financial Structure
Fund
Governmental Funds
001 General Fund
Mayor & Council
Human Resources
Fina nce
City Attorney
Planning
Police
Fire
Public Works
Parks & Recreation
Street
Non -Departmental
Special Revenue Funds
101 City Street
102 Arterial Street
103
Local Street Fund
104
Hotel Motel Tax
117
Drug Forfeiture Fund
118
Justice Assistance Grant
119
CDBG
120
Recreational Trails
121
Business Imp Area
122
Cumulative Reserve
123
1986 Parks & Street Imp
124
Mitigation Fees
Responsibility Description
Mayor
Budgets Mayor & Council costs
Human Resources
Budgets general government employment, safety,
Director
court, and City building maintenance
Finance Director
Budgets general government finance costs
City Attorney
Budgets general government legal costs
Planning Director
Budgets planning, building permits and social
service
Police Chief
Budgets direct Police costs
Fire Chief
Budgets direct Fire and EMS costs
Public Works Director
Budgets general engineering costs
Parks Director
Budgets park maintenance, senior programs, arts
and recreational program costs
Public Works Director
Budgets street maintenance costs
Finance Director
Budgets Citywide expenditures, fund transfers,
fund balance and one time expenditures
Public Works Director
Public Works Director
Public Works Director
Finance Director
Police Chief
Finance Director
Planning Director
Parks Director
Planning Director
Finance Director
Finance Director
Finance Director
125 Special Parks Finance Director
Debt Service/Capital Project Funds
229
Library GO Bond
Finance Director
249
LID Guarantee
Finance Director
321
Muni. Park Const
Parks Director
328
Capital Improvement
Finance Director
Proprietary Funds
Enterprise Funds
430
Water
Public Works Director
431
Sewer
Public Works Director
432
Storm Drainage
Public Works Director
434
Solid Waste
435
Airport
436
Cemetery
437
Golf Course
438 Commercial Retail
Internal Service Funds
501
Insurance
518
Information Services
550
Equipment Rental
Fiduciary Fund
611
Fire Pensions
Permanent Fund
701
Cemetery Endowment
Finance Director
Finance Director
Parks Director
Parks Director
Planning Director
Finance Director
IS Director
Public Works Director
Finance Director
Finance Director
Gas tax maintenance; transferred to General Fund
Motor Vehicle Fuel tax and grants for Arterial Street
program
Property Tax Levy Lift for Local Street Program
Lodging tax for promotion of tourism
Forfeited drug money for drug enforcement
Police Overtime
Budgets Community Development Block Grants
Dedicated funds for recreational trails
Budgets rev and exp of downtown area
Governmental Reserves
Tax for Park & Street Improvement (Closed in 2004)
Collects Mitigation/Impact Fees
To account for donations and related expenses
Pays Principal and interest on 1998 Bonds
Reserves for security of LIDS
Funds Parks capital projects
Funds capital improvements
Operating fund for Water utility
Operating fund for Sewer utility
Operating fund for Storm Water utility
Operating fund for Solid Waste utility
Operating fund for City Airport
Operating fund for City Cemetery
Operating fund for City Golf Course
Operating fund for City Commercial Retail
Self-insurance reserves
Operating fund for Information Services
Operating fund for Equipment Rental
Pension fund for old retirement system
reserves for
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2006 Final Budget Section IV: Financial Plan
Analysis of 2006 Revenues by Source for All Funds
The next page presents an analysis of total new revenues (excluding fund balances and revenue
received during previous years) that are anticipated to be available to support City programs during
2006. The table also details the revenue by fund. 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.
The largest source of revenue to the City is taxes and represents 36% of total new revenue. Almost all of
these funds are received in the General Fund. Other tax receipts are in funds that are restricted for
defined construction and infrastructure improvements. The next largest source of funding is service
revenue, or user fees from services, at 31.7%. Most of this revenue consists of fees for services in the City's
four utilities. Federal and State grants, along with other governmental contributions, are 8.5% of total
revenue and largely fund the scheduled construction of street projects. Other revenue sources include
interfund operating transfers and internal service charges that account for 15.2% of total revenue. Also
included under other sources are system development charges in the utility funds. Interest is the largest
component of miscellaneous revenue.
Tofal New Revenue: 2006
Lic/Per
Misc 1.45 Fines
6.4% 0.8%
Other Sources
15.2%
Taxes
36.0%
Inter Gov
8.5%
Services
31.7%
Page 54
2006 Final Budget Section IV: Financial Plan
2006 Revenues by Source for all Funds
(in Thousands)
Lic. &
Inter-
Other
Total
%
# Fund
Taxes
Permits
gout
Services Fines
Misc
Sources
Revenue
Share
001 General
$ 37,882
$ 1,612
$ 3,158
$ 2,076 $ 853
$ 938
$ 60
$ 46,578
41.61%
101 Street
-
-
-
- -
-
-
-
0.00%
102 Arterial Street
-
-
4,516
- -
850
1,689
7,055
6.30%
103 Local Street
500
-
-
- -
10
1,120
1,630
1.46%
104 Hotel Motel Tax
50
-
-
- -
1
-
51
0.05%
117 Drug Forfeiture
-
-
-
- -
205
-
205
0.18%
118 Justice Asst Grant
-
-
40
- -
-
4
44
0.04%
119 CDBG
-
-
454
- -
-
-
454
0.41%
120 Recreational Trails
-
-
-
- -
-
5
5
0.00%
121 Business lmpr Area
35
-
-
- -
1
-
36
0.03%
122 Cumulative Reserve
-
-
-
- -
160
-
160
0.14%
123 Parks & Street Impry
-
-
-
- -
-
-
-
0.00%
124 Mitigation Fees
-
-
-
470 -
30
-
500
0.45%
125 Special Parks
-
-
-
- -
20
-
20
0.02%
229 Library GO Bond
-
-
-
- -
-
305
305
0.27%
249 LID Guarantee
-
-
-
- -
4
-
4
0.00%
321 Municipal Park Const
-
-
1,140
25 -
275
500
1,940
1.73%
328 Capital Impr Projects
1,800
-
-
- -
170
500
2,470
2.21%
430 Wafer
-
-
-
7,485 -
185
410
8,080
7.22%
431 Sewer
-
-
-
11,000 -
3,225
751
14,976
13.38%
432 Storm Drainage
-
-
-
3,674 -
75
300
4,049
3.62%
434 Solid Waste
-
-
53
8,965 -
57
-
9,075
8.11%
435 Airport
-
-
181
18 -
594
-
793
0.71%
436 Cemetery
-
-
-
698 -
13
590
1,301
1.16%
437 Golf Course
-
-
-
1,020 -
8
4,000
5,028
4.49%
438 Commercial Retail
-
-
-
- -
71
-
71
0.06%
501 Insurance
-
-
-
- -
40
-
40
0.04%
518 Information Services
-
-
-
3,753 -
40
-
3,793
3.39%
550 Equipment Rental
-
-
-
2,959 -
95
-
3,054
2.73%
611 Fire Pensions
-
-
-
- -
120
54
174
0.16%
701 Cemetery Endow
-
-
-
40 -
18
-
58
0.05%
TOTAL
$ 40,267
$ 1,612
$ 9,541
$ 42,184 $ 853
$ 7,204
$ 10,288
$ 111,949
100.00%
Page 55
2006 Final Budget Section IV: Financial Plan
Analysis of 2006 Budgeted Expenditures by Fund and Type
The page opposite presents an analysis of the 2006 budgeted expenditures of the City by fund and type.
The largest expenditure categories in the 2006 budget are Salaries and Benefits at $43.1 million or 34.9%.
Approximately 76.8% of these costs are in the General Fund, while 23.2% are in other funds. $29.3 million,
or 23.7%, is allocated for capital improvement and projects. Most of the capital expenses are budgeted
in the Utility Funds and a new Clubhouse at the Golf Course. The balances of capital expenditures are
primarily in the Arterial and Local Street construction funds. These categories fluctuate from year to year
and are dependent on available funding from grants, loans, one-time revenues, and service fees.
Supplies and services make up approximately 21.2% of the budget. A contractual service for the disposal
of solid waste is the largest service charge for the City. Intergovernmental expenditures reflect the
contractual cost for sewerage to Metro, who provides sewage treatment for Auburn and much of the
region. In 2006, the cost of the sewerage treatment increased by 2.3%, plus 2%for additional costs due to
new customers coming on line. Debt service accounts for 2.2% of budgeted expenditures. Most debt
service is in the City's utilities, primarily to retire recently issued bonds and loans to finance projects
identified in the City's Comprehensive Water and Storm Drainage Plans.
2006 Expenditures by Object -All Funds
Interfd
Int 5.6%
.6%
Prin
1.6 %o Salaries
27.0%
Capital
23.7 0
Benefits
7.9%
Intergov Supplies
12.4% 2.1
Services
19.1%
Page 56
2006 Final Budget Section IV: Financial Plan
2006 Expenditures by Object -All Funds
(in Thousands)
10 20 30 40 50 60 70 80 90 Total
# Fund Name Salaries Benefits Supplies Services Intergov Capital Prin Int Interfd Exp Share
001
General
$ 25,699
$ 7,413
$ 1,350
$ 8,329
$ 3,806
$ 332
$ 153
$ 98
$ 4,563
$ 51,743
41.9%
102
Arterial Street
266
77
-
-
-
7,229
-
-
28
7,599
6.1%
103
Local Street Fund
51
15
1
0
-
1,128
-
-
6
1,200
1.0%
104
Hotel Motel Tax
-
-
-
51
-
-
-
-
-
51
0.0%
117
Drug Forteiture
71
21
20
45
-
-
-
-
7
163
0.1%
118
JAG
45
-
-
-
-
-
-
-
-
45
0.0%
119
CDBG
47
14
-
-
-
393
-
-
-
454
0.4%
120
Recreational Trails
-
-
-
-
-
-
-
-
-
-
0.0%
121
Business lmpr Area
-
-
5
31
-
-
-
-
-
36
0.0%
122
Cumulative Reserve
-
-
-
-
-
-
-
-
-
-
0.0%
124
Mitigation Fees
-
-
-
-
492
-
-
-
-
492
0.4%
125
Special Parks
-
-
5
20
-
-
-
-
-
25
0.0%
229
Library GO Bond
-
-
-
-
-
-
175
130
-
305
0.2%
249
LID Guarantee
-
-
-
-
10
-
-
1
-
11
0.0%
321
Municipal Const.
-
-
-
-
-
2,200
-
-
-
2,200
1.8%
328
Capital lmpr Projects
-
-
-
60
1,915
682
-
-
-
2,657
2.1%
430
Water
1,811
522
206
2,311
63
1,821
1,208
310
783
9,033
7.3%
431
Sewer
1,265
290
69
1,245
8,554
7,186
-
-
541
19,149
15.5%
432
Storm Drainage
1,303
326
58
819
123
1,218
343
107
787
5,083
4.1%
434
Solid Waste
356
83
22
8,366
288
-
-
-
98
9,213
7.5%
435
Airport
16
5
-
344
-
342
45
83
-
835
0.7%
436
Cemetery
362
103
129
88
-
520
45
15
10
1,272
1.0%
437
Gott Course
373
105
128
190
-
4,195
-
-
7
4,997
4.0%
438
Commercial Retail
-
-
18
99
-
-
-
-
-
117
0.1%
501
Insurance
-
132
-
8
-
-
-
-
-
140
0.1%
518
Intormation Services
1,056
297
270
1,098
-
897
-
-
3
3,621
2.9%
550
Equipment Rental
494
142
348
466
-
1,183
-
-
41
2,674
2.2%
611
Fire Pensions
134
210
-
45
-
-
-
-
-
389
0.3%
701
Cemetery Endow
-
-
-
-
90
-
-
-
-
90
0.1%
Total
$ 33,347
$ 9,754
$ 2,629
$ 23,615
$ 15,341
$ 29,323
$ 1,969
$ 744
$ 6,871
$ 123,592
100.0%
Page 57
2006 Final Budget Section IV: Financial Plan
Budget Allocations by Fund
The opposite page presents the budget of the City as it is allocated to the various funds. The amounts
listed in the table are the total allocation to each fund or sub -category, including fund balance and
working capital. Consequently, the total budget exceeds the amount of money that will be spent by the
City (as presented on the previous page). In the City Operations Section V, two other perspectives on
how the operations of the City can be viewed are presented: by its administrative structure and by the
services it provides. The alternate views of the budget separate reserves from the actual expenditure of
funds.
While budgets fluctuate for a variety of reasons, one of the main influences is that of capital projects.
These projects increase expenses while they are under construction, although the construction expenses
subside as the capital project is completed. However, completed projects often result in additional
ongoing maintenance and operating expenses. See Section VIII Capital Planning, Program & Budgeting
for estimated ongoing expenses due to capital construction.
2006 Budget Allocations by Fund Type
Internal Permanent
Service '8%
Fiduciary
8.7%
1.9%
Other Enterprise
General Fund
4.9%
34.0%
Utilities
32.0%
Other Gov
Funds
10.4%
Debt Service
Construction
297
7.1 %
Page 58
2006 Final Budget Section IV: Financial Plan
Budget Allocations by Fund
2003
2004
2005
2005
2006
%
Actual
Actual
Budget
Est Actual
Budget
Share
General $
58,854,931 $
64,882,605 $
65,637,150
$ 66,465,860 $
58,148,100
33.8%
Departments:
Mayor & Council
602,736
615,733
534,400
534,400
516,200
0.3%
Human Resources
1,804,577
1,870,798
2,431,700
2,326,700
3,830,300
2.2%
Finance
1,672,063
1,244,684
825,300
825,300
927,600
0.5%
City Attorney
980,335
947,449
1,282,100
1,174,500
1,316,200
0.87.
Planning
3,024,910
3,458,067
4,929,800
4,545,700
3,795,700
2.2%
Police
12,708,928
14,306,338
15,687,200
15,599,800
17,094,200
10.0%
Fire
8,121,056
8,867,592
9,049,700
9,013,400
9,893,000
5.8%
Public Works
1,877,405
2,281,407
2,540,700
2,473,700
2,631,500
1.5%
Parks & Recreation
4,293,574
4,464,505
5,018,860
4,889,160
5,025,600
2.9%
Street
1,721,409
2,077,794
2,075,000
2,075,000
2,038,000
1.2%
Non -Departmental
22,047,938
24,748,238
21,262,390
23,008,200
11,079,800
6.5%
City Streets
802,429
787,665
620,000
620,000
0
0.0%
Arterial Street
6,123,397
7,198,089
12,048,941
12,048,941
7,757,631
4.5%
Local Street
-
-
1,202,173
1,202,173
1,630,000
1.0%
Hotel Motel Tax
98,309
111,954
64,577
64,577
64,577
0.0%
Drug Forfeiture
191,063
251,333
525,232
525,232
571,832
0.3%
Local Law Enforcement Blk Gmt
94,914
42,057
49,428
49,428
51,628
0.0%
CDBG
464,418
438,156
499,430
499,430
468,130
0.3%
Recreational Trails
13,818
15,802
17,402
17,402
22,902
0.0%
Business Improvement Area
139,040
114,187
83,364
83,364
44,364
0.0%
Cumulative Reserve
4,335,171
4,387,519
4,457,519
4,457,519
4,617,519
2.7%
Park & Street Improvement
58,259
5,847
-
-
-
0.0%
Mitigation Fees
1,637,196
2,686,145
2,351,645
2,351,645
2,552,732
1.5%
Parks & Rec Special Projects
56,555
58,060
65,181
65,181
60,181
0.0%
1998 G.0 Library Bond
309,218
313,688
310,444
310,444
312,144
0.2%
LID Guarantee
1,821,334
136,894
110,223
110,223
102,723
0.1%
Municipal Park Const
64,682
86,549
1,071,249
761,649
2,301,649
1.3%
Capital lmpr Projects
19,382,309
16,926,559
22,271,449
21,553,249
9,764,162
5.7%
Water
13,174,032
16,164,453
16,107,476
16,107,476
13,796,376
8.1%
Sewer
20,555,798
24,890,946
27,200,136
27,200,136
22,674,136
13.2%
Storm Drainage
7,808,940
8,623,434
9,116,165
9,116,165
6,574,765
3.8%
Solid Waste
11,970,926
11,941,974
11,900,601
11,900,601
11,785,501
6.9%
Airport
1,179,404
1,627,421
1,131,315
1,131,315
1,167,915
0.7%
Cemetery
1,000,851
1,071,687
1,1 17,945
1,1 17,945
1,656,045
1 .0%
Gott Course
1,347,559
1,221,243
1,288,614
1,255,414
5,370,314
3.1%
Commercial Retail
1,142,697
251,528
346,255
346,255
147,355
0.1%
Insurance
2,932,120
2,745,984
2,713,180
2,713,180
2,613,180
1.5%
Information Services
-
-
2,057,700
2,057,700
4,341,900
2.5%
Equipment Rental
5,779,936
6,809,624
7,715,576
7,531,176
7,985,176
4.7%
Cemetery Endowed
1,330,227
1,363,747
1,376,747
1,376,747
1,404,747
0.8%
Fire Pensions
3,644,166
3,485,601
3,339,962
3,339,962
3,169,462
1.9%
Total All Funds $ 166,313, 698 $ 178,640.749 $ 196,797.079 $ 196,380,389 $ 171,157,146 100%
Expenditure figures include fund balances.
Page 59
2006 Final Budget Section IV: Financial Plan
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
2001
Actual
2002
Actual
2003
Actual
2004
Actual
2005
Est Actual
2006
Budget
Beginning Fund Balances:
Designated/Reserved
$ 592,293
$ 593,058
$ 593,625
$ 564,900
$ 424,625
$ 711,300
Undesignated
14,696,059
16,686,269
15,082,927
17,931,595
20,277,625
10,858,500
Total Fund Balances
15,288,352
17,279,327
15,676,552
18,496,495
20,702,250
11,569,800
Taxes:
Property Taxes
11,016,171
11,673,805
12,396,502
12,680,361
13,300,000
13,700,000
Sales Tax
13,264,608
13,568,518
13,970,383
15,248,624
15,003,800
15,920,000
Other Tax
8,531,898
6,053,394
7,026,337
7,991,932
8,047,000
8,262,000
Licenses & Permits
1,120,433
973,410
1,255,582
2,248,576
1,832,000
1,612,000
Intergovernmental
2,059,439
2,046,809
2,065,926
2,205,984
2,326,610
3,157,500
Charges for Service
1,502,202
1,409,783
2,054,853
2,211,571
2,324,900
2,076,000
Fines
623,428
763,839
836,244
845,721
884,200
852,500
Miscellaneous
1,101,952
682,469
803,630
853,406
892,300
938,300
Other
847,312
852,512
2,768,922
2,099,936
1,152,800
60,000
Total General Fund
$ 5,5355795
$ 55.303.866
$ 58.854.931
$ 64.882.605
$ 66.465.860
$ 58 148 100
Page 60
2006 Final Budget Section IV: Financial Plan
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $36.4 million in tax revenue during
2005. This is 1.217o above the $35.9 million received in 2004. Revenues from taxes are anticipated to
increase in 2006 to an estimated $37.9 million. The increase over previous years is related to sales tax
revenue, mostly from continued auto and home sales due to low interest rates. It is expected that
economic growth will continue to improve. Low interest rates have sustained the housing market in the
region. New construction is ongoing, but a slowdown is expected as interest rates edge up. The higher
cost of borrowing will have a negative impact on new home sales. Voter initiatives have had a significant
financial impact on General Fund revenue. Revenues budgeted for 2006 are based on the assumption
that the economy will continue to grow. If growth does not occur revenues may have to be adjusted
downward during 2006.
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 1067o limit. In
2001, the citizens voted on and passed Initiative 747, which limits the increase in property taxes to the
lesser of 1% or inflation. New construction, annexations and refund levies are additional. The 2006 levy
rate should be held to the 2005 levy rate of $2.88 due to the passage of the local street levy. The
increased levy revenue is restricted to local street improvements and will be receipted into a special
revenue fund —Local Street Fund 103. Legislation has significantly impacted the City as labor contracts
increase at CPI and the tax authority that assists in the payment of those contracts is limited to 1%. The
2005 assessed property values for 2006 collection are anticipated to increase approximately 6%. Property
taxes constitute about 29.4% of total General Fund revenue budgeted for 2006.
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 automobile sales and new construction, two sectors
that are particularly sensitive to changes in economic conditions. Sales taxes have generally been
budgeted conservatively. In the recession years of 1991 and 1992, sales tax revenue was flat, contrasted
with 15% annual growth between 1987 and 1990. 1993 revenues were 137o above 1992 due to a surge in
automobile sales, and a one-time audit settlement with the Boeing Co. Revenues in 1994 were up by
11.4% over 1993 because of the continued strong economy and the SuperMall construction. 1995 sales
tax was up 11.4% above 1994 due to significant revenues, again, from both the construction of the
SuperMall and the initial opening late in 1995 of the SuperMall itself. Sales tax revenue growth decreased
in 1996 and 1997 by 3.3% and 5.7% respectively because significant legislation exempting manufacturing
activities from sales tax became effective in mid 1995. Exemptions for the retooling of manufacturing
equipment and for research and development became effective mid 1996. These exemptions have
impacted the City heavily because the City's largest employer, the Boeing Co., has a large
manufacturing plant in our community. Without these exemptions, growth would have been significantly
higher. 1998 and 1999 revenue growth surged 18% and 23% respectively with 2000 revenue growth
slowing to a 7% increase over 1999. Analysis of the large increases in 1998 and 1999 revealed a large
utility construction service center and warehouse located in Auburn. The utility spent the latter half of
1998, 1999 and 2000 recabling the area using supplies and equipment housed in Auburn. 2001 sales tax
receipts were flat, increasing less than .5% over 2000. The interest rate decreases over the course of
2001 and 2002 have had a positive effect on sales tax revenue. There was a 10.4% increase in sales tax
revenue in 2004 over 2003 due mainly to auto sales and home construction. A 6% increase is projected
for 2006 sales tax revenue based on an expanding economy and increased population. Should
construction slow in 2006 the City may have to reevaluate budgeted sales tax revenue and adjust
accordingly.
Page 61
2006 Final Budget Section IV: Financial Plan
Sales tax remains the largest single source of General Fund revenue for the City and in 2006 will constitute
42% of tax revenue and 34.217o of total budgeted revenue.
Other Taxes: This category includes utility taxes, which are taxes applied to utilities providing services in the
City, including City -owned and private utilities. 31 % 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. During 1996, Federal legislation was passed
deregulating the electric industry, allowing companies to seek power out of the area instead of relying on
existing local providers. During 2001, tax received from electric services rose significantly. The increase
was from commercial customers who did not have long-term contracts with Puget Sound Energy and
were forced to pay spot prices on the open market. The subsequent decrease in electric utility taxes in
late 2001 and early 2002 is attributed to declining energy costs and out of state brokering of energy by
some larger industries in Auburn. Since 2002, Interfund utility taxes have been charged at 6% on the four
major City utilities: Water, Sewer, Storm, and Solid Waste. The Other Taxes category has been estimated
to increase 2.7% due to inflation and population increases.
$20,000,000
$16,000,000
$12,000,000
$8,000,000
$4,000,000
General Fund Tax Revenue
2001 2002 2003 2004 2005 2006
+ Property Taxes f Sales Tax t 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. One of the City's large housing developments began construction late in 1999 and
through 2001. 2002 permit revenue was 13% less than 2001. 2003 license and permit revenue increased
29% over 2002. Interest rates hit a 30-year low in the spring of 2003 and have edged upwards since then.
2005 and 2006 estimated revenue has been set lower due to a slow down in housing construction and
new development. 2004 revenue was 79% higher than 2003 due to increased construction in the Auburn
area. Licenses and permits constitute 3.5% of 2006 estimated revenue. New construction and
development are anticipated to continue, but at a slower rate.
Page 62
2006 Final Budget Section IV: Financial Plan
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. 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 lower revenue from liquor, a change in sharing of revenue based on crime rates,
and new city incorporations. 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.
2003 revenue was higher than anticipated, and 2004 revenue increased due to expansion of the Casino
and promotional events sponsored by the Casino. 2005 revenue increased due to an increase in Casino
profits. Late in 2005 the State began distributing Motor Vehicle Fuel tax directly to the General Fund
making it appear as though revenue has grown. Funds are being transferred out to street funds through
operating transfers in 2006.
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 type of fee category is a plan check fee derived from the review of private construction plans. Plan
checks are likely to decrease slightly in 2006 as they follow new construction and permitting activity.
Charges for services constitute 4.5% of total 2006 revenue.
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
$1,000,000
$500,000
General Fund Revenue
Licenses, Permits, Intergov't, Service
2001 2002 2003 2004 2005 2006
t Licenses & Permits f Intergovernmental fie- Charges for Service
Fines and Forfeits: Fines and forfeits consist mainly of fines from law enforcement related activities. In
recent years this has been a fairly consistent source of revenue and has not increased significantly. This
revenue has been conservatively budgeted for 2006.
Miscellaneous and Other Sources: Miscellaneous revenue consists primarily of interest revenue on idle
treasurers' cash and investments. The 2003 estimate for interest was decreased to reflect current interest
rate earnings and the decreased balance available for short-term investment. Interest rates on
investments decreased over 60% from 2000-2003. A one-time transfer was made during 2003 to reduce
Page 63
2006 Final Budget Section IV: Financial Plan
the balance needed in the LID Guarantee Fund. 2004 interest revenue increased due to rising interest
rates. 2005 is estimated conservatively and was reduced from 2004 as cash invested was reduced. 2006
is expected to increase due to rising interest rates. Miscellaneous sources of revenue constitute 2.0% of
total revenue for 2006. Other revenue reflects the unrestricted portion of gas tax transferred from the
Street Fund for street operations funded out of the General Fund, LID services, and sewer contribution for
construction project.
General Fund Revenue
Fines, Misc., Other
$3,000,000
$2,000,000
$1,000,000
2001 2002 2003 2004 2005 2006
t Fines f Miscellaneous W Other
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
2001
Actual
2002
Actual
2003
Actual
2004
Actual
2005
Est Actual
2006
Budget
Beginning Fund Balances
$ 7,627,062
$ 7,975,267
$ 7,749,745
$ 9,776,845 $
10,612,069
$ 7,680,696
Taxes
47,271
103,781
95,259
93,804
300,000
585,000
Intergovernmental
15,085,566
7,175,004
4,685,168
2,491,518
7,555,450
5,010,400
Charges for Services
785,971
580,221
798,510
1,114,920
710,000
470,000
Miscellaneous
469,896
222,111
337,312
1,693,167
829,973
1,277,000
Other Sources
1,852,454
1,074,762
348,575
926,558
1,977,400
2,818,400
Total Resources
$ 25,868,220
$ 17,131,146
$ 14,014,569
$ 16,096,812 $
21,984,892
$ 17,841,496
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2006 Final Budget Section IV: Financial Plan
$2,000,000
$1,500,000
$1,000,000
$500,000
$16,000,000
$12,000,000
$8,000,000
$4,000,000
Special Revenue Funds
Intergovernmental and Operating Transfers not Included
2001 2002 2003 2004 2005 2006
Taxes f Charges for Services (Miscellaneous
Special Revenue Funds
Intergovernmental only
2001 2002 2003 2004 2005 2006
Intergovernmental
Taxes: The City levies a tax on all business within the downtown core area. Retail businesses are levied
$0.15 per square foot and service businesses are levied $0.05 per square foot, up to a maximum of one
thousand square feet. These funds are then administered by 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. 2006 revenues have been budgeted to reflect
anticipated collections.
Intergovernmental: This funding source has traditionally been the largest of all categories in the Special
Revenue Funds. The Arterial Street fund is anticipating approximately $4.5 million of state and federal
funding. Major projects include "A" Street NW, Phase I, Citywide Intelligent Transportation, West Main
Streetscape, and "M" Street SE between 37th Street SE and 29th Street SE. Twenty capital projects are
budgeted for arterial streets in 2006. The 3r6 Street overpass project was completed in the summer of
2002. The 277th project was transferred to a neighboring jurisdiction for the construction phase and was
completed in the fall of 2002. Other intergovernmental revenues include the Local Option Motor Vehicle
Page 65
2006 Final Budget Section IV: Financial Plan
Excise Tax (through 2002), the Motor Vehicle Fuel Tax, the Local Law Enforcement Grant, now called the
Justice Assistance Grant (JAG),(received since 1997), and Community Development Block Grant Funds.
The 2006 budget provides funding for several programs for low income, including community service
programs, urban renewal and housing repair projects.
Voters approved Initiative 1-776 in November 2002 repealing Local Option Motor Vehicle Tax that was
voted on locally and adopted by three counties in the state. The constitutionality of the initiative was
challenged in court and King County continued to collect and hold the funds until the case was settled.
In October 2003 the Supreme Court upheld the initiative. The City has lost approximately $450,000
annually. This revenue was used for street and road construction projects. In September of 2005 the State
began distributing Motor Vehicle Fuel tax directly to the General Fund.
Intergovernmental Revenue
2001 2002 2003 2004 2005 2006
Actual Actual Actual Actual Est Actual Budget
Street Grants $ 13,165,914 $
County MV Tax 388,510
Motor Vehicle Fuel Tax 933,054
Local Law Enforcement/JAG 51,434
Block Grant 546,655
5,364,394 $ 3,239,289 $ 1,119,810 $ 6,120,650 $ 4,516,000
398,559
9,777 - - -
952,403
942,199 934,056 911,400 -
44,135
35,416 15,926 40,400 40,400
415,513
458,487 421,726 483,000 454,000
Total Resources $ 15,085,566 $ 7,175,004 $ 4,685,168 $ 2,491,518 $ 7,555,450 $ 5,010,400
Charges for Service: This revenue consists of miscellaneous service fees and mitigation fees paid by
developers. The increase for 2001 reflects the transportation impact fee adopted on July 1, 2001.
Revenue decreased in 2002 and grew moderately in 2003 as developers resumed projects as the
economy strengthened. Developer traffic mitigation increased in 2005. The City continues to receive
mitigation fees for transportation and fire on each building permit issued for a large housing community
development on the southern edge of the City. It is anticipated the development will be completed by
2006. These fees increased in 2003 and were up 39% in 2004 as housing construction escalated. 2005 is
estimated to return to 2003 levels and a reduction is budgeted in 2006 as development slows.
Miscellaneous: Miscellaneous revenues consist primarily of interest income. Fluctuation of revenue is a
direct result of the current interest rate and idle fund resources available for investment. Investment
revenue showed a decrease in 2002. The upswing in 2003 was the additional interest income earned in
the Capital Project Fund and transferred to the City Street Fund for pavement preservation projects. In
2004, the interest rate on investments rose slightly. 2004 also included $1.3 million from a developer
contribution. Interest income for 2005 is expected to approximate 2004 levels. 2005 reflects $750,000 in
developer contributions for Arterial Street projects.
Other Sources: This category includes interfund operating transfers into the Arterial Street Fund and the
new Local Street Fund. Transfers in 2002 and 2003 decreased as large street construction projects were
completed. Budgeted transfers for 2005 will be for continued support of street projects identified in the
Transportation Improvement Plan including funding the new Local Street Improvement program. Voters
approved a six -year Levy Lift in November 2004 to improve and repair the City's local streets. 2006
includes a local contribution of $800,000 for the City-wide Intelligent Transportation System.
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2006 Final Budget Section IV: Financial Plan
CAPITAL PROJECT FUNDS:
The City budgets for major non-proprietary capital acquisitions and construction in the Capital Project
funds separately from operations.
Capital Project Funds Revenue
By Funding Source
2001
2002
2003
2004
2005
2006
Actual
Actual
Actual
Actual
Est Actual
Budget
Beginning Fund Balance
$ 10,070,705
$ 11,949,159
$ 14,932,648 $
13,930,030
$ 13,852,020
$ 7,655,811
Taxes
1,483,368
2,340,706
2,246,103
2,244,076
1,400,000
1,800,000
Intergovernmental
93,326
110,149
5,578
-
30,000
1,140,000
Charges for Service
25,320
20,765
25,740
21,387
25,000
25,000
Miscellaneous
575,170
298,464
172,522
192,615
434,500
445,000
Other Sources
3,308,000
5,162,440
2,064,400
625,000
6,573,378
1,000,000
$ 15,555,889
$ 19,881,683
$ 19,446,991 $
17,013,108
$ 22,314,898
$ 12,065,811
$8,000,000
$6,000,000
$4,000,000
$2,000,000
Capital Project Funds Revenue
2001 2002 2003 2004 2005 2006
t Taxes t lntergovernmenta l A Charges for Service
X Miscellaneous ME Other Sources
Taxes: The City is authorized to levy Real Estate Excise Tax (REET) up to '/% on all real property sales
transactions within the City. The tax is divided into quarter of percents. Since 1997 the City has levied the
allowable '/%. 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 '/<% 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 '/<% 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 and low interest rates, this revenue source has exceeded expectations.
2002 through 2004 revenue was higher than originally anticipated, as construction activity increased
throughout this period. 2005 tax revenue was budgeted cautiously as interest rates continue to rise thus
causing housing sales to slow down. The 2006 budget is higher based on anticipated development.
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2006 Final Budget Section IV: Financial Plan
Intergovernmental: The 2002 budget included $100,000 funding from the 1989 King County Open Space
Bond to complete construction of the White River Trail. The Parks department anticipates the receipt of
$1.14 million in grant revenue to complete major park projects. The largest is Game Farm Park soccer field
improvements.
Charges for Services: Portions of all adult team sport fees are put into the capital facility program. These
funds are then used to construct park facilities to benefit the users of the parks and fields. This revenue
increased slightly in 2005 as recreational class fees were increased. 2006 also includes anticipated
impact fees from park projects.
Miscellaneous: Miscellaneous revenue includes interest earnings on idle fund resources. Decreases in
2000 through 2004 reflect the low interest rates in the market. The 2006 budget includes a $100,000
contribution for the Veterans Park project.
Other Funding Sources: Other funding sources are interfund operating transfers in from other funds. These
transfers are used to fund the purchase of capital, such as fire engines, and other capital projects to be
determined by Council. In 2004 there were limited transfers, as these revenues are required in the
General Fund for continued operation. The increase in 2005 reflects the increased use of the Parks
Construction Fund for funding the Parks capital projects, and a $5.3 million transfer in to support the
purchase of the Justice Center. The 2006 budget includes a $500,000 REET transfer in for park construction
and a $500,000 transfer in for downtown redevelopment.
ENTERPRISE FUNDS:
The City has eight enterprise funds presented in this 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 graph depicts the amount of revenues received by source.
Enterprise Funds
Revenue By Funding Source
2001 2002 2003 2004 2005 2006
Actual Actual Actual Actual Est Actual Budget
Beg. Working Capital
$ 19,835,205
$ 19,177,466
$ 23,441,316
$ 26,713,502
$ 29,755,807
$ 19,800,007
Charges for Services
28,119,311
29,219,291
30,486,731
31,175,338
31,569,500
32,861,000
OtherSources
8,415,062
(1,658,778)
2,660,995
5,608,896
3,839,800
6,051,000
Miscellaneous
1,350,993
1,003,363
1,485,004
1,482,443
2,744,100
4,226,900
Intergovernmental
137,493
95,828
106,160
812,507
266,100
233,500
Total Resources
$ 57,858,064
$ 47,837,170
$ 58,180,206
$ 65,792,686
$ 68,175,307
$ 63,172,407
Page 68
2006 Final Budget Section IV: Financial Plan
$40,000,000
$30,000,000
$20,000,000
$1 0,000,000
$
Enterprise Funds
Charges for Services
2001 2002 2003 2004 2005 2006
0 Charges for Servic es
Charges for Services: This revenue source represents fees charged by the City's enterprise funds in return
for a public service. Over 60.8% of the City's charges for services are collected in the sewer and solid
waste funds. Approximately 77.3% 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. The City started
curbside recycling in 2002. Garbage rates are structured in a way that encourages participation in the
recycling program. All of the above funds account for city -operated utilities provided to citizens of
Auburn and the outlying areas. The utility revenues are directly affected by growth factors and rate
increases. The City normally reviews the fees charged for utilities on a yearly 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.
The Golf Course charges for services consist of green fees for the 18-hole championship course. Over the
last several years the City has completed major renovations to many of the holes. Golf course revenue
has risen slightly over the past few years. Revenues are also dependent on seasonal weather trends. In
2004 a feasibility study was done for constructing a Clubhouse and restaurant at the Golf Course. The
City increased fees to help cover costs in 2005. 2006 revenue was lowered due to construction of a new
Clubhouse.
The Airport charges for services consist of fuel sales and hangar rentals. In 2001, the City installed a new
card fueling system that allows patrons of the airport to self-service their airplanes at any time during the
day. The Airport completed new hangar buildings that provided 49 new enclosed spaces in 2002. The
City also entered into several ground leases with developers who in turn will build hangars and other
facitlities. With the completion of new hangars, the new ground leases, and the 24-hour fueling station,
the airport revenues increased. In 2004 the City contracted with an airport manager to manage the
Auburn Municipal Airport. A slight increase in tie down and fuel facility rental is budgeted for 2006.
The City of Auburn Cemetery is one of the most beautiful in the county, over -looking the Auburn valley
and majestic Mount Rainier. Charges for services in the Cemetery fund are for lot sales and retail sales for
burial related products. In 2002 the City aggressively marketed the cemetery to sustain revenue growth.
Charges for services have been decreasing slightly each year since 2001. The Veterans Cemetery in
Maple Valley has had a negative impact on lot sales and burial services. The 2005 budget supports two
new options for customers by creating designs for a Niche Wall and a Scattering Garden. The designs
were completed in 2005 and construction is budgeted in 2006. This should bring increased revenue in
future years.
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2006 Final Budget Section IV: Financial Plan
EE M
$(5,000,000)
Enterprise Fund Revenue
Miscellaneous f Other Sources f Intergovernmental Revenue
Other Sources: This revenue source represents the resources available from Public Works Trust Fund loans
(PWTF) and developer contributions. Developer contributions will be used for capital purposes. Section
VIII of this budget summarizes the capital projects. For more detailed information refer to the Capital
Facilities Plan published as a separate document. 2002 Other Sources resulted in a negative amount due
to a large prior period adjustment related to Water construction projects. Costs had been accumulating
in a "Work in Progress" account in the fixed asset category. These costs were mainly research and
development on projects that did not result in capitalizable assets.
Miscellaneous Revenues: The majority of miscellaneous revenues are comprised of investment income
earned on idle cash. Steady decreases from 2000-2003 in interest rates eroded this income source. This
revenue source has increased from 2003 due to rising interest rates on investments of idle cash.
Intergovernmental Revenue: This revenue represents grants received in the Airport Fund from the FAA for
airport improvements to the runways and hangars. The City received a $743,200 FAA grant for airport
runway improvements in 2004. A $198,000 FAA grant was expected in 2005 and $172,000 in 2006.
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 three internal service funds: Insurance, Equipment Rental and the Information Services Fund.
Internal Service Funds
By Funding Source
2001
Actual
2002
Actual
2003
Actual
2004
Actual
2005
Est Actual
2006
Budget
Beg working Capital
$ 6,210,703
$ 6,778,205
$ 6,574,228
$ 6,623,420
$ 7,201,256
$ 8,053,256
Charges for Service
1,631,113
1,445,049
2,040,304
2,681,204
2,831,100
6,712,000
Miscellaneous
280,375
130,378
81,148
95,797
177,500
175,000
Other Sources
224,311
164,087
16,376
155,187
2,092,200
-
Total Revenue
$ 8,346,502
$ 8,517,719
$ 8,712,056
$ 9,555,608
$ 12,302,056
$ 14,940,256
Page 70
2006 Final Budget Section IV: Financial Plan
Charges for Service: This revenue includes the Equipment Rental Fund that consists of interfund fuels sales
and rental rates of equipment and other assets. Equipment rental rates were increased in 2003 for all
funds. A study was performed on the fund in 2002 and capital replacement was under funded by
$900,000. To replenish the funding, rates were increased through 2005 to bring balances back in line with
requirements. 2006 charges have increased due to Information Services now allocating costs to
departments. In 2005, a Transfer In was done under Other Sources. Information Services charges include
cost of operations as well as cost of future equipment replacement.
Miscellaneous Revenue: This is investment income on idle cash and investments. This revenue declined
from 2000-2003 due to lower interest rates. There has been moderate growth from 2004 into 2005 and a
slight increase budgeted in 2006.
$8,000,000
$6,000,000
$4,000,000
$2,000,000
Internal Service Fund Revenue
2001 2002 2003 2004 2005 2006
f Charges for SeMce -A- Miscellaneous Other Sources
Other Sources: Includes gains on the sale of surplused equipment and contributed capital from other
funds for equipment purchases and other improvements at the facility. In 2005 a Transfer In from the
General fund was included to set up the new Information Services Fund. Now costs are being allocated
under Charges for Service which explains the drop in 2006.
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
2001
2002
2003
2004
2005
2006
Actual
Actual
Actual
Actual
Est Actual
Budget
Beginning Fund Balance
$ 3,631,870
$ 3,668,268
$ 3,552,973
$ 3,363,764
$ 3,159,962
$ 2,995,462
Charges for Service
-
-
-
-
-
Miscellaneous
229,283
118,278
45,530
68,982
130,000
120,000
Intergovernmental
37,281
40,869
45,663
52,855
50,000
54,000
Total Revenue
$ 3,898,434
$ 3,827,415
$ 3,644,166
$ 3,485,601
$ 3,339,962
$ 3,169,462
Page 71
2006 Final Budget Section IV: Financial Plan
$250,000
$200,000
$1 50,000
$ 1 00,000
$50,000
Fiduciary Fund Revenue
2001 2002 2003 2004 2005 2006
t Charges for Service tM iscelloneous A Intergovernm ental
Miscellaneous Revenue: Consists of investment income on idle cash investments. Interest rates were
increasing prior to 2001 and have declined through 2003. Moderate increases were seen in 2004 and
2005. Some increase in interest rates is anticipated in the 2006 budget.
Intergovernmental: This revenue is from the fire insurance premium tax that goes 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 2000 State Legislature reduced the fire insurance premium tax. An
actuarial study of the Fire Relief and Pension Fund was updated early in 2001. An evaluation of the fund
was completed in 2003 verifying the fund is fully funded and does not require additional contributions.
The fund is scheduled for another actuarial evaluation during 2006. The General fund receipts this
revenue and then transfers the funds into the Fire Relief and Pension Fund.
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. Actuals prior to 2004 include gains on investments.
Permanent Fund
By Funding Source
2001
2002
2003
2004
2005
2006
Actual
Actual
Actual
Actual
Est Actual
Budget
Beginning Fund Balance
$ 1,081,180
$ 1,185,833
$ 1,253,855
$ 1,300,227
$ 1,333,747
$ 1,346,747
Charges for Service
39,432
39,025
45,858
45,300
40,000
40,000
Miscellaneous
65,220
75,693
30,514
18,220
3,000
18,000
Intergovernmental
-
-
-
-
-
-
Total Revenue
$ 1,185,832
$ 1,300,551
$ 1,330,227
$ 1,363,747
$ 1,376,747
$ 1,404,747
Page 72
2006 Final Budget Section IV: Financial Plan
$80,000
$60,000
$40,000
$20,000
Permanent Fund Revenue
2001 2002 2003 2004 2005 2006
Charges for Service (Miscellaneous
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.
Revenues and expenditures are projected on the basis of assumed econometric 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 following General Fund Revenue and Expenditure table reflects a moderate set of assumptions
regarding revenues and expenditures. The Auburn economy is cyclical and the City enjoyed a strong
economy for many 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, the strength of the prior years began to erode as the region
slipped into recession. 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. Economists expected the regional
recession to be short and turn around by the fourth quarter of 2002. However the recovery was not as
strong as the economists predicted. It is now estimated that the region will continue to see sustained,
somewhat erratic, and slow economic recovery. This is reflected in the revenue forecasts through 2009.
Property assessed values have increased steadily during the past 10 years at an average of 6.0%. 2005
increase in assessed valuation is anticipated to be approximately 6%. 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. 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 non -departmental costs in 2006, so 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.
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2006 Final Budget Section IV: Financial Plan
Forecasting models have been used to assist in fiscal planning since 1989. 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. It is
this model that created cautious funding decisions in spite of an apparent high rate of economic growth
in the late 1990's. Continued caution will be required to anticipate and manage the effects of current
and future legislative actions to avoid service reductions for budgetary reasons.
The following graph reflects the six -year planning forecast on the subsequent page. If current trends
continue, fund balance will decrease to 2.257o by the end of 2008. 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 6%. However, since the City may not increase property taxes greater
than 1%, it is anticipated that the levy rate will decrease as assessed value increases. Voters passed a six -
year levy lift for property taxes in November 2004. 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.
$60,000,000
$48,000,000
$36,000,000
$24,000,000
$12,000,000
$ (12,000,000)
Six Year Planning Forecast
onnc_onii
2006 2007 2008 2009 2010 2011
■Total New Revenues ■Total Expenditures ❑Revised Fund Bal.*
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 is
Page 74
2006 Final Budget Section IV: Financial Plan
growing at rates sufficient to offset the limits placed on property taxes. Sales tax revenue growth for
2006 is budgeted higher than 2005. 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.
General Fund Revenue and Expenditure Forecast 2006 - 2011
Total Taxes
Total Lic & Per
Totallntergovt
Total Chg/Sery
Total Fines
Total Misc Rev
Total Other Rev
Total New Revenues
2006 2007 2008 2009 2010 2011
$ 37,882,000
$ 39,310,740
1,612,000
1,467,080
3,157,500
3,279,455
2,076,000
2,169,420
852,500
890,750
938,300
956,828
$ 40,644,295
$ 42,011,936
1,472,262
1,477,547
3,349,912
3,422,972
2,267,044
2,369,061
930,721
972,491
975,752
995,082
$ 43,415,181
$ 44,855,641
1,482,938
1,488,437
3,498,741
3,577,327
2,475,669
2,587,074
1,016,141
1,061,755
1,014,826
1,034,992
60,000 61,200 62,424 63,672 64,946 66,245
$ 46,578,300 $ 48,135,473 $ 49,702,410 $ 51,312,762 $ 52,968,440 $ 54,671,471
Mayor & Council
$ 516,200
$ 544,900
$ 558,800
$ 573,200
$ 587,900
$ 603,200
Human Resources
3,830,300
3,904,100
3,998,300
4,094,600
4,193,300
4,294,700
Finance
927,600
950,400
973,800
997,700
1,022,200
1,047,400
City Attorney
1,316,200
1,349,300
1,383,700
1,419,000
1,455,200
1,492,300
Planning
3,795,700
3,889,000
3,984,900
4,082,900
4,183,500
4,286,600
Police
17,094,200
17,566,100
18,174,400
18,805,800
19,461,700
20,142,800
Fire
9,893,000
10,222,300
10,561,100
10,911,000
11,272,400
11,645,600
Public Works
2,631,500
2,695,100
2,762,600
2,831,600
2,902,400
2,974,900
Parks & Rec
5,025,600
5,474,500
5,606,800
5,742,400
5,881,200
6,023,500
Street
2,038,000
2,181,500
2,231,200
2,282,100
2,334,200
2,387,500
Non -Departmental
4,674,200
3,900,618
3,976,718
4,099,418
4,232,918
4,377,618
Total Expenditures
$51,742,500
$52,677,818
$54,212,318
$55,839,718
$57,526,918
$59,276,118
New Rev. Balance
(5,164,200)
(4,542,344)
(4,509,907)
(4,526,956)
(4,558,478)
(4,604,647)
Residual/Unused Budget
-
2,000,000
2,000,000
2,000,000
2,000,000
2,000,000
Revised Fund Bal.*
6,405,600
3,863,256
1,353,348
(1,173,607)
(3,732,085)
(6,336,732)
% Fund Balance
11.02%
6.83%
2.44%
-2.1597
-6.9497
-11.97%
Total
$ 58,148,100
$ 56,541,073
$ 55,565,666
$ 54,666,110
$ 53,794,832
$ 52,939,386
Key Assumptions:
Inflation Rafe
2%
Population Growth Rafe
2.5%
Estimated Personnel Increases
2.25-3.5%C0LA
Property Tax Increase
1%, plus new construction
* Includes Designated Fund Balance of $4,850,700 for cash flow purposes and funding
employee leave balances
at retirement.
Page 75
2006 Final Budget Section IV: Financial Plan
Current and Potential Legislative Action
As previously mentioned, 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: During the 1995 legislative session, legislation
was passed to exempt the purchase and lease of manufacturing equipment from state and local sales
taxes. In the 1996 session, 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. It is anticipated these revenues will grow at 4.5%
annually from 2006 through the year 2011.
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: This initiative went before the voters of the state in November of 2001 and was approved.
Property tax increases are now limited to the lesser of one percent or inflation. The impact of this initiative
on the City was estimated to be approximately $100,000 in 2002 and accelerates each year to have an
annual impact of well over $1 million by 2009.
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. The graph on the following page is a summary of
losses to the City from legislative and voter initiative actions.
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. Unfortunately Washington State will need to change from a point of sale collection
process to a point of delivery collection process. Analysis done on this has shown the City of Auburn will
lose up to $1.2 million per year. Mitigation discussions are underway with the Department of Revenue.
Page 76
2006 Final Budget Section IV: Financial Plan
City of Auburn Tax Loss 1996-2006 $23.4 Million
$3,500,000
$3,000,000
$2,500,000
$2,000,000
$1,500,000
n
416,000
$1,000,000
$500, 000
675,000 757,000 977,000
$0
432,640
1,178,000
449,946 467,9
1,018,000
7 n 1
4I 0,000 45l y'o0'0 4I50,000 450,0010
110,000� 1 1113,333 114,466—
111,100 112,211
769,376 784,763 800,459 816,468 832,797 —
43 486,661 506,128 526,373 547,428 569,325
124,000 1,016,000 1,000,000 1,000,000
®Sales Tax on Manufacturing Equipment ❑Referendum 47 (4%) ❑ 1-695 01-747 (1%) 01-776 County Motor Vehicle
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
Page 77
2006 Final Budget Section IV: Financial Plan
reserve fund that guarantees LID Bonds. The City's outstanding LID Bond debt currently amounts to
$813, 632.
L.I.D.
Bonds
Year
Principal
Interest
Total
2006
41,808
43,075
84,883
2007
42,924
40,639
83,562
2008
44,095
38,144
82,239
2009
45,325
35,593
80,917
2010
45,234
32,979
78,213
2011+
594,246
234,927
829,173
Totals
$ 813,632
$ 425,357
$ 1,238,987
General Obligation Bonds:
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 1.57o 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 chart below
summarizes the City's current debt obligations by type of debt and legal limit. The City issued $4 million of
general obligation debt in 1998 to provide funds to pay the cost of constructing a library to be owned
and operated by the King County Library System. The City also issued $1.655 million in general obligation
debt in 1999 to pay the construction cost of hangars at the Auburn Airport. Additional GO debt includes
a bond issue from the Valley Communications Center Development Authority in 2000. The City is
contracted to pay 20% of the ValleyCom debt service over a 15-year period. The City currently has an Al
rating from Moody's.
Page 78
2006 Final Budget Section IV: Financial Plan
General Obligation Bond Debt
(In Thousands)
Without
With Utility
Open Space
a Vote
a Vote Purposes
& Parks
1.50%
1.00% 2.50%
2.50%
Total
Bonding Capacity $70,156
$46,771 $116,927
$116,927
$350,782
Bonds Outstanding 6,403
- -
6,403
Net Capacity $63,753
$46,771 $116,927
$116,927
$344,379
Revenue Bonds:
The City has approximately $7 million of principal in utility revenue bonds outstanding that are being
repaid by revenues from utility funds. In 1996, the Water utility changed the rate structure based on the
outcome of a rate study. Water and Sewer increased rates in 2001 and 2002 based on a cost of service
study. Only Sewer raised rates in 2003. Storm had a one-time increase in 2000. There were no utility rate
increases in 2004. Water and Storm rates increased effective January 1, 2005. Rates are reviewed on an
annual basis to be sure they provide for operations and capital expenses. There are no known rate
increases for 2006.
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.
With the completion of the Storm Water Comprehensive Plan, the City began implementing the plan in
1997. 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 $154,606.91. The City is also in the process of refunding a
portion of their GO Bonds.
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.
Page 79
2006 Final Budget Section IV: Financial Plan
Revenue Bonds General Obligation Bonds
Year
Principal Interest Total
Principal Interest Total
2006
$1,115,000
$334,293
$1,449,293
$373,000
$310,812
$683,812
2007
1,175,000
277,393
1,452,393
395,000
292,774
687,774
2008
1,235,000
217,418
1,452,418
422,000
273,664
695,664
2009
1,295,000
158,218
1,453,218
445,000
253,065
698,065
2010
275,000
95,088
370,088
469,000
232,800
701,800
2011+
1,925,000
313,688
2,238,688
4,299,000
973,398
5,272,398
Total
1 $7,020,0001
$1,396,0981
$8,416,0981
$6,403,0001
$2,336,513
$8,739,513
Public Works Trust Fund Loan Debt
Year Principal Interest Total
2006
$435,568
$48,138
$483,706
2007
435,568
44,918
480,486
2008
435,568
41,697
477,266
2009
435,568
38,477
474,046
2010
435,568
35,257
470,825
201 1 +
4,452,631
177,373
4,630,004
Total
6,630,471
$385,860,
$7,016,333
Fiscal Capacity: General Fund
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.
Page 80
2006 Final Budget Section IV: Financial Plan
Finally, the City has reserved an amount of taxing and other revenue capacities for worse case
circumstances. These capacities are:
User Fees: There are several categories of user fees that could be increased to capture a larger
share of associated costs.
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.
Working Capital
Proprietary funds are managed on a different basis than are general governmental services. The amount
of expenses required for ongoing operation depends on the amount of activity that will be done next
year. Since such activity provides new income to the fund directly in the form of charges for service,
there is additional revenue to support those additional expenses. Therefore, the management of these
funds is not focused on line items of revenue and expenses, but rather the "bottom line" of whether
expenses are supported by revenue. This is measured by the working capital in each fund. In simple
terms, "working capital" is similar to fund balance and is the result of all transactions during the year. An
increase in working capital indicates that expenses are less than earnings.
Since a city cannot make a profit, unlike private sector enterprises, working capital should not grow or
decline and expenses and revenues should balance. However, working capital should accumulate to a
level sufficient for at least three purposes:
1. Provide a cushion or a contingency for unforeseen needs and emergencies.
2. Provide adequate security for long-term debt.
3. Allow for a capital development program to reduce the need for borrowing.
The trend for working capital in each of the City's proprietary funds is found on the following page. It
should be noted that data for 2005 and 2006 are budget figures while the data for previous years are
actual figures.
The Water Fund continues with an aggressive capital program. The increases in 1997 and 1999 working
capital were from bond proceeds received during those years to construct new joint facilities, research
water rights and availability, build new pump stations, drill new wells, update worn out facilities, and
construct a corrosion control facility. Public Works Trust Fund Loans in 1999 and 2001 funded 90% of the
corrosion control facility. Public Works Trust Funds in 2002 funded 90% of recoating of three reservoirs. The
working capital will decrease as projects are completed. A portion of the 1997 Revenue Bonds was
refunded during 2005 in order to lower interest rate.
There was a buildup of working capital in the Storm Drainage Fund prior to 1996 that was necessary in
order to finance a five-year capital program planned for that utility. Working capital in 1997 and 1998
began to decrease due to an aggressive capital improvement program. An increase in 1999 was from
Page 81
2006 Final Budget Section IV: Financial Plan
the issuance of revenue bonds late in the year. 2005 and 2006 reflect significant decreases in working
capital as scheduled projects are completed. Storm rates increased January 1, 2005.
The increase in Sewer working capital at the end of 1998 was from the sale of facilities to King County and
a rate increase. The fund sold an estimated $3.8 million in facilities. $1.4 million was received in 1997 and
the balance was paid for as customers connected to the system over several years. The Sewer Fund
increased rates mid 1998 and in January 2000, 2001, 2002 and 2003 at 3% each year. This increase was
used to build up capital for upcoming projects. As the projects have been completed the decreases are
reflected in the ending working capital.
Working capital in the Solid Waste Fund increased in 1997-1998 due to increased service rates. The City
entered into a new contract for garbage disposal services beginning January 2002. Rates were set to
recover the cost of the service and encourage recycling efforts. There is adequate fund balance at this
time so rates are not expected to increase for residential customers in 2006. The rates are being amended
to conform to the actual cost of service for commercial and roll -off customers (Ord. 5885, effective
2/O1 /05).
The increase in Equipment Rental working capital prior to 1996 was due to rate changes and also to the
addition of reserves for those Fire and Police vehicles that were placed in the fund at that time. During
1997 and 1998 interfund rental rates were decreased 20% and 157o respectively because reserves were
considered to be adequate at that time. Rates were again reduced in 2002 but were raised again in
2003 when an analysis of the fund revealed capital replacement was being under funded. A three-year
increase in rates, charged to other City departments, will recoup under funding of the capital
replacement component of the equipment rental rates. 2005 was the last year that the shortfall was
collected from other City departments.
The Golf Course has had ongoing course improvements that have increased capital costs but
improvements to the course are being noted with increased admissions. Studies were completed in 2005
on the feasibility of building a Clubhouse and Restaurant at the Golf Course. Construction for the
Clubhouse is budgeted in 2006.
The Airport had been experiencing a continuing loss from operations. The Airport completed the fueling
facility and re -roofing of the hangars in 1999 in efforts to enhance lease and rental revenues. New
hangars were completed in 2000. The large increase in 1999 is from the issuance of General Obligation
debt to construct the hangars. Revenue from the new hangars will service the debt as well as increase
revenue in future years. Working capital decreased in 2002 due to improvements to older hangars. The
Airport entered into several long-term land leases in 2001 that will result in private development and
increased revenue from the leases. Since 2004 the City has contracted the Airport to an outside
manager.
The Cemetery completed several improvements in 1999 and 2000, including an area with over 1,000
ground burial spaces and a Centennial Niche Wall. Landscaping and irrigation improvements are
ongoing. The 2006 budget funds construction of a Mausoleum and Niche Wall.
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. The space is expected to be fully leased in 2006.
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 increase in 2006 as
replacement funds are accumulated.
Page 82
2006 Final Budget Section IV: Financial Plan
Working Capital 1994-2006
Proprietary Funds
Water
Sewer
Storm
Drainage
Solid Waste
Airport
Cemetery
Golf Course
Commercial
Retail
Equipment
Rental
Information
Services
Actual:
1994
$1,781,605
$2,403,098
$2,894,298
$1,061,252
$316,610
$234,900
$284,683
-
$1,109,545
-
1995
1,878,543
2,621,593
3,478,896
1,240,084
349,514
249,610
130,804
-
1,560,454
-
1996
899,727
2,892,891
4,249,043
1,565,470
398,953
357,113
210,003
-
1,956,755
-
1997
4,172,203
4,850,288
3,940,962
1,839,422
392,046
316,369
134,278
-
2,389,468
-
1998
1,217,715
5,319,247
2,958,986
2,162,067
73,968
275,112
118,303
-
2,597,764
-
1999
5,270,987
6,532,437
5,188,879
2,782,048
1,342,537
296,208
213,284
-
2,656,196
-
2000
3,435,343
7,295,016
4,742,243
3,497,725
357,868
340,948
166,079
-
3,370,140
-
2001
2,666,189
8,127,088
4,183,961
3,410,540
260,890
329,044
199,754
-
3,863,699
-
2002
5,464,177
9,081,382
4,410,775
3,675,900
157,253
335,524
316,305
-
3,671,788
-
2003
7,215,032
10,368,678
4,567,828
3,435,938
298,836
392,475
243,357
191,358
3,907,419
-
2004
8,554,976
11,903,336
5,111,165
3,289,301
334,315
425,945
90,114
46,655
4,508,076
-
Act Budget:
2005
5,716,376
7,698,136
2,525,765
2,710,501
374,615
341,145
306,614
76,655
4,959,976
549,C00
Budget:
2006
$4,763,676
$3,525,436
$1,492,065
$2,572,801
$333,215
$384,145
$372,914
$30,555
$5,311,376
$720,500
Proprietary Funds - Working Capital
City of Auburn: 2002-2006
$12,000,000
$10,000,000
$8,000,000
■ 2002
$6,000,000
■ 2003
$4,000,000
■ 2004
❑ 2005
$2,000,000
■ 2006
rim
$0
E
U Q o
c
2006 Final Budget Section IV: Financial Plan
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 84
2006 Final Budget Section V: City Operations
SECTION V: CITY OPERATIONS
This section and the next will describe the budget as an operational guide to the City and its services,
summarizing the current and planned operations of the City. Following that, the Baseline Budget Section
provides a department -by -department description of City operations.
Since the operations of the City are influenced by its structure, this section will focus on the manner in which
the financial resources of the City are allocated within that administrative structure to various competing
purposes. The first part of this section (relating to City structure) will address the manner in which the budget
resources are allocated to City programs from various perspectives.
This section then provides greater detail on the use of General Fund resources identifying budget
allocations among the different services or cost centers within General Fund departments. The manner in
which administrative costs are accounted for among the various funds is also presented. Finally, this section
addresses the use of personnel resources, which are assigned to various functions.
The table below provides a cross-reference of the relationships between funds and City structure. City
Funds are represented along the horizontal axis of the table while 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
Equipment
General
Water
Sewer
Storm
Waste
Airport Cemetery Course
Svc
Rental
Fund
Fund
Fund
Fund
Fund
Fund Fund Fund
Fund
Fund
Human Resources
Finance
Legal
Engineering
Parks
Information Services
Equip Rental
Page 85
2006 Final Budget Section V: City Operations
City Organization
The organization of a city can be expressed in a variety of ways depending on the context. This Budget
presents three different organizational perspectives.
1. Financial Structure: The City of Auburn uses the type of budget structure that is directly
related to the accounting structure prescribed by state law for cities. It conforms to
Generally Accepted Accounting Principles and separates the structure of the city into
different funds. The establishment and separation of funds is based on accounting
principles, and only secondarily reflects functional or administrative concerns.
2. Functional or Proqram Structure: A city can also be organized by what it does or the
services it provides. This type of organization would identify the full costs of various
activities provided, irrespective of where those activities may be administratively located
or how the expenditures are usually accounted. This type of budget would reflect cost
accounting principles.
3. Administrative Structure: The most common way to view a City structure is by the way it is
organized administratively. Organizational units are determined by what functions can
be most effectively grouped into organizational relationships. It is often defined by
reporting relationships.
The financial structure was presented in the Financial Plan Section IV of this document. Section V, City
Operations, presents the same budget data based on the two other organizational perspectives:
administrative structure and functional or program structure. This section also presents staffing of the City as
allocated.
One of the reasons it is useful to view the City structure in a variety of ways is to clarify how administrative
expenses are handled and to illustrate how the accounting of these expenses affect the cost of various
services. In the budget, administrative services are charged against the fund they benefit rather than the
General Fund department providing those services. For example, the cost of personnel services to the
water utility is charged to the Water Fund even though the Human Resources Department, which is part of
the General Fund operation, incurs those costs. In the various General Fund departments, the
administrative costs are not allocated to each department. Civil Service costs are reported as part of the
Human Resources Department not the Police Department. Consequently, expenditures in the General
Fund do not include administrative costs. The reason for this difference is associated with the principles of
governmental accounting, which require the General Fund to be accounted for as a whole and require
the separation of Proprietary Fund costs from General Fund accounts. Certain activities occurring in special
revenue funds and capital funds are charged for administrative costs.
Legal Structure
The City of Auburn 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 department heads 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. The position is elected at large and serves
a four-year term. The Mayor develops and proposes the budget while the Council reviews and modifies the
proposed budget, as it deems appropriate. The optional municipal code confers a limited form of "home
rule" to those municipalities organized under its provisions.
Page 86
2006 Final Budget Section V: city Operations
CITY OF AUBURN
2006 ORGANIZATION CHART
Citizens
Judge I I Mayor
Administrative
Services
Human
Resources
Finance
Legal
Information
Services
Public Services I I Public Safety
Planning j Fire
Parks & Police
Recreation
City Council
Boards & Commissions
Airport Advisory Board
Arts Commission
Auburn Tourism Board
Cemetery Board
Civil Service Commission
Human Services Committee
LEOFF Board
Parks Board
Planning Commission
Sister City Committee
Urban Tree Board
White River Valley Historical Society
Public Works
Page 87
2006 Final Budget Section V: City Operations
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 or functions are
accountable to whom. 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 organizational chart at the start of this section of the
budget illustrates this structure. The ten departments (including the Mayor) 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. Beginning in 2006 this department will oversee the Building Maintenance Division.
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. In 2006 the Building maintenance division will be moving to
Human Resources.
Police: Provides all police services, including Auburn jail services.
Fire: Provides all fire, emergency medical, and hazardous material services to the City.
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 units 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.
Page 88
2006 Final Budget Section V: City Operations
Costs by Administrative Structure
Mayor & Council
Human Resources
Finance Dept
Airport
City Attorney
Planning & Community Dev
Planning & Prop Mgmt
Comm Devi Block
BIA/Tourism
Commercial Retail
Police Dept
Fire Dept Operations
Public Works Dept:
Public Works
Street
Street Construction
Water Utility
Sewer Utility
Storm Drainage Utility
Solid Waste Utility
Parks Dept:
Parks & Recreation Op.
Parks Construction
Cemetery
Golf Course
Total Operations
2003 2004 2005 2005 2006 7.
Actual Actual Budget Est Actual Budget Share
$ 602,736
$ 615,733
$ 534,400
$ 534,400
$ 516,200
0.3%
1,804,577
1,870,798
2,431,700
2,326,700
3,830,300
2.2%
1,672,063
1,244,684
825,300
825,300
927,600
0.5%
880,568
1,293,106
756,700
756,700
834,700
0.5%
980,335
947,449
1,282,100
1,174,500
1,316,200
0.8%
3,024,910
3,458,067
4,929,800
4,545,700
3,795,700
2.2%
459,988
421,726
485,300
485,300
454,000
0.3%
106,382
180,700
125,500
125,500
86,500
0.1%
951,339
204,873
269,600
269,600
116,800
0.1%
12,824,448
14,451,268
15,887,900
15,800,500
17,302,500
10 1 %
8,121,056
8,867,592
9,049,700
9,013,400
9,893,000
5.8%
1,877,405
2,281,407
2,540,700
2,473,700
2,631,500
1.5%
1,721,409
2,077,794
2,075,000
2,075,000
2,038,000
1.2%
2,605,133
3,111,497
12,548,783
12,548,783
8,799,000
5.1%
5,959,000
7,609,477
10,391,100
10,391,100
9,032,700
5.3%
10,187,120
12,987, 610
19,502,000
19,502,000
19,148,700
1 1 .2%
3,241,112
3,512,269
6,590,400
6,590,400
5,082,700
3.0%
8,534,988
8,652,673
9,190,100
9,190,100
9,212,700
5.4%
4,315,415
4,477,383
5,043,860
4,914,160
5,050,600
3.0%
187,981
1,030,553
660,000
400,000
2,200,000
1.3%
608,375
645,742
776,800
762,800
1,271,900
0.7%
1,104,201
1,131,129
988,000
912,600
4,997,400
2.9%
71,770,544 81,073,530 106,884,743 105,618,243 108,538,700 63.4%
Other Funds:
Non -Departmental
3,551,443
4,045,988
12,315,000
11,438,400
4,674,200
2.7%
Transfers/Other
4,137,899
2,373,117
3,489,600
3,180,000
2,457,000
1.4%
Debt Service
305,350
306,938
304,500
304,500
306,200
0.2%
Capital
3,924,340
1,428,107
12,361,800
12,038,000
792,000
0.5%
Internal Service
2,088,635
2,354,353
4,404,300
4,248,800
6,435,200
3.8%
Fiduciary/Trust
280,402
325,639
344,500
344,500
388,500
0.2%
Reserves:
General Fund
18,496,495
20,702,250
8,947,390
11,569,800
6,405,600
3.7%
Airport W/C
298,836
334,315
374,615
374,615
333,215
0.2%
Utilities W/C
25,587,476
28,858,778
18,650,778
18,650,778
12,353,978
7.2%
Information Services
-
-
549,000
549,000
720,500
0.4%
Equipment Rental W/C
3,907,419
4,508,076
4,959,976
4,931,076
5,311,376
3.1%
Cemetery W/C
392,475
425,945
341,145
355,145
384,145
0.2%
Golf Course W/C
243,357
90,114
300,614
342,814
372,914
0.2%
Commercial Retail W/C
191,358
46,655
76,655
76,655
30,555
0.0%
Construction Reserves
13,930,030
13,852,020
8,099,811
7,655,811
7,208,811
4.2%
Other
17,207,639
17,914,925
14,392,652
14,702,252
14,444,252
8.4%
Total Funds
$ 166,313,698
$ 178,640,749
$ 196,797,079
$ 196,380,389
$ 171,157,146
100.0%
* Street Construction includes Fund 103 for Local street improvements beginning in 2005.
Page 89
2006 Final Budget Section V: City Operations
Functional Structure
Another way of viewing the organizational structure of the City is by the services it provides. The page
opposite accounts for the various activities of the City from this perspective. Data on this page reflects
cost accounting principles rather than the state BARS system upon which the budget is based. Internal
Service and Debt Service Funds are separated from the various functions since these accounts would
double account expenditures made for that purpose. Reserves and working capital have also been
excluded in order to identify the planned expenditures by each category.
Administrative costs are grouped with the costs of the service rather than with the related administrative
unit, as it would be identified under administrative structure. For example, the administrative expenditures
made by the Finance Department in order to provide police services, are accounted for under police
services. Consequently, administrative units that are mainly administrative in character, such as finance,
personnel, etc., are not listed on the table; those costs are allocated to the appropriate service.
The table groups various activities of the City into several broad categories:
Public Safety: Including police and fire services.
Public Services: Including all utilities, transportation and the cemetery.
Quality of Life: Including planning, engineering, recreation, and building and land use regulation.
2006 Budget by Function
Public SeMce- Administration
Transportation 2 9%
9.4%
Public SeMce-
Utilities/Cemetery
Other
35.4%
12.2%
Quality of Life
16.5%
Public Safety
23.6%
Page 90
2006 Final Budget Section V: City Operations
Budget by Function or Program
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
70
Share
Public Safety:
$ 22,035,773 $
24,654,032
$ 26,685,900
$ 26,486,600 $
29,215,000
23.6%
Fire
8,121,056
8,867,592
9,049,700
9,013,400
9,893,000
8.0%
Police, Court, Probation
13,914,717
15,786,440
17,636,200
17,473,200
19,322,000
15.6%
Public Services:
33,737,706
39,890, 169
61,830,883
61,816,883
55,420,400
44.8%
Cemetery
608,375
645,742
776,800
762,800
1,271,900
1.0%
Transportation:
5,207, 110
6,482,398
15,380,483
15,380,483
11,671,700
9.4%
Airport
880,568
1,293,106
756,700
756,700
834,700
0.7%
Streets
1,721,409
2,077,794
2,075,000
2,075,000
2,038,000
1.6%
Street Construct.
2,605,133
3,111,497
12,548,783
12,548,783
8,799,000
7.1%
Utilities:
27,922,221
32,762,029
45,673,600
45,673,600
42,476,800
34.4%
Utility Services
19,387,233
24, 109,356
36,483,500
36,483,500
33,264, 100
26.9%
Water
5,959,000
7,609,477
10,391,100
10,391,100
9,032,700
7.3%
Sewer
10,187,120
12,987, 610
19,502,000
19,502,000
19,148, 700
15.5%
Storm Drainage
3,241,112
3,512,269
6,590,400
6,590,400
5,082,700
4.1%
Solid Waste
8,534,988
8,652,673
9,190,100
9,190,100
9,212,700
7.5%
Quality of Life:
12,027,623
13, 185,838
15,042,760
14, 126,560
20,375,600
16.5%
Recreation:
5,607,598
6,639,065
6,691,860
6,226,760
12,248,000
9.9%
Golf Course
1,104,201
1,131,129
988,000
912,600
4,997,400
4.0%
Parks
4,315,415
4,477,383
5,043,860
4,914,160
5,050,600
4.1%
Parks Construct.
187,982
1,030,553
660,000
400,000
2,200,000
1.8%
Community Develop:
6,420,025
6,546,773
8,350,900
7,899,800
8,127,600
6.6%
Planning/Prop Mgmt
1,490,713
1,698,839
2,454,000
1,997,900
2,396,500
1.9%
Building & Permits
1,534,197
1,759,228
2,475,800
2,547,800
2,442,300
2.0%
Engineering
1,877,405
2,281,407
2,540,700
2,473,700
2,631,500
2.1%
Com. Dev. Block Gr.
459,988
421,726
485,300
485,300
454,000
0.4%
Commercial Retail
951,339
204,873
269,600
269,600
116,800
0.1%
BIA/Tourism
106,383
180,700
125,500
125,500
86,500
0.1%
Total Expenses: 67,801,103 77,730,039 103,559,543 102,430,043 105,011,000 85.0%
Other: 18,257,510 14,177,633 36,544,900 34,742,400 18,580,800 15.0%
Administration
3,969,441
3,343,492
3,325,200
3,188,200
3,527,700
2.9%
Non -Departmental
3,551,443
4,045,988
12,315,000
11,438,400
4,674,200
3.8%
Transfers/Other
4,137,899
2,373,117
3,489,600
3,180,000
2,457,000
2.0%
Debt Service
305,350
306,938
304,500
304,500
306,200
0.2%
Capital
3,924,340
1,428,107
12,361,800
12,038,000
792,000
0.6%
Internal Service
2,088,635
2,354,353
4,404,300
4,248,800
6,435,200
5.2%
Fiduciary
280,402
325,639
344,500
344,500
388,500
0.3%
Grand Total
$ 86,058,613 $
91,907,671
$ 140,104,443
$ 137,172,443 $
123,591,800
100.0%
"Does not include Reserves
Page 91
2006 Final Budget Section V: City Operations
Departmental Expenditures by Cost Center: General Fund
The table opposite 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, Fire, Court, Probation and Civil Service, is 50% of the
General Fund. Police services are 29.47o of the General Fund, of which the largest police program is
operations. Jail services are 5.8% of the total General Fund, while Municipal Court and Probation Services
are 3.5%.
Fire services account for 17% of the General fund with the bulk of these funds committed to fire suppression
services.
The remainder of the General Fund is dispersed among a variety of services. Approximately 8.67o is
allocated to recreation (including .7% for senior services), about 3.5% for street maintenance, 4.5% for
engineering, and 6.5%for planning, building code administration, permitting and community development.
The pie chart below depicts General Fund expenditures exclusive of fund balance, which changes the
percentages as stated on the following table.
General Fund Expenditures by Cost Center
City Attorney Planning
Human
Finance 2.5% 7.3%
Resources
1.8%
7.4%
Mayor/
Police
Council
33.1%
1.0%
Non -Dept
9.0%
Streets
4.0%
Fire
Parks
19.1 %
9.7% Public Works
5.1 %
Page 92
2006 Final Budget Section V: City Operations
General Fund -Cost Center 2003 2004 2005 2005 2006 7.
(includes tuna balance) Actual Actual Budget Est Actual Budget Share
Mayor & Council:
City Council Operations
Mayor
Total Mayor & Council
Human Resources:
Court
Probation
Administration
Civil Service Comm.
Building/Maintenance
Total Human Resources
Finance:
Administration
Budget, AccE Audit
Printing
Information Systems
Total Finance
City Attorney:
City Attorney
City Clerk
Total City Attorney
Planning:
$ 143,449
$ 174,656
$ 176,900
$ 176,900
$ 216,100
0.47o
459,287
441,077
357,500
357,500
300,100
0.57o
602,736
615,733
534,400
534,400
516,200
0.9%
687,893
933,971
1,157,100
1,049,300
1,341,900
2.37o
402,376
401,201
591,200
625,300
677,600
127o
663,881
490,721
636,200
606,000
718,200
127o
50,427
44,905
47,200
46,100
49,500
0.1%
1,043,100
1.87o
1,804,577
1,870,798
2,431,700
2,326,700
3,830,300
6.67o
176,013
216,555
267,200
267,200
268,900
0.57o
407,602
465,924
558,100
558,100
658,700
1.1%
178,759
-
-
-
-
0.0%
909,689
562,205
0.0%
1,672,063
1,244,684
825,300
825,300
927,600
1.67o
699,304
678,581
927,500
834,300
959,600
1.77o
281,031
268,868
354,600
340,200
356,600
0.69r
980,335
947,449
1,282,100
1,174,500
1,316,200
2.39r
Property Mngmnt
995,426
1,185,426
1,763,100
1,471,800
1,741,000
3.1%
Permits & Inspection
764,015
887,975
1,042,700
957,900
1,399,200
2.47o
Building/Maintenance
770,182
871,253
1,433,100
1,436,800
-
0.0%
Social Services & Health
495,286
513,413
690,900
679,200
655,500
1.1%
Total Planning
3,024,909
3,458,067
4,929,800
4,545,700
3,795,700
6.59r
Police:
Administration
1,909,480
2,172,893
2,567,500
2,616,900
3,234,500
5.69r
Operations
5,824,115
6,367,511
7,080,400
7,039,600
7,107,300
12.27o
Investigation
1,772,826
1,947,026
1,960,600
1,960,600
2,142,500
3.79r
Comm. Programs Unit
287,707
305,266
330,700
328,700
547,800
0.9%
Support
518,798
523,718
630,100
630,100
703,300
127o
Jail
2,396,002
2,989,924
3,117,900
3,023,900
3,358,800
5.89r
Total Police
12,708,928
14,306,338
15,687,200
15,599,800
17,094,200
29.49r
Fire:
Administration
329,166
425,208
408,800
403,800
933,100
1.69r
Fire Suppression
6,449,921
6,944,760
7,085,100
7,030,800
7,399,500
12.69r
Prevention & Investig.
559,948
586,959
608,100
608,100
617,100
1.1%
Training & Facilities
708,810
846,636
843,200
843,200
834,200
1.49r
Special, Disaster & Med.
73,211
64,029
104,500
127,500
109,100
027o
Total Fire
8,121,056
8,867,592
9,049,700
9,013,400
9,893,000
17.09r
Public Works:
Engineering
1,877,406
2,281,407
2,540,700
2,473,700
2,631,500
4.59r
Total Public Works
1,877,406
2,281,407
2,540,700
2,473,700
2,631,500
4.59r
Parks:
Administration
337,844
504,088
603,000
596,300
609,600
1.09r
Senior Citizen Services
360,130
381,616
396,300
390,700
431,900
0.79r
Recreation & Facilities
3,121,343
3,082,746
3,468,460
3,378,560
3,383,000
5.79r
Arts Comm & Museum
474,257
496,055
551,100
523,600
601,100
1.09r
Total Parks
4,293,574
4,464,505
5,018,860
4,889,160
5,025,600
8.69r
Streets:
Maintenance & Operations
1,534,615
1,824,102
1,744,500
1,744,500
1,751,900
2.9%
Administration
186,795
253,692
330,500
330,500
286,100
0.59r
Total Streets
1,721,410
2,077,794
2,075,000
2,075,000
2,038,000
3.59r
Non -Departmental
Transfers & Misc.
3,551,442
4,045,988
12,315,000
11,438,400
4,674,200
8.091
Ending Fund Balance
18,496,495
20,702,250
8,947,390
11,569,800
6,405,600
11.1%
Total Non -Depart.
22,047,937
24,748,238
21,262,390
23,008,200
11,079,800
19.1%
Total General Fund
$ 58,854,931
$ 64,882,605
$ 65,637,150
$ 66,465,860
$ 58,148,100
1009r
Page 93
2006 Final Budget Section V: City Operations
Budgeted Position Allocation
The following table presents current and past staffing as allocated by City departments. The data is
presented on the basis of the City's fund structure, not on the basis of administrative structure. The graph
below depicts the distribution of staffing by fund structure for 2006. The 2006 budget adds 4.25 FTE (Full -
time equivalent) - 1.0 FTE in Court for a Court Clerk II and 1.0 FTE in Planning for a Senior Planner. The
Information Services internal service fund is funding 1.0 Information Services Assistant for the Information
Services department and 1.0 Communications Assistant, which reports to the Mayor's office in the
Communications & Community Relations division. The Parks department increased a museum curator
position from .50 to .75. The Building Maintenance division, including 7.0 FTE's, was moved from the Planning
department to the Human Resource Department in 2005.
2006 Position Allocation
Internal Service Other
5.8% 3.9%
Planning
5.9% Police/ Court/Lega I
31.2%
Administrative
4.7%
Utilities
16.2%
Fire
Parks 17.8%
7.7% PW/Street
6.8%
Page 94
2006 Final Budget Section V: City Operations
POSITION ALLOCATION BY FUNDING
Department
2002
2003
2004
2005
2006
Changes
Mayor
2.57
4.00
4.00
3.20
3.20
0.00
Human Resources
5.99
5.99
5.75
5.67
11.82
6.15
Municipal Court
12.00
12.00
13.00
14.00
15.20
1.20
Finance
13.28
12.93
11.28
6.98
6.88
-0.10
Legal
11.38
11.39
11.50
11.50
11.49
-0.01
Planning
12.16
29.43
30.35
32.35
27.00
-5.35
Police
114.00
115.00
115.00
117.00
117.00
0.00
Fire
81.00
81.00
81.00
82.00
82.00
0.00
Public Works
32.68
22.52
22.79
21.44
19.81
-1.63
Parks & Rec.
33.37
36.27
36.27
35.27
35.52
0.25
Street
16.35
13.00
14.02
11.00
11.52
0.52
Sub -Total General Fund
334.78
343.53
344.96
340.41
341.44
1.03
Water
26.79
28.96
30.44
31.08
30.09
-0.99
Sewer
20.84
19.04
18.81
20.30
18.81
-1.49
Storm Drainage
19.82
19.42
19.99
22.05
19.59
-2.46
Solid Waste
5.82
5.91
6.91
6.55
6.24
-0.31
Airport
4.07
3.91
0.16
0.16
0.16
0.00
Cemetery
7.60
7.41
7.55
6.39
6.33
-0.06
Golf Course
7.05
6.09
6.10
6.09
5.96
-0.13
Communications
0.00
0.00
0.00
5.80
6.80
1.00
Information Services
0.00
0.00
0.00
3.07
11.10
8.03
Equip. Rental
6.80
8.04
8.93
9.16
8.75
-0.41
Other Funds
4.43
4.69
4.15
5.44
5.48
0.04
Sub -Total Other Funds
103.22
103.47
103.04
116.09
119.31
3.22
TOTAL FTE's
438.0
447.0
448.0
456.50
460.75
4.25
Changes in 2005 through 2006: IFTE - Full-time Equivalent)
Mayor/Information Services: The Communications & Community Relations division was formed late in
2005. This new division reports to the Mayor and is budgeted in Fund 518, the Information Services
Internal Service Fund. 2006 added 1.0 FTE (Communications Assistant) to this new division.
Court: Added 1.0 FTE (Court Clerk II) in 2006 budget.
Police: During 2005 reduced Parks and increased Police by 1.0 FTE. Added 1.0 FTE to Police in 2005 to
backfill for TNET officer.
Parks: Increased Museum Curator position from .50 to .75 FTE in 2006.
Human Resources/Planning: Moved Building division maintenance staff, 7.0 FTE's to Human
Resources.
Planning: Added 1.0 FTE (Senior Planner) in the 2006 budget.
Information Services: 1.0 FTE (Information Services Assistant) was added in the 2006 Budget.
*Does not include seven Council positions.
Page 95
2006 Final Budget Section V: City Operations
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 96
2006 Final Budget Section VI: Baseline Budgei
SECTION VI: BASELINE 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 a functional structure beginning
with the administrative function, which includes such departments as the Mayor, Human Resources,
Finance and Legal, followed by Public Safety, Quality of Life and Public Service. The non-functional
departments or divisions are presented at the end of the baseline section and include a detailed
description of the fund and a financial summary by line item.
Sections for those funds representing functional departments or divisions are presented at the beginning of
the baseline section and include:
1. Department or Division Organizational Chart: Each organizational chart identifies the
authorized staff positions in the 2006 baseline budget. The charts specifically identify
each full-time and permanent part-time position. 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.
2. Department or Division Mission Statement: Each functional department has created its
own mission statement that directs goal setting toward achieving the Citywide Vision.
3. Department Overview: A description of the programs the department/division is
responsible for accomplishing.
4. Goals and Accomplishments: A summary of the progress each department or division
made on goals during 2005, including general operations and obligation of the fund,
and the goals that the department will undertake in 2006.
5. Baseline Budget by Line Item: For general fund departments and funds, this information is
presented in a line item 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.
6. Performance Measures: Each department has provided three performance measures
that best show the results of their mission and or goals.
Page 97
2006 Final Budget Section VI: Baseline Budget
Total Baseline Budget
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10 Salaries & Wages
11 Regular Salaries&Wages
$ 25,102,376
$ 26,168,684
$ 29,707,000
$ 28,927,600 $
31,242,000
12 Overtime
817,865
1,036,832
1,131,800
1,065,200
1,270,800
13 Other Wages
432,586
495,333
595,900
588,900
834,600
Salary Sub -Total
26,352,827
27,700,850
31,434,700
30,581,700
33,347,400
20
Personnel Benefits
6,502,567
7,089,101
8,924,290
8,452,890
9,542,000
22
Uniforms & Clothing
145,543
174,932
196,800
196,500
211,900
Benefits Sub -Total
6,648,110
7,264,033
9,121,090
8,649,390
9,753,900
30
Supplies
31 Office & Operating Supplies
1,761,322
1,660,186
1,851,050
1,807,050
1,826,500
35 Small Tools&Minor Equip
553,880
852,526
813,473
689,173
802,100
Supplies Sub -Total
2,315,202
2,512,712
2,664,523
2,496,223
2,628,600
40
Other Services&Supplies
41 Professional Services
11,231,174
11,025,178
12,549,970
12,182,370
12,786,700
42 Communication
1,448,307
1,639,396
1,775,280
1,793,080
1,951,600
43 Travel
76,527
80,004
169,700
168,200
182,000
44 Advertising
149,514
123,269
205,000
207,800
257,200
45 Operating Rentals & Leases
338,961
328,657
506,640
466,840
444,800
46 Insurance
1,004, 793
1,123,071
1,169,000
1,168,000
1,168,900
47 Utility Services
1,792,939
1,673,280
1,714,717
1,753,517
1,821,900
48 Repairs & Maintenance
933,087
1,057,374
1,421,450
1,231,450
1,468,300
49 Miscellaneous
3,143,096
3,240,036
3,609,520
3,545,720
3,533,400
Other Services Sub -Total
20,118,397
20,290,264
23,121,277
22,516,977
23,614,800
50
Intergovt/Interfund Services/Tax
15,936,308
13,895,191
23,431,700
22,771,300
15,340,600
60
Capital Outlays
61 Land
729,238
1,688,933
2,664,000
2,194,000
1,585,264
62 Buildings
699,247
27,914
10,522,700
10,522,700
0
63 Other Improvements
3,125,200
3,907,497
11,508,310
12,154,810
422,800
64 Machinery & Equipment
2,194,225
2,001,655
2,884,600
2,919,100
1,969,800
65 Construction In Progress
2,851,218
3,353,718
17,060,743
16,835,143
25,345,236
Capital Outlay Sub -Total
9,599,127
10,979,717
44,640,353
44,625,753
29,323,100
70
Debt Service: Principal
2,398,772
2,518,176
1,725,400
1,725,400
1,968,600
80
Debt Service: Interest
907,346
837,973
705,700
705,700
744,000
90
Interfund Payments For Services
(22,417)
299,590
(185,800)
(358,700)
1,961,100
95
Interfund Oper Rentals & Leases
2,164,824
2,571,230
2,728,000
2,741,200
2,829,500
99
Interfund IS Services
-
-
717,500
717,500
2,080,200
Interfund Sub -Total
2,142,407
2,870,820
3,259,700
3,100,000
6,870,800
00
Other Uses
(359,884)
3,037,935
0
0
0
00
Designated Ending Fund Balance
4,021,100
3,949,400
4,028,000
4,028,000
4,850,700
00
Undesignated End Fund Balance
76,233,985
82,783,679
52,664,636
55,179,946
42,714,646
Department Totals
$ 166,313,698
$ 178,640,749
$ 196,797,079
$ 196,380,389 $
171,157,146
Page 98
2006 Final Budget Section VI: Baseline Budgei
Total General Fund
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10
Salaries & Wages
11 Regular Salaries&Wages
$ 20,105,830
$ 20,981,217
$ 22,982,700
$ 22,301,700
$ 24,086,600
12 Overtime
761,209
982,523
933,900
909,600
1,048,600
13 Other Wages
358,813
404,406
449,400
449,400
564,100
Salary Sub -Total
21,225,851
22,368,146
24,366,000
23,660,700
25,699,300
20
Personnel Benefits
4,936,528
5,621,172
6,682,990
6,215,390
7,225,100
22
Uniforms & Clothing
132,017
156,852
1 74,000
174,000
188,000
Benefits Sub -Total
5,068,545
5,778,024
6,856,990
6,389,390
7,413,100
30
Supplies
31 Office & Operating Supplies
773,072
822,616
1,014,150
1,003,150
972,100
35 Small Tools &Minor Equip
453,181
653,623
364,300
341,800
377,800
Supplies Sub -Total
1,226,253
1,476,239
1,378,450
1,344,950
1,349,900
40
Other Services & Supplies
41 Professional Services
2,278,577
2,636,657
3,353,970
3,031,470
3,533,200
42 Communication
1,359,183
1,558,677
1,383,080
1,392,180
1,524,600
43 Travel
66,631
69,419
139,100
137,600
146,300
44 Advertising
130,287
108,530
159,700
139,700
153,600
45 Operating Rentals & Leases
290,315
274,922
205,440
168,440
196,900
46 Insurance
648,233
565,264
610,900
610,900
640,100
47 UtilityServices
918,747
907,334
952,517
1,010,517
1,003,700
48 Repairs & Maintenance
554,530
574,235
598,750
464,950
580,500
49 Miscellaneous
446,086
445,297
557,520
543,720
550,500
Other Services Sub -Total
6,692,588
7,140,334
7,960,977
7,499,477
8,329,400
50
Intergovt/Interfund Services/Tax
3,842,295
2,915,389
10,796,900
10,646,100
3,805,800
60
Capital Outlays
61 Land
1,096
720,583
300,000
300,000
-
62 Buildings
951
16,975
222,700
222,700
-
63 Other Improvements
92,157
410,206
397,800
437,800
-
64 Machinery & Equipment
713,109
675,939
277,100
277,100
14,500
65 Construction In Progress
92,133
1,019,117
1,321,643
1,308,343
317,000
Capital Outlay Sub -Total
899,446
2,842,821
2,519,243
2,545,943
331,500
70
Debt Service: Principal
133,963
-
-
-
153,000
80
Debt Service: Interest
117,304
113,078
-
-
97,900
90
Inferfund Payments For Services
(150,121)
(104,900)
413,100
411,400
811,800
95
Inferfund Oper Rentals & Leases
1,302,312
1,651,224
1,680,600
1,680,600
1,670,600
99
Inferfund IS Services
-
-
717,500
717,500
2,080,200
Inferfund Sub -Total
1,152,191
1,546,324
2,811,200
2,809,500
4,562,600
00
Designated -Retirees
564,900
415,000
415,000
415,000
711,300
00
Designated Ending Fund Balance
3,456,200
3,534,400
3,613,000
3,613,000
4,139,400
00
Undesignated End Fund Balance
14,475,395
16,752,850
4,919,390
7,541,800
1,554,900
Department Totals
$ 58,854,931
$ 64,882,605
$ 65,637,150
$ 66,465,860
$ 58,148,100
Page 99
2006 Final Budget Section VI: Baseline Budget
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 100
2006 Final Budget Section VI: Baseline Budgei
Organizational Chart
Intergovernmental
Services Coordinator
Economic Development
Manager
Director of Human Resources and
Risk/Facilities Management
Brenda Heineman
28 F.T.E.
Chief of Police
Jim Kelly
117 F.T.E.
Public Works Director
Dennis Dowdy
102 F.T.E.
Parks Director
Daryl Faber
48.25 F.T.E.
Mayor
Pete Lewis
459.75 F.T.E.
Information Services Director
Lorne Rempher
11 F.T.E.
F.T.E. = Full Time Equivalent (does not
include elected Municipal Court Judge)
Communication 8
Community Relations
Division
5.5 FTE
Administrative
Assistant
City Attorney
Dan Held
13 F.T.E.
Fire Chief
Russ Vandver
82 F.T.E.
Planning Director
Paul Krauss
26 F.T.E.
Finance Director
Shelley Coleman
23 F.T.E.
Page 101
2006 Final Budget Section VI: Baseline Budget
CITY COUNCIL AND MAYOR
DEPARTMENT OVERVIEW
The department consists of the City's elected officials and the Communications & Community Relations
Division. The Council, the legislative body representing the citizens of Auburn, is charged with responsibility
for developing policies that guide legislative affairs 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. Annually, the Council develops goals and provides a budget, which gives purpose and
direction to City programs and initiatives.
The Mayor, as Auburn's Chief Executive Officer, sees that all laws and ordinances are faithfully enforced
and has general supervision of the administration of City government and all City interests. In this role the
Mayor assists the Council in developing City policy and translating Council goals and policies into specific
administrative objectives. Under the direction of the Mayor, nine department directors -- the City Attorney,
Chief of Police, Fire Chief, Director of Public Works, Director of Planning, Building & Community, Director of
Human Resources, Director of Finance, Director of Information Services and Director of Parks, Arts &
Recreation -- carry out the necessary activities of the City.
The Communications & Community Relations Division is responsible for managing the City's communica-
tions and community relations programs, including the City website, Intranet, GATV, newsletter, mailroom,
all City publications and press releases; coordination of media/photo coverage of City events, activities
and meetings; City participation in events, serving as liaison with community groups/committees;
coordination of logistics for meetings, public forums, open houses, tours, etc.; maintaining a consistent City
image on all forms of City media and communications; coordination of citizen surveys and Sister City
activities.
2005 ACCOMPLISHMENTS
Continued work on the environmental
park (enhanced wetlands) project.
Continued Les Gove Community Campus
planning process.
Developed united South King County
human service needs planning.
Worked on obtaining funding for
improvements to and/or completion of:
o State Highway 167
o State Highway 164
o A Street NW corridor
o M Street (through FAST)
o I Street Corridor
Continued Tri-Party Agreement with
WSDOT and the Muckleshoot Indian Tribe
for Intelligent Transportation
Improvements (Traffic Light
Synchronization) for Auburn Way South
(aka State Highway 164), safety
improvements to SR 164, re-establishment
of City's Academy Drive route, and link
road from SR 18 to SR 164.
Began work toward becoming a 'wireless
city.'
Continued support for a new and
remodeled Post Office.
Focused economic development to bring
the businesses our community wants and
needs to the specific locations we want
them in to help reduce the property tax
burden for Auburn citizens.
Began fire station relocation planning.
Evaluated current zoning (city-wide) for
effectiveness in reaching Vision Goals.
Finalized parking garage and property
sale with Auburn Regional Medical
Center.
Continued outreach to the
neighborhoods and to specific
populations.
Participated in numerous neighborhood
meetings.
Prioritized and completed the initial Save
Our Streets local street improvement
projects.
Continued efforts to mitigate Streamlined
Sales Tax proposals.
Page 102
2006 Final Budget Section VI: Baseline Budgei
2006 GOALS
Continue work on the environmental park
(enhanced wetlands) project.
Continue Les Gove Community Campus
planning process.
Provide greater opportunity for citizens in
need of human service agency services
to use those services in a more
coordinated manner.
Continue Tri-Party Agreement with WSDOT
and the Muckleshoot Indian Tribe for
safety improvements to SR 164 and a link
road from SR 18 to SR 164.
Begin Airport master planning process.
Continue Golf Course Club House
planning process.
Continue to develop our partnership and
agreements between the City and the
Muckleshoot Indian Tribe.
Expand the City website for community
use.
Work toward becoming a 'wireless city.'
Increase public participation in city arts,
parks and area beautification.
Continue efforts to improve quality of life
for Auburn citizens.
Continue efforts to provide opportunities
for remodeling, new construction and
high density housing in the designated
Urban Center.
Continue support for a new and
remodeled Post Office.
Continue to pursue focused economic
development to bring the businesses our
community wants and needs to the
specific locations we want them in to help
reduce the property tax burden for
Auburn citizens.
Continue fire station relocation planning.
Continue outreach to the neighborhoods
and to specific populations.
Continue to encourage neighborhood
meetings.
Complete plan and funding strategy with
community buy in for Les Gove
Community Campus.
Page 103
2006 Final Budget Section VI: Baseline Budget
Line Item Summary
001 General
11 Mayor & Council
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10 Salaries & Wages
11 Regular Salaries & Wages
$ 290,007
$ 327,568
$ 343,500
$ 343,500
$ 309,300
12 Overtime
1,895
2,367
-
-
3,000
13 Other Wages
333
2,513
2,000
2,000
4,000
SalarySub-Total
292,235
332,448
345,500
345,500
316,300
20 Personnel Benefits
52,073
62,188
86,300
86,300
75,300
22 Uniforms & Clothing
-
-
-
-
-
BenefitsSub-Total
52,073
62,188
86,300
86,300
75,300
30 Supplies
31 Office & Operating Supplies
3,171
2,226
3,200
3,200
3,200
34 Merchandise for Resale
-
3,423
1,500
1,500
-
35 Small Tools & Minor Equip
2,454
3,229
700
700
1,500
Supplies Sub -Total
5,625
8,878
5,400
5,400
4,700
40 Other Services&Supplies
41 Professional Services
144,492
80,641
-
-
-
42 Communication
16,893
26,161
8,600
8,600
13,400
43 Travel
12,170
23,426
29,400
29,400
33,000
44 Advertising
9,773
1,373
-
-
-
45 Operating Rentals & Leases
438
1,510
-
-
-
46 Insurance
1,994
4,080
4,200
4,200
3,000
47 Utility Services
-
-
-
-
-
48 Repairs & Maintenance
-
-
-
500
49 Miscellaneous
55,324
52,172
25,400
25,400
26,900
Other Services Sub -Total
241,084
189,364
67,600
67,600
76,800
50 Intergovl/Interfund Services/Fax
-
-
-
-
-
60 Capital Outlays
61 Land
-
-
-
-
-
62 Buildings
-
-
-
-
-
63 Other Improvements
-
-
-
-
-
64 Machinery & Equipment
-
-
-
-
-
65 Construction In Progress
-
-
-
-
-
Capital OutlaySub-Total
-
-
-
-
-
70 Debt Service: Principal
-
-
-
-
-
80 Debt Service: Interest
-
-
-
-
-
90 Interfund Payments For Services
5,503
5,896
8,000
8,000
6,900
95 Interfund Oper Rentals & Leases
6,216
12,960
12,100
12,100
10,300
99 Interfund IS Services
-
4,000
9,500
9,500
25,900
Interfund Sub -Total
11,719
22,856
29,600
29,600
43,100
00 Other Applications
Department Totals
$ 602,736
$ 615,733
$ 534,400
$ 534,400
$ 516,200
Page 104
2006 Final Budget Section VI: Baseline Budgei
Human Resources and
Risk/Facilities Management Department
Director of Human Resources
Municipal Court _______ and Risk/Facilities Mgmt.
Judge Patrick Burns Brenda Heineman
28 F.T.E.
Court & Probation
Services
Administrator
Court & Probation
Services Manager
Compensation &
Employee Relation
Manager
Probation Court Clerk Lead
Counselor (3)
Probation I ,( Court Clerk II (6)
Assistant r �
Court Collections
Clerk
F.T.E. = Full -Time Equivalent (does not
include elected Municipal Court Judge)
Risk/Facilities
Manager
Custodian (4)
Building
Technician (3)
Human Resources
Assistant
Recruitment &
Employment
Manager
an Resou
Assistant
an Reso
Clerk
Page 105
2006 Final Budget Section VI: Baseline Budget
HUMAN RESOURCES AND RISK/FACILITIES
MANAGEMENT DEPARTMENT
RTAI&SlH3ZW1IW%111VJiII11:111►II
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/property management programs for all city facilities, and ensures compliance
with the City's safety program.
2005 ACCOMPLISHMENTS
Created a new performance evaluation
system for Finance, Parks and Planning.
Enabled applicants looking for employment
with the City to complete and submit
applications on line.
Negotiated seven collective bargaining
contract agreements for 2004-2006.
Researched and made recommendations to
modify the hiring procedure for entry-level
police to increase the number of candidates
eligible for hire.
Implemented new probation program
including DUI education and day jail.
2006 GOALS
Create a volunteer database to better
utilize specific skills and resources
available to the City.
Research and make recommendations
concerning the establishment of a
centralized Property Management
Program for all City Facilities.
Obtain certification by Washington State
to become a certified drug and alcohol
assessment agency.
Assist court in developing and
implementing a mental health treatment
release program.
Research and recommend probation
tracking software to update present
system and support workload.
Reduce industrial insurance costs by
reducing workplace injuries.
Improve management and reduce on-the-
job time loss related to injuries/illness by
timely reporting.
Improve department efficiencies and
customer service through timely processing
of internal forms.
Update safety and health policies and
procedures.
Page 106
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001 General
2003
2004
2005
2005
2006
13 Human Resources (Includes Court)
Actual
Actual
Adj Budget
Est Actual
Budget
10 Salaries & Wages
11 Regular Salaries & Wages
$ 956,870
$ 1,009,659
$ 1,167,400
$ 1,130,600
$ 1,555,500
12 Overtime
2,447
3,623
3,300
3,300
13,300
13 Other Wages
9,991
25,764
56,500
56,500
74,000
Salary Sub -Total
969,308
1,039,046
1,227,200
1,190,400
1,642,800
20
Personnel Benefits
203,302
223,236
347,900
279,700
463,700
22
Uniforms & Clothing
-
-
-
-
3,000
Benefits Sub -Total
203,302
223,236
347,900
279,700
466,700
30
Supplies
31 Office & Operating Supplies
13,388
11,707
14,800
12,800
63,300
35 Small Tools & Minor Equip
2,477
4,668
17,000
16,600
26,100
Supplies Sub -Total
15,864
16,375
31,800
29,400
89,400
40
Other Services & Supplies
41 Professional Services
487,985
459,429
605,100
630,500
899,300
42 Communication
1,672
1,584
3,700
3,700
7,000
43 Travel
2,930
1,361
6,300
4,800
6,500
44 Advertising
68,006
58,310
70,100
50,100
68,000
45 Operating Rentals & Leases
258
869
1,000
1,000
1,000
46 Insurance
1,994
4,080
4,700
4,700
9,500
47 Utility Services
-
-
-
-
150,600
48 Repairs & Maintenance
1,654
151
8,500
8,200
171,400
49 Miscellaneous
29,802
26,394
50,100
50,600
66,000
Other Services Sub -Total
594,301
552,177
749,500
753,600
1,379,300
50 Intergovl/Interfund Services/Tax - - - - -
60 Capital Outlays
61 Land - - - - -
62 Buildings - - - - -
63 Other Improvements - - - - -
64 Machinery & Equipment - - 12,500 12,500 5,000
65 Construction In Progress - - - - -
CapitalOutlaySub-Total - - 12,500 12,500 5,000
70 Debt Service: Principal
80 Debt Service: Interest
90 Interfund Payments For Services
19,101
23,804
29,200
27,500
49,100
95 Interfund Oper Rentals & Leases
2,700
3,960
8,300
8,300
32,500
99 Interfund IS Services
-
12,200
25,300
25,300
165,500
Interfund Sub -Total
21,801
39,964
62,800
61,100
247,100
00 Other Applications
Department Totals
$ 1,804,577 $
1,870,798 $
2,431,700
$ 2,326,700 $
3,830,300
Page 107
2006 Final Budget Section VI: Baseline Budget
PERFORMANCE MEASURES — HUMAN RESOURCES AND RISK/FACILITIES MANAGEMENT DEPARTMENT
800
600
400
200
0
100%
75%
50%
25%
0%
100%
75%
50%
25%
0%
Workers 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 people back to work as soon as
possible after an injury helps reduce our premiums. 2004
actual time loss was significantly less than 2003 due to the
type and severity of injuries experienced.
2003 2004 2005 2006 Goal
Estimate
❑ L & I Claims ■Time Loss (Days)
Family Medical Leave Act Notification
2003-not 2004 2005 2006 Goa
available Estimate
❑ HR notified in 2 days NIFIR sends letter in 2 days
• 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.
I* -
Pay Increase Paperwork Processed Within Two Weeks
2003 2004 2005 2006 Goal
Estimate
• The Human Resources department is responsible for
initiating the paperwork for employee pay increases. This
goal focuses on improving the process to ensure
supervisors receive paperwork no later than two weeks
prior to the effective date and pay increases are
processed in a timely manner.
Page 108
2006 Final Budget Section VI: Baseline Budgei
Airport Manager
(Contract)
Fiscal Services
Manager
Supervisor
Utility Accounting
Manager
Assistant -
Specialist -
Accounting
Specialist - Utility
Technician -
Meter Reader (2)
*Detail reported in the individual dimsion.
F.T.E. = Full Time Equivalent
Finance Department
Finance Director
Shelley Coleman
23 Total Staff
Accountant -
Accounting
Supervisor
Accounting
Assistant
Accounting
Specialist
Payroll Specialist*..
(2)
i
Secretary
Financial
Planning Manager
Accountant -
Financial
Analyst
Page 109
2006 Final Budget Section VI: Baseline Budget
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, and accounts payable. The department prepares a
comprehensive annual financial report and an annual budget document. Other duties include providing
analytical support, accounting and budget advice to departments and overseeing contracted services of
solid waste and airport management.
2005 ACCOMPLISHMENTS
A Prepared 2005 Final Budget and 2006 Preliminary
Budget. Received GFOA Distinguished Budget
award for the 2005 budget.
o Prepared 2004 Comprehensive Annual Financial
Report (CAFR) and submitted for the Certificate
of Achievement for Excellence in Financial
Reporting. Received the award for 2003.
o Updated the six -year Capital Facilities Plan and
Revenue Manual.
o Upgraded Utility Billing, Miscellaneous Accounts
Receivable, and Project Accounting systems.
o Assisted with all utility cost of service studies.
o Invoked purchase option on the Auburn Justice
Center long-term lease and purchased the
facility.
o Facilitated contract to install radio station and
programming services.
o Prepared and analyzed 2005 rate study for Solid
Waste fund.
o Facilitated several property acquisitions for City
use.
Refinanced certain outstanding revenue and
General Obligation bonds.
2006 GOALS
A Prepare 2006 Final Budget and 2007
Preliminary Budget consistent with best
practices in budgeting. Submit document
to GFOA and receive the Distinguished
Budget award for 2006.
o Begin a biennial budget process vs.
annual.
o Prepare 2005 Comprehensive Annual
Financial Report (CAFR). Submit document
to receive the Certificate of Achievement
for Excellence in Financial Reporting.
o Update the six -year Capital Facilities Plan
and Revenue Manual.
o Research and select automated time card
and cash receipting systems.
o Conduct a rate study for the Solid Waste
Utility.
o Change to monthly billing for utilities.
o Implement internet-based system to assist
escrow companies in the preparation of
closing cost statements.
o Begin the use of position budgeting
software for improved budgeting of
salaries and benefits.
o Prepare Popular Annual Financial Report
for year-end financial summary.
o Improve department level of customer
service and efficiency by tracking total
Utility calls, Day Sales Outstanding and
Average Invoices processed.
Page 110
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001
14
General
Finance
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10
Salaries & Wages
11 Regular Salaries & Wages
$ 639,437
$ 642,079
$ 413,900
$ 413,900
$ 426,900
12 Overtime
1,669
3,964
5,000
5,000
5,000
13 Other Wages
5,969
23,613
3,000
3,000
3,000
SalarySub-Total
647,075
669,656
421,900
421,900
434,900
20
Personnel Benefits
129,089
138,747
121,300
121,300
124,900
22
Uniforms & Clothing
-
-
-
-
-
Benefits Sub -Total
129,089
138,747
121,300
121,300
124,900
30
Supplies
31 Office & Operating Supplies
54,539
55,590
8,000
8,000
5,500
35 Small Tools & Minor Equip
150,343
107,899
6,700
6,800
6,800
Supplies Sub -Total
204,882
163,490
14,700
14,800
12,300
40
Other Services & Supplies
41 Professional Services
174,389
282,525
199,300
199,300
223,900
42 Communication
204,686
258,745
2,800
2,700
2,700
43 Travel
3,522
2,418
7,100
7,100
7,100
44 Advertising
-
-
-
-
-
45 Operating Rentals & Leases
128,329
117,585
-
-
-
46 Insurance
1,994
4,655
4,800
4,800
3,000
47 Utility Services
-
-
-
-
-
48 Repairs & Maintenance
224,713
197,147
10,000
10,000
-
49 Miscellaneous
103,042
76,115
22,400
22,400
22,800
Other Services Sub -Total
840,674
939,190
246,400
246,300
259,500
50
Intergovl/Interfund Services/Tax
-
-
-
-
-
60
Capital Outlays
61 Land
-
-
-
-
-
62 Buildings
-
-
-
-
-
63 Other Improvements
-
-
-
-
-
64 Machinery & Equipment
313,492
155,485
-
-
-
65 Construction In Progress
-
-
-
-
-
Capital Outlay Sub -Total
313,492
155,485
-
-
-
70
Debt Service: Principal
-
-
-
-
-
80
Debt Service: Interest
-
-
-
-
-
90
Interfund Payments For Services
(465,897)
(478,685)
21,000
21,000
12,200
95
Interfund Oper Rentals & Leases
2,748
4,200
-
-
-
99
Interfund IS Services
-
(347,400)
-
-
83,800
Interfund Sub -Total
(463,149)
(821,885)
21,000
21,000
96,000
00
Other Applications
Department Totals
$ 1,672,063
$ 1,244,684
$ 825,300
$ 825,300
$ 927,600
Page I I I
2006 Final Budget Section VI: Baseline Budget
36,000
27,000
18,000
9,000
H
80
60
40
20
0
2,000
1,500
1,000
500
a
PERFORMANCE MEASURES - FINANCE DEPARTMENT
Total Utility Department Calls
2003 not 2004 2005 2006 Goal
available Estimate
• 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.
Days Sales Outstanding
• "Days Sales Outstanding" is the City's average collection
period for all its utilities. 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 fakes to turn receivables into cash. It provides
insight into the changes that occur within the City's
receivable balance.
2003 2004 2005 2006 Goal
Estimate
Average Invoices Processed Per Month per HE Employee
2003 2004 2005 2006 Goal
Estimate
• This statistic is measured 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.
• 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.
Page 112
2006 Final Budget Section VI: Baseline Budgei
Legal Department
City Attorney
Dan Heid
13 F.T.E.
City Prosecutor (2)
City Clerk
Deputy I I Records & Reg./
City Clerk r � License Clerk
F.T.E. = Full Time Equivalent
Legal
Secretary
Assistant City Attorney
Paralegal
Assistant
City Attorney
Legal Domestic Violence
Assistant (2) Victim Advocate
Page 113
2006 Final Budget Section VI: Baseline Budget
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.
Worked with Regional State Archivist to develop a
records management disaster recovery plan.
Worked with City departments to consolidate and
relocate off -site records storage to records center
location.
Worked with the Mayor and other departments of the
City to develop and/or amend ordinances and
policies of the City to better meet the needs of the
City.
Worked with Department of State to designate the
City Clerk's Office as a passport acceptance agent.
Continued to work with local and regional
governmental officials to address municipal issues of
area -wide significance.
Continued to work with the Court and Public
Defender to better handle caseload management
and streamline court processes to improve public
access to the courts.
Continued to provide prompt, courteous and fair
treatment to customers and citizens of the City,
always striving to provide the best customer service
possible.
Continued to work with the Mayor and the City's
Intergovernmental Services Coordinator, as well as
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.
Work with the Police Department and Municipal
Court to develop procedures to enhance effective
pursuit of prosecution cases.
Work with the Court and Public Defender land
defense bar) to better handle caseload
management and streamline court processes to
improve public access to the courts and adjudication
of cases.
Develop internal prosecution strategies, such as
standard dispositional recommendations and
approaches to cases in the Municipal Court, to
enhance prosecution effectiveness.
Work with local and regional service providers to
assemble a support network to address needs of
victims of domestic violence.
o Work with the Mayor and the City's
Intergovernmental Services Coordinator, as well as
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.
Develop and propose new ordinances, for adoption
by the City Council, to address the on -going needs of
the City and its citizens.
Continue working with attorneys and city clerks from
neighboring cities to address regional and statewide
municipal issues.
Work with regional governmental agencies and
organizations to identify statewide processes to
improve processing of public records.
Continue level of customer service by responding to
Public disclosure requests within five business days.
Enhance department efficiency in handling Civil
Forfeiture cases.
Page 114
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001
15
General
Legal/ClerkDepartment
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10
Salaries & Wages
11 Regular Salaries & Wages
$ 527,054
$ 584,669
$ 707,300
$ 681,100
$ 746,800
12 Overtime
4,075
1,419
400
400
400
13 Other Wages
14,375
13,152
2,900
2,900
2,900
SalarySub-Total
545,504
599,240
710,600
684,400
750,100
20
Personnel Benefits
107,684
126,811
205,900
164,500
217,400
22
Uniforms & Clothing
-
-
-
-
-
Benefits Sub -Total
107,684
126,811
205,900
164,500
217,400
30
Supplies
31 Office & Operating Supplies
6,754
9,669
5,700
5,700
5,700
35 Small Tools & Minor Equip
1,093
4,309
1,700
1,700
1,700
Supplies Sub -Total
7,846
13,977
7,400
7,400
7,400
40
Other Services & Supplies
41 Professional Services
175,692
83,927
100,000
60,000
100,000
42 Communication
729
1,015
1,400
1,400
1,400
43 Travel
6,188
7,348
10,900
10,900
10,900
44 Advertising
22,512
19,874
20,000
20,000
20,000
45 Operating Rentals & Leases
3,984
3,320
4,800
4,800
7,800
46 Insurance
3,611
4,148
4,300
4,300
4,200
47 Utility Services
-
-
-
-
48 Repairs & Maintenance
184
-
800
800
800
49 Miscellaneous
25,182
29,461
36,400
36,400
36,500
Other Services Sub -Total
238,082
149,093
178,600
138,600
181,600
50
Intergovl/Interfund Services/Tax
63,533
43,491
104,700
104,700
77,200
60
Capital Outlays
61 Land
-
-
-
-
-
62 Buildings
-
-
-
-
-
63 Other Improvements
-
-
-
-
-
64 Machinery & Equipment
-
-
-
-
-
65 Construction In Progress
-
-
-
-
-
CapitalOutlaySub-Total
-
-
-
-
-
70
Debt Service: Principal
-
-
-
-
-
80
Debt Service: Interest
-
-
-
-
-
90
Interfund Payments For Services
17,686
10,536
16,000
16,000
19,900
95
Interfund Oper Rentals & Leases
-
-
-
-
2,700
99
Interfund IS Services
-
4,300
58,900
58,900
59,900
Interfund Sub -Total
17,686
14,836
74,900
74,900
82,500
00
Other Applications
Department Totals
$ 980,335
$ 947,449
$ 1,282,100
$ 1,174,500
$ 1,316,200
Page 115
2006 Final Budget Section VI: Baseline Budget
4,000
3,000
2,000
1,000
0
200
150
100
50
0
100
75
50
25
0
PERFORMANCE MEASURES - LEGAL DEPARTMENT
Public Disclosure Requests Received and Responded to Within Five Business Days
The graph illustrates the number of public disclosure
request received by the City Clerk's office and the number
of those requests responded to wthin five business days
from the receipt of the request. The complexity of the
request or the volume of materials requested may attect
the response time.
2003 2004 2005 2006 Goal
Estimate
❑ #Requests E Responded in 5 days
Ordinances and Resolutions Prepared
• Decreases 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.
2003 2004 2005 2006 Goal
Estimate
❑Ordinances EResolutions
Civil Forfeiture Cases
2003 2004 2005 2006 Goal
Estimate
❑ Open 0 Closed
• Civil torteiture cases involve property and assets seized by
the police in relation to criminal activity, usually narcotics
sales. In addition to criminal prosecution, each seizure
requires that a tile be opened and judicial administrative
action taken in order to torteit the seized property to the
City. Otten the torteiture of involved property is the
primary term of punishment imposed upon the criminal
defendant. This table illustrates the number of torteiture
cases handled by the city attorney's office. The
department strives to handle each torteiture case in an
expeditious and thorough mannerwhile ensuring the best
outcome possible.
Page 116
2006 Final Budget Section VI: Baseline Budgei
Commander
C
s.i.u.
Sergeant
Defectives
(7)
V.-N.E.T.
Defective
T: N.E.T.
Defective
Police Department
Chief of Police
Jim Kelly
117 F.T.E.
Assistant Chief of Police
Invest/Prof Stds
Commanders (2)
Patrol
Patrol Sgfs
Patrol Officers
(12)
Traffic Unif
Sergeant
Officers
(7)
F.T.E. = Full -Time Equivalent
Admin/Insp Svcs
tlmm Services
Commander
Standards
Community
Proarams
Sergeant
Officers
(3)
C.J.T.C. Sergeant
Inspectional Services
Sergeant
Manager ball Commander
Police Services Corrections
Supervisors Supervisors
Specialists C.O.s
(10) 1 1 (13)
Page 117
2006 Final Budget Section VI: Baseline Budget
POUCE DEPARTMENT
►VA111 W Z
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.
2005 ACCOMPLISHMENTS
Provided Police Services to Six Reporting
Districts.
Met with Clear Channel to problem solve
traffic impacts associated with the White River
Amphitheatre.
Prepared 2005 staffing contingency plans for
anticipated increases in population.
Made progress on identifying the system
requirements of the King County web -based
Regional Automated Information Network
(RAIN) system.
Made progress in researching and identifying
an efficient way to capture and retrieve vital
audio/video evidence.
Continued COPPS philosophy (Community
Oriented Policing and Problem Solving) by
empowering officers the latitude to problem
solve in their districts.
Continued to look at alternatives toward
reducing costs associated with outside jail
services.
In order to provide specialized services to the
police department and citizens of Auburn,
our Police Community Volunteers have
dedicated 12,600 hours providing essential
police services and conducting tasks for the
police department.
2006 GOALS
Provide Police Services to Six Reporting
Districts.
Prepare staffing plan for 2006 in anticipation
of increases in population demands within
current financial constraints.
Complete the King County web -based
Regional Automated Information Network
(RAIN) system.
Enhance COPPS philosophy (Community
Oriented Policing and Problem Solving) by
assigning two officers to aggressively enforce
the city's Rental Housing ordinance.
Move from analog to digital in -car audio /
video recording in order to efficiently capture
and retrieve vital audio / video evidence.
Continue to look at alternatives toward
reducing costs associated with outside jail
services.
Complete video conferencing
program between Auburn Municipal
Court and remote destination for non -
custody prisoners.
Reduce crime rate through community
programs to educate citizens on reducing
crimes in their neighborhood.
Maintain response time of less than four
minutes to all serious incidents.
Work with members of the prosecutor's office,
domestic violence advocates and victims
assistance programs to reduce the cycle of
violence.
Page 118
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001
21
General
Police
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10
Salaries & Wages
11 Regular Salaries & Wages
$ 6,780,218
$ 7,099,807
$ 7,756,000
$ 7,756,000
$ 8,026,400
12 Overtirre
377,762
565,501
567,000
567,000
665,000
13 Other Wages
6,760
1,820
10,000
10,000
109,500
Salary Sub -Total
7,164,740
7,667,127
8,333,000
8,333,000
8,800,900
20
Personnel Benefits
1,768,633
2,019,902
2,293,100
2,245,700
2,458,100
22
Uniforms & Clothing
78,500
87,305
93,900
93,900
106,900
Benefits Sub -Total
1,847,133
2,107,206
2,387,000
2,339,600
2,565,000
30
Supplies
31 Office & Operating Supplies
206,894
146,305
203,200
213,200
255,400
35 Small Tools & Minor Equip
13,058
162,845
88,800
75,800
59,700
Supplies Sub -Total
219,952
309,150
292,000
289,000
315,100
40
Other Services & Supplies
41 Professional Services
81,229
46,860
86,500
86,500
84,000
42 Corrrrunication
951,251
1,097,668
1,068,200
1,068,200
1,182,800
43 Travel
16,465
14,529
32,400
32,400
35,200
44 Advertising
-
-
-
-
-
45 Operating Rentals & Leases
31,777
33,698
72,000
35,000
50,000
46 Insurance
392,003
205,367
211,000
211,000
219,400
47 Utility Services
-
1,758
80,000
150,000
100,000
48 Repairs & Maintenance
32,654
49,262
47,800
47,800
46,800
49 Miscellaneous
68,875
68,963
87,700
87,700
106,300
Other Services Sub -Total
1,574,254
1,518,105
1,685,600
1,718,600
1,824,500
50
Intergovt/Interfund Services/Tax
1,300,659
1,903,142
1,850,000
1,780,000
1,980,000
60
Capital Outlays
61 Land
-
-
-
-
-
62 Buildings
-
-
-
-
-
63 Other Improvements
-
-
-
-
-
64 Machinery & Equipment
14,277
24,032
5,100
5,100
-
65 Construction In Progress
-
-
-
-
-
CapitalOutlaySub-Total
14,277
24,032
5,100
5,100
-
70
Debt Service: Principal
-
-
-
-
-
80
Debt Service: Interest
-
-
-
-
-
90
Interfund Payments For Services
80,819
103,696
118,300
118,300
310,100
95
Interfund Oper Rentals & Leases
507,096
548,280
598,300
598,300
652,800
99
Interfund IS Services
-
125,600
417,900
417,900
645,800
Interfund Sub -Total
587,915
777,576
1,134,500
1,134,500
1,608,700
00
Other Applications
Department Totals
$ 12,708,928
$ 14,306,338
$ 15,687,200
$ 15,599,800
$ 17,094,200
Page 119
2006 Final Budget Section VI: Baseline Budget
100.0
75.0
50.0
25.0
0.0
4.00
3.00
2.00
1.00
0.00
600
450
300
150
0
PERFORMANCE MEASURES - POLICE DEPARTMENT
Crimes Per 1,000 Citizens
• The regional came trend has shown a slight increase and
our positioning crimes per 1000 citizens remain high among
our neighboring communities. The City otters a variety of
community programs designed to educate the public on
how to reduce crime in their neighborhood. The Auburn
Police Department's goal is to reduce our regional ranking
when the 2005 statistics are published in the Washington
Association of Sheriff's and Police Chiefs annual report.
2003 2004 2005 2006 Goal
Estimate
Priority One Response Times in Minutes
• The department continues to maintain an excellent
response time to priority 1 calls (Lite threatening/ serious
bodily injury). We will strive to maintain a response time
of less than 4 minutes to all serious incidents.
2003 2004 2005 2006 Goal
Estimate
Domestic Violence Incidents
100E '004 100 '00, Coal
Estimate
• The City offers various programs that provide assistance to
victims of Domesfic Violence. In 2005, we created a full
time DV detective to work collaboratively with members of
the prosecutor's office, domestic violence advocates and
the victims' assistance programs to reduce the cycle of
violence. We realized a 22% reduction in Domesfic
Violence cases in 2005 and will strive to have a zero
percent increase in 2006.
Page 120
2006 Final Budget Section VI: Baseline Budgei
Fire Department
Fire Chief
Russ Vandver
82 F.T. E.
Assistant Fire Chief
Secretary
Fire Prevention I I Operations
Fire Marshal Special
Operations Suppression
Battalion
Chief A Battalion
Chief B
Assistant
Captain: Station 31
Captain: Station 31
Fire Marshal
Firefighters
Firefighters
Code
Captain: Station 31
Captain: Station 31
Enforcement
Firefighters
Firefighters
Inspector
Captain: Station 32
Captain: Station 32
Fire
Firefighters
Firefighters
Investigation
Pu is
Captain: Station 33
Captain: Station 33
Information
Firefighters
Firefighters
Records Mechanic
Specialist
F.T.E. = Full -Time Equivalent
Administrative Services
Medical
Battalion Chief C
Captain: Station 31
Firefighters
Captain: Station 31
Firefighters
Captain: Station 32
Firefighters
Captain: Station 33
Firefighters
Training/Safety
Chief
Training Captain
Deputy Training
Officer
Page 121
2006 Final Budget Section VI: Baseline Budget
FIRE DEPARTMENT
MISSION STATEMENT
With compassion, integrity and professionalism, the Auburn Fire Department will provide customer
service of the highest standard.
DEPARTMENT OVERVIEW
The Fire Department provides services designed to protect the lives and property of the inhabitants of
the City from the adverse effects of fires, sudden medical emergencies or exposure to dangerous
conditions created by either man or nature. The fire department is responsible for that part of the fire
prevention and control system within the Auburn community that provides technical rescue, fire
extinguishment, fire/arson investigation, emergency medical services, hazardous material response,
disaster services and public fire prevention activities. Services are also provided to the City of Algona
and King County Fire Protection District 31. Auburn firefighters will respond to approximately 8200
emergency calls in 2006 in addition to their prevention, inspection, training, public education and
maintenance activities. Services are delivered from three fire stations staffed 24 hours a day, located in
the north, south and west areas of the community.
R11101.41VTO ZOMM21RI:IJi14ZIIK
In conjunction with the Kent Fire Department
implemented a Fire Investigator Task Force
with twenty-four hour coverage for both cities
as well as Fire District #37, the City of
Covington and the City of Algona.
Implemented and managed a fee schedule
program with businesses within the City of
Auburn that require an annual permit as
outlined in the Uniform Fire code.
Entered into performance based, Basic Life
Support Transport contract with private
provider(s).
Completed Fire Station construction
preliminary design work and cost estimation.
Secured real property for construction of new
fire stations as outlined in the Fire Station
Location Study.
Continued to work towards forming a
Regional Fire Authority utilizing a consultant to
develop a Fire Service Benefit Charge.
P41111-sClell-AM
Reorganize the fire mechanic's position by
changing it to a civilian position, working
under the City of Auburn Maintenance &
Operation Division or other alternative
method.
Proceed with the program to construct four
new Fire Stations implementing a timeline
developed working with the Architecture and
Planning Firm. This will include City decisions
on technical design work and program
schedule.
Reorganize the Fire Department
Administration in order to provide for better
management and oversight of growing
demands on services within existing budget.
This will include the reassignment of job
responsibilities and programs management to
create a more efficient workforce.
Pursue necessary changes in Regional Fire
Authority Legislation and/or Fire District by
working with area City and fire department
staff.
Improve department efficiency by tracking
dollar loss value of fire incidents.
Improve customer service and efficiency by
monitoring dollars spent on Critical
Infrastructure maintenance and Emergency
medical services.
Page 122
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001
22
General
Fire
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10
Salaries & Wages
11 Regular Salaries & Wages
$ 5,869,449
$ 6,124,712
$ 6,200,700
$ 6,200,700
$ 6,456,300
12 Overtime
285,067
312,267
279,800
255,500
286,000
13 Other Wages
1,384
683
4,200
19,200
3,600
Salary Sub -Total
6,155,901
6,437,662
6,484,700
6,475,400
6,745,900
20
Personnel Benefits
1,079,026
1,225,733
1,268,800
1,271,800
1,333,200
22
Uniforms & Clothing
40,093
54,248
55,000
55,000
55,000
Benefits Sub -Total
1,1 19,1 19
1,279,981
1,323,800
1,326,800
1,388,200
30
Supplies
31 Office & Operating Supplies
87,751
110,920
123,700
124,700
130,800
35 Small Tools & Minor Equip
66,016
104,847
71,000
71,000
114,800
Supplies Sub -Total
153,767
215,767
194,700
195,700
245,600
40
Other Services&Supplies
41 Professional Services
57,425
81,892
71,600
71,600
80,400
42 Communication
150,370
150,714
179,200
179,200
188,800
43 Travel
11,516
7,143
17,800
17,800
22,300
44 Advertising
-
-
300
300
300
45 Operating Rentals & Leases
59,004
58,000
66,000
66,000
65,200
46 Insurance
21,559
14,308
14,500
14,500
18,400
47 Utility Services
35,199
39,392
41,900
41,900
41,900
48 Repairs & Maintenance
51,397
107,695
164,800
138,800
140,000
49 Miscellaneous
46,103
45,857
82,100
77,100
76,500
Other Services Sub -Total
432,573
505,002
638,200
607,200
633,800
50
Intergovt/Interfund Services/Tax
-
-
-
-
-
60
Capital Outlays
61 Land
-
-
-
-
-
62 Buildings
-
-
-
-
-
63 Other Improvements
-
-
-
-
-
64 Machinery & Equipment
29,251
4,983
21,200
21,200
9,500
65 Construction In Progress
-
-
-
-
-
CapitalOutlaySub-Total
29,251
4,983
21,200
21,200
9,500
70
Debt Service: Principal
-
-
-
-
-
80
Debt Service: Interest
-
-
-
-
-
90
Interfund Payments For Services
40,882
53,056
58,200
58,200
196,600
95
Interfund Oper Rentals & Leases
189,564
283,440
312,100
312,100
292,600
99
I nterfund IS Services
-
87,700
16,800
16,800
380,800
Interfund Sub -Total
230,446
424,196
387,100
387,100
870,000
00
Other Applications
Department Totals
$ 8,121,056
$ 8,867,592
$ 9,049,700
$ 9,013,400
$ 9,893,000
Page 123
2006 Final Budget Section VI: Baseline Budget
$6,000,000
$4,500,000
$3,000,000
$1,500,000
$0
$100,0:0
$75,000
$50,000
$25,000
$50,mo
$37,500
$25,C00
$12,500
PERFORMANCE MEASURES - FIRE DEPARTMENT
Dollars in Fire Loss
• A recognized standard for measuring fire department
effectiveness is the dollar loss value of incidents on an
annual basis. The graph demonstrates annual fire loss
statistics based on dollar amounts. Each year we
endeavor to reduce our loss. Fire loss for 2003 was
$4,995,555. This figure was significantly large due to the
Nelson Hall fire ($3,000,000(. The 2005 estimate represents a
projection based on a loss per day calculation. Projection
For 2006 is based on a 6% population and call volume
increase.
2003 2004 2005 2006
Estimate Goal
Critical Infrastructure Maintenance (Fire Stations)
-170E --004 2005 2306 Goal
Estimate
Building Maintenance, repairs and improvements are
best measured in dollars spent. As our buildings age we
expect increased expenses to maintain operational
capabilities. Additionally, the Homeland Security issue
and emergency preparedness has fire stations
designated as "critical" to preparedness. Some grant
Funding is available but rarely for the types of
improvements or repairs that we need to make. The
Facilities Division has committed significant resources in
2005 towards the maintenance and repair of our most
critical infrastructure component, our fire stations. Total
expended in 2005 includes major repairs and
replacement of several apparatus bay doors that have
exceeded 20 years of service.
Emergency Medical Services
-170E IC04 2305 2306 Goal
Estimate
• EMS is a core service provided by the fire department to
the community. Our effectiveness will be tested as
revenue streams are restricted and requests for services
increase. A solid measure of our service effectiveness is
dollars spent from City funds, excluding wages, and call
volume increases with no additional resources.
Page 124
2006 Final Budget Section VI: Baseline Budgei
Planning, Building and
Community Department
Department Director
Paul Krauss
26 F.T.E.
Community
Development
Administrator
Current, Long
Development Services Range & Building Division
Coordinator Neighborhood Manager
Planning (4)
9,
F.T.E. = Full -Time Equivalent
Planning I Human Services
Secretary (2) 11 Coordinator 11 JI Assistant Building
Official
Permit Center Planager
ronmental
Technician (2) otection Building
Inspector (4)
Senior Planner (2)
hit
alist
Lpe
Code
Enforcement
Officer (2)
Page 125
2006 Final Budget Section VI: Baseline Budget
PLANNING, BUILDING d COMMUNITY DEPARTMENT
The Planning, Building and Community Department is responsible for eight program areas.
• Management of the City Comprehensive Plan and Growth Management Activities.
• SEPA environmental reviews and environmental protection.
• Development review, including coordination of the approval process by staff of other Departments as
well as actions before the Hearing Examiner, Planning Commission and City Council.
• Permit Center operation.
• Our Building Division handles construction plan reviews and inspections from application submittal to
occupancy. The Division also provides contract inspection services for the City of Algona. At the time
of writing, the City is initiating an in-house Electrical Inspection Program.
• Code Enforcement on zoning and nuisance code matters.
• Auburn's Human Services activities are focused in our Department including management/oversight of
CDBG and City human services funding, grants and support for City Human Services Committee.
• Neighborhood planning efforts to strengthen and enhance preservation, investment and sense of
community.
2005 ACCOMPLISHMENTS
Completed GMA mandated updating of the
City's Comprehensive Plan and adopted a
new Critical Areas ordinance.
Completed initial design and funding studies
for Auburn Environmental Park.
Continued to improve Permit Center
operations and began electric inspection
program.
Completed the southeast Main Street
Neighborhood Plan.
Implemented Phase I pedestrian
improvements at Main Street and Auburn
Way per the Downtown Revitalization
Plan.
Transferred Business License Program into
the Permit Center.
Major strides in continuing redevelopment
of the Downtown including Parking Lot RFP
and lease of Auburn Station retail to
Green River Community College.
Completed major annexations in Pierce
County and undertook work to facilitate
further annexations in Pierce and King
Counties.
Developed the Auburn Economic
Development Strategies.
Developed Urban Design Standards for
Downtown.
Participated with WRIA 9 to complete the
Salmon Habitat Plan for the Green River
watershed.
2006 GOALS
o Complete early stage project design and funding
in the Auburn Environmental Park.
o Undertake active effort to sell mitigation
easements on City -owned parcels to support
economic development and environmental
goals.
o Undertake implementation of Economic
Development Strategies as adopted by the City
Council.
o Continue process of improving services from the
One -Stop Permit Center.
o Undertake on -going neighborhood revitalization
efforts through selection of a third neighborhood.
o Update Shoreline Management Plan and
Ordinance.
o Adopt new Sign Code consistent with recent
case law.
o Increase the number of permits and renewals
available through on-line services.
o Start implementation of archiving for Building
Division plans and documents to free up space,
and make records accessible in digital format.
o Continue to seek grants to find and expand the
Latino Center.
o Include some cost-effectiveness measures into
annual upgrade of the Consolidated Plan in order
to maintain current level of general funding and
a decrease in CDBG funding for human services.
o Work with WRIA 9 to begin implementation of the
Salmon Habitat Plan.
Continue to annex areas under limits established
by the Growth Management Act.
Improve code enforcement efficiency.
Continue to complete the State Environmental
Policy Act (SEPA) checklist as a measure of
development activity occurring in the City.
Page 126
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001 General
2003
2004
2005
2005
2006
17 Planning
Actual
Actual
Adj Budget
Est Actual
Budget
10 Salaries & Wages
11 Regular Salaries & Wages
$ 1,504,555
$ 1,556,035
$ 1,896,000
$ 1,809,300
$ 1,785,700
12 Overtime
35,699
29,034
13,000
13,000
8,000
13 Other Wages
21,709
10,196
48,200
48,200
24,500
Salary Sub -Total
1,561,963
1,595,265
1,957,200
1,870,500
1,818,200
20
Personnel Benefits
335,134
360,379
560,790
453,390
522,900
22
Uniforms & Clothing
-
2,350
4,500
4,500
2,500
Benefits Sub -Total
335,134
362,729
565,290
457,890
525,400
30
Supplies
31 Office & Operating Supplies
49,450
47,615
98,050
98,050
11,000
35 Small Tools & Minor Equip
18,792
29,042
29,900
29,900
11,500
Supplies Sub -Total
68,242
76,657
127,950
127,950
22,500
40
Other Services&Supplies
41 Professional Services
583,137
780,011
1,149,670
919,670
960,300
42 Communication
6,226
9,112
10,380
10,380
7,600
43 Travel
4,641
4,768
19,800
19,800
16,000
44 Advertising
6,335
2,580
15,000
15,000
10,000
45 Operating Rentals & Leases
18,418
17,203
16,140
16,140
16,000
46 Insurance
3,052
5,325
5,500
5,500
4,700
47 Utility Services
161,675
173,979
177,600
165,600
-
48 Repairs & Maintenance
106,635
131,307
151,350
118,350
200
49 Miscellaneous
24,246
41,229
85,420
85,420
78,900
Other Services Sub -Total
914,365
1,165,515
1,630,860
1,355,860
1,093,700
50
Intergovt/Interfund Services/Tax
54,623
66,855
71,300
71,300
77,000
60
Capital Outlays
61 Land
-
-
-
-
-
62 Buildings
951
16,975
-
-
-
63 Other Improvements
14,985
43,141
10,000
50,000
-
64 Machinery & Equipment
6,332
2,212
20,000
20,000
-
65 Construction In Progress
-
811
394,000
439,000
-
CapitalOutlaySub-Total
22,268
63,140
424,000
509,000
-
70
Debt Service: Principal
-
-
-
-
-
80
Debt Service: Interest
-
-
-
-
-
90
Interfund Payments For Services
12,419
12,647
21,500
21,500
50,400
95
Interfund Oper Rentals & Leases
55,896
74,160
80,900
80,900
43,500
99
I nterfund IS Services
-
41,100
50,800
50,800
165,000
Interfund Sub -Total
68,315
127,907
153,200
153,200
258,900
00
Other Applications
Department Totals
$ 3,024,910 $
3,458,067
$ 4,929,800
$ 4,545,700
$ 3,795,700
Page 127
2006 Final Budget Section VI: Baseline Budget
1600
1200
800
400
400
300
200
100
0
60
45
30
15
PERFORMANCE MEASURES - PLANNING, BUILDING AND COMMUNITY DEPARTMENT
2003 2004 2005 2006 Goal
Estimate
Acres Annexed
y
• The Growth Management Act (GMA) was enacted in 1990.
This Act requires cities adopt Potential Annexation Areas
(PAA) that designates the area the City expects to annex
over time. Annexations outside of the PAA are not
allowed. Annexation of property allows the City to better
manage growth and implement City standards at the time
of development. Annual variations in acres annexed
occur for several reasons including property owner interest
in annexation and processing time. Overall, the measure
reflects progress toward annexing what is envisioned to be
the eventual City limits established under the Growth
Management Act. To date the City limits consist of 14,890
acreswith an additional 4,463 acreswithin the PAA.
Code Enforcement— cases opened and closed
2003 2004 2005 2006 Goal
Estimate
❑ Opened dosed
This performance measure is indicative of the
identification and resolution of code enforcement
related 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 resolve violations, and
the general public's increasing awareness of the City's
code enforcement services through the filing of
complaints.
SEPA Checklists Completed
2003 2004 2005* 2006*
Estimate Goal
The State Environmental Policy Act (SEPA) requires
governmental agencies to consider the environmental
impacts of a proposal before making decisions. SEPA
checklists are completed for development projects that
exceed certain thresholds (e.g. over a certain number of
lots for a plat, size of building, number of parking spaces
etc). The submittal of SEPA checklists serves as a measure
of development activity occurring in the City and is a
measurement of development in the pipeline.
* The City increased the number of projects exempt from
SEPA to streamline the approval process.
Page 128
2006 Final Budget Section VI: Baseline Budget
Public Works Department
Public Works Director
Dennis Dowdy
102 F.T.E.
Admin. Services
(5)
City Engineer/Assistant
Director
(96)
Utilities Maintenance Traffic Engineer Utilities Engineer
Engineer r (8) n l (7)
Maintenance & 1 Assistant City Engineer
Operations Manager ICJ 1 (24)
,«
Wafer Operations General Services/
Supervisor Fleet Manager Sr. Project Engineer Construction Manager
(7). (to). (9) (6)
Water Distribution Street Supervisor Development Engineer Survey Supervisor
Supervisor (l l y (5) (3)
Storm Division Supervisor Sewer Division Supervisor
Detail reported in the indiidual division.
F.T.E. = Full -Time Equivalent
Page 129
2006 Final Budget Section VI: Baseline Budget
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, and Utility Planning & Management sections located in City Hall and
Equipment Rental, Street, Sewer, Storm, Water Divisions located at the Maintenance & Operations building.
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, and operations and maintenance of city's infrastructure including utilities and public streets.
The Department provides survey services, property and Right of Way records management; and
equipment rental and maintenance support for all departments. Public Works is responsible for
administering standards for all city -owned utility and street infrastructure 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.
2005 ACCOMPLISHMENTS
Implemented a Local Street Improvement
Program focusing on pavement preservation
and sidewalk improvements.
Completed design of the West Main Street &
Pedestrian trail from Transit Center to the
Interurban Trail.
Completed the lighting improvements design in
the Downtown area.
Completed design and construction of the
Terminal Park Street and drainage
improvements.
Completed estimates for reopening Academy
Drive.
Completed Well 5B.
Completed the Kent 160 Agreement securing
required transportation & pedestrian
improvements.
Completed the SR 164 Corridor Study.
Started the SR 167 Corridor Environmental
Impact Study (EIS).
Completed Phase I of Auburn Way South (AWS)
Sewer project.
Completed Phase I of the Intelligent
Transportation System (ITS) project.
Started design & permitting of AST NW.
Completed West Valley Hwy Trail from Peasley
to 15th SW.
2006 GOALS
Pursue short-term improvement funding in
2006 Legislature for SR 164 Study.
Participate in the SR 167 Corridor EIS Study.
Continue to support the proposed Regional
Transportation Improvement District (RTID)
package in preparation for the Fall 2006
ballot for voter approval.
Design the storm water component of Auburn
Environmental Park (AEP) to collect & treat
Downtown Storm Drainage.
Develop a long range program for financing
Arterial Street System preservation.
Continue to pursue funding opportunities for
non -motorized trails to enhance connectivity
to the Interurban Trail and destination centers.
Design Phase II of Intelligent Transportation
System.
Complete the design of A ST NW.
Continue to implement lighting improvements
in the Downtown area.
Complete the C Street SW Trail to Pacific.
Construct West Main Street & Pedestrian trail
from Transit Center to the Interurban Trail.
Continue pedestrian friendly crosswalk
improvement assessments of the City.
Reconstruct 2na St SE by Transit Center.
Complete Auburn Way S. safety
improvements.
Page 130
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001
32
General
Public Works
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10
Salaries & Wages
11 Regular Salaries & Wages
$ 1,118,589
$ 1,219,904
$ 1,204,900
$ 1,161,700
$ 1,319,400
12 Overtime
19,318
22,043
16,000
16,000
16,000
13 Other Wages
13,604
12,127
5,000
5,000
12,000
Salary Sub -Total
1,151,511
1,254,074
1,225,900
1,182,700
1,347,400
20
Personnel Benefits
266,338
296,125
372,900
308,400
386,300
22
Uniforms & Clothing
1,495
1,826
2,300
2,300
2,300
Benefits Sub -Total
267,832
297,951
375,200
310,700
388,600
30
Supplies
31 Office & Operating Supplies
22,509
23,968
26,300
26,300
27,100
35 Small Tools & Minor Equip
99,433
118,858
52,900
52,900
48,300
Supplies Sub -Total
121,943
142,826
79,200
79,200
75,400
40
Other Services & Supplies
41 Professional Services
99,412
64,976
101,800
101,800
133,000
42 Corrrrunication
5,788
6,013
7,800
7,800
8,500
43 Travel
2,470
1,767
3,400
3,400
3,500
44 Advertising
1,148
1,031
1,800
1,800
700
45 Operating Rentals & Leases
971
1,096
1,500
1,500
3,000
46 Insurance
39,372
104,965
107,800
107,800
96,000
47 Utility Services
-
-
-
-
-
48 Repairs & Maintenance
2,797
17,317
24,500
24,500
25,200
49 Miscellaneous
13,769
18,258
28,900
28,900
27,200
Other Services Sub -Total
165,726
215,423
277,500
277,500
297,100
50
Intergovt/Interfund Services/Tax
175
660
5,000
5,000
1,000
60
Capital Outlays
61 Land
-
-
-
-
-
62 Buildings
-
-
-
-
-
63 Other Improvements
-
-
-
-
-
64 Machinery & Equipment
69,041
36,309
116,300
116,300
-
65 Construction In Progress
7,981
164,137
245,200
285,900
62,000
Capital Outlay Sub -Total
77,023
200,446
361,500
402,200
62,000
70
Debt Service: Principal
-
-
-
-
-
80
Debt Service: Interest
-
-
-
-
-
90
Interfund Payments For Services
16,600
33,387
22,600
22,600
46,900
95
Interfund Oper Rentals & Leases
76,596
104,640
103,200
103,200
105,000
99
Interfund IS Services
-
32,000
90,600
90,600
308,100
Interfund Sub -Total
93,196
170,027
216,400
216,400
460,000
00
Other Applications
Department Totals
$ 1,877,405
$ 2,281,407
$ 2,540,700
$ 2,473,700
$ 2,631,500
Page 131
2006 Final Budget Section VI: Baseline Budget
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 132
2006 Final Budget Section VI: Baseline Budgei
Parks, Arts and Recreation
Department
Parks Director
Daryl Faber
48.25 F.T.E.
Cemetery
Coordinator*
Senior Center
Supervisor
(3)
Parks Planning
& Development
Manager
Museum
Director
1.25 Staff
*Detail reported in the individual division.
F.T.E. = Full -Time Equivalent
Special
Programs
Supervisor
Special
Programs
Coordinator
Registration
Clerks (2)
Golf Course
Superintendent*
Cultural Programs
Manager
(2)
Recreation
Programs
Manager
Recreation
Coordinators (5)
Youth Program
Assistant
Office Assistant
Secretary
Maintenance
Manager
Parks
Maintenance
(13)
Page 133
2006 Final Budget Section VI: Baseline Budget
PARKS, ARTS AND RECREATION DEPARTMENT
MISSION STATEMENT
Auburn Parks, Arts and Recreation is committed to protecting the City of Auburn's natural beauty through
a vibrant system of parks, open space and trails while enhancing the quality of life for our citizens by
providing outstanding recreational and cultural opportunities.
DEPARTMENT OVERVIEW
The Parks, Arts and Recreation Department focuses on providing a variety of facilities and programs for
residents of all ages and interests. 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.
2005 ACCOMPLISHMENTS
2006 GOALS
Completed Parks, Arts and Recreation six-
Complete Master Plan for Fenster Park.
year Master Plan.
Develop Lakeland Park #3.
Designed and completed irrigation
Complete design process for Auburn
improvements to infields at Game Farm and
Community Center and Les Gove Community
Sunset Parks.
Campus.
Developed an After School program at
Design/Construct Veterans Park Field house
Olympic Middle School.
replacement building.
Established Parks Foundation Partnership as
:•
Secure grants for GSA Ballfield Lighting.
a 501 C 3 partner.
Expand partnership with Parks Foundation.
Expanded sponsorships for arts, special
Develop Outdoor Cinema Series.
events and park amenities.
Initiate and complete assessment of the
Completed Park Improvements at Cedar
condition of existing public art inventory.
Lanes, GSA and Cameron Parks.
Complete Olson Farm stream/orchard
Obtained grant support for Olson Farm,
improvements.
habitat, and recreation programs.
Continue Green and White River Trail
Initiated Auburn Idol and Outdoor Cinema
expansion when possible.
in partnership with ADA.
:•
Secure grants and complete design for
Game Farm Park Soccer Project.
Continue to increase participation in
department sponsored programs, classes and
special events.
Continue to market Park Facilities to increase
revenue.
Page 134
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001
33
General
Parks, Arts & Recreation
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10
Salaries & Wages
11 Regular Salaries & Wages
$ 1,712,412
$ 1,786,456
$ 1,925,200
$ 1,925,200
$ 1,986,300
12 Overtirre
19,657
27,108
28,000
28,000
30,500
13 Other Wages
277,353
306,512
302,600
287,600
315,600
Salary Sub -Total
2,009,421
2,120,077
2,255,800
2,240,800
2,332,400
20
Personnel Benefits
427,149
473,429
595,300
537,800
626,200
22
Uniforms & Clothing
8,589
7,255
14,800
14,800
14,800
Benefits Sub -Total
435,737
480,684
610,100
552,600
641,000
30
Supplies
31 Office & Operating Supplies
279,665
361,467
387,700
367,700
378,100
35 Srrall Tools & Minor Equip
72,836
92,320
90,600
81,400
93,900
Supplies Sub -Total
352,501
453,787
478,300
449,100
472,000
40
Other Services & Supplies
41 Professional Services
393,857
449,377
516,700
485,800
466,500
42 Corrrrunication
20,101
5,688
17,000
26,200
28,400
43 Travel
5,967
5,310
10,800
10,800
10,600
44 Advertising
22,514
25,361
45,500
45,500
47,600
45 Operating Rentals & Leases
44,442
37,831
39,000
39,000
43,900
46 Insurance
38,350
54,573
58,000
58,000
54,100
47 Utility Services
233,834
241,481
225,917
225,917
284,100
48 Repairs & Maintenance
70,494
55,739
88,500
88,500
101,400
49 Miscellaneous
73,180
82,697
93,000
86,700
64,800
Other Services Sub -Total
902,737
958,058
1,094,417
1,066,417
1,101,400
50
Intergovt/Interfund Services/Tax
-
-
-
-
-
60
Capital Outlays
61 Land
1,096
-
-
-
-
62 Buildings
-
-
-
-
-
63 Other Irrprovements
-
-
64 Machinery & Equipment
280,716
20,457
102,000
102,000
-
65 Construction In Progress
67,448
96,351
112,143
112,143
-
Capital Outlay Sub -Total
349,260
116,809
214,143
214,143
-
70
Debt Service: Principal
-
-
-
-
-
80
Debt Service: Interest
-
-
-
-
-
90
Interfund Payments For Services
109,420
112,791
105,300
105,300
87,700
95
Interfund Oper Rentals & Leases
134,496
181,800
213,100
213,100
197,800
99
Interfund IS Services
-
40,500
47,700
47,700
193,300
Interfund Sub -Total
243,916
335,091
366,100
366,100
478,800
00
Other Applications
DepartrrentTotals
$ 4,293,574
$ 4,464,505
$ 5,018,860
$ 4,889,160
$ 5,025,600
Page 135
2006 Final Budget Section VI: Baseline Budget
50,000
37,500
25,000
12,500
0
140,000
105,000
70,000
35,000
0
$140,000
$105,000
$70,000
$35,000
$0
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.
2003 2004 2005 2006 Goal
Estimate
1JV
Classes and SpecialEvents- Number of Participants
2003 2004 2005 2006 Goal
Estimate
2003 2004 2005 2006
Estimate Goal
• Participation in Department vide classes and special
events continues to grow. A new strategic approach to
marketing recreation services is enhancing our ability to
reach new customers.
Facility Rental
• The increasing popularity of the Senior Center, Parks and
Recreation Administration Building and other Park Facilities
For weddings, Family reunions and community events has
increased Facility revenue.
Page 136
2006 Final Budget Section VI: Baseline Budget
F.T.E. = Full -Time Equivalent
Golf Course Division
Golf Course Superintendent
Kevin Van
6 F.T.E.
Maintenance Worker II (2)
Maintenance Worker 1 (2)
Maintenance Specialist
Mechanic
Page 137
2006 Final Budget Section VI: Baseline Budget
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,
operation expenses, and capital improvements. Staff continues to make improvements each year to
improve the playability, drainage, and safety of the course. The Clubhouse operation is contracted to a
PGA Class A professional for the collection of greens fees, lesson program, pro shop and snack bar sales,
and cart rentals. All maintenance staff are city employees working under the direction of the Parks, Arts
and Recreation Director.
VZ8Z81-MITI PI&121101:I&14ZIlk
Continued Fairway top dressing programs.
Updated mowing and construction
equipment.
Completed the Clubhouse feasibility study.
`z1z1zieI•3_11�0i
Continue Fairway topdressing.
Update mowing and construction equipment.
Rebuild Hole 11 construction project.
Begin construction on new Clubhouse.
Increase winter rounds played by replacing
poor soil and improving drainage.
Increase total revenue and number of rounds
played in future years through marketing and
course improvements.
Page 138
2006 Final Budget Section VI: Baseline Budgei
Golf Course - Working Capital Budget
2003 2004 2005 2005 2006
Item Actual Actual Adj Budget Est Actual Budget
Operating Budget:
Operating Revenue
347.300 Greens Fees $ 819,987 $ 910,525 $ 1,055,000 $ 1,055,000 $ 970,000
362.200 Other 5,526 5,750 5,000 5,000 5,000
Total Operating Revenue 825,513 916,275 1,060,000 1,060,000 975,000
Operating Expense
576.600.10 Salaries and Wages
576.600.20 Benetits
576.600.30 Supplies
576.600.40 Other Services & Charges
576.600.90 Interlund Oper Rentals/Supplies
576.600.00 Depreciation
Total Operating Expenses
Operating Income (Loss)
Non Operating Revenue (Exp)
(356,817)
(355,340)
(365,200)
(365,200)
(373,000)
(73,540)
(92,619)
(101,800)
(101,800)
(105,000)
(96,705)
(117,471)
(165,600)
(110,000)
(128,000)
(212,696)
(255,924)
(256,700)
(236,900)
(189,800)
(10,059)
(11,929)
(13,700)
(13,700)
(6,600)
361.110 Investment Income
3,339
3,017
2,500 2,500 2,500
369.400 Misc. Revenue
179,482
3,182
33,200 - -
395.900 Other Sources
(220)
11,500
Total Non Oper. Rev (Exp)
182,601
17,699
35,700 2,500 2,500
Net Income (Loss)
133,305
(39,136)
47,700 89,900 30,100
Add/Deduct Items Not
Affecting Working Capital (W/C)
534.801.01 Depreciation
534.801.02 Non Cash Gain\Loss
Net W/C From Operations
Other Resources and Uses Budget:
Sources Other Than Operations
347.301 Reserved For Capital
382.200 Revenue Bond
397.000 Operating Transter In
399.000 Other Sources
Total Resources
Uses Other Than Operations
590.100.62
Inc in Fixed Assets -Buildings
590.100.63
Inc in Fixed Assets -Improvements
590.100.64
Inc in Fixed Assets -Equipment
590.100.65
Inc in Fixed Assets-Consiruction
Total Uses
Net Change in W/C
Beginning W/C 1/1
Ending W/C 12/31
Net Change in W/C
124,992 139,827
145,000
145,000
145,000
(11,500)
258,297 89,191
192,700
234,900
177100
37,710 45,242
50,000
50,000
50,000
- -
-
-
4,000,000
- -
52,800
52,800
-
(14,570) (1,330)
23,140 43,912 102,800 102,800 4,050,000
(54,414)
(10,939)
-
-
-
5,627
(2,281)
-
-
-
(88,694)
(35,325)
(85,000)
(85,000)
(30,000)
(216,904)
(237,801)
(4,165,000)
(354,385)
(286,346)
(85,000)
(85,000)
(4,195,000)
(72,948)
(153.243)
210.500
252700
30.100
316,305
243,357
90,114
90,114
342,814
243,357
90,114
300,614
342,814
372,914
$ (72,948) $
(153,243) $
210,500 $
252,700 $
30,100
Page 139
2006 Final Budget Section VI: Baseline Budget
12,000
9,000
6,000
3,000
0
$1,200,000
$900,000
$600,000
$300,000
$0
60,000
45,000
30.000
15 000
0
PERFORMANCE MEASURES - GOLF COURSE
Total 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. The golf course has a plan in place to replace
the poor soil and develop surface and sub -surface
drainage for the next few years, increasing the number of
rounds during the rainy months - November to March.
Revenue increase generally is delayed by one year. Also
fair weather conditions during the Pt quarter at 2005 led to
increase in the winter rounds played. 2006 projection is
held at 2005 levels due to construction on Hole #11.
100E '004 2005 2006 Goal
Estimate
Revenue
• Completed drainage project allows the Auburn Golf
Course to compete for winter revenues throughout the
Puget Sound area. Surveys show all other public courses
in the area generate 16 - 22% of their revenue during the
winter months. The Auburn Golf Course is generally less
than 10% during the winter months. Golf Course
construction during 2004 was a factor in the decrease in
revenues and the increase in 2005 was due to fair
weather conditions in the 1st quarter along with improved
drainage and marketing plan.
2003 2004 2005 2006
Estimate Goal
Rounds of Golf
2003 2004 2005 2006 Goal
Estimate
• The decrease in total rounds played in 2004 was due to
construction at the Golf Course along with economic
and weather conditions. Drainage Improvements from
prior years combined with fair weather conditions and
improved marketing plan increased rounds played in
2005. There is no increase in the 2006 projection due to
construction project in Hole #11.
Page 140
2006 Final Budget Section VI: Baseline Budgei
F.T.E. = Full -Time Equivalent
Cemetery Division
Cemetery Coordinator
Arnie Galli
6 F.T.E.
Cemetery Clerk
Maintenance Worker II (2)
Maintenance Worker 1 (2)
Page 141
2006 Final Budget Section VI: Baseline Budget
CEMETERY DIVISION
MISSION STATEMENT
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.
f18111-9201619 JiI21101:I&14►IIP
Completed planning of scattering garden
and natural cremation Memorial area.
Design Phase I of chapel/niche
mausoleum.
Upgrade hard copy file storage.
Update and expand Marketing Program
Begin expansion per updated Master Plan.
Complete mausoleum.
Develop 1,000 full-size graves and 800 ground
cremation plots.
Continue to develop more options in final
disposition by tracking trends in interments
and inurnments.
Improve revenue from lot sales through
advertising and development.
Page 142
2006 Final Budget Section VI: Baseline Budgei
Cemetery - Working Capital Budget
Item
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
Operating
Budget
Operating
Revenue
343.601
Settings
$ 32,975
$ 29,645
$ 30,000
$ 30,000
$ 35,000
343.602
Openings and Closings
145,889
151,994
155,000
155,000
170,000
343.603
Recordings
4,200
4,925
5,000
5,000
5,000
343.604
Liners
50,140
54,820
60,000
60,000
70,000
343.605
Resale Settings
4,555
4,261
6,000
6,000
4,800
343.606
Resale Vases
-
-
-
-
-
343.607
Vases
16,500
13,271
15,000
15,000
15,500
343.609
Loi Sales
254,859
248,228
260,000
260,000
265,000
343.611
Other
28,593
27,161
30,000
30,000
30,000
343.612
Marker Sales
92,011
98,663
95,000
95,000
100,000
343.620
Interest/Penalties
3,548
3,276
2,500
2,500
3,000
Total Operating Revenue
633,270
636,244
658,500
658,500
698,300
Operating Expense
536.000.10
Salaries & Wages
(318,221)
(331,714)
(394,600)
(394,600)
(362,200)
536.000.20
Benetits
(73,129)
(91,345)
(110,600)
(110,300)
(103,200)
536.000.30
Supplies
(106,208)
(127,819)
(121,500)
(121,800)
(128,900)
536.000.40
Other Services & Charges
(72,639)
(67,351)
(71,900)
(57,900)
(88,100)
536.000.95
Interlund Oper Rentals/Supplies
(14,213)
(16,032)
(19,000)
(19,000)
(9,500)
536.000.00
Depreciation
(77,691)
(79,263)
(80,000)
(80,000)
(93,100)
Total Operating Expenses
(662,101)
(713,524)
(797,600)
(783,600)
(785,000)
Operating Income (Loss)
(28,831)
(77,280)
(139,100)
(125,100)
(86,700)
Non Operating Revenue (Exp)
361.110 Investment Income
4,281
5,742
3,500
3,500
12,600
367.400 Donations
208
-
-
-
-
369.900 Miscellaneous
6,113
2,423
-
-
-
536.100.81 Debt Service Interest
(15,000)
Total Non Oper. Rev (Exp)
10,602
8,165
3,500
3,500
(2,400)
Net Income (Loss)
(18,229)
(69,115)
(135,600)
(121,600)
(89,100)
Add/Deduct Items Not
Affecting Working Capital (W/C)
536.000.01 Depreciation
77,691
79,263
80,000
80,000
93,100
536.201.02 Non Cash Gain/Loss
(2,421)
Net W/C From Operations
59,462
7,727
(55,600)
(41,600)
4,000
Resources Other Than Operations
397.100 Operating Transfer In
30,000
30,000
30,000
30,000
90,000
382.100 Bond Proceeds
-
-
-
-
500,000
399.000 Other Sources & Act Beg WC
(8,545)
4,803
Total Resources
21,455
34,803
30,000
30,000
590,000
Uses Other Than Operations
590.100.00
Net Change in Restricted Assets
-
53
-
-
-
590.100.62
Inc in Fixed Assets -Buildings
556
-
-
-
-
590.100.63
Inc in Fixed Assets -Improvements
4,665
-
-
-
-
590.100.64
Inc in Fixed Assets -Equipment
(29,187)
(4,298)
(14,200)
(14,200)
(20,000)
590.100.65
Inc in Fixed Assets -Construction
-
(4,815)
(45,000)
(45,000)
(500,000)
590.100.71
Debt Service: Principal
(45,000)
Total Uses
(23,966)
(9,060)
(59,200)
(59,200)
(565,000)
Net Change in W/C
56,951
33,470
(84.800)
(70.800)
29.000
Beginning W/C 1/1
335,524
392,475
425,945
425,945
W55145
Ending W/C 12/31
392,475
425,945
341,145
355,145
384. 145
Net Change in W/C $
56,951 $
33,470 $
(84,800) $
(70,800) $
29.000
Page 143
2006 Final Budget Section VI: Baseline Budget
PERFORMANCE MEASURES -CEMETERY
Interments
200
150
100
50
0
• In 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.
2003 2004 2005 Estimate 2006 Goal
160
120
80
40
0
$300,mo
$225,CO0
$150,CO0
$75,000
$0
Inurnments
• Decreasing number of inurnments has been impacted by
the increases in cremation rates for King County, requiring
the Cemetery to look at more options for final disposition.
Currently, only ground burial or niche inurnments are
available. In 2005 the scattering garden and natural
cremation memorial area will be completed. As trends are
tracked, new areas for scattering or informal disposition will
be considered.
2003 2004 2005 2006 Goal
Estimate
Revenue from Lot Sales
2CO3 -1704 100E -170o C-0aI
E,ti ma to
• 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.
Page 144
2006 Final Budget Section VI: Baseline Budgei
COMMERCIAL RETAIL FUND
DEPARTMENT OVERVIEW
Included in economic development function of the Planning, Building and Community Department are
the improvement, leasing and management 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.
2005 ACCOMPLISHMENTS
❖ As the date of this writing, 10,901 sq. ft. or
78.8% of total retail space has been leased.
Leased space to Green River Community
College and achieved long-term community
goal of bringing the college to Downtown
Auburn.
2006 GOALS
Include Commercial Retail space into the
centralized property management system.
Reach full occupancy.
Discuss private sector master lease with the
Council.
Page 145
2006 Final Budget Section VI: Baseline Budget
Commercial Retail - Working Capital Budget
2003 2004 2005 2005 2006
Item Actual Actual Adj Budget Est Actual Budget
Operating Budget:
Operating Revenue
362.500 Rents, Leases
362.501 Recovery Maint costs
Total Operating Revenue
Operating Expense
538.900.10
Salaries and Wages
538.900.20
Benetits
538.900.30
Supplies
538.900.40
Other Services & Charges
538.900.90
Interlund Oper Rentals/Supplies
538.910.01
Depreciation
Total Operating Expenses
Operating Income (Loss)
Non Operating Revenue (Exp)
361.110 Interest Revenue
369.900 Misc Revenue
546.100.80 Debt Service: Interest
Total Non Oper. Rev (Exp)
Net Income (Loss)
Add/Deduct Items Not
Affecting Working Capital (W/C)
538.910.01 Depreciation
Net W/C From Operations
Other Resources and Uses Budget:
Sources Other Than Operations
397.100 Transter in
399.000 Other Sources
Total Resources
Uses Other Than Operations
538.910.00
Net Change in Rest. Assets
538.910.11
Inc in Fixed Assets-Salares
538.910.21
Inc in Fixed Assets-Benetits
538.910.62
Inc in Fixed Assets -Building
538.910.63
Inc in Fixed Assets -Improvements
538.910.64
Inc in Fixed Assets -Equip
538.910.65
Inc in Fixed Assests-Construction Proj.
538.910.70
Debt Service: Principal
Total Uses
Net Change in W/C
Beginning W/C 1/1
Ending W/C 12/31
Net Change in W/C
$ 20,650 $ 46,394 $ 79,600 $ 79,600 $ 48,700
1 1, 762 15,000 15,000 10,000
20,650 58,156 94,600 94,600 58,700
- (256) (10,000) (10,000) (17,500)
(76,750) (114,253) (109,600) (109,600) (99,300)
(20,692) (94,003) (21,000) (21,000) (108,000)
(97,442) (208,512) (140,600) (140,600) (224,800)
(76,792) (150,356) (46,000) (46,000) (166,100)
4,647 2,014 5,000 5,000 12,000
4,647 2,014 5,000 5,000 12,000
(72,145) (148,342) (41,000) (41,000) (154,100)
20,692 94,003 21,000 21,000 108,000
(51,453) (54,339) (20,000) (20,000) (46,100)
1,1 17,400
200,000 200,000
1,117,400 - 200,000 200,000 -
(874,589) (90,364) (150,000) (150,000)
191.358 46.655 76,655 76.655 30.555
$ 191 458 $ (144.703) A 30.000 A 3LM A I46J001
Page 146
2006 Final Budget Section VI: Baseline Budgei
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.
114ZA3 CTAI4►III 1111501TA4AVAIWA
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.
2005 ACCOMPLISHMENTS
Worked with developers to finish current
projects.
Continued to increase occupancy rate on
outside tie -downs.
Surveyed current Airport users and non -
tenants for desired improvements.
Created campaign concerning value of the
Airport to citizens and the surrounding area.
Conducted a formal study on rates and
charges.
Updated rules and regulations for adoption
by the City.
Pursued State and Federal grant opportunities
for development and improvements to the
Airport.
Continued to pursue commercial
development of land currently not producing
income.
❖ Improved access to the west side of property
from B St.
2006 GOALS
Continue crack sealing/repair of asphalt,
restriping of apron and taxiways.
Continue campaign concerning the value of
the airport to citizens and the surrounding
area.
Advertise regionally to promote the use of
Auburn Airport as an alternative to Boeing,
Renton and Tacoma.
Complete the Minimum Standards for
commercial operators doing business or
desiring to do business at the airport.
Complete RFP's for south -end development
for Class -A office structure and a Gateway to
the airport.
Pursue State and Federal grant opportunities
for airport development and improvements.
Test hangar headers and establish priority
replacement of the hangar headers that are
failing.
Continue an aggressive position on the GPS
Instrument Approach for improved safety and
increased utilization of the airport.
Increase airport security.
Continue to increase services available at the
airport.
Continue enforcement of rules and
regulations compliance among airport users.
Develop Business Plan for the airport.
Install Airport information signs on Hwy 167,
Hwy 18 and, if possible, 15.
Page 147
2006 Final Budget Section VI: Baseline Budget
Airport - Working Capital Budget
2003 2004 2005 2005 2006
Item Actual Actual Adj Budget Est Actual Budget
Operating Budget:
Operating Revenue
341.930
Airport Security Service
344.601
100 Octane - Wholesale
344.602
100 Octane
344.603
Oil Sales
344.604
Flowage Fee
362.501
Property Leases
362.502
Tie Down and Hanger Rent
Total Operating Revenue
Operating Expense
546.000.10 Salaries and Wages
546.000.20 Benetits
546.000.30 Supplies
546.000.40 Other Services & Charges
546.000.90 Interlund Oper Rentals/Supplies
546.000.00 Depreciation
Total Operating Expenses
Operating Income (Loss)
Non Operating Revenue (Exp)
$ 8,586 $
7,845 $
8,500 $
8,500 $
8,000
116,458
7,957
-
-
-
168,703
9,984
-
-
-
1,231
34
-
-
-
9,515
11,538
28,500
28,500
10,400
153,994
129,165
150,000
150,000
143,300
345,353
374,873
400,000
400,000
435,100
803,840
541,396
587,000
587,000
596,800
(120,861)
(17,282)
(14,400)
(14,400)
(16,300)
(22,373)
(2,589)
(4,200)
(4,200)
(4,700)
(275,554)
(200)
(10,000)
(10,000)
-
(144,289)
(334,511)
(338,300)
(338,300)
(344,400)
(21,048)
-
-
-
-
361.110 Interest Revenue
3,281
5,156
3,500
3,500
12,000
369.900 Misc Revenue
2,889
1,416
-
-
4,000
546.100.80 Debt Service: Interest
(92,098)
(91,723)
(84,800)
(84,800)
(82,800)
Total Non Oper. Rev (Exp)
(85,928)
(85,151)
(81,300)
(81,300)
(66,800)
Net Income (Loss)
(161,419)
(154,362)
(121,200)
(121,200)
(133,000)
Add/Deduct Items Not
Affecting Working Capital (W/C)
534.801.01 Depreciation
Net W/C From Operations
Other Resources and Uses Budget:
Sources Other Than Operations
333.201 Fed Aviation Grant
334.xxx State Grant
397.100 Transter in
399.000 Other Sources & Adj Beg WC
Total Resources
Uses Other Than Operations
590.100.00
Net Change in Rest. Assets
590.100.11
Inc in Fixed Assets -Salaries
590.100.21
Inc in Fixed Assets-Benetits
590.100.62
Inc in Fixed Assets -Building
590.100.63
Inc in Fixed Assets -Improvements
590.100.64
Inc in Fixed Assets -Equip
590.100.65
Inc in Fixed Assests-Construction Proj.
590.100.70
Debt Service: Principal
Total Uses
Net Change in W/C
Beginning W/C 1/1
Ending W/C 12/31
Net Change in W/C
295,206 256,025 260,000 260,000 297,600
133,787 101,663 138,800 138,800 164,600
72,775 743,206 198,000 198,000 172,000
- 34,492 8,500 8,500 8,500
150,000 - - - -
212,141 780,617 206,500 206,500 180,500
(5,000)
(5,547)
-
-
-
(4,158)
(84)
(819)
(8)
-
-
-
(96,524)
-
-
-
-
74,636
-
-
-
-
(63,984)
-
(6,000)
(6,000)
-
(78,496)
(806,162)
(259,000)
(259,000)
(341,500)
(30,000)
(35,000)
(40,000)
(40,000)
(45,000)
(204,345)
(846,801)
(305,000)
(305,000)
(386,500)
141.583
35.479
40.300
40.300
(41.400)
1 57 253
298.836
334.315
334.315
374.615
298.836
334.315
374.615
374.615
333 21 5
A 141 583 A
M 479 $
40.300 A
4L. M A
(41 400)
Page 148
2006 Final Budget Section VI: Baseline Budgei
F.T.E. = Full -Time Equivalent
Street Division
Street Supervisor
Jim Dunn
11 F.T.E.
Maintenance Worker II (6)
Maintenance Worker 1 (4)
Page 149
2006 Final Budget Section VI: Baseline Budget
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 Department and the Transportation Section.
The City's Street Department has a total of 165 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 division is responsible for the key administrative and engineering duties including the
transportation comprehensive system planning, traffic signal maintenance and operations, budget
management and interaction and regulation of development.
2005 ACCOMPLISHMENTS
❖ Initiated the Save Our Streets program, which
was developed to provide maintenance to
our local street system. Approximately 6 miles
received a thin asphalt overlay.
❖ Implemented new sign fabrication program.
❖ Improved staff ability to respond to sidewalk
repairs.
❖ Completed the phase 1 of the Intelligent
Transportation System.
❖ Completed upgrades to the City's
Emergency Vehicle Signal Pre-Emption
system.
❖ Completed the update to the City's 20-year
Comprehensive Transportation plan.
❖ Installed flashing school zone beacons at two
elementary schools.
❖ Initiated a cooperative program with the
Water Division for the repair of water valve
cans.
2006 GOALS
❖ Continue to look for ways to improve
customer service while sustaining or
increasing routine maintenance programs.
❖ Implement sign management/ replacement
program.
❖ Phase 2 of the Intelligent Transportation
System.
❖ Implement a neighborhood traffic calming
program.
❖ Implement comprehensive weed spraying
program for the Right of Way.
❖ Take a proactive approach to the
replacement of damaged streetlights.
❖ Initiate the removal of ROW trees that are
damaging sidewalks, curbs, and roadway.
❖ Continue to implement an annual program to
replace deficient existing sidewalks and install
new sidewalks were needed.
❖ Implement year 2 of the Save Our Streets
program. This will include a thin overlay on
approximately 6 miles of local street and the
reconstruction of 'M' Street SE from 29th to 37th
Street.
❖ Refresh striping on 100% of streets that have
painted channelization annually.
❖ Continue to maintain streets in fair to good
condition by crack sealing to prolong the
need of overlays.
Page 150
2006 Final Budget Section VI: Baseline Budgei
Line Item Summary
001
42
General
Street
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10
Salaries & Wages
11 Regular Salaries & Wages
$ 525,734
$ 496,296
$ 626,200
$ 626,200
$ 580,800
12 Overtime
13,620
15,196
21,400
21,400
21,400
13 Other Wages
7,334
7,834
15,000
15,000
15,000
Salary Sub -Total
546,688
519,326
662,600
662,600
617,200
20
Personnel Benefits
141,857
147,064
166,900
166,900
174,000
22
Uniforms & Clothing
3,341
3,868
3,500
3,500
3,500
Benefits Sub -Total
145,198
150,932
170,400
170,400
177,500
30
Supplies
31 Office & Operating Supplies
48,951
49,727
142,000
142,000
92,000
35 Small Tools & Minor Equip
26,679
25,605
5,000
5,000
13,500
Supplies Sub -Total
75,631
75,332
147,000
147,000
105,500
40
Other Services & Supplies
41 Professional Services
11,311
54,234
18,900
18,900
78,400
42 Communication
1,467
1,976
3,000
3,000
3,000
43 Travel
762
1,026
1,100
1,100
1,100
44 Advertising
-
-
-
-
-
45 Operating Rentals & Leases
2,696
3,809
5,000
5,000
10,000
46 Insurance
37,100
64,338
66,100
66,100
97,800
47 Utility Services
488,039
450,723
427,100
427,100
427,100
48 Repairs & Maintenance
64,003
15,615
97,500
28,000
94,200
49 Miscellaneous
6,562
3,976
10,200
10,200
8,700
Other Services Sub -Total
611,939
595,697
628,900
559,400
720,300
50
Intergovl/Interfund Services/Tax
-
67,242
500
70,000
-
60
Capital Outlays
-
-
-
61 Land
-
-
-
-
-
62 Buildings
-
-
-
-
-
63 Other Improvements
-
-
-
-
-
64 Machinery & Equipment
-
-
-
-
-
65 Construction In Progress
1,607
214,284
100,000
100,000
-
CapitalOutlaySub-Total
1,607
214,284
100,000
100,000
-
70
Debt Service: Principal
-
-
-
-
-
80
Debt Service: Interest
-
-
-
-
-
90
Interfund Payments For Services
13,346
17,197
13,000
13,000
32,000
95
Interfund Oper Rentals & Leases
327,000
437,784
352,600
352,600
333,400
99
Interfund IS Services
-
-
-
-
52,100
Interfund Sub -Total
340,346
454,981
365,600
365,600
417,500
00
Other Applications
Department Totals
$ 1,721,409
$ 2,077,794
$ 2,075,000
$ 2,075,000
$ 2,038,000
Page 151
2006 Final Budget Section VI: Baseline Budget
1007.
75%
50%
25%
0%
8
6
4
2
0
40
30
20
10
0
PERFORMANCE MEASURES - STREET DEPARTMENT
Percentage of Street Striping Refreshed
The City is responsible for maintaining the delineation of
travel lanes on city streets. Each year the painted striping
fades due to weather and trattic. The City contracts out
the work to refresh the striping and our goal is to complete
100%ot streets that have painted channelization annually
to improve satety for the traveling public.
2003 2004 2005 2006 Goal
Estimate
Miles of Sidewalk replaced/maintained
2003 not 2004 not 2005 2006 Goal
available available Estimate
• The City is responsible for maintaining the existing
sidewalks in a sate passable state. We have recently
completed a condition survey of all sidewalks in the City
limits and are working to proactively replace damaged
sidewalks annually. We also respond to damaged
sidewalks that pose a tripping hazard to the public by
providing temporary remedies. These numbers include
sidewalks that have been cleared of vegetation that
prohibit sate passage or cause eyesores.
Tons of Sealant for Crack Sealing
2003 2004 2005 2006 Goal
Estimate
The City is responsible for maintenance of both classified
and non -classified asphalt paved streets. Streets that are
in fair to good condition require crack sealing to prolong
the lite by keeping water out. When water enters the
asphalt the rate of deterioration increases significantly.
This work supplements the current SOS program that
concentrates sealing local residential streets needing
overlays. City statt is concentrating on streets in good
condition to prolong the need for them to require an
overlay.
Page 152
2006 Final Budget Section VI: Baseline Budgei
Water Division
Water Distribution Supervisor
Jay Gibson
9 F.T.E.
Maintenance Worker II (6)
Maintenance Worker 1 (2)
F.T.E. = Full -Time Equivalent
Water Operations Supervisor
Ken Haines
7 F.T.E.
Cross Connection
Control Specialist (2)
Water Well & Pump
Specialist (2)
Maintenance Worker II
Maintenance Worker I
Page 12
2006 Final Budget Section VI: Baseline Budget
WATER UTILITY DIVISION
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 is safe for human
consumption and 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 2001 Comprehensive Water Plan.
2005 ACCOMPLISHMENTS
Continued replacing malfunctioning
meters with radio read meters.
Continued water conservation initiatives
that were identified in the 2001
Comprehensive Water Plan.
Continued to replace undersized pipes
that were identified in the 2001
Comprehensive Water Plan for fire flow
improvements.
Completed construction of Well 5B
Pumping & Treatment Facilities.
Continued the Corrosion Control
Monitoring Program for the Lead and
Copper Rule compliance.
Provided an emergency generator for
Well 4.
Upgraded Lea Hill intertie pump station
booster pump package that serves
Auburn customers.
Enhanced customer service by updating
the hydrant permit policy while increasing
water system security.
2006 GOALS
Support Downtown vision by offering System
Development Charge (SDC) credits where
appropriate for redeveloping properties that
upgrade the water system.
Continue to implement conservation
initiatives.
Complete citywide chlorination initiative.
Design SCADA system to improve
communication between facilities and the
M&O, and enhance worker safety.
Continue development of a water security
plan for all water utility assets.
Continue to replace malfunctioning meters
with radio read meters.
Continue to replace undersized pipes for fire
flow improvements giving consideration to
the location of other transportation and utility
projects.
Construct the Academy Rezone project.
Complete the project for installing blow -off
assemblies on dead end lines.
If not initiated by developers begin design of
the Lakeland Hills west supply pump station.
Complete Lakeland Hills Service area rezone.
Begin implementation of Facilities
Management Software.
Initiate project to capture additional flows in
the middle collector at Coal Creek Springs.
Improve customer service and core utility
services by tracking customer complaints.
Continue system improvements by monitoring
system losses.
Page 154
2006 Final Budget Section VI: Baseline Budgei
Water - Working Capital Budget
Item
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
Operating Budget
Operating Revenue
343.400 Water Sales
$ 7,016,033
$ 7,138,311
$ 7,108,000
$ 7,108,000
$ 7,400,000
343.431 Unmetered Water Sales
27,885
15,183
8,000
8,000
15,000
343.433 Water Application
77,937
75,284
66,300
66,300
70,000
Total Operating Revenue
7,121,855
7,228,778
7,182,300
7,182,300
7,485,000
Operating Expense
534.000.10 Salaries/Wages
(1,318,541)
(1,359,407)
(1,613,800)
(1,613,800)
(1,668,400)
534.000.20 Benetits
(410,752)
(378,517)
(461,100)
(461,100)
(480,300)
534.000.30 Supplies
(128,836)
(155,395)
(243,100)
(183,600)
(206,200)
534.000.40 Other Services Charges
(1,866,256)
(2,174,197)
(2,213,100)
(2,116,100)
(2,310,600)
534.000.50 Intergovernmental Services
-
-
-
-
-
534.000.90 Intertund Oper Rentals/Supplies
(342,087)
(441,263)
(585,600)
(455,600)
(782,900)
534.000.00 Depreciation & Amortization
(2,392,917)
(2,056,472)
(2,200,000)
(2,200,000)
(2,050,000)
Total Operating Expenses
(6,459,389)
(6,565,251)
(7,316,700)
(7,030,200)
(7,498,400)
Operating Income (Loss)
662,466
663,527
(134,400)
152,100
(13,400)
Non Operating Revenue (Exp)
361.110 Interest Revenue
101,128
158,678
75,000
75,000
150,000
369.900 Misc Rev- Other
(20,387)
22,048
10,000
10,000
35,000
534.100.80 Debt Service: Interest
(364,244)
(348,457)
(357,300)
(357,300)
(309,700)
Total Non Oper. Rev (Exp)
(283,503)
(167,731)
(272,300)
(272,300)
(124,700)
Net Income (Loss)
378,963
495,796
(406,700)
(120,200)
(138,100)
Add/Deduct Items Not
Affecting Working Capital (W/C)
534.801.01 Depreciation & Amortization
2,392,917
2,056,472
2,200,000
2,200,000
2,050,000
Net W/C From Operations
2,771,880
2,552,268
1,793,300
2,079,800
1,911,900
Resources Other Than Operations
396.101
Contributed Cap -Sys Dev
377,430
455,530
265,200
265,200
400,000
396.102
Contributed Cap -Area Assess
28,853
6,896
20,000
20,000
10,000
396.104
Contributed Cap -Out Des,
-
785,498
-
-
-
396.108
Contributions -Joint Part.
200,273
-
-
-
-
391.800
Intergovernmental Loan (PWFF)
-
205,880
-
-
-
399.500
Net Change in Restricted Assets
(255,301)
54,074
-
-
-
399.000
Other Sources & Act Beg WC
111,347
32,039
Total Resources
462,602
1,539,917
285,200
285,200
410,000
Uses Other Than Operations
590.100.00
Other Uses
281,094
(735,803)
-
-
-
590.100.10
Salaries
(38,682)
(50,610)
(127,800)
(127,800)
(142,200)
590.100.20
Benetits
(9,974)
(13,279)
(36,900)
(36,900)
(41,300)
597.100.55
Operating Transfer Out
(51,400)
(126,000)
(198,000)
(98,600)
(63,000)
590.100.61
Inc in Fixed Assets -Land
124
(17,828)
-
-
-
590.100.63
Inc in Fixed Assets -Improvements
(19,047)
(20,790)
-
-
-
590.100.64
Inc in Fixed Assets- Equipment
7,728
(39,081)
(173,100)
(303,100)
(18,000)
590.100.65-7
Inc in Fixed Assets -Construction
(557,027)
(442,917)
(3,187,900)
(3,444,400)
(1,802,500)
590.100.70
Debt Service: Principal
(1,096,443)
(1,305,933)
(1,192,800)
(1,192,800)
(1,207,600)
Total Uses
(1,483,627)
(2,752,241)
(4,916,500)
(5,203,600)
(3,274,600)
Net Change in W/C
1.750.855
1.339.944
(2.838.000)
(2.838.600)
(952.700)
Beginning W/C 1/1
5.464.177
7.215.032
8.554.976
8.554.976
5,716.376
Ending W/C 12/31
7.215.032
8.554.976
5.716, 976
5.716.376
4.763.676
Net Change in W/C
$ 1.750.855 $
1.339.944
$ (2.838.000)
$ (2.838.600)
$ (952700)
Page 155
2006 Final Budget Section VI: Baseline Budget
10%
8%
5%
3%
0%
4.0
3.0
2.0
1.0
0.0
300
225
150
75
0
PERFORMANCE MEASURES - WATER DIVISION
System Losses
A program was developed in 1999 to account for
increased losses in the system which included leak
detection and meter testing/replacement. System loss is
the amount of water accounted or unaccounted that
was not authorized for use and for which no revenue was
collected.
2003 2004 2005 2006 Goal
Estimate
Customer Service Complaints per 1000 customers
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 1000 customers. Increase in 2004 was primarily due to
private vendors using water hydrants inappropriately and
the operation of well 7 during the repairs on wells 2 and 6.
2003 2004 2005 2006 Goal
Estimate
Residential Consumption
Gallons per day/connection
2003 2004 2005 2006 Goal
Estimate
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.
Page 156
2006 Final Budget Section VI: Baseline Budgei
Sanitary Sewer Division
F.T.E. = Full -Time Equivalent
Sanitary Sewer Supervisor
Samuel Castro
8 F.T.E.
Maintenance Worker II
(4)
Maintenance Worker 1
(2)
Storm/Sewer
Pump Specialist
Page 157
2006 Final Budget Section VI: Baseline Budget
SANITARY SEWER UTILITY DIVISION
I&IKIC81ZI&I FIN ICTAI4ZII
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.
2005 ACCOMPLISHMENTS
2006 GOALS
:• Supported the goal of partnering with the
Establish new sewer boundaries with approval
Muckleshoot Indian Tribe by completing the
of Bonney Lake, Pierce County, and Sumner
design and began construction of the Auburn
for the Kersey Way and North Lake Tapps
Way South sanitary sewer project.
basins.
Continued ongoing repair and replacement
Complete the construction of the Auburn
program for broken lines in the City rights of
Way South Improvements supporting the
way.
Council goal of continued coordination with
Continued to model the sanitary sewer
the Muckleshoot Indian Tribe.
system to aid in planning new facilities and
Continue pipeline replacement program
identify sewer mains with deficient capacity.
giving consideration to the location of other
Began the process of establishing a Fats Oil
transportation and utility projects.
and Grease (FOG) monitoring program to
Establish program for extending sanitary
eliminate the discharge of these substances
sewer service into developed regions of the
into the sanitary sewer system.
City currently without service.
Helped establish the Muckleshoot Indian Tribe
Continue contract discussions with King
as a King County Component agency and
County Wastewater Treatment Division for
eliminate them from our monthly billing
continued disposal of sanitary sewer wastes.
system.
Review emergency by-pass pumping
Completed the manhole ring replacement
capabilities and recommend enhancements
project.
as necessary.
Design SCADA system to improve
communication between facilities and the
M&O, and enhance worker safety.
Begin implementation of Facilities
Management Software.
Improve system operations and maintenance
by tracking linear feet of sewer pipes cleaned
and inspected.
Improve system function by increasing
manhole inspections.
Page 158
2006 Final Budget Section VI: Baseline Budgei
Sewer - Working Capital Budget
2003 2004 2005 2005 2006
Item Actual Actual Adj Budget Est Actual Budget
Operating Budget:
Operating Revenue
343.500 Sewer Services $ 10,369,853 $ 10,800,747 $ 10,705,000 $ 10,705,000 $ 11,000,000
Total Operating Revenue 10,369,853 10,800,747 10,705,000 10,705,000 11,000,000
Operating Expense
535.000.10 Salaries and Wages
535.000.20 Benetits
535.000.30 Supplies
535.000.40 Other Services Charges
535.000.50 Inter-Govt'I Services
535.000.90 Interlund Oper Rentals/Supplies
535.000.00 Depreciation & Amortization
Total Operating Expenses
Operating Income (Loss)
Non Operating Revenue (Exp)
361.110
Interest Revenue
369.900
Misc Rev- Other
379.100
MIT Contributions
Total Non Oper. Rev (Exp)
Net Income (Loss)
Add/Deduct Items Not
Affecting Working Capital (W/C)
535.801.00 Depreciation & Amorfization
Net W/C From Operations
Resources Other Than Operations
396.101
Contributed Cap -Sys Dev
396.102
Contributed Cap -Area Asses
396.104
Contributed Cap -Outside Des,
397.100
Operating Transfers In
399.000
Other Sources & Act Beg WC
Total Resources
Uses Other Than Operations
590.100.
Other Uses
590.100.05
Net Change in Restricted Assets
590.100.11
Inc in Fixed Assets-Salaries/Wages
590.100.21
Inc in Finxed Assets-BenetitsBenetits
597.100.55
Operating Transfer Out
590.100.63
Inc in Fixed Assets -Improvements
590.100.64
Inc in Fixed Assets -Equipment
590.100.65
Inc in Fixed Assets -Construction
Total Uses
Net Change in W/C
Beginning W/C 1/1
Ending W/C 12/31
Net Change in W/C
(799,074)
(909,360)
(1,014,900)
(1,014,900)
(1,083,200)
(251,351)
(217,744)
(292,500)
(292,500)
(311,800)
(41,668)
(42,793)
(61,300)
(61,300)
(68,900)
(931,792)
(1,124,651)
(1,141,600)
(1,141,600)
(1,244,500)
(7,413,949)
(7,599,737)
(8,153,500)
(8,153,500)
(8,553,500)
(165,129)
(277,646)
(310,500)
(341,100)
(540,800)
103,947
127,413
110,000
110,000
125,000
411,737
1,610
-
-
-
464,272
1,800,000
1,800,000
3,100,000
515,684
593,295
1,910,000
1,910,000
3,225,000
760,702
42,275
1,040,700
1,010,100
1,822,300
521,872
1,179,836
600,000
600,000
600,000
1,282,574
1,222,111
1,640,700
1,610,100
2,422,300
479,601
793,354
500,000
500,000
700,000
28,106
25,209
25,000
25,000
25,000
-
2,014,424
-
-
-
-
-
-
-
26,000
72,656
295,240
2,156,800
2,156,800
580,363
3,128,227
2,681,800
2,681,800
751,000
-
(2,014,424)
-
-
-
4,072
14,487
-
-
-
(42,753)
(46,581)
(133,100)
(133,100)
(124,100)
(10,519)
(11,862)
(38,700)
(38,700)
(36,000)
(10,473)
(365,000)
(157,400)
(157,400)
-
(23,791)
-
(60,000)
(45,000)
-
(5,014)
(48,619)
(176,400)
(145,800)
-
(487,163)
(343,681)
(7,962,100)
(7,977,100)
(7,185,900)
(575,641)
(2,815,680)
(8,527,700)
(8,497,100)
(7,346,000)
1287,296
1.534.658
(4.205200)
(4205200)
(4, 172, 700)
9.081.382
10.368.678
11.903.336
11.903.336
7.698136
10.368.678
1 1.903.336
7.698 136
7.698 136
3.5255 436
A 1287296
A 1.534.658
$ (4205200)
A (4205200)
A (4172.700)
Page 159
2006 Final Budget Section VI: Baseline Budget
400,000
300,000
200,000
100,000
0
300,000
225,000
150,000
75,000
0
4,000
3,000
2,000
1,000
0
PERFORMANCE MEASURES - SEWER DIVISION
Linear Feet of Sanitary Sewer Pipe Cleaned
• Pipe cleaning is conducted using a high-pressure sewer jet
to scour and remove debns from the inside of the pipelines.
A plan to clean the entire sewer system in the next five
years is being established.
2003 2004 2005 2006 Goal
Estimate
Linear Feet of Sanitary Sewer Pipe Remotely Inspected
• Routine inspections and spot repairs of sewer pipe should
result in less major repairs and reduce incidents of back-
ups or other major problems. Remote inspection
provides the important information that determines
capital projects in the following year.
2003 2004 2005 2006 Goal
Estimate
Manhole Inspections
• Inspecting manholes gives a quick visual observation of the
sewer system tunction. By increasing inspections potential
sewer blockages, infiltration & inflow and surcharging can
be observed.
2003 2004 2005 2006 Goal
Estimate
Page 160
2006 Final Budget Section VI: Baseline Budgei
Storm Drainage Division
F.T.E. = Full -Time Equivalent
Storm Drainage Supervisor
Jim Sandercock
9 F.T.E.
Maintenance Worker II (7)
Maintenance Worker I
Page 161
2006 Final Budget Section VI: Baseline Budget
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.
f'z�Z��y_�•Z•Z•7 Ji 12 111 Ej : F & 14 ► III K
Supported the Downtown Vision for provision
of a solution to the water quality and quantity
flowing out of downtown by coordinating the
Utilities participation in the Auburn
Environmental Park project.
Supported the Sense of Community Vision to
enhance neighborhoods through capital
investment/maintenance and tree planting
by retrofitting two storm drainage facilities.
Continued to implement elements of the
Water Quality/Quantity Monitoring Program.
Provided support for the Local Street
program.
Continued implementation of the West Nile
Virus response program for public storm
drainage ponds.
Developed a computerized hydraulic model
for the majority of the City's storm drainage
system.
Developed a Car Wash Kit program to keep
soapy and oily water out of the storm
drainage system at charity car wash events.
Begin initial implementation requirements of
the National Pollution Discharge Elimination
System (NPDES) Phase II permit elements.
Continue to update the storm drainage
model to improve coordination with
development applications and to prioritize
Capital Improvements.
Respond as necessary to the West Nile Virus
threat and implement the response program
for public storm drainage ponds.
Continue the Sense of Community Vision to
enhance neighborhoods through capital
investment/maintenance and tree planting
by retrofitting storm drainage facilities.
In support of the Auburn Environmental Park
project, begin design of a Detention & Water
Quality Facility to serve the Downtown.
Continue to implement storm improvements
to alleviate storm capacity problems giving
consideration to the location of other
transportation and utility projects.
Design SCADA system to improve
communication between facilities and the
M&O, and enhance worker safety.
Begin implementation of Facilities
Management Software.
Continue to improve system capacity and
function by increasing maintenance on storm
drainage pipes, ponds and ditches.
Page 162
2006 Final Budget Section VI: Baseline Budgei
Storm - Working Capital Budget
Item
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
Operating Budget
Operating Revenue
343.830
Storm Drainage Services
$ 3,024,333
$ 3,073,400
$ 3,385,000
$ 3,385,000
$ 3,674,000
Total Operating Revenue
3,024,333
3,073,400
3,385,000
3,385,000
3,674,000
Operating Expense
535.000.10
Salaries and Wages
(906,258)
(1,005,952)
(1,097,900)
(1,097,900)
(1,140,400)
535.000.20
Benetits
(294,317)
(211,410)
(312,800)
(312,800)
(325,600)
535.000.30
Supplies
(19,317)
(31,122)
(47,400)
(47,400)
(58,000)
535.000.40
Other Services Charges
(406,084)
(519,169)
(870,500)
(870,500)
(818,600)
535.000.50
Intergovt Services
(12,185)
(42)
(10,000)
(10,000)
(10,000)
535.000.90
Interlund Oper Rentals/Supplies
(304,158)
(386,432)
(520,200)
(550,800)
(786,700)
535.000.00
Depreciation
(854,681)
(889,869)
(890,000)
(890,000)
(898,000)
Total Operating Expenses
(2,797,000)
(3,043,996)
(3,748,800)
(3,779,400)
(4,037,300)
Operating Income (Loss)
227,333
29,404
(363,800)
(394,400)
(363,300)
Non Operating Revenue (Exp)
361.110
Interest Revenue
58,011
75,672
45,000
45,000
75,000
360.000
Miscellaneous Revenue (Exp)
14,979
5,739
-
-
-
337.001
Interlocal Grant
-
-
-
-
-
535.100.80
Interest Expense
(153,751)
(125,354)
(124,100)
(124,100)
(107,400)
Total Non Oper. Rev (Exp)
(80,761)
(43,943)
(79,100)
(79,100)
(32,400)
Net Income (Loss)
146,572
(14,539)
(442,900)
(473,500)
(395,700)
Add/Deduct Items Not
Affecting Working Capital (W/C)
535.801.01
Depreciation
854,681
889,869
890,000
890,000
898,000
Net W/C From Operations
1,001,253
875,330
447,100
416,500
502,300
Resources
Other Than Operations
396.101
Inc in Contributed Cap -Sys Dev
270,165
220,286
300,000
300,000
300,000
396.102
Inc in Contributed Cap -Area Assess
-
9,241
-
-
-
396.104
Inc in Contributed Cap -Out Devl
-
40,840
75,000
75,000
-
397.100
Operating Transfer In
-
-
200,000
200,000
-
399.610
Inc in Compensated Absences
86,677
(30,224)
-
-
-
399.500
Net Change in Restricted Assets
(65,023)
57,474
-
-
-
399.700
Increase In Deterred Credus
-
597,204
-
-
-
399.000
Other Sources & Act Beg WC
4,595
(217,413)
Total Resources
296,414
677,408
575,000
575,000
300,000
Uses Other Than Operations
590.100.00
Other Uses
79,718
(31,276)
-
-
-
590.100.10
Salaries/Wages
(58,999)
(18,430)
(142,100)
(142,100)
(125,900)
590.100.20
Benetits
(15,522)
(4,854)
(41,100)
(41,100)
(36,600)
590.100.55
Operating Transfer Out
(4,500)
(166,000)
(335,200)
(235,200)
(113,000)
590.100.61
Inc in Fixed Assets -Land
(322,914)
(237,016)
(580,000)
(580,000)
-
590.100.63
Inc in Fixed Assets -Improvements
(9,799)
-
(33,000)
(33,000)
-
590.100.64
Inc in Fixed Assets -Equipment
(10,922)
(38,827)
(148,700)
(118,100)
(32,000)
590.100.65
Inc in Fixed Assets -Construction
(486,776)
(185,398)
(1,999,800)
(2,099,800)
(1,185,500)
590.100.71
Debt Service: Principal
(310,900)
(327,600)
(327,600)
(327,600)
(343,000)
Total Uses
(1,140,614)
(1,009,401)
(3,607,500)
(3,576,900)
(1,836,000)
Net Change in W/C
157,053
543.337
(2.585.400)
12.585.400)
(1.033.700)
Beginning W/C 1/1
4,410,775
4,567,828
5,111,165
5,111,165
2,525,765
Ending W/C 12/31
4,567,828
5,111,165
2,525,765
2,525,765
1,492,065
Net Change in W/C
$ 157,053
$ 543,337
$ (2,585,400)
$ (2,585,400)
$ (1,033,700)
Page 163
2006 Final Budget Section VI: Baseline Budget
PERFORMANCE MEASURES - STORM DIVISION
Linear Feet of Storm Drainage Pipe Cleaned/Maintained
80,000
60,000
40,000
20,000
n
500
375
250
125
0
500,000
375,000
250,000
125,000
0
Pipe cleaning is conducted using a high-pressure sewer jet
to scour and remove debts from the inside of pipelines.
This program ensures that the existing pipelines are
maintained to provide maximum capacity and collect
polluted sediment. The 2004 actual figure is low because
of limited resources; emphasis on maintenance needs can
alternate from year to year.
2003 2004 2005 2006 Goal
Estimate
Acres of Storm Drainage Ponds Mowed/Maintained
Storm Drainage Ponds are maintained by power mower
and hand tools to ensure tunction, and enhance the
aesthetic appearance of the tacility.
2003-not 2004 2005 2006 Goal
available Estimate
Linear Feet of Storm Drainage Ditches Cleaned/Mowed
2003-not 2004 2005 2006 Goal
available Estimate
• Storm drainage ditch cleaning is performed using heavy
equipment (backhoe, dump truck & mower) to remove
debts 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.
Page 164
2006 Final Budget Section VI: Baseline Budgei
F.T.E. = Full -Time Equivalent
Solid Waste Division
Solid Waste Supervisor
Sharon Hlavka
2 F.T.E.
Recycling
Coordinator
Page 165
2006 Final Budget Section VI: Baseline Budget
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 and 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 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.
2005 ACCOMPLISHMENTS
Maintained the measured rate of residential
recycling at 49% by volume.
Established and measured the participation
rate in residential recycling and maintained
an average of 757o.
Measured the volume -based rate of shifting
from 30-gallon cans to mini and micro cans,
as a result of residential recycling, and
maintained at 20%.
Maintained multifamily complexes at 587c
recycling participation.
Worked with Auburn School District and gave
recycling and solid waste presentations to
grades three through five.
Promoted Commercial Recycling embedded
rates for businesses via a King County grant.
Continued assessment of route checks within
one day and 95% response within ten days.
Continued to provide citizens with recycling
ability at all City facilities.
Maintained recycling at all City special
events in conjunction with Parks department.
Continued to provide recycling in the parks.
Maintained the total diversion rate at 20%.
Began negotiation for servicing Lea Hill.
2006 GOALS
Increase the measured rate of residential
recycling to 56% by volume.
Measure the participation rate in residential
recycling and maintain an average of 80%.
Measure the volume -based rate of shifting
from 30-gallon cans to mini and micro cans,
as a result of residential recycling, and
maintain at 20%.
Increase multifamily complexes to 60%
recycling participation.
Work with Auburn School District and give
recycling and solid waste presentations to
grades three through five.
Increase Commercial Recycling
diversion to 12% using a King County
grant.
Maintain assessment of route checks
within one day and 95% response within
ten days.
Continue to provide citizens with recycling
ability at all City facilities.
Maintain recycling at all City special events
and in parks in conjunction with the Parks
department.
Maintain the total diversion rate at 20%.
Begin negotiations to deliver services in the
Lakeland Hills area.
Reduce rise in garbage collected by
promoting recycling.
Page 166
2006 Final Budget Section VI: Baseline Budgei
Solid Waste - Working Capital Budget
2003 2004 2005 2005 2006
Item Actual Actual Adj Budget Est Actual Budget
Operating Budget
Operating Revenue
343.750 Garbage Service
Total Operating Revenue
Operating Expense
537.000.10 Salaries and Wages
537.000.20 Benetits
537.000.30 Supplies
537.000.40 Other Services & Charges
537.000.50 Inter-Govt'I Services
537.000.90 Interfund Oper Rentals/Supplies
537.000.00 Depreciation
Total Operating Expenses
Operating Income (Loss)
Non Operating Revenue (Exp)
$ 8,212,940
$ 8,443,044
$ 8,496,700
$ 8,496,700
$ 8,965,300
8,212,940
8,443,044
8,496,700
8,496,700
8,965,300
(331,984)
(368,939)
(406,000)
(406,000)
(340,600)
(91,045)
(68,206)
(116,300)
(116,300)
(98,200)
(10,727)
(11,508)
(22,300)
(22,300)
(22,000)
(7,769,372)
(7,891,119)
(8,250,100)
(8,278,100)
(8,366,000)
(266,064)
(211,702)
(216,500)
(216,500)
(288,300)
(65,797)
(73,080)
(110,200)
(82,200)
(97,600)
361.110 Interest Revenue
28,226
44,109
40,000
40,000
56,700
337.000 Interlocal Grants
33,385
34,809
59,600
59,600
53,000
Total Non Oper. Rev (Exp)
61,611
78,918
99,600
99,600
109,700
Net Income (Loss)
(279,251)
(123,409)
(544,000)
(544,000)
(168,000)
Add/Deduct Items Not
Affecting Working Capital (W/C)
537.801.01 Depreciation
Net W/C from Operations
Resources Other Than Operations
397.100 Operating Transfer In
399.000 Other Sources
Total Resources
Uses Other Than Operations
597.100.55 Operating Transfer Out
590.100.62 Inc in Fixed Assets -Building
590.100.64 Inc in Fixed Assets -Equipment
Total Uses
Net Change in W/C
Beginning W/C 1/1
Ending W/C 12/31
Net Change in W/C
18,813 20,817 18,900 18,900 30,300
(260,438) (102,592) (525,100) (525,100) (137,700)
15,000 15,000
20,476 (15,926)
20,476 (15,926) 15,000 15,000 -
3,435,938 3,289,301 2,710,501 2,710,501 2,572,801
$ (239,962) $ (146,637) $ (578,800) $ (578,800) $ (137,700)
Page 167
2006 Final Budget Section VI: Baseline Budget
50,000
37,500
25,000
12,500
0
12,000
9,000
6,000
3,000
0
100%
75%
50%
25%
0%
PERFORMANCE MEASURES - SOLID WASTE
Tons of Garbage Collected
• The City of Auburn garbage tonnage is increasing in line
with the State wide tonnage increases. An increase in
recycling diversion slows the growth of the garbage
increases.
2003 2004 2005 2006 Goal
Estimate
Tons of Recycling/Yard Waste Collected
• We anticipate an increase in recycling by promoting
outre-one" recycling opportunities to citizens. Business
outreach may increase 2005 Tonnage. Commercial and
multifamily recycling rates were embedded since 2002.
2003 2004 2005 2006 Goal
Estimate
Residential Recycling Participation Percentage
2003 2004 2005 2006 Goal
Estimate
The participation measure decreased due to Waste
Management's change in method of measure. Projected
increase in 2005 is due to "all -in -one" recycling
implementation in November 2004, which would simplify
the recycling process for residents.
Page 168
2006 Final Budget Section VI: Baseline Budgei
Equipment Rental Division
F.T.E. = Full -Time Equivalent
General Services/
Fleet Manager
Wayne Knapp
10 F.T.E.
Auto Mechanic (4)
Maintenance Worker 1 (2)
Accounting Clerk
Office Assistant
Custodian
Page 169
2006 Final Budget Section VI: Baseline Budget
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.
2005 ACCOMPLISHMENTS 2006 GOALS
Improved our ability to diagnose and repair Continue to review vehicle usage within each
the City's fleet, by upgrading electronic division, to improve vehicle utilization across
scanning tools and shop equipment. all City departments.
Installed a monitored security system at the
Maintenance and Operations facility to
protect vital resources and systems.
Improved vehicle utilization by adjusting the
distribution of our resources.
Expanded the City Hall vehicle pool with fuel
efficient, hybrid vehicles, providing
employees a cost effective mode of transport
to regional meetings.
Replaced Police administrative vehicles with
low cost, and more fuel -efficient vehicles.
Completed all scheduled preventive
maintenance inspections on City vehicles,
maintaining the high standards necessary for
extending vehicle life cycles.
Began implementation of new fleet
management and inventory control software
Continue to develop and implement
Maintenance and Operations facility
upgrades, to include compound space
utilization and security.
Improve operational and workspace
efficiency in Equipment Rental, by providing
additional space and equipment.
Develop a strategy to improve Central Stores
space utilization.
Continue to assist in the implementation of
Facilities Management software as it relates
to Equipment Rental and Central Stores.
Begin to invest in hybrid vehicles to improve
gas efficiency.
Continue to keep vehicle life cycles above
industry standard of 6.9 years through
proactive preventive maintenance.
Page 170
2006 Final Budget Section VI: Baseline Budgei
Equipment Rental -Working Capital
2003
2004
2005
2005
2006
Item
Actual
Actual
Adj Budget
Est Actual
Budget
Operating Budget
Operating Revenue
348.000 Interfund Maint/Fuel & Charges
$ 175,576
$ 235,664
$ 234,700
$ 234,700
$ 256,700
365.100 Interfund Equip Rental
1,749,708
2,330,532
2,481,400
2,481,400
2,587,300
365.400 Intertund Bldg Rental
115,020
115,008
115,000
115,000
115,100
Total Operating Revenue
2,040,304
2,681,204
2,831,100
2,831,100
2,959,100
Operating Expense
548.000.10 Salaries & Wages
548.000.20 Benetits
548.000.30 Supplies
548.000.40 Other Services & Charges
548.000.90 Interfund Oper Rental/Supplies
548.000.00 Depreciation
Total Operating Expenses
Operating Income (Loss)
Non Operating Revenue (Exp)
361.100 Interest Revenue
369.900 Miscellaneous
395.900 Gain/Loss Sale of Fixed Assets
Total Non Oper. Rev (Exp)
Net Income (Loss)
Add/Deduct Items Not
Affecting Working Capital (W/C)
548.100.01 Depreciation
548.681.02 Non Cash Gain\Loss
Net W/C From Operations
Other Resources and Uses Budget
Sources Other Than Operations
337.069 Interlocal Grants
396.108 Non Cash conhlbution-Other fund
397.100 Operating Transfer In
399.000 Other Sources & Adj. Beg. WC
Total Resources
Uses Other Than Operations
590.100.99
Other Uses
590.100.11
Inc in Fixed Assets -Salaries
590.100.21
Inc in Fixed Assets-Benetits
590.100.55
Transfer Out
590.100.63
Inc in Fixed Assets -Improvements
590.100.64
Inc in Fixed Assets -Equipment
590.100.65
Inc in Fixed Assets -Construction
Total Uses
Net Change in W/C
Beginning W/C 1/1
Ending W/C 12/31
Net Change in W/C
(333,703)
(390,776)
(476,100)
(476,100)
(493,500)
(69,917)
(109,805)
(139,100)
(139,100)
(142,000)
(379,851)
(505,289)
(293,900)
(303,900)
(348,400)
(354,233)
(380,804)
(456,700)
(446,700)
(466,100)
(66,613)
(44,838)
(46,300)
(61,300)
(40,800)
(654,489)
(722,253)
(705,000)
(705,000)
(787,000)
(1,858,806)
(2,153,765)
(2,117,100)
(2,132,100)
(2,277,800)
181,498
527,439
714,000
699,000
681,300
45,710
52,426 37,500 37,500 95,000
5,758
13,388 250,000 120,000 -
11,585
28,116 - - -
63,053
93,930 287,500 157,500 95,000
244,551 621,369 1,001,500 856,500 776,300
654,489 722,253 705,000 705,000 787,000
- (28,116) - - -
899,040 1,315,506 1,706,500 1,561,500 1,563,300
54,400
- 64,946 - - -
15,400 - 34,500 34,500 -
(10,610) 62,125
4,790 127,071 88,900 34,500 -
(64,946)
(352)
(104)
(18,872) - - - -
(648,871) (776,974) (1,343,500) (1,173,000) (883,000)
3,907,419 4,508,076 4,959,976 4,931,076 5,311.376
$ 235,631 $ 600,657 $ 451,900 $ 423,000 $ 380.300
Page 171
2006 Final Budget Section VI: Baseline Budget
12.0
9.0
6.0
r
3.0
0.0
800
600
400
200
0
PERFORMANCE MEASURES - EQUIPMENT RENTAL
Vehicle Life Cycle Averages
Lite cycles are based on industry standards by vehicle type
and vehicle use. We have kept our lite cycles above
industry standards through proactive preventive
maintenance, enabling us to get the most from our
_ vehicles voth the least investment. Industry standard is 6.9.
20W 2004 2005 2006 Goal
Estimate
Number of Preventative Maintenance Services Performed
2003 2004 2005 2006 Goal
Estimate
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 litecycles.
Page 172
2006 Final Budget Section VI: Baseline Budgei
Information Services Department
Information Services Director kf Lorrie Rempher I services
11 F.T.E. Assiformstant
GIS Database Tech Services Network Engineer
Manager Manager
GIS/ Database Systems Network
Specialist (2) Analyst (3) Specialist
F.T.E. = Full -Time Equivalent
Page 173
2006 Final Budget Section VI: Baseline Budget
Information Services Department
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.
2005 ACCOMPLISHMENTS
Researched and recommended technology
enhancements such as wireless networking
which would create internal efficiencies as
well as economic development opportunities.
Upgraded City Network operating systems to
Windows 2003 ADS and Exchange 2003 for
more efficient maintenance.
Implemented technology to support
Intelligent Transportation System.
Implemented Case management system for
City Attorney's office to increase efficiencies.
Provided technical resources to implement
Auburn Police Department's participation in
the Regional Automated Information Network
(RAIN).
Supported project to integrate online
document management system into business
systems.
Expanded GATV programming.
Integrated GIS into Information Services and
converted data to enterprise wide GIS data
system.
Implemented new utility billing system and
project accounting software.
Expanded cash receipting for efficient
customer service.
2006 GOALS
Implement work order and customer request
management system to enhance customer
service and response.
Research, recommend and implement digital
video systems in Police vehicles.
Increase e-Gov interactive online services for
citizen response such as permitting, business
licensing, parks, recreation and facilities
booking and issue reporting.
Continue to enhance technology offerings
that will support economic development and
internal efficiencies.
Implement wireless communications network
to support city services, public safety and
community development.
Work with Valley Cities to develop regional
standards for technologies such as wireless
communications.
Continue to develop the Intelligent
Transportation System.
Develop fiber communications infrastructure
plan to support telemetry, ITS, wireless
communications and other City initiatives.
Continue to improve customer service and
efficiency by monitoring data support, voice
system support and help desk requests.
Page 174
2006 Final Budget Section VI: Baseline Budgei
Information Services Working Capital
2003
2004 2005
2005
2006
Item Actual
Actual Adj Budget
Est Actual
Budget
Operating Budget
Operating Revenue
348.800 Intertund Operating Charges $ -
$ - $ -
$ -
$ 2,602,000
348.801 Intertund Communications Charges -
- -
-
764,400
348.810 Interlund Equipment Replacement
386,500
Total Operating Revenue -
- -
-
3,752,900
Operating Expense
518.000.10 Salaries & Wages -
- (593,000)
(593,000)
(1,055,700)
518.000.20 Benetits -
- (172,900)
(172,900)
(297,400)
518.000.30 Supplies -
- (249,800)
(219,800)
(270,300)
518.000.40 Other Services & Charges -
- (1,089,600)
(1,059,600)
(1,098,000)
518.000.90 Interlund Oper Rental/Supplies -
- 1,163,500
1,163,500
(2,700)
518.000.00 Depreciation
(190,000)
Total Operating Expenses -
- (941,800)
(881,800)
(2,914,100)
Operating Income (Loss) -
- (941,800)
(881,800)
838,800
Non Operating Revenue (Exp)
361.100 Interest Revenue -
- -
-
40,000
369.900 Miscellaneous -
- -
-
-
395.900 Gain/Loss Sale of Fixed Assets -
- -
-
-
Total Non Oper. Rev (Exp)
Net Income (Loss)
Add/Deduct Items Not
Affecting Working Capital (W/C)
518.100.01 Depreciation
Net W/C From Operations
Other Resources and Uses Budget
Sources Other Than Operations
396.106 Contributed Capital
397.100 Operating Transfer In
399.000 Other Sources
Total Resources
Uses Other Than Operations
590.100.11
Inc in Fixed Assets -Salaries
590.100.21
Inc in Fixed Assets-Benetits
590.100.55
Transfer Out
590.100.63
Inc in Fixed Assets -Improvements
590.100.64
Inc in Fixed Assets -Equipment
Total Uses
Net Change in W/C
Beginning W/C 1/1
Ending W/C 12/31
Net Change in W/C
- - - - 40,000
- - (941,800) (881,800) 878,800
(941,800) (881,800) 1,068,800
2,057,700 2,057,700
- - 2,057,700 2,057,700 -
(566,900)
(626,900)
(897,300)
(566,900)
(626,900)
(897,300)
549.000
549,000
171,500
- - -
- - 549,000
-
549,000
549,000
720,500
$ $ $ 549,000 $
549,000 $
171,500
Page 175
2006 Final Budget Section VI: Baseline Budget
1,200
900
600
300
a
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.
2003 2004 2005 2006 Goal
Estimate
Voice Systems Supported
1,200
900
600
300
0
2003 2004 2005 2006
Estimate Goal
16,000
12,000
8,000
4,000
0
2003 2004 2005 2006
Estimate Goal
• 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 24x7 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.
Page 176
2006 Final Budget Section VI: Baseline Budgei
Other Funds
The remaining funds do not have organizational charts or performance measures because these
funds are for financial tracking purposes and are not functional units within themselves. They do
not have specific personnel budgeted for them or measures suitable for tracking performance
or workload.
Page 177
2006 Final Budget Section VI: Baseline Budget
Insurance Fund
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.
f18181-91DWG7di121M:ldil4►III 69
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.
R111ZsCZ611-11 '?
Evaluate cost saving measures while
maintaining quality insurance coverage.
Continue to maintain adequate reserves to
meet uninsured costs.
Evaluate policies and procedures to help
control loss issues.
Page 178
2006 Final Budget Section VI: Baseline Budgei
Insurance -Working Capital Budget
Item
Operating Budget:
Operating Revenue
361.110 Investment Income
369.000 Misc Revenue
Total Operating Revenue
Operating Expense
2003 2004 2005 2005 2006
Actual Actual Adj Budget Est Actual Budget
$ 25,849 $ 29,983 $ 20,000 $ 20,000 $ 40,000
3,831
29,680 29,983 20,000 20,000 40,000
517.000.20 Benefits
(61,592)
(49,496)
(132,000)
(132,000)
(132,000)
517.000.40 Other Services & Charges
(4,527)
(3,308)
(8,000)
(8,000)
(8,000)
Total Operating Expenses
(66,119)
(52,804)
(140,000)
(140,000)
(140,000)
Operating Income (Loss)
(36,439)
(22,821)
(120,000)
(120,000)
(100,000)
Non Operating Revenue (Exp)
597.100.55 Transfers Out
(150,000)
Total Non Oper Rev (Exp)
(150,000)
-
-
-
-
Net Change in W/C
(186,439)
(22.821)
(120,000)
(120,000)
(100,000)
Beginning W/C 1/1
2.902.440
2.716.001
2.693180
2.693.180
2.573.180
Ending W/C 12/31
2.716.001
2.693 180
2.573 180
2.573 180
2.473 180
Net Change in W/C
$ (186.439)
$ (22.821)
$ (120.000)
$ (120.000)
$ (100.000)
Page 179
2006 Final Budget Section VI: Baseline Budget
Non -Departmental
DEPARTMENT OVERVIEW
Non -Departmental accounts are used to reflect the General Fund's ending fund balance, prior year
adjustments, the transfer of money between funds, and one-time transactions. Estimated costs for retiring
employees are budgeted in this department.
During the course of the year, anticipated expenditures will be transferred from the beginning fund
balance while revenues will be added. The ending fund balance reflects the target figure for the ending
balance. Since the budget will be adopted before the actual current year ending figure is known, it does
not include any excess "carry-over" of funds.
2005 ACCOMPLISHMENTS
Continued to fund LEOFF retiree medical and
long-term care expenses.
Continued funding for engineering and
construction relating to the Endangered
Species Act.
Provided funding for Gateway Improvements.
Continue funding for downtown revitalization
projects.
Provided funding for Information Services
Internal Service Fund.
Funded park improvement projects at
Lakeland Hills, Fulmer Park, Fenster Park and
Jacobson Tree Farm.
Provided for a Community Center Study.
Provided for the Neighborhood Improvement
Plan.
2006 GOALS
Continue to fund LEOFF retiree medical and
long-term care expenses.
Continue to fund retirement payoffs.
Continue to fund engineering and
construction relating to the Endangered
Species Act.
Continue to provide funding for general
citywide services.
Provide funding for construction of Gateway
project.
Provide funding for downtown revitalization
projects.
Continue to support Neighborhood
Improvement Plan.
Fund way finding signage program.
Page 180
2006 Final Budget Section VI: Baseline Budgei
001 General
98 Non Departmental
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
10 Salaries & Wages
11 Regular Salaries & Wages
$ 181,506
$ 134,033
$ 741,600
$ 253,500
$ 893,200
13 Other Wages
-
192
-
-
-
SolarySub-Total
181,506
134,225
741,600
253,500
893,200
20 Personnel Benefits
426,244
547,559
663,800
579,600
843,100
Benefits Sub -Total
426,244
547,559
663,800
579,600
843,100
30 Supplies
31 Office & Operating Supplies
-
-
-
-
-
35 Small Tools & Minor Equipment
-
-
-
-
Supplies Sub -Total
-
-
-
-
-
40 Other Services&Supplies
41 Professional Services
69,648
252,786
504,400
457,400
507,400
42 Communication
-
-
81,000
81,000
81,000
43 Travel
-
325
100
100
100
44 Advertising
-
-
7,000
7,000
7,000
45 Operating Rentals & Leases
-
-
-
-
-
46 Insurance
107,204
99,425
130,000
130,000
130,000
47 Utility Services
-
-
-
-
-
48 Repairs & Maintenance
-
-
5,000
-
-
49 Miscellaneous
-
175
35,900
32,900
35,900
Other Services Sub -Total
176,853
352,710
763,400
708,400
761,400
50 Intergovi/Interfund Services/Tax
2,423,305
834,000
8,765,400
8,615,100
1,670,600
60 Capital Outlays
61 Land
-
720,583
300,000
300,000
-
62 Buildings
-
-
222,700
222,700
-
63 Other Improvements
77,172
367,065
387,800
387,800
-
64 Machinery & Equipment
-
432,460
-
-
-
65 Construction In Progress
15,096
543,534
470,300
371,300
255,000
Capital Outlay Sub -Total
92,269
2,063,642
1,380,800
1,281,800
255,000
70 Debt Service: Principal
133,963
-
-
-
153,000
80 Debt Service: Interest
117,304
113,078
-
-
97,900
90 Interfund Payments For Services
-
774
-
-
-
95 Interfund Oper Rentals & Leases
-
-
-
-
-
99 Interfund IS Services
Interfund Sub -Total
-
774
-
-
-
00 Designated -Retirees
564,900
415,000
415,000
415,000
711,300
00 Designated Ending Fund Balance
3,456,200
3,534,400
3,613,000
3,613,000
4,139,400
00 Undesignated Ending Fund Balance
14,475,395
16,752,850
4,919,390
7,541,800
1,554,900
Sub -Total
3,551,443
4,045,988
12,315,000
11,438,400
4,674,200
Department Totals
$ 22,047,938
$ 24,748,238
$ 21,262,390
$ 23,008,200
$ 11,079,800
Page 181
2006 Final Budget Section VI: Baseline Budget
Special Revenue Funds
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The budget includes the following special revenue funds:
♦ Fund 101-Street Fund accounted for the proceeds of general gas taxes all of which is now deposited
directly into the General Fund beginning in September 2005.
♦ Fund 102-Arterial Street Fund accounts for funding sources and uses for arterial street capital
construction projects.
♦ Fund 103-Local Street Fund, created in 2005, budgets Levy Lid Lift for Local Street repair.
♦ Fund 104-Hotel/Motel Tax Fund was created in 2001 to collect revenues to support tourism activities in
Auburn.
♦ Fund 117-The Drug Forfeiture Fund accounts for drug money that has been forfeited. The expenditure
of funds is restricted to drug enforcement activity.
♦ Fund 1 18-The Local Law Enforcement Block Grants Fund accounts for money received from the Federal
government Justice Assistance Grant (JAG) that can only be used for criminal justice purposes.
♦ Fund 1 19-Community Development Block Grant Fund (CDBG) accounts for the activity from this federal
grant revenue.
♦ Fund 120-Recreational Trails accounts for a small portion of the Motor Vehicle Fuel Tax set aside for
trails.
♦ Fund 121-Business Improvement Area (BIA) Fund accounts for special assessments received from
downtown property owners for downtown promotion and improvements.
♦ 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 collects a portion of adult recreational program
fees to provide funding for capital projects in parks.
2005 ACCOMPLISHMENTS
Worked toward completion of street projects
identified for 2005 in the Transportation
Improvement Program.
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.
2006 GOALS
Continue to collect, monitor and distribute
legally restricted revenue sources.
Work toward completion of street projects
identified for 2006 in the Transportation
Improvement Program.
Utilized grant options and maintain
accountability of grant funds.
Administer use of mitigation fees to provide
for City Infrastructure improvements.
Maintained Cumulative Reserve fund to
provide stability during economic downturns
and capital purposes.
Page 182
2006 Final Budget Section VI: Baseline Budgei
Special Revenue Funds
City Street Fund-101 2003 2004 2005 2005 2006
Actual Actual Adj Budget Est Actual Budget
Revenue
291.740
Beginning Fund Balance
$ - $
- $ - $ - $ -
336.087
Motor Veh Fuel Tax -City St
642,014
636,466 620,000 620,000 -
397.100
Transfer In
159,670
150,558 - - -
361.100
Investment Income
745
641 - - -
Total Revenue
802,429
787,665 620,000 620,000 -
Expenditures
597.100.55 Operating Transfer Out 802,429 787,665 620,000 620,000 -
599.200.06 Ending Fund Balance - - - - -
Total Expenditures $ 802,429 $ 787,665 $ 620,000 $ 620,000 $ -
Arterial Street Fund-102
2003
2004
2005
2005
2006
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.740
Beginning Fund Balance
$ 2,017,471
$ 3,518,265
$ 4,086,591
$ 4,086,591
$ 702,331
333.038
Federal Grants
1,613,196
830,106
3,900,135
3,900,135
3,971,700
334.038
State Funds
992,300
156,348
1,655,715
1,655,715
-
336.081
Local Vehicle License Fee
9,777
-
-
-
-
336.088
Motor Vehicle Fuel Tax
299,209
295,795
197,700
290,000
-
337.000
Other Governmental Agency
633,794
133,357
564,800
564,800
544,300
344.810
Dev.Traffic Mitigation Agree.
264,011
21,981
250,000
250,000
-
361.110
Investment Income
30,231
39,429
35,000
35,000
50,000
367.120
Contributions & Donations
-
1,431,308
-
-
-
369.900
Miscellaneous Revenue
79,409
-
291,000
291,000
800,000
397.100
Operating Transfer In
184,000
771,500
1,068,000
975,700
1,689,300
Total Revenue
6,123,397
7,198,089
12,048,941
12,048,941
7,757,631
Expenditures
594.420.11
Salaries
269,887
291,599
352,200
220,500
265,500
594.420.21
Benefits
61,548
70,302
83,700
63,900
77,000
594.420.41
Professional Services
-
-
-
-
-
594.420.49
Misellaneous
35
17
-
-
-
594.420.51/:Intergovernmental
& Transfers
-
110,000
-
-
594.420.61
Land
132,588
420,044
470,000
-
1,585,264
594.420.63
Other Improvements
2,139,902
2,218,725
10,440,710
11,062,210
594.420.65
Construction projects
61
189
-
-
5,643,336
594.420.90
Interfund Services
1,111
621
-
-
27,900
599.200.06
Undesignated Ending Ed Bal
3,518,265
4,086,591
702,331
702,331
158,631
Total Expenditures
$ 6,123,397
$ 7,198,089
$ 12,048,941
$ 12,048,941
$ 7,757,631
Page 183
2006 Final Budget Section VI: Baseline Budget
Special Revenue Funds (cont)
Local Street Fund-103 2003 2004 2005 2005 2006
Actual Actual Adj Budget Est Actual Budget
Revenue
291.740
Beginning Fund Balance $
- $ - $ -
$ - $
-
311.100
Property Taxes
- - 200,000
200,000
500,000
361.110
Interest
- - -
-
10,000
367.110
Contributions & Donations
- - 2,173
2,173
-
397.100
Operating Transfer In
- - 1,000,000
1,000,000
1,120,000
Total Revenue
- - 1,202,173
1,202,173
1,630,000
Expenditures
595.100.11
Salaries
- - 73,600
73,600
50,800
595.100.21
Benefits
- - 21,300
21,300
14,800
595.100.31
Supplies
- - 500
500
500
595.100.35
Minor Equipment
- - 4,673
4,673
-
595.100.42
Communications
- - 100
100
100
595.100.49
Miscellaneous
- - 500
500
100
595.300.64
Machinery & Equipment
- - 25,000
25,000
-
595.300.65
Other Improvements
- - 1,076,500
1,076,500
1,127,500
595.300.90
Interfund Services
- - -
-
6,200
599.200.06
Undesignated Ending Fell Bal
- -
-
430,000
Total Expenditures $
- $ - $ 1,202,173
$ 1,202,173 $
1,630,000
Hotel Motel Tax Fund-104
2003
2004
2005
2005
2006
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.740
Beginning Fund Balance
$ 46,479
$ 55,911
$ 14,077
$ 14,077
$ 14,077
313.300
Hotel Motel Tax
51,173
55,520
50,000
50,000
50,000
361.110
Investment Income
658
522
500
500
500
Total Revenue
98,309
111,954
64,577
64,577
64,577
Expenditures
557.300.41
Tourism
42,398
97,877
50,500
50,500
50,500
599.200.06
Ending Fund Balance
55,911
14,077
14,077
14,077
14,077
Total Expenditures
$ 98,309
$ 111,954
$ 64,577
$ 64,577
$ 64,577
Page 184
2006 Final Budget Section VI: Baseline Budgei
Special Revenue Funds (cont)
Drug Forfeiture Fund-117
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
Revenue
291.740
Beginning Fund Balance
$ 74,298
$ 148,928
$ 142,132
$ 142,132
$ 366,832
334.031
State Grants
-
-
-
-
-
361.110
Investment Income
1,124
2,024
1,500
1,500
5,000
369.300
Confiscated/Forfeited Prop.
115,642
100,382
381,600
381,600
200,000
Total Revenue
191,063
251,333
525,232
525,232
571,832
Expenditures
500.000.11
Salaries
-
-
45,100
45,100
70,800
500.000.21
Benefits
-
-
15,200
15,200
20,500
500.000.31
Office & Operating Supplies
6,319
3,985
17,000
17,000
9,000
500.000.35
Small Tools & Equipment
5,612
26,879
29,000
29,000
11,000
500.000.41
Professional Services
5,794
4,768
10,000
10,000
10,000
500.000.42
Communication
2,638
2,411
4,000
4,000
4,000
500.000.43
Travel
688
1,951
2,300
2,300
2,300
500.000.45
Operating Rental & Leases
1,728
523
2,000
2,000
2,000
500.000.48
Repairs & Maintenance
-
436
2,800
2,800
2,800
500.000.49
Miscellaneous
6,321
23,253
24,500
24,500
24,000
500.000.51
Intergovernmental
1,638
-
-
-
-
500.000.63
Other Improvements
-
30,000
-
-
-
500.000.64
Machinery & Equipment
11,397
8,048
-
-
-
521.210.93
Interfund Payment for Svcs
-
6,948
6,500
6,500
6,500
599.200.06
Ending Fund Balance
148,928
142,132
366,832
366,832
408,932
Total Expenditures
$ 191,063 $
251,333 $
525,232 $
525,232 $
571,832
Justice Assistance Grant-118 2003 2004 2005 2005 2006
Actual Actual Adj Budget Est Actual Budget
Revenue
291.740
Beginning Fund Balance
$ 54,250 $
21,530 $
6,328 $
6,328 $
7,128
331.165
Bureau of Justice Assist.
35,416
15,926
40,400
40,400
40,400
361.110
Investment Income
344
100
1,000
1,000
100
397.100
Operating Transfer In
4,905
4,500
1,700
1,700
4,000
Total Revenue
94,914
42,057
49,428
49,428
51,628
Expenditures
500.000.12 Overtime -community policing
73,384
35,729
42,300
42,300
45,400
599.200.06 Ending Fund Balance
21,530
6,328
7,128
7,128
6,228
Total Expenditures
$ 94,914 $
42,057 $
49,428 $
49,428 $
51,628
Page 185
2006 Final Budget Section VI: Baseline Budget
Special Revenue Funds (cont)
Housing & Community Development-119
2003
2004
2005
2005
2006
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.740
Beginning Fund Balance
$ 5,931
$ 4,430
$ 16,430
$ 16,430
$ 14,130
331.142
HCDA Grant Funds
458,487
421,726
483,000
483,000
454,000
360.000
Misc Revenue
-
12,000
-
-
-
Total Revenue
464,418
438,156
499,430
499,430
468,130
Expenditures
559.200.11
Salaries
10,683
25,861
47,400
47,400
47,400
559.200.21
Benefits
2,090
6,208
13,800
13,800
13,800
559.200.35
Minor Equipment
2,805
-
-
-
559.200.41
Professional Services
90
-
-
-
-
559.200.43
Travel
250
-
-
-
-
559.200.48
Repairs & Maintenance
-
-
-
-
-
559.200.49
Miscellaneous
-
-
2,300
2,300
-
559.200.63
Other Improvements
446,875
386,092
421,800
421,800
392,800
559.200.97
Interfund Services
-
760
-
-
-
599.200.06
Ending Fund Balance
4,430
16,430
14,130
14,130
14,130
Total Expenditures
$ 464,418 $
438,156 $
499,430 $
499,430 $
468,130
Recreational Trails-120 2003 2004 2005 2005 2006
Actual Actual Adj Budget Est Actual Budget
Revenue
291.740
Beginning Fund Balance
$ 12,662 $
13,818 $
15,802 $
15,802 $
17,402
336.088
Motor Vehicle Fuel Tax
975
1,794
400
1,400
-
361.11
Investment Income
180
190
200
200
400
397.100
Operating Transfer -In
-
-
1,000
-
5,100
Total Revenue
13,818
15,802
17,402
17,402
22,902
Expenditures
576.100.48 Repairs & Maintenance - - - - -
599.200.06 Ending Fund Balance 13,818 15,802 17,402 17,402 22,902
Total Expenditures $ 13,818 $ 15,802 $ 17,402 $ 17,402 $ 22,902
Page 186
2006 Final Budget Section VI: Baseline Budgei
Special Revenue Funds (cont)
Business Improvement Area-121 2003 2004 2005 2005 2006
Actual Actual Adj Budget Est Actual Budget
Revenue
291.740
Beginning Fund Balance
$ 93,904 $
75,056 $
31,364 $
31,364 $
8,364
318.700
Business Improvement Assess
43,963
38,284
50,000
50,000
35,000
319.800
Penalties & Interest
132
-
-
-
-
361.110
Investment Income
1,041
847
2,000
2,000
1,000
Total Revenue
139,040
114,187
83,364
83,364
44,364
Expenditures
543.000.11
Salaries
27,751
-
-
-
-
543.000.21
Benefits
4,049
-
-
-
-
543.000.31
Office & Operating Supplies
12,791
7,025
5,000
5,000
5,000
543.000.41
Professional Services
1,861
47,974
50,000
50,000
30,000
543.000.49
Miscellaneous
17,532
27,824
20,000
20,000
1,000
599.200.06
Ending Fund Balance
75,056
31,364
8,364
8,364
8,364
Total Expenditures
$
139,040
$
114,187
$ 83,364
$ 83,364
$
44,364
Cumulative Reserve Fund-122
2003
2004
2005
2005
2006
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.740
Beginning Fund Balance
$
4,261,213
$
4,335,171
$ 4,387,519
$ 4,387,519
$
4,457,519
361.110
Investment Income
73,957
52,348
70,000
70,000
160,000
Total Revenue
4,335,171
4,387,519
4,457,519
4,457,519
4,617,519
Expenditures
599.200.06
Ending Fund Balance
4,335,171
4,387,519
4,457,519
4,457,519
4,617,519
Total Expenditures
$
4,335,171
$
4,387,519
$ 4,457,519
$ 4,457,519
$
4,617,519
Page 187
2006 Final Budget Section VI: Baseline Budget
Special Revenue Funds (cont)
1986 Parks & Street Imp Fund-123
2003
2004
2005
2005
2006
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.740 Beginning Fund Balance
$ 58,029 $
5,828311.100
Property Taxes
(8)
-
-
-
-
361.110 Investment Income
238
19
-
-
-
Total Revenue
58,259
5,847
-
-
-
Expenditures
576.801.62 Parks Building
52,430
-
-
-
-
576.801.63 Parks -Improvements
-
5,629
-
-
-
597.100.55 Operating Transfer Out
-
218
-
-
-
599.200.06 Ending Fund Balance
5,828
-
-
-
-
Total Expenditures
$ 58,259 $
5,847
Mitigation Fees-124
2003
2004
2005
2005
2006
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.720
Designated Beg Fund Bal
$ 984,659 $
1,431,407 $
1,361,296
$ 1,361,296
$ 1,811,984
291.740
Undesignated Beg Fund Bal
101,959
131,789
505,349
505,349
240,748
344.110
Transportation Impact Fee
249,437
279,860
350,000
350,000
250,000
345.100
School Impact Admin Fee
13,750
33,950
20,000
20,000
20,000
345.822
Lklnd Fire Mitigation
112,580
202,293
40,000
40,000
100,000
345.850
Parks Fee -Terrace View
-
309,600
-
-
-
345.842
Lakeland Traffic Mitigation
-
-
-
-
100,000
345.942
Traffic Mitigation 6597 Henderson
158,731
267,235
50,000
50,000
-
361.110
Investment Income
16,079
30,011
25,000
25,000
30,000
Total Revenue
1,637,196
2,686,145
2,351,645
2,351,645
2,552,732
Expenditures
597.100.55 Operating Transfer 74,000 819,500 608,513 298,913 492,000
599.*00.06 Ending Fund Balance 1,563,196 1,866,645 1,743,132 2,052,732 2,060,732
Total Expenditures $ 1,637,196 $ 2,686,145 $ 2,351,645 $ 2,351,645 $ 2,552,732
Page 188
2006 Final Budget Section VI: Baseline Budgei
Special Revenue Funds (cont)
Parks & Recreation Special Projects-125 2003
2004
2005
2005
2006
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.740 Beginning Fund Balance $ 38,890
$ 34,714
$ 45,181
$ 45,181
$ 40,181
367.104 Miscellaneous Donations 17,665
23,346
20,000
20,000
20,000
Total Revenue
56,555
58,060
65,181
65,181
60,181
Expenditures
574.104.31
Office & Operating Supplies
5,361
3,926
5,000
5,000
5,000
574.104.49
Miscellaneous
16,480
8,953
20,000
20,000
20,000
597.100.55
Operating Transfer Out
-
-
-
-
-
599.400.06
Ending Fund Balance
34,714
45,181
40,181
40,181
35,181
Total Expenditures
$ 56,555 $
58,060 $
65,181 $
65,181 $
60,181
Page 189
2006 Final Budget Section VI: Baseline Budget
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 LID bonds and interest. Its purpose is to provide adequate security in order to maintain top
ratings by bond raters.
f18111-y_0W91AiI21N:1AiI4►10
Made timely payment of principal and
interest on outstanding debt issues.
Continued accounting for existing LID funds
including closing out funds for completed
LIDS.
Coordinated new LIDS with other City
departments.
P1811Zsel67_11P
Make timely payment of principal and
interest on outstanding debt issues.
Continue accounting for existing LID funds
including closing out funds for completed
LIDS.
Coordinate new LIDS with other City
departments.
Page 190
2006 Final Budget Section VI: Baseline Budgei
Debt Service Funds
1998 GO Library Bond Debt-229 2003 2004 2005 2005 2006
Actual Actual Adj Budget Est Actual Budget
Revenue
291.710 Designated Fund Balance $ 5,043 $ 5,278 $ 6,944 $ 6,944 $ 6,944
361.110 Investment Income 175 1,910 - - -
397.100 Operating Transfer In 304,000 306,500 303,500 303,500 305,200
Total Revenue 309,218 313,688 310,444 310,444 312,144
Expenditures
591.790.71
Debt Service -Principal
150,000
160,000
165,000
165,000
175,000
592.790.81
Debt Service -Interest
153,940
146,744
138,500
138,500
130,200
599.400.06
Ending Fund Balance
5,278
6,944
6,944
6,944
6,944
Total Expenditures
$ 309,218
$ 313,688
$ 310,444
$ 310,444
$ 312,144
LID Guarantee-249
2003
2004
2005
2005
2006
& LID Funds
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.710
Reserved Fund Balance
$ 1,801,839
$ 45,524
$ 109,023
$ 109,023
$ 99,223
311.100
Property Tax
-
-
-
-
-
361.110
Investment Income
19,495
1,563
1,200
1,200
3,500
387.100
Transfer In
-
89,807
-
-
-
Total Revenue
1,821,334
136,894
110,223
110,223
102,723
Expenditures
597.100.55
Operating Transfer Out
1,774,400
27,676
10,000
10,000
10,000
592.410.71
Debt Service -Principal
-
-
-
-
-
592.410.89
Debt Servicing Costs
1,410
194
1,000
1,000
1,000
599.300.06
Ending Fund Balance
45,524
109,023
99,223
99,223
91,723
Total Expenditures
$ 1,821,334
$ 136,894
$ 110,223
$ 110,223
$ 102,723
Page 191
2006 Final Budget Section VI: Baseline Budget
Capital Projects Funds
Fund 321-Parks Capital Improvement Fund accumulates a portion of adult recreation fees for capital
improvements at city parks.
Fund 328-Capital Improvement Fund manages the proceeds of grants, Real Estate Excise Tax, and transfers
from other funds. All funds are used for capital projects or major equipment purchases.
2005 ACCOMPLISHMENTS
Provided funding for downtown revitalization
efforts.
Assisted Green River Community College
Small Business Assistance Center.
Continued funding street preservation
projects with interest income.
Continued to support public art projects.
Purchased Justice Center.
Provided funding for park improvements at
Fenster, Fulmer, Lakeland Hills parks and at
Jacobson Tree Farm.
2006 GOALS
Provide funding for downtown revitalization
efforts.
Continue funding of street projects.
Continue to support public art projects
Construction of a new or renovation of an
existing building located at Les Gove Park.
Provide funding for park improvements at
Fenster, Lakeland Hills parks, and at Jacobson
Tree Farm, as well as Soccer Field
improvements at Game Farm Park.
Page 192
2006 Final Budget Section VI: Baseline Budgei
Capital Projects Funds
Municipal Park Construction-321
2003
Actual
2004
Actual
2005
Adj Budget
2005
Est Actual
2006
Budget
Revenue
291.740
Beginning Fund Balance
$ 38,306
$ 64,219
$ 76,149
$ 76,149
$ 361,649
337.070
Inferlocal Grants
-
-
30,000
30,000
1,140,000
347.610
Recreational Classes
25,740
21,387
25,000
25,000
25,000
361.110
Investment Income
636
943
500
500
-
367.000
Contributions & Donations
-
-
180,000
180,000
275,000
369.400
Judgments & Settlements
-
-
40,000
40,000
-
397.100
Operating Transfer In
-
-
719,600
410,000
500,000
Total Revenue
64,682
86,549
1,071,249
761,649
2,301,649
Expenditures
576.801.63 Park Improvements - 10,400 - - -
576.802.65 Parks Projects 463 - 660,000 400,000 2,200,000
599.400.06 Ending Fund Balance 64,219 76,149 411,249 361,649 101,649
Total Expenditures $ 64,682 $ 86,549 $ 1,071,249 $ 761,649 $ 2,301,649
Capital Improvement Projects-328 2003 2004 2005 2005 2006
Actual Actual Adj Budget Est Actual Budget
Revenue
291.740
Beginning Fund Balance
$ 14,894,342
$ 13,865,811
$ 13,775,871
$ 13,775,871
$ 7,294,162
317.340
REET-1
1,119,396
1,121,614
700,000
700,000
900,000
317.350
REET-2
1,126,707
1,122,463
700,000
700,000
900,000
337.110
Open Space Bond - Parks
5,578
-
-
-
-
361.110
Investment Income
162,787
178,711
170,000
170,000
170,000
362.500
Property rental income
9,099
12,962
9,000
9,000
-
367.000
Contributions & Donations
-
-
51,800
35,000
395.100
Sales of Fixed Assets
-
-
807,778
363,378
-
397.100
Operating Transfer In
2,064,400
625,000
6,057,000
5,800,000
500,000
Total Revenue
19,382,309
16,926,559
22,271,449
21,553,249
9,764,162
Expenditures
594.190.00
Unrestricted Capital Outlay
3,426,906
1,049,875
7,361,800
7,038,000
335,000
594.220
Unrestricted Fire Apparatus
497,434
378,232
-
-
-
594.420
REET 1
-
-
5,000,000
5,000,000
524.501
REET 1 Building Maint
-
-
-
-
132,000
594.760
Parks Grant
5,578
-
-
-
-
594.761
REET 1 Parks
28,250
71,250
-
-
-
594.762
REET2 Parks
101,260
943,274
-
-
-
532.202
REET 2 Public Works
-
-
-
-
325,000
597.100.55
Unrestricted Transfer Out
1,347,070
308,058
1,521,087
1,521,087
597.101.55
REET 1 Transfer Out
-
-
-
-
-
597.102.55
REET 2 Transfer Out
110,000
400,000
700,000
700,000
1,865,000
599.400.06
Ending Fund Balance
13,865,811
13,775,871
7,688,562
7,294,162
7,107,162
Total Expenditures
$ 19,382,309
$ 16,926,559
$ 22,271,449
$ 21,553,249
$ 9,764,162
Page 193
2006 Final Budget Section VI: Baseline Budget
Fiduciary Funds
Fiduciary funds are used to report assets held in a trustee or agency capacity for others and cannot be
used to support the City's own programs. The City has two fiduciary funds. Fund 611-Fire Relief and
Pension Fund provides a pension for eligible firefighters. Fund 651-Agency Fund accounts for resources
held in a purely custodial capacity; this fund is not budgeted.
2005 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.
2006 GOALS
Continue to provide pension benefits to
eligible firefighters.
Maximize interest earnings to support the
Fire Relief and Pension Fund.
Provide accountability for custodial funds.
Page 194
2006 Final Budget Section VI: Baseline Budgei
Fiduciary Funds
Fire Relief & Pension-611 2003 2004 2005 2005 2006
Pension Fund Actual Actual Adj Budget Est Actual Budget
Revenue
291.710
Reserve for Pensions
$ 3,552,973
$ 3,363,764
$ 3,159,962
$ 3,159,962
$ 2,995,462
336.691
Fire Insurance Prevention
45,663
52,855
-
-
-
361.110
Investment Income
45,530
68,982
127,400
130,000
120,000
397.100
Operating Transfer
-
-
52,600
50,000
54,000
Total Revenue
3,644,166
3,485,601
3,339,962
3,339,962
3,169,462
Expenditures
500.100.11
Salaries
114,870
125,041
129,200
113,200
133,600
500.100.21
Benefits
126,925
157,767
170,100
186,100
209,700
514.110.41
Professional Services
2,077
-
2,000
2,000
2,000
514.110.46
Insurance
36,530
42,831
40,000
40,000
40,000
514.110.49
Miscellaneous
-
-
3,200
3,200
3,200
599.200.06
Ending Fund Balance
3,363,764
3,159,962
2,995,462
2,995,462
2,780,962
Total Expenditures
$ 3,644,166
$ 3,485,601
$ 3,339,962
$ 3,339,962
$ 3,169,462
Page 195
2006 Final Budget Section VI: Baseline Budget
Permanent Funds
Permanent funds are used to report resources that are legally restricted to the extent that only earnings,
and not principal, may be used for purposes that support the City's programs. The City has one
permanent fund; Fund 701-Cemetery Endowed Fund accounts for non -expendable investments held by
the City's trustee. The interest earned on investments can be used only for preservation and capital
projects at the cemetery.
121 Ej :1 Vi 14 ►1 f �9
Transferred earnings to the Cemetery
operating fund for capital improvements.
Provided accountability for resources held in
trust by the City.
Continued to maximize interest earnings.
P1811ZSelGII-111 R
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.
Page 196
2006 Final Budget Section VI: Baseline Budgei
Permanent Funds
Cemetery Endowed Care-701
2003
2004
2005
2005
2006
Permanent Fund
Actual
Actual
Adj Budget
Est Actual
Budget
Revenue
291.710
Reserved Fund Balance
$ 1,020,568
$ 1,066,427
$ 1,111,727
$ 1,111,727
$ 1,124,727
291.740
Unreserved Fund Balance
233,287
233,800
222,020
222,020
222,020
343.609
Charges for Service
45,858
45,300
40,000
40,000
40,000
361.110
Investment Income
30,514
18,220
3,000
3,000
18,000
Total Revenue
1,330,227
1,363,747
1,376,747
1,376,747
1,404,747
Expenditures
597.100.55
Interfund Transfer
30,000
30,000
30,000
30,000
90,000
599.700.06
Ending Fund Balance
1,300,227
1,333,747
1,346,747
1,346,747
1,314,747
Total Expenditures
$ 1,330,227
$ 1,363,747
$ 1,376,747
$ 1,376,747
$ 1,404,747
Page 197
2006 Final Budget Section VI: Baseline Budget
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 198
2006 Final Budget Section VII: Program Improvements
SECTION VII: PROGRAM IMPROVEMENTS AS PROPOSED 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:
1. Title: The name of the improvement as proposed by the department.
2. 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).
3. Cost: Estimated cost by the department to implement the proposals originally proposed.
4. Person Responsible: The individual who would be responsible for the proposal's implementation.
5. Department: The Department responsible for implementation.
6. Description: A brief summary of the character of the proposal.
7. Alternatives: This portion of the proposal describes potential alternatives to the proposed program
or improvement to assist in evaluating the proposal's merits.
8. Advantages of the Proposal: The advantages of the proposal relative to the alternatives.
9. Implications of Denial: A description of what will occur if the proposal is not approved.
10. 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) was added after the proposal was approved to summarize
the manner in which the proposal was approved.
Page 199
2006 Final Budget Section VII: Program Improvements
2006 Proposed Program Improvements By Department
The following program improvements are included in the 2006 budget. The recommended levels of
funding are indicated on the table below.
1W
2006
On going
Department
FTE
New Program Title
Costs
Costs
GENERALFUND
Human Resources
1.0
Court Clerk II
$50,700
$51,207
Planning
1.0
Senior Planner
79,200
81,500
Parks
0.25
Museum Curator
-
-
GF FTE's
2.25
Sub -Total GF FTE'S
129,900
132,700
Parks
Seasonal labor-2 positions
13,500
13,500
Parks
Olson Farm -Operating Support
10,500
10,500
Parks
Outdoor Summer Cinema
15,000
10,000
Parks
Parks, Trails and Art Map/Brochure
15,000
-
Parks
Public Art Collection Survey and Mntc
10,000
5,000
Total General Fund
$193,900
$171,700
OTHER FUNDS
IS Fund 518
1.0
Communications Assistant
$58,700
$58,903
IS Fund 518
1.0
Information Services Assistant
58,100
58,900
Other Funds FTE's
2.00
Sub -Total Other Fund FTE'S
116,800
117,800
Cemetery
4 Wheel Drive Diesel Mower
20,000
700
Golf Course
Golf Course Clubhouse Construction
4,000,000
350,000
Golf Course
Utility Vehicle
10,000
300
Golf Course
Trencher/Plow Puller
20,000
500
Storm
Supervisor Vehicle
22,000
6,500
Water
Vehicle for Cross Connection Specialist
18,000
6,000
Total New FTE's
4.25
Total Other Funds
$4,206,800
$481,800
TOTAL GENERAL AND OTHER FUNDS
$4,400,700
$653,500
Page 200
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
Court Clerk II
1
1 2006
Cost:
Person(s) Responsible:
Department Name:
$50,700
Court/Prob Admin
Municipal Court/Human Resources
Frankie Holt
Description of Improvement:
The anticipated 'Photo Enforcement Project' for red lights will generate a minimum of 300 additional
filings each month. Historically, 53% of those individuals who receive traffic infractions, will request a
hearing in court. The Municipal Court will be reaching record filings/hearings for 2004/2005 and any
additional filings/hearings will greatly impact the clerical and judicial staff. For 2005 to date, the court has
already scheduled an additional 68 hours for infraction hearings due to the emphasis on patrol by the
Police Department for public safety. These hours are in Courtroom 2 with a protem judge and a court
clerk who has additional duties.
Alternatives:
City elects not to go forward with project.
Advantages of Approval:
Public safety for the City of Auburn will be enhanced. The court will accommodate the additional impact
of filing/hearings.
Implications of Denial:
Initial Cost of Improvement
Revenue Source:
General fund
$
50,700
Total Revenue:
$
50,700
Expenditures:
Pay Grade/Step
cc3/1
Wages
$
37,200
Benefits (29%)
$
10,800
Supplies
Phone
$
200
Cell phone
Computer ($2,500)
$
2,500
Furniture
Vehicle
Total Cost:
$
50,700
Annualized Cost of Improvement
Revenue Source:
General fund
$
51,200
Total Revenue:
$
51,200
Expenditures:
Pay Grade/Step
cc3/2
Wages
$
39,500
Benefits (29%)
$
11,500
Supplies
Phone
$
200
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
51,200
Conclusion: 2006 budget adds 1.0 FTE to Court for 2006. This position will be budgeted at Court Clerk
II level.
Page 201
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
Senior Planner
1 2006
Cost:
Person(s) Responsible:
Department Name:
$79,200
Paul Krauss
Planning
Description of Improvement:
Recent change in Departmental focus has allowed a position to be created to handle increased
workloads in development review, developing special plans, drafting ordinances and to focus on
management of City -owned property (acquisition and disposal, inventory and maintenance). Planning
workloads have increased due to rapidly expanding size of the City, increase in project complexity and
legal environment and high expectations for customer service. Proposal is to hire a Senior Planner
working under direction of the Community Development Administrator to handle these responsibilities.
Alternatives:
Theoretically possible to contract out work but not realistic given high degree of coordination and long-
term need.
Advantages of Approval:
The City can expect to meet its customer service and legal obligations for timely review, maintain
internal ability to produce valid and useable studies/plans and will manage City land assets in a
professional manner.
Implications of Denial:
Staff devoted to plan review would be at 1990 levels in spite of 50% increase in City size. Unable to
assure timely and responsive review. No staff would be dedicated to the property management function.
Initial Cost of Improvement
Revenue Source:
General fund
$
79,200
Total Revenue:
$
79,200
Expenditures:
Pay Grade/Step
n/08
Wages
$
61,400
Benefits (29%)
$
17,800
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
79,200
Annualized Cost of Improvement
Revenue Source:
General fund
$
81,500
Total Revenue:
$
81,500
Expenditures:
Pay Grade/Step
n/08
Wages
$
63,200
Benefits (29%)
$
18,300
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
81,500
Conclusion: The Planning department in the General Fund will add 1.0 FTE in 2006 at the level of
Senior Planner.
Page 202
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For ear:
Museum Education Curator
1 2006
Cost:
Person(s) Responsible:
Department Name:
$0
Parks -Museum
Description of Improvement:
Increase the Museum Education Curator from .50 FTE to .75 FTE in order to continue to meet public
demand for outreach educational programs.
Alternatives:
Volunteer numbers continue to be positive, but it has become increasingly difficult to effectively train and
monitor volunteers for this educational purpose. Some educational requests will have to be turned down.
Advantages of Approval:
The Museum will be able to meet the growing public demand for outreach. Program expansion as well
as awareness of our great White River Valley Museum will be seen.
Implications of Denial:
The Museum will have to decline additional requests from groups for the increasingly popular outreach
program.
iue Source:
'al fund
etary funds
fund:
Total Revenue:
end itu res:
Grade/Step
nefits (29%)
pplies
phone
iputer ($2,500)
Total Cost:
Annualized Cost of Improvement
Revenue Source:
General fund
Proprietary funds
Otherfund:
Total Revenue: $ -
Expenditures:
Pay G rade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost: $ -
Conclusion: The Curator position was allocated a portion of a vacant position in 2005 to continue an
educational program from 2004. Since the program will continue it has been decided to increase the
Curator position to .75 and reinstate the vacant position to a full 1.0 FTE. The cost of this program is
already contained in the 2006 budget.
Page 203
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
2 additional Seasonal Labor
positions
7
2006
Cost:
Person(s) Responsible:
Department Name:
$13,500
Mike Miller
Parks and Recreation
Description of Improvement:
Add 2 additional seasonal positions to help maintain additional properties -Transit center grounds, River
Point, 8 acre Park in Lakeland Hills, Newly landscaped areas at storm retention ponds on C St. SW and
Riverwalk on 29th Street SE.
Alternatives:
Continue to spread our work force over more areas reducing the frequency of upkeep.
Advantages of Approval:
Continue to maintain the parks, street beautification and municipal grounds at the same level of quality.
Implications of Denial:
Continue to reduce our level of maintenance as we add more areas to maintain.
Initial Cost of Improvement
Revenue Source:
General fund
$
13,500
Total Revenue:
$
13,500
Expenditures:
Pay Grade/Step
53/step 1
Wages
$
11,700
Benefits (15%)
$
1,800
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
13,500
Annualized Cost of Improvement
Revenue Source:
General fund
$
13,500
Total Revenue:
$
13,500
Expenditures:
Pay Grade/Step
53/step 1
Wages
$
11,700
Benefits (15%)
$
1,800
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
13,500
Conclusion: The General Fund will budget 2.0 temporary positions in the Parks department beginning
in 2006.
Page 204
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
Olson Farm
1 2006
Cost:
Person(s) Responsible:
Department Name:
$10,500
Patricia Cosgrove
Parks/Museum
Description of Improvement:
New budget lines are requested for the purpose of initiating annual operating support for the Mary Olson
Farm per the 2004 Operating Plan. Costs to be covered focus on fund raising, architectural and
educational planning, and facility maintenance.
Outcomes of the 2006 budget allocation will be:
- increased capital improvement funds (OPM)
- completion of design for educational facilities within the barn
- educational partnerships and curriculum design initiated with the Auburn School District and Green
River Community College
- maintenance of water system, fences, fire extinguisher, etc.
Alternatives:
Rely on volunteers/foundation to acquire needed supplies and provide maintenance. With the
appropriation of these funds for professional services, staff will be better equipped to stay ahead of the
onaoina maintenance issues and eadipment breakdowns.
Advantages of Approval:
Advantages focus on getting the Mary Olson Farm restored and open to the public sooner rather than
later. With continued City support the estimated opening date for limited programming is 2007.
Implications of Denial:
Because City support provides for fund raising efforts that in turn produce funds that ready the Park for
public access, opening to the public will be delayed by years. Other implications will be decay of the
physical property through lack of maintenance.
Initial Cost of Improvement
Revenue Source:
General fund
$
10,500
Total Revenue:
$
10,500
Expenditures:
Professional Svcs
$
7,500
Repairs & Maint
$
1,200
Supplies
Travel
$
400
Cell phone
Computer ($2,500)
Multimedia
$
1,000
Miscellaneous
$
400
Total Cost:
$
10,500
Annualized Cost of Improvement
Revenue Source:
General fund
$
10,500
Total Revenue:
$
10,500
Expenditures:
Professional Svcs
$
7,500
Repairs & Maint
$
1,200
Supplies
Travel
$
400
Cell phone
Computer ($2,500)
Multimedia
$
1,000
Miscellaneous
$
400
Total Cost:
$
10,500
Conclusion: Olson Farm will receive operating support from the General fund in 2006 in the amount
of $10,500.
Page 205
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
Outdoor Summer Cinema
3
9006
Cost:
Person(s) Responsible:
Department Name:
$15,000
Lori Patrick
Parks and Recreation
Description of Improvement:
Develop a free outdoor summer cinema series which would tour the city's parks and possibly include a
downtown screening. Staff would leverage city dollars to seek a matching cinema sponsorship. The city
could purchase its own equipment or contract it out. The cost to purchase a portable, inflatable screen is
estimated at $8,000, plus projection equipment and movie licensing and rental fees. Alternatively, the
city could contract with an event management service which provides the screen, projection and sound
equipment and staff to operate it. This option would save on staff costs. Movie projection services,
charge approximately $2,000 per screening. Five screenings would cost $10,000, with movie licensing
and rental fees estimated at $1,500. Marketing costs, including posters, fliers and ads is estimated at
$3,500, for a total estimated project cost of $15,000.
Alternatives:
Seek full funding from naming sponsor. A lack of City start-up funds could limit interest among potential
sponsors. Pursue one or more Comcast Outdoor Cinemas in Summer 2006. Comcast is sponsoring one
outdoor cinema with a summer concert at Game Farm Park this summer.
Advantages of Approval:
City funding will leverage sponsorship dollars. Renton's Cinema on the Piazza, sponsored in part by
Valley Medical Center, typically attracts crowds of 1,000 or more. The big screen also provides an
opportunit for the ity to market its programs and services in trailers prior to the movie.
Implications of Denial:
Continue with potentially one or no outdoor cinema's in 2006.
Initial Cost of Improvement
Revenue Source:
General fund
$
10,000
Possible Sponsorship
$
5,000
Total Revenue:
$
15,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
$
15,000
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
15,000
Annualized Cost of Improvement
Revenue Source:
General fund
$
10,000
Total Revenue:
$
10,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
$
10,000
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
10,000
Conclusion: The Parks department in the General Fund will begin funding an outdoor cinema program
beginning in 2006.
Page 206
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
Parks, Trails and Public Art Map/Brochure
1
2006
Cost:
Person(s) Responsible:
Department Name:
$15,000
Nicole Adams
Parks and Recreation
Description of Improvement:
Design, print and distribute a map of the City of Auburn's parks, trails and public art collection and adapt
it for the Web, featuring a virtual map and visual tour of the city's recreational amenities and public art
collection. The comprehensive printed piece and Web version would serve a dual purpose: as an
informational tool for our citizens and as a marketing piece, showcasing the city's 30 parks, recreation
and transportation trails and public art collection. The demand for parks and trail systems continues to
grow. The brochure and online version will offer Auburn's active residents at -a -glance access to the
city's parks, trails and public art collection in a simple, engaging and informative format. The piece would
have a shelf life of 3 to 5 years, as the city's parks, trails and public art collection will continue to grow.
(Budget: $4,000 design fee, $10,000 printing and $1,000 distribution).
Alternatives:
Continue with no existing comprehensive parks map. Distribute what remains of outdated public art map
completed in 1999.
Advantages of Approval:
Improved customer service and a marketing tool for some of the best recreational facilities in the area.
By highlighting amenities at each park -- fields, picnic shelters, buildings and public art -- the piece would
boost facility rentals and demonstrate that Auburn is more than just another place on the map.
Implications of Denial:
A missed opportunity to better serve our citizens by offering a comprehensive map of the city's parks,
trail systems and public art collection, all of which play an important role in livability and civic
revitalization.
Initial Cost of Improvement
Revenue Source:
General fund
$
15,000
Total Revenue:
$
15,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
$
15,000
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
15,000
evenue Source:
eneral fund
Total Revenue:
end itu res:
Grade/Step
nefits (29%)
pplies
phone
iputer ($2,500)
Total Cost:
Conclusion: The Parks department will complete a Parks, Trails, and Public Art map in 2006. This is a
one-time cost.
Page 207
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority#:
For ear:
Public Art Collection Survey and Maintenance
2
2006
Cost:
Person(s) Responsible:
Department Name:
$10,000
Lori Patrick
Parks and Recreation
Description of Improvement:
Contract with 4Culture's public art staff to complete an inventory and assessment of the city's public art
collection, which includes 20 pieces, at an estimated cost of $6,000. 4Culture would assist staff with
developing an efficient system of tracking the collection, including a database into which information
about the artwork, the artist, condition and maintenance requirements are entered. As the collection
ages, the need for maintenance continues to grow. The second piece of this program improvement
requests an annual funding source for maintenance, estimated at $5,000. In recent years, cultural
programs dollars have been diverted from programming to pay for essential repairs to the collection:
$1,000 for repairs to sundial table, $4,000 for piece at Roegner Park, $1,800 for restoration of B St.
Mural and $1,600 for tree guards at B St. Plaza.
Alternatives:
Staff develop a simple inventory of the collection as time allows. Staff began this endeavor a couple
years ago, but due to time constraints haven't been able to complete it. Continue to divert funding from
existina proarams to fund routine maintenance and repairs.
Advantages of Approval:
A routine maintenance plan utilizing reliable conservators, parks maintenance staff and involved citizens
in the neighborhoods where artworks are located. A well -organized and fully developed plan will provide
leverage when seekin funding for public art commissions and restoration.
Implications of Denial:
Continued deterioration of older pieces in the collection. No plan for addressing routine maintenance or
vandalism to pieces in the collection could potentially lead to a public perception that the city is not a
responsible steward of its infrastructure.
Initial Cost of Improvement
Revenue Source:
General fund
$
10,000
Total Revenue:
$
10,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
$
10,000
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
10,000
Annualized Cost of Improvement
Revenue Source:
General fund
$
5,000
Total Revenue:
$
5,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
$
5,000
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
5,000
Conclusion: The Parks Department in the General Fund will fund an Art Survey and maintenance
program beginning in 2006.
Page 208
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority#:
For Year:
Communications Assistant
1
1 2006
Cost:
Person(s) Responsible:
Department Name:
$58,700
Duanna Richards
Communications & Community Relations Division,
iMayors
Office
Description of Improvement:
This position will be responsible for writing and editing of City press releases, newsletters, brochures,
publications, webpage entries, etc. The position will also provide clerical support to the Communications
& Community Relations Division, including entering requisitions, helping with special events, taking
photographs, providing back-up coverage to the Administrative Assistant position in the Mayor's office and
assisting the Communications & Community Relations Manager as needed.
Alternatives:
Continue contract writing and editing at a current cost of $60,000 per year, and continue to pay for
additional overtime for the Mayors Administrative Assistant.
Advantages of Approval:
It saves the City money, provides more personnel coverage and greater flexibility. An FTE in-house will
be able to respond immediately to the City's priorities.
Implications of Denial:
We will not have the flexibility and coverage to produce all of the City's communications materials in a
timely and cost effective manner. The Administrative Assistant in the Mayor's Office will continue to put in
overtime hours in order to provide needed support.
Initial Cost of Improvement
Revenue Source:
IS Fund 518
$
58,700
Total Revenue:
$
58,700
Expenditures:
Pay Grade/Step
N04/Step 3
Wages
$43,100
Benefits (29%)
$12,500
Supplies
Phone
$
300
Cell phone
$
300
Computer($2,500)
$
2,500
Furniture
Vehicle
Total Cost:
$
58,700
Annualized Cost of Improvement
Revenue Source:
Information Services Fund
$
58,900
Total Revenue:
$
58,900
Expenditures:
Pay Grade/Step
N04/Step 4
Wages
$
45,700
Benefits (29%)
$
13,200
Supplies
Phone
$
-
Cellphone
$
-
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
58,900
Conclusion: 1.0 FTE will be added to the Communications & Community Relations Division under the
Mayor's Office. The cost of this position will be budgeted in the Information Services Internal Service Fund
518.
Page 209
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM
Program Title:
Priority#:
For Year:
Information Services Assistant
2006
Cost:
Person(s) Responsible:
Department Name:
$58,100
Lorrie Rempher
Information Services
Description of Improvement:
Add one staff person to assist with administrative and clerical duties to free up technical staff who are
currently performing the duties. This staff person would provide clerical functions, research and assist
with grant applications, collect competitive bids for technology purchases and maintain software and
hardware licensing and maintenance contracts. Estimated savings per group: MM 5 hours per week
(billing, requisitioning, etc) Systems 20 hours per week (purchasing, requisitioning, bidding, software
licensing) Department wide 15 hours per week (grant review, RFP asst, requisition, filing, laserfiche
processing and training) Estimated yearly cost savings using clerical assistant rather than technical staff
(2080 at $10/hr difference between clerical and technical staff pay/benefit rate) $20,800.
Alternatives:
Have technical staff continue to do clerical work.
Advantages of Approval:
More concentrated effort on technology granting and working with other departments to fund via grants.
Fewer professional services required as existing technical staff will have more time when relinquishing
clerical duties. More attention to competitive bidding will allow lowest cost of goods and services.
Estimated weekly hours saved by technical staff: Systems 20, Analysts 10, Multimedia 5 and
Administrative 5.
Implications of Denial:
Use professional technical services to supplement existing staff in completion of projects.
Initial Cost of Improvement
Revenue Source:
Information Svcs fund
$
58,100
Savings offset $20,800
Total Revenue:
$
58,100
Expenditures:
Pay Grade/Step
n04/3
Wages
$
43,100
Benefits (29%)
$
12,500
Supplies
Phone
Cell phone
Computer($2,500)
$
2,500
Furniture
Vehicle
Total Cost:
$
58,100
Annualized Cost of Improvement
Revenue Source:
Information Svcs fund
$
58,900
Total Revenue:
$
58,900
Expenditures:
Pay Grade/Step
n04/4
Wages
$
45,700
Benefits (29%)
$
13,200
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$
58,900
Conclusion: 1.0 FTE will be added to the Information Services Fund for 2006.
Page 210
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority#:
For Year:
Four Wheel Drive Diesel Mower
1
2006
Cost:
Person(s) Responsible:
Department Name:
$20,000
A. Galli
Cemetery
Description of Improvement:
4 WD, Front deck, diesel mower - replacement
Alternatives:
Repairs to a 9 year old Toro mower
Advantages of Approval:
Continue high standard of mowing Cemetery on regular basis.
Implications of Denial:
Costly repairs to keep old unit operating.
Initial Cost of Improvement
Revenue Source:
Cemetery Fund:
$
20,000
Total Revenue:
$
20,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
$
20,000
Total Cost:
$
20,000
Annualized Cost of Improvement
Revenue Source:
Cemetery Fund:
$
700
Total Revenue:
$
700
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
$
700
Total Cost:
$
70
Conclusion: The Cemetery Fund will purchase a Diesel Mower in 2006.
Page 211
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority#:
For ear:
Clubhouse/Parking lot/Driving range
1
2006
Cost:
Person(s) Responsible:
Department Name:
$4,000,000
Daryl Faber/Kevin Van
Golf Course
Description of Improvement:
Design and construct Golf Course Clubhouse to include a 100+ seat restaurant/lounge and pro shop.
Increases parking capacity to 186 stalls. Project also includes a golf cart storage facility and driving
range. This project replaces an inadequate clubhouse, enhances teaching facilities as well as providing
for increased banquet and tournament opportunities.
Alternatives:
Continue to operate out of existing facility. Demolish existing facility and replace with a Modular
Clubhouse at the same site.
Advantages of Approval:
New Clubhouse and other improvements will be funded by increased revenues. New facility will make
the Auburn Golf Course one of the leading golf facilities in the area as well as provide for a quality
restaurant/banquet space for all Auburn residents as well as visitors to our community.
Implications of Denial:
Continue to operate out of existing inadequate facility.
Initial Cost of Improvement
Revenue Source:
Bond Proceeds
$
4,000,000
Enterprise funds
Otherfund:
Total Revenue:
$
4,000,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Design
$
300,000
Phone
Cell phone
Computer ($2,500)
Construction
$
3,700,000
Vehicle
Total Cost:
$
4,000,000
Annualized Cost of Improvement
Revenue Source:
General fund
Enterprise funds
$350,000
Otherfund:
Total Revenue: $
350,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
Total Cost:
$350,000
Conclusion: Construction of the Clubhouse was approved by Council late in 2005.
Page 212
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
Purchase a utility vehicle
2
2006
Cost:
Person(s) Responsible:
Department Name:
$10,000
Daryl Faber/Kevin Van
Golf Course
Description of Improvement:
Purchasing a utility vehicle to replace a 1999 gator 4 x 6 utility vehicle. This equipment is needed
throughout the year for course transportation.
Alternatives:
Wheelbarrow or back pack equipment and tools to job locations.
Advantages of Approval:
Reliable equipment and time saving
Implications of Denial:
Time loss and expense of repairs.
Initial Cost of Improvement
Revenue Source:
Enterprise funds: Golf
$
10,000
Total Revenue:
$
10,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Equipment
$
10,000
Vehicle
Total Cost:
$
10,000
Conclusion: Will be purchased from Golf Funds.
Annualized Cost of Improvement
Revenue Source:
Enterprise funds: Golf
$
300
Total Revenue:
$
300
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
ERR
$
300
Total Cost:
$
300
Page 213
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
Purchase a Trencher/Plow Puller Used
3
9006
Cost:
Person(s) Responsible:
Department Name:
$20,000
Daryl Faber/Kevin Van
Golf Course
Description of Improvement:
Purchase a Ditchwitch 3700 trencher with a plow -pulling attachment. This is needed throughout the year
for drainage and irrigation work.
Alternatives:
Continue to hand -shovel and rely on outside contractors and rental services.
Advantages of Approval:
We will be able to address irrigation and drainage issues in a more proficient manner.
Implications of Denial:
Continue hand shoveling, paying for equipment rental or hiring outside contractors.
Initial Cost of Improvement
Revenue Source:
Golf Funds
$
20,000
Total Revenue:
$
20,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Equipment
$
20,000
Maintenance
$
-
Total Cost:
$
20,000
Annualized Cost of Improvement
Revenue Source:
Golf Funds
$
500
Total Revenue:
$
500
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Equipment
ERR
$
500
Total Cost:
$
500
Conclusion: To be purchased in 2006 with Golf funds.
Page 214
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
Storm Supervisor Vehicle
1 2006
Cost:
Person(s) Responsible:
Department Name:
$22,000
Jim Sandercock
PW/ Storm
Description of Improvement:
Purchase additional vehicle that was allocated for the new Storm Division Supervisor when the Storm
and Sewer Divisions were split. Now that the positions are fully staffed, an additional vehicle is required
to support both Supervisors.
Alternatives:
Continue to utilize a vehicle that would best be utilized by the Storm Division crews.
Advantages of Approval:
Additional vehicle will permit more efficient use of time and personnel, without having to search and
borrow unused vehicles. Staff will be able to cover multiple tasks without having to double up in one
vehicle.
Implications of Denial:
Tasks may have to be held off until vehicles are available, or staff will continue to double up in some
cases to accomplish simple tasks.
Revenue Source:
Proprietary fund: Storm
Total Revenue:
Expenditures:
Pay Grade/Step
Benefits (29%)
Phone
Cell phone
Computer ($2,500)
Furniture
Total Cost:
nue Source:
ietaryfund: Storm
Total Revenue:
Bna nu res:
Grade/Step
(29%)
II phone
mputer ($2,500)
rniture
hicle-ERR
Total Cost:
Conclusion: The Storm Fund will purchase a vehicle for the Storm Supervisor hired in 2005.
Page 215
2006 Final Budget Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Program Title:
Priority #:
For Year:
New Vehicle
1 2006
Cost:
Person(s) Responsible:
Department Name:
$18,000
Ken Haines
PW / Water
Description of Improvement:
Purchase one additional vehicle to support Water Division fleet. When the second cross connection
control specialist position was created an additional vehicle was not included in the program
improvement. This has resulted in inefficiencies in completing field work because the two positions
share one vehicle.
Alternatives:
Continue to share vehicles with other division staff resulting in an inefficient and ineffective use of staff
time.
Advantages of Approval:
Additional vehicle will permit more efficient use of time and personnel, without having to search and
borrow unused vehicles. Staff will be able to cover multiple tasks without having to double up in one
vehicle.
Implications of Denial:
Staff will continue to borrow spare or unused vehicles, tasks may have to be held off until vehicles are
available, or staff will continue to double up in some cases to accomplish simple tasks.
Initial Cost of Improvement
Revenue Source:
Enterprise fund: Water
$
18,000
Total Revenue:
$
18,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle
$
18,000
Total Cost:
$
18,000
Annualized Cost of Improvement
Revenue Source:
Enterprise fund: Water
$
6,000
Total Revenue:
$
6,000
Expenditures:
Pay Grade/Step
Wages
Benefits (29%)
Supplies
Phone
Cell phone
Computer ($2,500)
Furniture
Vehicle ERR
$
6,000
Total Cost:
$
6,000
Conclusion: The Water Fund will purchase one additional vehicle to support operations.
Page 216
2006 Final Budget Section VIII: Capital Program Summary
SECTION VIII: 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.
The City of Auburn maintains a comprehensive six -year Capital Facilities Plan (CFP) which is updated
annually in order to incorporate the capital facilities improvements in the City's annual budget process.
It is considered a companion document to the annual Budget document.
This section of the annual Budget summarizes the Capital Facilities Plan (CFP) showing capital projects
budgeted for 2006 along with the capital facilities plan for the following five years. Projects are listed in
the following seven sections: Transportation projects, Parks and Recreation projects, Other General
Government projects, Water Fund projects, Sanitary Sewer Fund projects, Storm Drainage Fund projects,
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 2006, a six -year summary of projects
showing the cost and funding source, and two graphs - one showing the revenue sources for 2006 and
one showing the projected six -year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2006 - 2011) 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.
2006 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.
Page 217
2006 Final Budget Section VIII: Call Program Summary
2006 Capital Projects Summary
Transportation Projects $
8,771,100
Parks and Recreation Projects
2,230,000
Other General Government Projects
1,169,000
Water Fund Projects
1,986,000
Sanitary Sewer Projects
7,346,000
Storm Fund Projects
1,348,000
Other Proprietary Fund Projects
5,006,500
Total 2006 Capital Projects
$
27,856,600
2006 Capital Projects Funding Source
Source
portation
Recreation
Gov't
Water
Sewer
Storm
Proprietary
Total
Bonds
-
-
-
-
-
-
4,500,007
4,5CC,000
Levy Lid Lift
269,4C0
269,4C0
Property Tax- New Construction
230,600
230,61
Federal/State/Local Grants
3,901,600
1, 140,007
95,C00
18050J
5317,1 CO
Mitigation/Impact Fees
641,E
230,007
B41,800
General Fund
160,C00
160,07J
Municipal Parks Fund
260,C00
260,000
Capital Improvement Fund
330,0co
482.000
512.000
BEET
1,365,E
507,007
132.000
1,997,270
Local Street Improvement Fund
10,E
10,0D0
Unrestricted Fbtenal Street Rev
1,08 J00
1,3B0,700
Unrestrcted Utility Revenue
1P80.000
4246.E
1,348,C00
7,5B0,000
Unrestrcted Wrport Revenue
161,007
161,000
Unrestrcted Cemetery Revenue
-
Unrestncted Golf Course Revenue
165,007
165,003
Unrestricted Equip. Rental Revenue
E00.000
300,007
Developer/Private Contributions
-
10.0
3, 100000
3,200,007
Other Sources
I CCF)
1,272,C00
Total 2306 Funding
$ -1.too
`I` °.-1J.0 1`
1.100,000
I, 1.°80.COO F
v34o.000 1.
1�48.COO
5.000.E $
27656,6CO
Page 218
2006 Final Budget Section VIII: Capital Program Summary
1'
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 219
2006 Final Budget Section VIII: Capital Program Summary
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Page 220
2006 Final Budget Section VIII: Capital Program Summary
Transportation Projects
Twenty-one capital projects totaling $8,771,100 are budgeted for 2006. The significant projects include
the following:
The "A" Street NW, Phase 1 Project ($1,758,000) will construct a multi -lane arterial from 3rd Street NW to
14th Street NW. This project will improve mobility and is tied to corridor development. It is consistent with
the Comprehensive Plan and contributes to the completion of a North -South arterial corridor.
The Citywide Intelligent Transportation System Project ($1,600,000) 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 West Main Street Streetscape Project ($741,200) will develop bike lanes and restore sidewalks to link
the Interurban Trail to downtown Auburn and the Sound Transit Center. This project is expected to be
completed in 2006.
The "M" Street SE Project ($725,000) will rehabilitate "M" Street SE between 37th Street SE and 29th Street
SE, including construction of new pedestrian facilities. This is a multi -year project expected to be
completed in 2006.
The "C" Street NW Project ($530,000) will rehabilitate 'C' Street NW from W. Main Street to 3rd Street NW.
This project includes the removal of railroad tracks no longer used. This project is expected to be
completed in 2006.
The Auburn Way South (AWS) Safety Improvements Project ($499,000) will include safety improvements
along Auburn Way South between 6th Street SE and "M" Street SE. The anticipated improvements
include rechannelization of AWS to limit left turns, a new traffic signal at the intersection of AWS and "F"
Street, signal interconnection, and widening for an additional lane between " Y Street SE and 61h Street
SE. This is a multi -year project expected to be completed in 2006.
The "Save our Streets" (SOS) Program ($1,200,000) 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.
Page 221
2006 Final Budget Section VIII: Capital Program Summary
11 "7111 &1 Ze7 A /_1I Ca7119 i831:1A 161
Project Name: 3rd Street SE / Cross Street SE TIP#1
Pro ect No: C10060 I Capacity Project: YES JAnticipated Year of Completion: 2006
Widen 3rd St. SE/Cross St. from 3 to 5lanes at'A' St. to Auburn Way So. Add a second left turn lane from northbound 'A' St. SE to westbound
3rd St. SE. The project includes signal modifications. Install a 12" ductile iron water pipe from 'A' St. SE to Auburn Way So. The project is a
continuation of the condor enhanced by the 3rd St. SW grade separation project. It will improve mobility and is consistent with the
Comprehensive Plan.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
795
148
-
-
-
-
-
148
Grants
-
-
-
-
-
-
-
-
REET2
-
-
-
-
-
-
-
-
Impact Fees
-
-
-
-
-
-
-
-
Subtotal
795
148
-
-
-
-
-
148
Capital Costs:
Design
226
-
-
-
-
-
-
Right of Way
513
-
-
-
-
-
-
-
Construction
56
148
-
-
-
-
-
148
Subtotal
795
1 148
148
Antici gated Impact on Future Operating Budgets Annual Maintenance Cost): $1,800
Project Name: 'A Street Loop TIP#2
Project No: PR529F JCapacity Project: YES JAnticipated Year of Completion: 2006
The final phase ofthe 3rd St. SW Grade Separation Project. It will construct a new asphalt road connecting 'A' St. SW and Division St. and
thereby provide multiple access routes into the Auburn Station Garage. Landscape strips, sidewalks, driveways, lighting and storm drainage
will be included.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
-
-
-
-
-
-
-
-
Grants
-
79
-
-
-
-
-
79
Impact Fees
-
66
-
-
-
-
-
66
Subtotal
145
145
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
145
-
-
-
-
-
145
Subtotal
-
1 1451
-1
-
I -
I -
145
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $850
Project Name: 'A' Street NW, Phase 1 -3rd St. to 14th St. NE TIP#5
Project No: C207A0 JCapacity Pro ect: YES JAnticipated Year of Completion: 2008
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.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
328
Grants
-
1,226
1,953
1,953
-
-
-
5,132
Impact Fees
-
82
368
368
-
-
-
818
Other Sources
-
450
397
-
-
-
-
847
Subtotal
328
1,758
2,718
2,321
6,797
Capital Costs:
Design
76
323
-
-
-
-
-
323
Right of Wa
252
1,435
-
-
-
-
-
1,435
Construction
-
-
2,718
2,321
-
-
-
5,039
Subtotal
328
1.758
2,718
2,321
-
-
-
6,797
Antici gated Im pact on Future Operating Budgets Annual Maintenance Cost): $17,600
Page 222
2006 Final Budget Section VIII: Capital Program Summary
TRANSPORTATION PROJECTS, cont.:
Project Name: Citywide Intelligent Trans ortation S stem TIP#6
Project No: C307A0 ricapacity,Project: YES JAnticipated Year of Completion: 2006
This project includes interconnect & coordination for all signals in the City. The project also includes traffic management cameras, fiber optic
interconnect and related hardware along SR-164 (Auburn Way So.) and S. 277th St. corridors. The project will construct a traffic control center
at the existing M&O facility. This project is required for special event traffic management and incident response.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
24
-
-
-
-
-
-
-
Grants Federal ITS
800
800
-
-
-
-
-
800
Kng County
500
-
-
-
-
-
-
-
Other Sources (MIT'05,PWTFL'06)
300
800
-
-
-
-
-
800
Subtotal
1.624
1.600
1,600
Capital Costs:
Design
358
20o
-
-
-
-
-
200
Right of Wa
-
I -
-
1 -
1 -
1 -
1 -
-
Construction
1.266
1 1,400
1
1,400
Subtotal
1 1.6241
1.600
1
1,600
[Anticipated Impact on Future Operating Budgets Annual Maintenance Cost): $5,000
Project Name: 'I' Street NE Coniclor TIP#8
Project No: C415A0 Ca acity Project: YES Anticipated Year of Completion: 2009
The final alignment ofthe'I' Street Corridor is being analyzed as part of the NE Auburn Special Area Plan Environmental Impact Study. A
portion of the ROW and Construction may be developer funded. The cross section will likely be a 5-lane arterial perthe City Comprehensive
Plan. It will improve mobility and is consistent with the Comprehensive Plan. It will complete a major north/south arterial from 52nd NE to
Harvey Rd. Future sewer line proposed to be a combination of 10" & 30" line.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
11
-
-
-
-
-
-
-
Impact Fees
-
10
-
-
-
-
-
10
Other Sources
-
-
460
1,020
4,280
-
-
5,760
Subtotal
11
10
460
1.020
4.280
5,770
Capital Costs:
Design
9
10
460
-
-
-
-
470
Right of Way
2
-
-
1.020
-
-
-
1,020
Construction
-
-
-
-
4,280
-
-
4,280
Subtotal
11
10
460
1 1,020
1 4,280
77 00
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $17,900
Project Name: 'M' Street Grade Se aration TIP#9
Project No: C201AO Ca acit Project: YES JAnticipated Year of Completion: 2011
Construction of a grade separated railroad crossing at'M' St. SE at the Burlington Northern -Santa Fe (BNSF) Stampede Tracks. Project also
includes construction of the bypass and road connection between 'M'St. SE and Auburn -Black Diamond Road. 2006 will focus on developing
partnership agreements and applying for grants and a Public Works Trust Fund Loan (loan amount of $1.17 million anticipated in 2008-2009).
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
-
-
-
-
-
490
-
490
Grants
-
-
240
4,200
7,363
4,070
-
15,873
Impact Fees
-
20
55
100
100
-
-
275
Other Sources (PWTFL)
-
-
-
700
466
2,440
4,472
8,078
Subtotal
-
20
295
5,000
7,929
7,000
4,472
24,716
Capital Costs:
Design
-
20
295
1,000
113
-
-
1,428
Right of Wa
-
-
-
4.000
4,516
-
-
8,516
Construction
-
-
-
-
1 3,300
1 7,000
1 4,472
14,772
Subtotal
-
20
1 295
1 5.000
1 7.929
1 7,000
1 4,472
24,716
Antici pted Impact on Future Operating Budgets Annual Maintenance Cost): $21,800
Page 223
2006 Final Budget Section VIII: Capital Program Summary
TRANSPORTATION PROJECTS, cont.:
Project Name: So. 277th -Auburn Wa No. to Green River Bride TI P#10
Pro ect No: C222AO Ca aci Pro ect: YES Anticipated Year of Completion: 2011
This project includes major widening including the addition of three lanes, one westbound and one eastbound, and a Class 1 trail. Water CFP
shows a low -priority project in the vicinity which maybe accomodated by a developer. (Water Projects DS-603-108,109 and DS-601-109,110)
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
5
Grants
100
100
200
1,843
2,243
Impact Fees
15
5
25
38
68
Developer Contribution
-
-
-
200
200
100
250
750
Subtotal
20
5
300
325
300
2,131
3,061
Capital Costs:
Design
20
5
125
125
255
Right of Way175
200
300
675
Construction
-
-
-
-
-
I -
2,131
2,131
Subtotal
1 20
1 5
300
1 325
1 300
2,131
3,061
Antici gated Impact on Future Operating Budgets Annual Maintenance Cost): $10,500
Project Name: Harvey Road & 8th Street NE, Intersection Improvements TIP#18
Pro ect No: c 0611 Ca aci Pro ect: YES Antici ated Year of Completion: 2007
Add an eastbound through & right turn lane on 8th St. NE. approaching Harvey Road. Modify traffic signals and traffic channelization to
accommodate the new lane. The additional lane (added capacity) will improve traffic delays and vehicle queuing at the intersection of Harvey
Road and 8th St. NE in all directions.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
Impact Fees
160
350
510
Other Sources
-
-
-
-
-
-
-
-
Subtotal
160
350
510
Capital Costs:
Design
60
60
Right of Way
l00
100
Construction
-
-
350
1
-
350
Subtotal
160
350
510
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $700
Project Name: Auburn / Pacific Trail -'C' Street SW TIP#19
Project No: C507A0 ICapacity Project: YES lAnticipated Year of Completion: 2006
Project to construct a Class 1 meandering trail between the cities of Auburn and Pacific along the west side of'C' St. SW (Auburn) and Skinner Road (Pacific). It
will start in Auburn at 15th St. SW and end at the southern terminus of Skinner Road. Striping will be installed along 3rd Ave. SE in Pacific to connect a bike lane
from the end of this trail to the south emend oft he Interurban Trail. The Class 1 trail will be approx. 2.05 miles and the striping portion will be 1.42 miles. Fully
funded with Surface Transportation Program (STP)funds.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
13
27
27
Grants
307
307
Other Sources (City of Pacific)
-
22
-
-
-
-
-
22
Subtotal
13
356
356
Capital Costs:
Design
13
39
39
Right of Way
Construction
-
317
-
-
-
-
-
317
Subtotal
13
356
356
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $2,700
Page 224
2006 Final Budget Section All: Capital Program Summary
TRANSPORTATION PROJECTS, cont.:
Project Name: Auburn Way So. Safety Im rovements TIP#3
Project No: C10140 Ca aci Project: NO JAnticipated Year of Completion: 2006
Created in response to a State safety study, this project includes safety improvements along Auburn Way So.(AWS) between 6th St. SE and
'MSt. SE. Anticipated improvements include rechannelization of AWS to limit left turns, a new traffic signal at the intersection of AWS and'F'
St. SE. signal interconnection, and widening for an additional lane between ' St. SE and 6th St. SE. This will significantly improve the safety of
the corridor.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
395
499
-
-
-
-
-
499
Grants
830
-
-
-
-
-
-
-
Developer Contributions
100
-
-
-
-
-
-
-
Subtotal
1.325
499
499
Capital Costs:
Design
456
-
-
-
-
-
-
-
Right of Way
14
-
-
-
-
-
-
-
Construction
855
99 4
-
-
-
-
-
499
Subtotal
1 1.325
1 499
1
499
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: Urban Area Trans . S stem Improvements TIP#4
Project No: C501A0 Ca aci Project: NO JAnticipated Year of Completion: 2006
This project will modify four intersections to improve bus turning radii and will reconstruct 2nd St. SW between'A' St. SW and 'A' St. SE.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
9
5
-
-
-
-
-
5
Grants
-
377
-
-
-
-
-
377
Other Sources (King County)
-
72
-
-
-
-
-
72
Subtotal
9
454
454
Capital Costs:
Design
7
-
-
-
-
-
-
-
Right of Way
2
50
-
-
-
-
-
50
Construction
-
404
-
-
-
-
-
404
Subtotal
9
454
1
1
1
1
1
1 454
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: 15th Street SW Preservation TIP#11A
Project No: c 0612 ICapacity Project: NO JAnticipated Year of Completion: 2006
The north 1/2 of 15th St. SW is 100 % alligator cracked in the wheel paths. This is a potential route for a new King County Metro Sewer line
which would necessitate the reconstruction of the failed roadway sections. A temporary fix is scheduled to hold the road together for mobility &
safety. This includes some patch work followed by a double chip -seal. This will hold the roadway together for approximately 4-6 years.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
-
175
-
-
-
-
-
175
Grants
-
-
-
-
-
-
-
-
Other Sources
-
-
-
-
-
-
-
-
Subtotal
175
175
Capital Costs:
Design
10
10
Right of Way
-
-
-
-
-
-
-
-
Construction
-
165
-
-
-
-
-
165
Subtotal
175
1
175
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Page 225
2006 Final Budget Section All: Capital Program Summary
TRANSPORTATION PROJECTS, cont.:
Project Name: 'C' Street NW - W. Main St. to 3rd St. NW TIP#13
Project No: c 0601 lCapacity Project: NO JAnticipated Year of Completion: 2006
Project to restore/reconstruct existing pavement. Remove railroad tracks no longer used. Widen roadway to 5 lanes with curb, gutter and
sidewalk. Transition to 4lanes north of 3rd St. NW. Reconstruct 3rd St. NW east to the Burlington Northern -Santa Fe IBNSFI railroad tracks
and west to'D' St. NW. Make signal modifications at'C' Street/Main St. and'C' Street/3rd St. NW.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
-
30
-
-
-
-
-
30
Grants
-
-
-
-
-
-
-
-
Other Sources (REET)
-
500
-
-
-
-
-
500
Subtotal
530
530
Capital Costs:
Design
-
30
-
-
-
-
-
30
Right of Way
-
-
-
-
-
-
-
-
Construction
-
500
-
-
-
-
-
500
Subtotal
530
530
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: W. Main Street Streetsca a TIP#20
Project No: C322AO Ca acit Project: NO JAnticipated Year of Completion: 2006
Develop bike lanes and restore sidewalks to link the Interurban Trail to downtown Auburn and the Sound Transit Center. Federal Surface
Transportation Program ISTPI funds to be used.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
-
100
-
-
-
-
-
100
Grants
49
641
-
-
-
-
-
641
Subtotal
49
741
741
Capital Costs:
Design
49
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
741
-
-
-
-
-
741
Subtotal
49
741
-
-
-
-
-
741
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Pavement Condition Rating Update (TIP#32)
Project No: c 0621 [Capacity Project: NO annual Anticipated Year of Completion: 2006
This project is for a feasibility study for design & construction of a Class 2 pedestrian trail from the Transit Center to Ellingson Road along the
Burlington Northern -Santa Fe IBNSFI right-of-way.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
-
50
-
-
-
-
-
50
Grants
-
-
-
-
-
-
-
-
Subtotal
50
50
Capital Costs:
Design
-
50
-
-
-
-
-
50
Right of Way-
-
-
-
-
-
-
-
Construction
-
-
-
-
-
-
-
-
Subtotal
-
50
-
-
-
-
-
50
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Page 226
2006 Final Budget Section All: Capital Program Summary
TRANSPORTATION PROJECTS, cont.:
Project Name: S. 277th Wetland Miti ation TIP#33
Project No: C410A0 Ca aci Project: NO JAnticipated Year of Completion: beyond 2011
Wetland mitigation for the 277th Street Grade Separation project. This is a 10-year obligation, which began in 2004.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
30
15
15
15
15
15
15
90
Grants
-
-
-
-
-
-
-
-
Subtotal
30
15
15
15
15
15
15
90
Capital Costs:
Design
30
3
3
3
3
3
3
18
Right of Way-
-
-
-
-
-
-
-
Construction
i-i
12
12
12
12
12
12
72
Subtotal
30
15
15
15
15
15
15
1 90
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): not scheduled for completion)
Project Name: Citywide Pedestrian Crossing Program TIP#34
Project No: c 06xx ICapacity Project: NO (annual) JAnticipated Year of Completion: beyond 2011
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 pedestrain safety studies and improvement projects.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
-
50
50
50
50
50
50
300
Grants
-
-
-
-
-
-
-
-
Subtotal
50
50
50
50
50
50
300
Capital Costs:
Design
-
7
7
7
7
7
7
42
Right of Way
-
-
-
-
-
-
-
-
Construction
-
i43
43
43
43
43
43
258
Subtotal
50
50
50
50
50
50
1 300
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: Citywide Roadwa Safet Infrastructure Improvements TIP#35
Project No: c 06xx Ca aci Project: NO Antici
ated Year of Completion: 2011
This project provides for infrastructure improvements to enhance traffic safety. Projects are prioritized annually based upon field studies.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
-
50
100
100
100
100
100
550
Grants
-
-
-
-
-
-
-
-
Subtotal
50
100
100
100
100
100
550
Capital Costs:
Design
-
5
10
10
10
10
10
55
Right of Way
-
-
-
-
-
-
-
-
Construction
I -
45
90
90
90
90
90
495
Subtotal
50
A
A
A
A
100
1 550
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Page 227
2006 Final Budget Section VIII: Capital Program Summary
TRANSPORTATION PROJECTS, cont.:
Project Name: Annual Arterial Crack -Seal Program TIP#37
Project No: c 06xx lCapacity Project: NO (annual) JAnticipated Year of Completion: beyond 2011
Implementation of regular maintenance and/or rehabilitation of various classified streets.
Prior
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Local Street Fund
-
80
80
80
80
80
80
480
Grants
-
-
-
-
-
-
-
-
Other Sources
-
-
-
-
-
-
-
-
Subtota/
80
80
80
80
80
80
480
Capital Costs:
Design
-
5
5
5
5
5
5
30
Right of Way
-
-
-
-
11 -
-
-
-
Construction
-
75
75
75
75
75
75
450
Subtotal
80
80
80
80
1 80
1 80
480
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: 'M' Street SE - 37th St. SE to 29th St. SE TIP#38
Project No: C421A0 Ca acit Project: NO JAnticipated Year of Completion: 2006
Rehabilitate St. SE between 37th St. SE and 29th St. SE. including construction of new pedestrian facilities and replacement of a sanitary
sewer line for 1/2 of the project. Sewer Utility will be budgeting approximately $400,000 towards their improvements and will be eligible to be
counted as our match to the Federal earmark grant.
Prior
Budget:
Funding Sources:
Actual
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
19
-
-
-
-
-
-
-
Grants
-
400
-
-
-
-
-
400
Other Sources (REET)
-
325
-
-
-
-
-
325
Subtotal
19
725
725
Capital Costs:
Design
19
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
725
-
-
-
-
-
725
Subtotal
19
725
1
-
725
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: Local Street Im rovement Program TIP#39
Pro 26 Project No: C502A0, C500, C502C0 Ca acit Project: NO JAnticipated Year of Completion: 2010
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 soley for local street improvements. The program will consist of a number of different contracts focused
on the preservation of local streets within the City.
Prior
Budget:
2006-11
Funding Sources:
Actual
2006
2007
2008
2009
2010
2011
Total
Levy Lid Lift
-
269
900
1.200
1.500
1.800
-
5.669
General Sales Tax
680
-
-
-
-
-
-
-
Property Tax - New Constr.
170
231
-
-
-
-
-
231
REET2
-
540
170
170
170
170
-
1.220
Utility Impact Funds
150
150
150
150
150
150
-
750
Interest - Fund 103
19
10
-
-
-
-
-
10
Subtotal
1.019
1.200
1.220
1.520
1.820
2.120
-
7.880
Capital Costs:
Design
14
-
122
152
182
212
-
668
,Right of Way-
-
-
-
-
-
-
-
Construction
1.005
1,2001
1.098
1.368
1 1.638
1.908
-
7.212
Subtotal
1,019
1.2001
1.220
1.520
1 1.820
2.120
7,880
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Page 228
2006 Final Budget Section VIII: Capital Program Summary
TOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATION
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Arterial Street Fund
1,629
1,229
245
245
245
735
245
2,944
Grants
1,679
3,830
2,193
6,253
7,463
4,270
1,843
25,852
REET2
-
1,365
170
170
170
170
-
2,045
Impact Fees
15
343
773
468
125
-
38
1,747
Other Sources
300
1,272
857
1,720
4,746
2,440
4,472
15,507
Levy Lid Lift
-
269
900
1,200
1,500
1,800
-
5,669
General Sales Tax
680
-
-
-
-
-
-
-
Pro e Tax - New Constr.
170
231
-
-
-
-
-
231
Kng County
500
72
-
-
-
-
-
72
Developer Contribution
100
-
-
200
200
100
250
750
Utility Impact Funds
150
150
150
150
150
150
-
750
Interest - Fund 103
19
10
-
-
-
-
-
10
Subtotal
5,242
8,771
5,288
10,406
14,599
9,665
6,848
55,577
Capital Costs:
Design
117
767
902
1,302
445
237
25
3,678
Right of ay
783
1,585
-
5,195
4,716
300
-
11,796
Construction
3,182
6,419
4,386
3,909
9,438
9,128
6,823
40,103
Subtotal
5,242
8,771
5,288
10,406
14,599
9,665
6,848
55,577
Page 229
2006 Final Budget Section VIII: Capital Program Summary
2006 Revenue Sources for Projects
Transportation
(in thousands)
Prop. Tax - New
Constr.
$231
Levy Lid Lift
$269
REEF
$1,365
Fund 103Interest
$10
MiUlmpact Fees
$640 Other
X�---$1,344
Grants
$3,751
*Other: Muckleshoot Indian Tribe (MIT), King County, City of Pacific
$15,000
$12,500
$10,000
$7,500
$5,000
$2,500
Unrestricted
$1,161
Transportation Projected Capital Expenditures
(in thousands)
0 ro m 0
0 0 0 0
0 0 0 0 0 0
N N N N N N
Page 230
2006 Final Budget Section VIII: Capital Program Summary
CITY OF -
UBURN
* MORE THAN YOU IMAGINED
Page 231
2006 Final Budget Section VIII: Capital Program Summary
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Page 232
2006 Final Budget Section VIII: Capital Program Summary
Parks and Recreation Projects
Seven projects totaling $2,230,000 are budgeted in 2006.
The most significant projects are the Soccer Field Improvements at Game Farm Park, the Fenster Farm
Site Plan, Veteran's Park Redevelopment and the Community Center at the YMCA site at Les Gove
Park.
1) The Soccer Field Improvements at Game Farm Park ($1,300,000) will primarily upgrade the existing dirt
fields to a synthetic surface. This will allow for year-round play as well as tournament competition.
2) The Fenster Farm Site Plan Project, Phase 1, ($570,000) will involve coordination between the City of
Auburn, King County and the State of Washington to develop this natural habitat area.
3) The Veteran's Park Redevelopment project ($200,000) will include park improvements and
replacement of the veteran's community building.
4) The Community Center Project ($50,000) will provide funding for a consultant to study the best way to
convert the existing YMCA building located at Les Gove Park to a Community Center. A community
committee will be formed to work with the consultant on preferred outcomes.
Page 233
2006 Final Budget Section All: Capital Program Summary
PARKS and RECREATION PROJECTS:
Project Name: Auburn Community Center
Project No: c 0607 Capacity Project: YES
JAnticipated Year of Completion: 2008
Construction and/or renovation of the existing YMCA building at Les Gove Park.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Municipal Parks Constr. Fund
10
50
100
-
-
-
-
150
Bond Proceeds
-
-
-
3,200
-
-
-
3,200
Subtotal
10
50
100
3.200
3.350
Capital Costs:
Design
10
50
100
200
-
-
-
350
Right of Way
-
-
-
-
-
-
-
-
Construction
-
-
-
3.000
-
-
-
3.000
Subtotal
10
50
700
3,200
-
-
-
3.350
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost):
$0 (if any, unknown at this time)
Project Name: Game Farm Park, Soccer Field Improvements
Project No: c 0608 Capacity Project: NO JAnticipated Year of Completion: 2006
Upgrade existing dirt fields to a synthetic surface. This will allow for year-round play as well as tournament competition, resulting in an increase
in user fee revenue.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Municipal Parks Constr. Fund
-
175
-
-
-
-
-
175
Grants
-
600
-
-
-
-
-
600
User Fees
-
25
-
-
-
-
-
25
Other Sources (REEF 2)
-
500
-
-
-
-
-
500
Subtotal
1.300
1.300
Capital Costs:
Design
i -
60
-
-
-
-
-
60
Right of Way-
-
-
-
-
-
-
-
ConstruCtion
-
1,240
1 -
-
-
-
-
1,240
Subtotal
1.300
1.300
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: Jacobsen Tree Farm Site Plan
Project No: c 0609
Capacity Project: NO
Antici ated Year of Completion:
2006
Coordinate with the Auburn School District on a Master Site Plan for this 29-acre site. This project is contingent upon annexation and City
Council direction.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Municipal Parks Constr. Fund
-
30
-
-
-
-
-
30
Grants
-
-
-
-
-
-
-
-
Subtotal
30
30
Capital Costs:
Design
-
30
-
-
-
-
-
30
Right of Way
-
-
-
-
-
-
-
-
Construction
-
-
-
-
-
-
-
-
Subtotal
30
30
Anticipate Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 234
2006 Final Budget Section VIII: Capital Program Summary
PARKS and RECREATION PROJECTS, cont.:
Project Name: Veteran's Park Redevelo
men'
Project No: C310A0
CapacityProject: NO lAnticipated Year of Completion:
2006
Replacement of community building.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Municipal Parks Constr. Fund
-
100
-
-
-
-
-
100
Private Donation
-
100
-
-
-
-
-
100
Subtotal
200
200
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
1200
-
-
-
-
-
200
Subtotal
200
200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Fenster Farm Site Plan - Phase 1
Project No: C521A0 Ca aci Project: NO Antici ated Year of Completion: 2006
Coordinate with King County and Washington State on development of natural habitat area.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Municipal Parks Constr. Fund
10
30
-
-
-
-
-
30
WA State -Salmon Recovery Fund
-
240
-
-
-
-
-
240
WA State -Aquatic Lands Fund
-
300
-
-
-
-
-
300
Subtotal
10
570
570
Capital Costs:
Design
10
25
-
-
-
-
-
25
Right of Way
-1
-
1 -
-
-
-
-
-
Construction
-
545
-
-
-
-
-
545
Subtotal
10
570
-
-
-
-
-
570
Antici ated Im act on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: Lakeland Hills Park
Project No: c 0610
ICapacity Project: NO
lAnticipated Year of Completion:
2006
Development of this passive park, to include irrigation, playground, etc.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Municipal Parks Constr. Fund
-
50
-
-
-
-
-
50
Grants
-
-
-
-
-
-
-
-
Subtotal
50
50
Capital Costs:
Design
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
50
-
-
-
-
-
50
Subtotal
50
50
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 235
2006 Final Budget Section VIII: Capital Program Summary
PARKS and RECREATION PROJECTS, cont.:
Project Name: Public Art
Project No: pb-art
ICapacity
Project: NO
jAnticipated Year of Completion:
beyond 2011
The City designates $30,000 annually toward the purchase of public art, for placement at designated locations throughout the city.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Capital Projects Fund
246
30
30
30
30
30
30
180
Grants
-
-
-
-
-
-
-
-
Subtotal
246
30
30
30
30
30
30
180
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
246
1
0
30
30
30
30
30
180
Subtotal
246
30
30
30
30
30
30
180
,Anticipated Impact on Future Operating Budgets
Annual Maintenance Cost):
$0
TOTAL CAPITAL COSTS and FUNDING SOURCES - PARKS & RECREATION
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Municipal Parks Constr. Fund
20
435
100
-
-
-
-
535
Capital Im rov. Fund
246
30
30
30
30
30
30
180
Bond Proceeds
-
-
-
3.200
-
-
-
3.200
Grants
-
600
-
-
-
-
-
600
REEF 2
-
500
-
-
-
-
-
500
User Fees
-
25
-
-
-
-
-
25
State - Aquatic Lands Fund
-
300
1 -
-
-
-
-
300
State - Salmon Recovery Fund
-
240
-
-
-
-
-
240
Private Donation
-
100
-
-
-
-
-
100
Subtotal
266
2.230
130
3.230
30
30
30
5.680
Capital Costs:
Design
20
165
100
200
-
-
-
465
Right of Way
-
-
-
-
-
-
-
-
Construction
246
2.065
30
3.030
30
30
30
5.215
Subtotal
266
2.230
130
3.230
30
30
30
5,680
Page 236
2006 Final Budget Section VIII: Capital Program Summary
2006 Revenue Sources for Projects
Parks and Recreation
(in thousands)
Dev/Private
Contributions Impact Fees
$100 $200
REET
$500
Grants Municipal Parks
$1,140 Fund
$260
Capital Projects
Fund
$30
$3,750
$3,000
$2,250
$1,500
$750
Parks & Recreation Projected Capital Expenditures
(in thousands)
0 0 0 0
0 0 0 0 0 0
N N N N N N
Page 237
2006 Final Budget Section VIII: Capital Program Summary
IN
MW
City of Auburn
Other General Government
Legend
® 1 - Downtown Redevelopment Project
® 2 - Neighborhood Revitalization Project
® 3 - Vehicle Bay Project
0 500 i,000 WA HINGTON
� Create!by City ofr MM7 HqH.
Feet NOv1005 w0 zazn�
U
Page 238
2006 Final Budget Section VIII: Capital Program Summary
Other General Government Projects
Eight Community Improvement Projects totaling $567,000, and four General Municipal Building Projects
totaling $602,000, are budgeted in 2006.
The Community Improvement Projects include the following:
Other Community Improvement Projects include the Gateway Program ($60,000), which is an ongoing
program to market the City by designing and constructing gateways throughout the City; the Annual
Neighborhood Revitalization Program ($100,000) which will improve the East Main Neighborhood; the
Wayfinding Signage Project ($95,000) which will develop a "Citywide Wayfinding Destination and
Design System Manual"; this will include design guidelines for signage; the annual Traffic Signal Safety
Improvements Project ($100,000); the Annual Sidewalk Improvements Project ($100,000) is a program for
sidewalk repair and improvements throughout the City; the Traffic Calming Improvements Project
($50,000) will use various treatments to slow and reduce traffic in residential areas; the Terminal Park
Non -Motorized Improvements Project ($50,000) which will construct a new sidewalk, repair existing
sidewalks, and construct ADA curb ramps; and the School Zone Flashing Beacons Project ($12,000)
which will finish installing flashing beacons at public schools within Auburn city limits.
The General Municipal Building Projects include the following:
The General Municipal Building Projects include the Jail Remodeling Project ($150,000); Miscellaneous
Building Improvements ($102,000); the Parking Lot Improvement Project ($50,000) which will slurry seal,
re -stripe, repair, and landscape the public parking lot next to Safeway; and the addition of a new
vehicle bay at the Equipment Rental shop ($300,000).
Page 239
2006 Final Budget Section VIII: Capital Program Summary
MaI14921CKilkyj4A0Lti1g11Ia;ii31Cal &11
Project Name: Gatewa Pro ram
Project No: C221AO Ca
acit Project: NO
JAnticipated Year of Completion:
2010
Ongoing project to market the City and to design and initiate construction of gateways throughout the City.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
General Fund
82
60
85
15
85
15
-
260
Subtotal
82
60
85
15
85
15
260
Capital Costs:
Design
1
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
81
60
85
15
85
15
-
260
Subtotal
82
60
85
15
85
15
260
Anticipated Impact on Future Operating Budgets
Annual Maintenance Cost):
$0
Project Name: Neighborhood Revitalization
Project No: c 0615 ICapacity
Project: NO JAnticipated Year of Completion:
2006
Neighborhood revitalization has been a high priority for the Council for several years. With an initial funding level of $100,000 the City
completed the Terminal Park Plan in-house and is now undertaking other improvement projects.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
General Fund
-
100
-
100
-
100
-
300
Subtotal
100
100
100
300
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
100
-
100
-
100
-
300
Subtotal
1-7-1-100
1-7-1-100
1-7-1-100
1-7-1
300
,Anticipated Impact on Future Operating Budgets
Annual Maintenance Cost): $0
Project Name: Wayfinding Signage
Project No: c 0616 ICapacity Project: NO JAnticipated Year of Completion: 2006
A Citywide Wayfnding Destination and Design System Manual will be developed in early 2006. The manual will outline/categorize activity
centers and locations for signage. The manual will also include design guidelines for signage. Once the manual is completed, fabrication of
signage can commence.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
General Fund
-
95
-
-
-
-
-
95
Subtotal
95
95
Capital Costs:
Design
-
-
-
-
-
-
-
-
RightofWay
-
-
-
-
-
-
-
-
Construction
-
95
-
-
-
-
-
95
Subtotal
95
95
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 240
2006 Final Budget Section VIII: Capital Program Summary
GENERAL GOVERNMENT PROJECTS, cont.:
Project Name: Traffic Signal Improvements
Project No: C10180 prev. MS746) ICapacity Project: NO
JAnticipated Year of Completion: 2006
The City analyzes accident history and identifies locations with higher than acceptable rates. Typically, these involve signal locations where
volumes have grown significantly, requiring signal modification. Signals that have accident patterns that are correctable are identified and the
modifications are implemented.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Capital Improvement Fund
=4
100
-
-
-
-
-
100
Subtotal
24
100
-
-
-
-
-
100
Capital Costs:
Design
-
5
-
-
-
-
-
5
Right of Way
-
-
-
-
-
-
-
-
Construction
=4
95
-
-
-
-
-
95
Subtotal
24
100
100
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Project Name: Traffic Calming Improvements
Project No: c 0620 CapacityFCapacity
Project: NO
JAnticipated
Year of Completion:
2006
The traffic department receives many requests for traffic calming in neighborhoods. This project is for various treatments designed to slow
vehicles and reduce cut -through traffic in residential areas. Treatments may include traffic circles or chicanes. Staff will continue to research
newer and innovative methods to slow traffic.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Capital Improvement Fund
-
50
50
50
50
50
50
300
Subtotal
50
50
50
50
50
50
300
Capital Costs:
Design
-
5
5
5
5
5
5
30
Right of Way
-
-
-
-
-
-
-
-
Construction
-
45
45
45
45
45
45
_70
Subtotal
-
1
50
50
50
50
50
50
300
Anticipated Impact on Future Operating Budgets
Annual Maintenance Cost):
$0
Project Name: School Zone Flashin Beacons
Project No: c 0619 Ca aci Project: NO JAnticipated Year of Completion:
2006
The City will be installing a pair of flashing beacons at two elementary schools in 2006. This is in financial partnership with the Auburn School
District. Funds budgeted in 2006 are for the continued partnership with the district, and we anticipate the cost share to be 50/50.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
General Fund
-
1=
-
-
-
-
-
1=
Subtotal
-
12
-
-
-
-
-
12
Capital Costs:
Design
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
1=
Subtotal
12
12
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Page 241
2006 Final Budget Section VIII: Capital Program Summary
GENERAL GOVERNMENT PROJECTS, cont.:
Project Name: Terminal Park Neighborhood Improvements, Phase 1
Project No: C513A0 ICapacity Project: NO JAnticipated Year of Completion:
2006
This project includes constructing new sidewalks, repairing existing sidewalks and constructing ADA curb ramps. This project will initially
concentrate on the area near Terminal Park Elementary and Terminal Park.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
19
50
-
-
-
-
-
50
Subtotal
19
50
-
-
-
-
-
50
Capital Costs:
Design
19
-
-
-
-
-
-
Right of Way-
-
-
-
-
-
-
-
Construction
-
50
-
-
-
-
-
50
Subtotal
19
1 50
1
50
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Annual Sidewalk Improvements
Project No: C308A0 ICapacity Project: NO
Antici ated Year of Completion:
annual
Fund sidewalk improvements in a variety of locations within the City. An inventory was completed in 2004. A method of determining priorities
will be developed using criteria such as: gap closure, safe walking routes for children, completion of downtown pedestrian corridor or linkage,
connectivity to transit services, and ADA requirements.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Capital Improvement Fund
149
100
100
100
100
100
100
600
Subtotal
149
100
100
100
100
100
100
600
Capital Costs:
Design
21
10
10
10
10
10
10
60
Right of Way
-
-
-
-
-
-
-
-
Construction
128
90
90
90
90
90
90
540
Subtotal
149
1 100
1 100
1 100
1 100
1 100
1 100
1 600
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 242
2006 Final Budget Section VIII: Capital Program Summary
Eel a114iMVdilll!lCa11'7_l 611111�1]11EH9iieW00lE.11
Project Name: Jail Remodel
Project No: c 0604
Ca acit Project: NO
Antici ated Year of Completion:
2006
Remodel jail, including: employee locker room strestroom s, inmate restrooms, administrative and booking areas, kitchen, laundry and control
rooms.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Capital Improvement Fund
-
150
-
-
-
-
-
150
Subtotal
150
150
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
150
-
-
-
-
-
150
Subtotal
150
150
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Project Name: Misc. Building
Im rovems ent
Project No: c 06xx
Ca acit Project: NO
lAnticipated Year of Completion:
2006
Miscellaneous projects to include: Parks administration roof replacement, Parks administration restroom remodel, Council chamber diases
replacement, carpet replacement within City Hall, glaze windows at Justice Center.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Capital Improvement Fund
-
102
-
-
-
-
-
102
Subtotal
102
102
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right ofWay
-
-
-
-
-
-
-
-
Construction
-
102
-
-
-
-
-
102
Subtotal
102
102
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Project Name: Safeway Parking Lot Maintenance
Project No: c 0614 ICapacity Project: NO lAnticipated Year of Completion:
2006
Maintenance of public parking lot adjacent to Safeway, to include slurry seal, restripe, minor repairs and landscaping.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Capital Improvement Fund
-
50
-
-
-
-
-
50
Subtotal
50
50
Capital Costs:
Design
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
50
-
-
-
-
-
50
Subtotal
50
50
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 243
2006 Final Budget Section All: Capital Program Summary
GENERAL MUNICIPAL BUILDING PROJECTS, cont.:
Project Name: Equipment Rental Vehicle Bay
Project No: c 06xx lCapacity Project: YES jAnticipated Year of Completion:
2006
Add an additional vehicle bay at Equipment Rental shop for heavy equipment and large vehicles, to improve efficiency and remove choke
points. This bay will also be large enough to accommodate fire emergency vehicles, providing needed workspace for the additional mechanic.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Equipment Rental Fund
-
300
-
-
-
-
-
300
Subtotal
-
300
-
-
-
-
-
300
Capital Costs:
Design
-
25
-
-
-
-
-
25
Right of Way
-
-
-
-
-
-
-
-
Construction
-
275
-
-
-
-
-
275
Subtotal
-
1 300
-
-
-
-
-
300
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENT PROJECTS
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
General Fund
82
267
85
115
85
115
-
667
Capital Improvement Fund
173
552
150
150
150
150
150
1,302
Storm Fund
19
50
-
-
-
-
-
50
Equipment Rental Fund
-
300
-
-
-
-
-
300
Subtotal
274
1,169
235
265
235
265
150
2,319
Capital Costs:
Design
41
45
15
15
15
15
15
120
Right of Way
-
-
-
-
-
-
-
-
Construction
233
1,124
220
250
220
250
135
2,199
Subtotal
274
1,169
235
265
235
265
150
2,319
Page 244
2006 Final Budget Section VIII: Capital Program Summary
$1,250
$1,000
$750
$500
$250
2006 Revenue Sources for Projects
General Government
(in thousands)
Storm Drainage
Equip. Rental Fund
Fund $50
$300
General Funds
$267
Capital I mprov.
Fund
$552
Other General Government Projected Capital Expenditures
(in thousands)
0 0 CO 0
0 0 0 0 0 0
N N N N N N
Page 245
2006 Final Budget Section VIII: Capital Program Summary
Sra tia City of Auburn
8th St NE Water Utility Projects
N
U
N
D �
3rd $t NE a°i c' w
e 3
MaiSt 0 E Main St
W n
w
�3; N
3rtl SI SWt;�caa StSE
Sg 18
/ �ub��yBla .Ora �r
n SR�76
h 5l SE �tlp
15th St SW
2� ss
1
w
w
rc
w
21 St SE 21s1 tSE
m yE w
i N
3 a 0
x`
o
0 291h St SE
2006 Primary Projects
w
Legend
• • • 1 -Cross St. Improvement Project
IRepalrb Replacement Pmgmm)
• • • 2 - SOS Waterline Improvements w w
• • • 3-Annual Pipeline Replacement Program m rn
� 'rc
Outside City Limits
mmw *l`.
0 500 1,000 - wnsRivcaoH Oravep�Rty
CmaW by City pMubum is 4,t.
Feat NOVX5WOM2l17
Page 246
2006 Final Budget Section VIII: Capital Program Summary
Water Fund Projects
Ten capital projects totaling $1,986,000 are budgeted in 2006.
The most significant project is the Annual Repair and Replacement Program.
The Annual Repair and Replacement Program ($1,000,000) sets aside funding to replace waterlines.
Projects are coordinated with the local street program and other utility projects.
Some of the smaller construction projects include the following:
The Emergency Standby Generator Project ($230,000) will provide an automatic transfer switch and an
on -site emergency generator system to run Well 4 and the Lea Hill Intertie Pump Station during a power
failure.
The Well 5 Rehabilitation Project ($150,000) will upgrade the facility to meet Building Code. Chlorination
equipment and a manual transfer switch will also be installed.
The Academy Service Area Rezone Project ($150,000) will construct two new pressure -reducing stations
to create a new pressure zone to replace the existing individual zones that currently exist.
The Supervisory Control and Data Acquisition (SCADA) Upgrade Project ($170,000) will upgrade portions
of the Telemetry system, replacing numerous obsolete components.
The Coal Creek Springs Rehabilitation Project ($150,000) will repair and modify the middle collector pipe
in an attempt to capture more water. The middle collector is currently under -producing.
Page 247
2006 Final Budget Section All: Capital Program Summary
WATER UTILITY PROJECTS:
Project Name: Cross Street Pipeline Construction DS-116-809
Project No: C10060
ICapacity Project: YES lAnticipated Year of Completion:
2006
Construct a new 12-inch pipeline in Cross Street from 'A' St. SE to Auburn Way So. Project will be performed in two phases: Phase 1 will be
limited to the intersection of Cross St. &'A' St. SE. Phase 2 will be determined at a later date.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
8
36
-
-
-
-
-
36
Subtotal
8
36
36
Capital Costs:
Design
-
-
-
-
-
-
-
Right of Way-
-
-
-
-
-
-
-
Construction
8
36
-
-
-
-
-
36
Subtotal
8
36
36
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: Annual Repair & Re lacements PR-201
Project No: r h dr, r srvc, r vlve Ca
acit Project: NO
JAnticipated Year of Completion:
beyond 2011
Funding set aside for replacing water lines as predetermined by the Water Utility.
Program and other utility projects.
Projects will be coordinated with the "Save our Streets"
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
200
1,000
1,000
1,100
1,100
1,100
1,200
6,500
Subtotal
200
1,000
1,000
1,100
1,100
1,100
1,200
6,500
Capital Costs:
Design
20
100
100
110
110
110
120
650
Right of Way
-
-
-
-
-
-
-
-
Construction
180
900
900
990
990
990
1,080
5,850
Subtotal
200
1,000
1,000
1,100
1,100
1,100
1,200
6,500
,Anticipated Impact on Future Operating Budgets
Annual Maintenance Cost):
$0
Project Name: SCADA (Telemetry) Upgrades
Project No: c 0618 ICapacity Project: NO JAnticipated Year of Completion: beyond 2011
The Supervisory Control and Data Acquisition (SCADA, also known as Telemetry system) is in need of upgrading. The existing system, based
upon an independent SCADA assessment study, has numerous obsolete components and does not allow control of the storm and water utility
stations. Request for Proposals IRFPI will be sent in 2006 and construction to begin in 2007.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
-
170
530
-
55
-
58
813
Subtotal
170
530
55
58
813
Capital Costs:
Design
-
170
-
-
-
-
-
170
Right of Way
-
-
-
-
-
-
-
-
Construction
-
-
530
-
55
-
58
643
Subtotal
170
530
55
58
813
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 248
2006 Final Budget Section VIII: Capital Program Summary
WATER UTILITY PROJECTS, cont.:
Project Name: Water Resources Protection Program
Project No: C10130
ICapacity Project: NO
lAnticipated7ear
of Completion:
beyond 2011
The Water Resources Protection Program will identify potential hazards, identify actions and begin the implementation program to protect the
City's water resources.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
-
15
15
16
16
17
18
97
Subtotal
15
15
16
16
17
18
97
Capital Costs:
Design
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
15
15
16
16
17
18
97
Subtotal
15
15
16
16
17
18
1 97
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Project Name: Academy
Service Area Rezone PZ-101
Project No: C80360
ICapacity Project: NO
jAnticipated Year of Completion:
2006
Construct two new pressure reducing stations to replace the existing individual zones which currently exist.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
12
150
-
-
-
-
-
150
Subtotal
12
150
150
Capital Costs:
Design
12
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
150
-
-
-
-
-
150
Subtotal
12
150
-
-
-
-
-
150
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$2,000 reduction
Project Name: Vulnerability Assessment Recommendations
Project No: c 06xx ICapacity Project: NO
jAnticipated Year of Completion:
beyond 2011
Based upon an independent Vulnerability Assessment Study, security upgrades to the existing water utility facilities may be required. Included
in these security upgrades are tank safety equipment, based upon safety reports.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
-
75
50
50
50
50
50
325
Subtotal
75
50
50
50
50
50
325
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right ofWay
-
-
-
-
-
-
-
-
Construction
-
75
50
50
50
50
50
325
Subtotal
75
50
50
50
50
50
325
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost):
$0
Page 249
2006 Final Budget Section VIII: Capital Program Summary
WATER UTILITY PROJECTS, cont.:
Project Name: Emergency Standby Generators (Lea Hill Intertie & Well 4)
Project No: C512A0 ICapacity Project: NO jAnticipated Year of Completion
2006
Provide automatic transfer switch and an on -site emergency generator system to run Well 4 and Lea Hill Intertie Pump Station during power
failure.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
-
230
-
-
-
-
-
230
Subtotal
-
230
-
-
-
-
-
230
Capital Costs:
Design
-
30
-
-
-
-
-
30
Right of Way
-
-
-
-
-
-
-
-
Construction
-
200
-
-
-
-
-
200
Subtotal
230
1
230
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Blow -off Installation on Deadend Mains
Project No: c 06xx Ca aci Project: NO Antici ated Year of Completion:
2007
Identify and install on all deadend mains a blow -off assembly or hydrant to improve water quality and fire flow capability via routine flushing
program.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
-
10
100
-
-
-
-
110
Subtotal
-
10
100
-
-
-
-
110
Capital Costs:
Design
-
10
-
-
-
-
-
10
Right of Way
-
-
-
-
-
-
-
-
Construction
-
-
100
-
-
-
-
100
Subtotal
10
1 100
110
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Well 5 Rehabilitation
Project No: c 06xx
ICapacity Project: NO
jAnticipated Year of Completion: 2006
The current Well 5 facility does not meet Building Code and is in need of upgrades to the building structure.
to install chlorination equipment and a manual transfer switch on -site.
The Water Utility is also planning
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
-
150
-
-
-
-
-
150
Subtotal
-
150
-
-
-
-
-
150
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
150
-
-
-
-
-
150
Subtotal
150
1
150
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 250
2006 Final Budget Section VIII: Capital Program Summary
WATER UTILITY PROJECTS, cont.:
Project Name: Coal Creek Springs Rehabilitation
Pro ect No: c 06xx ICapacity Project: NO jAnticipated Year of Completion:
2006
The Coal Creek Springs middle collector is currently under -producing. Upon observations, it appears that the pipe perforations in the middle
collector are calcified and a portion of the springs are not being captured. The Water Utility will attempt to modify the middle collector in 2006
and capture more water.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water Fund
-
150
-
-
-
-
-
150
Subtotal
-
150
-
-
-
-
-
150
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
150
-
-
-
-
-
150
Subtotal
I -
150
-
-
-
-
-
150
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES - WATER FUND
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Water 1--und
220
1,986
1,695
1,166
1,221
1,167
1,326
8,561
Subtotal
220
1,986
1,695
1,166
1,221
1,167
1,326
8,561
Capital Costs:
Design
32
310
100
110
110
110
120
860
Right of Way
-
-
-
-
-
-
-
-
Construction
188
1,676
1,595
1,056
1,111
1,057
1,206
7,701
Subtotal
220
1,986
1,695
1,166
1,221
1,167
1,326
8,561
Page 251
2006 Final Budget Section VIII: Capital Program Summary
$2,500
$2,000
$1,500
$1,000
$500
2006 Revenue Sources for Projects
Water Fund
(in thousands)
2
Water Fund
$1,986
Water Fund Projected Capital Expenditures
(in thousands)
0 0 0 0
0 0 0 0 0 0
N N N N N N
Page 252
2006 Final Budget Section VIII: Capital Program Summary
1�
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 253
2006 Final Budget Section VIII: Capital Program Summary
City of Auburn
Sanitary Sewer
Projects
Legend
• AWS Sewer Project, Phase 1
�•••� AWS Sewer Project, Phase 2
)94
WASHINGTON
0 IA00 2,000 Cmated by City&Aubum IS Dept.
NOV MMOA6 M
Page 254
2006 Final Budget Section VIII: Capital Program Summary
Sanitary Sewer Projects
Five capital projects totaling $7,346,000 are budgeted for 2006
The Auburn Way South Sewer Project ($6,200,000) will design and replace the sanitary sewer transmission
facilities located along the Auburn Way South corridor. This is a multi -year project expected to be
completed in 2007.
The Sanitary Sewer Repair/replacement program ($750,000) will repair and replace failing sanitary sewer
lines around the City. This is an annual program that is broken down into various locations each year.
The Sanitary Sewer Improvement Program ($117,000) will be primarily directed at pump stations to
eliminate odor problems and ensure adequate capacity in the pumps, wet wells, and generators. This is
an annual program.
The Supervisory Control and Data Acquisition (SCADA) Upgrade Project ($240,000) will upgrade portions
of the Telemetry system, replacing numerous obsolete components.
The M&O Revisions Project ($39,000) will remodel existing bays at the Maintenance & Operations facility
to house vactor trucks for Water, Sewer and Storm Utilities. Water, Sewer and Storm Utilities will each
contribute 1 /3 towards the funding for this project.
Page 255
2006 Final Budget Section VIII: Capital Program Summary
Wil I I I ril WM ATIVI4I'i a ii31 �4l E11
Project Name: AWS Sewer Design & Construction
Project No: C9056a Capacity Project: YES 60% Anticipated Year of Completion: 2007
Design and replace the sanitary sewer transmission facilities located along the Auburn Way So. corridor. This will benefit the City of Auburn
and the Muckleshoot Indian Tribe (MIT). The project is broken out into three distinct segments: 1) Design, 2) Construction, Phase 1 and 3)
Construction, Phase 2.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Sewer Fund
330
3,100
500
-
-
-
-
3,600
Other Sources (PWTFL)
2,100
-
-
-
-
-
-
-
Other Sources (MIT)
846
3,100
500
-
-
-
-
3,600
Subtotal
3,276
6,200
1,000
7,200
Capital Costs:
Design
887
-
-
-
-
-
-
-
Right of Way
4
-
i -
-
-
-
-
-
Construction
2,385
6,200
1,000
-
-
-
-
7,200
Subtotal
3,276
6,200
1,000
-
-
-
-
7,200
Antici ated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: Sanitary Sewer Repair & Replacement Program
Project No: C228A0
lCapacity Project: NO
Anticipated Year of Completion:
beyond 2011
Repair and replace failing sanitary sewer pipe around the city. This is an annual program that will be broken down into various locations each
year.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Sewer Fund
1,540
750
250
250
500
1,000
250
3,000
Subtotal
1,540
750
250
250
500
1,000
250
3,000
Capital Costs:
Design
113
100
100
50
25
10
100
385
Right of Way
-
-
-
-
-
-
-
-
Construction
1,427
650
150
200
475
990
150
2,615
Subtotal
1,540
750
250
250
500
1,000
250
3,000
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Project Name: Sewer Facility Improvements
Project No: c 06xx JCapacity Project: NO
Anticipated Year of Completion:
beyond 2011
Capitalization shall be based upon costs associated with improvements to sewer facilities. Improvements will be primarily directed at pump
stations to eliminate odor problems and ensure adequate capacity in the pumps, wet well, and generators.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Sewer Fund
-
117
125
125
125
125
125
742
Subtotal
117
125
125
125
125
125
742
Capital Costs:
Design
-
12
10
10
10
10
10
62
Right of Way
-
-
-
-
-
-
-
-
Construction
-
105
115
115
115
115
115
680
Subtotal
117
1 125
125
125
1 125
125
742
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 256
2006 Final Budget Section VIII: Capital Program Summary
SANITARY SEWER PROJECTS, cont.:
Project Name: SCADA(Telemetry) Upgrades
Project No: c 0618 ICapacity Project: NO jAnticipated Year of Completion: beyond 2011
The Supervisory Control and Data Acquisition (SCADA, also known as Telemetry system) is in need of upgrading. The existing system, based
upon an independent SCADA assessment study, has numerous obsolete components and does not allow control of the sewer utility pump
stations. RFP will be sent in 2006 and construction to begin in 2007.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Sewer Fund
-
240
760
-
60
-
65
1,125
Subtotal
-
240
760
-
60
-
65
1,125
Capital Costs:
Design
-
240
-
-
-
-
-
240
Right of Way
-
-
-
-
-
-
-
-
Construction
-
-
760
-
60
-
65
885
Subtotal
240
760
60
65
1,125
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: M&O Revisions
Project No: c 06xx ICapacity Project: NO jAnticipated Year of Completion: 2006
Remodel the existing bays at M&O to house vactor trucks for Water, sewer and Storm utilities. If approved, funds will be transferred to Sewer
from Water and Storm.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Sewer Fund
-
13
-
-
-
-
-
13
Water Fund
-
13
-
-
-
-
-
13
Storm Fund
-
13
-
-
-
-
-
13
Subtotal
-
39
-
-
-
-
-
39
Capital Costs:
Design
-
5
-
-
-
-
-
5
Right of Way
-
-
-
-
-
-
-
-
Construction
-
34
-
-
-
-
-
34
Subtotal
-
39
-
-
-
-
-
39
[Anticipated Impact on Future Operating Budgets Annual Maintenance Cost): $0
TOTAL CAPITAL COSTS and FUNDING SOURCES - SEWER FUND
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Sewer Fund
1,870
4,220
1,635
375
685
1,125
440
8,480
Other Utility Funds - Water
-
13
-
-
-
-
-
13
Other Utility Funds - Storm
-
13
-
-
-
-
-
13
Public Works Trust Fund Loan
2,100
-
-
-
-
-
-
-
Other Sources (MIT)
846
3,100
500
-
-
-
-
3,600
Subtotal
4,816
7,346
2,135
375
685
1,125
440
12,106
Capital Costs:
Design
1,000
357
1 110
1 60
1 35
1 20
1 110
692
Right of Way
41
-
-
-
-
-
-
-
Construction
3,812
6,989
2,025
315
650
1,105
330
11,414
Subtotal
4,816
7,346
2,135
375
685
1,125
440
12,106
Page 257
2006 Final Budget Section VIII: Capital Program Summary
2006 Revenue Sources for Projects
Sanitary Sewer Fund
(in thousands)
Storm Drainage
Fund Water Utility
$13 Fund
$13
M uckleshoot
Indian Tribe
$3,100
Sanitary Sewer
Fund
$4,220
$7,500
$6,000
$4,500
$3,000
$1,500
Sanitary Sewer Fund Projected Capital Expenditures
(in thousands)
0 0 CO 0
0 0 0 0 0 0
N N N N N N
Page 258
2006 Final Budget Section VIII: Capital Program Summary
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 259
2006 Final Budget Section VIII: Capital Program Summary
Legend
-----• 1 - Storm Pond Improvements
-----• 2-Auburn Environmental Park
-----• 3 - R St. SE utility Improvements
-----• 4-2006 Repair/Replacement
NE
Outside City Limits
0 1,000 2,OOD w 0. giKGN
� Creaktl M Ciry of 9 o M.
Feet rJovzozs wa naz"277m
Storm Drainage
Page 260
2006 Final Budget Section VIII: Capital Program Summary
Storm Projects
Nine capital projects totaling $1,348,000 are budgeted in 2006. The three most significant projects are
as follows:
The "M" Street SE Storm Improvement Project ($600,000) in support of the Arterial Street project. The
project will upgrade the existing conveyance system.
The Storm Facility Retrofit Program ($200,000) is an annual program to improve function and aesthetics
of existing storm ponds. In 2006, two ponds will be identified for improvements.
The Pipeline Repair/Replacement Program ($100,000) is an annual program to identify failing
infrastructure to repair or replace. The program supports local street and other utility replacement
programs requiring coordination.
Page 261
2006 Final Budget Section VIII: Capital Program Summary
61us] "UhsII]I'MI!Me] 49 i83l�yEj
Project Name: Developer Participation
Project No: c 06xx
JCapacity Project: YES
JAntiapated Year of Completion:
2007
Funding set aside for upsizing storm lines being installed by developers. These funds will be expended when developers install storm lines
according to City code where larger lines are required as predetermined by the Storm Drainage Comprehensive Plan.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
-
50
50
50
50
50
50
300
Subtotal
50
50
50
50
50
50
300
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
50
50
50
50
50
50
300
Subtotal
50
1 50
1 50
1 50
50
1 50
1 300
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Project Name: Auburn Environmental Park
Pro ect No: C412A0 I Capacity Pro ect: YES
lAnticipated Year of Completion:
beyond 2011
Storm drainage detention, water quality pump station to serve downtown drainage basin.
Project is located on Clay Street.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
590
175
175
1,500
1,500
500
250
4,100
Subtotal
590
175
175
1,500
1,500
500
250
4,100
Capital Costs:
Design
-
175
175
250
250
-
-
850
Right of Way
590
-
-
-
-
-
-
-
Construction
-
-
-
1,250
1,250
500
250
3,250
Subtotal
1 590
1
1751
175
1 1,500
1 1,500
500
1 250
1 4,100
Anticipated Impact on Future Operating Budgets
Annual Maintenance Cost):
$0 if any, unknown at this time
Project Name: 17th Street SE &'C' Street SE (BC-8 Modified)
Project No: c 06xx
Fcapacity Project: YES
JAntiapated Year of Completion:
2008
New conveyance improvement within 'C'St. SE from 17th St. SE to the 21st St. SE storm pond.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
-
50
400
250
-
-
-
700
Subtotal
50
400
250
700
Capital Costs:
Design
-
50
75
-
-
-
-
125
Right of Way
-
-
-
-
-
-
-
-
Construction
-
-
325
250
-
-
-
575
Subtotal
-
1 50
1 400
1 250
1
700
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Page 262
2006 Final Budget Section VIII: Capital Program Summary
STORM DRAINAGE PROJECTS, cont.:
Project Name: W Street SE Storm Pond Improvements
Project No: C421A0 [Capacity Project: YES JAnticipated Year of Completion:
2006
Storm Utility participation in the oversizing of conveyance in support of Arterial Street project. Transportation Improvement Plan (TIP) #38.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
2
600
-
-
-
-
-
Goo
Subtotal
2
600
600
Capital Costs:
Design
-
35
-
-
-
-
-
35
Right of Way
-
-
-
-
-
-
-
-
Construction
2
565
-
-
-
-
-
565
Subtotal
1 2
1 600
600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Lakeland Hills Subsurface Flow Improvements
Project No: c 06xx
lCapacity Project: NO
JAnticipated Year of Completion: 2006
Improvements to the existing storm drainage system to collect the discharge from two local springs.
the existing sidewalk.
Currently, the discharge sheet flows over
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
-
50
-
-
-
-
-
50
Subtotal
-
50
-
-
-
-
-
50
Capital Costs:
Design
-
10
-
-
-
-
-
10
Right of Way
-
-
-
-
-
-
-
-
Construction
-
40
-
-
-
-
-
40
Subtotal
50
50
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Project Name: Regulatory Improvements
Project No: c 06xx
)Capacity Project: NO
JAnticipated Year of Completion:
beyond 2011
Annual Coin pi ehensive Plan revisions or regulatory responses.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
-
50
50
50
50
50
50
300
Subtotal
50
50
50
50
50
50
300
Capital Costs:
Design
-
50
50
50
50
50
50
300
Right of Way
-
-
-
-
-
-
-
-
Construction
-
-
-
-
-
-
-
-
Subtotal
-
1 50
1 50
1 50
1 50
1 50
1 50
1 300
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 263
2006 Final Budget Section VIII: Capital Program Summary
STORM DRAINAGE PROJECTS, cont.:
Project Name: Storm Facility Retrofit Pro
ram
Project No: C406AO
CapacityProject: NO
JAnticipated Year of Completion:
beyond 2011
Annual program to improve function and aesthetics of two existing storm ponds.
Two ponds to be identified for 2006 and the following years.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
198
200
200
200
200
200
200
1,200
Subtotal
198
200
200
200
200
200
200
1,200
Capital Costs:
Design
20
50
50
50
50
50
50
300
Right of Way
-
-
-
-
-
-
-
-
Construction
173
150
150
150
150
150
150
900
Subtotal
198
200
200
200
200
200
200
1,200
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost
: $2,000
Project Name: SCADA Telemetr U rades
Project No: c 0618 Ca acit
Project: NO
JAnticipated Year of Completion: beyond 2011
The Supervisory Control and Data Acquisition (SCADA, also known as Telemetry system) is in need of upgrading. The existing system, based
upon an independent SCADA assessment study, has numerous obsolete components and does not allow control of the storm utility stations.
RFP will be sent in 2006 and construction to begin in 2007.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
-
73
227
-
55
-
58
413
Subtotal
73
227
55
58
413
Capital Costs:
Design
-
73
-
-
-
-
-
73
Right of Way
-
-
-
-
-
-
-
-
Construction
-
-
227
-
55
-
58
340
Subtotal
73
227
55
58
413
,Anticipated Impact on Future Operating Budgets
Annual Maintenance Cost
: $0
Project Name: Pipeline Repair / Re lacements
Project No: C515A0
Capacity Project: NO
JAnticipated Year of Completion:
beyond 2011
Projects identified as those requiring replacement of existing infrastructure.
programs, requiring coordination.
These projects support Local Street and other Utility replacement
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
11
100
200
200
200
200
200
1,100
Subtotal
11
100
200
200
200
200
200
1,100
Capital Costs:
Design
11
10
40
40
40
40
40
210
Right of Way
-
-
-
-
-
-
-
-
Construction
-
90
160
160
160
160
160
890
Subtotal
11
100
200
200
200
200
2007
1,100
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 264
2006 Final Budget Section VIII: Capital Program Summary
TOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGE FUND
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Storm Fund
801
1,348
1,302
2,250
2,055
1,000
808
8,763
Subtotal
801
1,348
1,302
2,250
2,055
1,000
808
8,763
Capital Costs:
Design
31
453
390
390
390
140
140
1,903
Right of Way590
-
-
-
-
-
-
-
Construction
180
895
912
1,860
1,665
860
668
6,860
Subtotal
801
1,348
1,302
2,250
2,055
1,000
808
$763
Page 265
2006 Final Budget Section VIII: Capital Program Summary
$3,000
$2,000
$1,000
2006 Revenue Sources for Projects
Storm Drainage Fund
(in thousands)
L
Storm Fund
$1,348
Storm Fund Projected Capital Expenditures
(in thousands)
0 0 CO 0
0 0 0 0 0 0
N N N N N N
Page 266
2006 Final Budget Section VIII: Capital Program Summary
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 267
2006 Final Budget Section VIII: Capital Program Summary
Sz92ND ST City of Auburn
7THST Other Proprietary Projects
w y Illlllllll
3
0
w AUBURN GOLF. CO
¢ m /
w
z
8 z 22ND ST NE
x o
`; 3
J w
W W
N 1 167p ST NE 0
w
15TH ST-NW ¢ y y
w _
z
15TH ST NE
w14TH ST NW r
k� W y9
❑
N
z g?HST 90
y HF
U
BTH ST NE
Q
3RD ST NW F z
C
EAST MAIN ST
WEST All ST w
u
MOUNTAINNIEW CEMETERY —77
3RD ST SW
yQ'
N
,P (g
Legend
1 - Airport Projects
y 12TH ST SE Lq,
2 -Cemetery Projects
3 - Golf Course Projects w 9 s
_ Outside City Limits y m
N
6 1,666 2,666 WASHIN
creecec cycmaucum IS lss Np wPt. 21 ST ST SE 21STST SE
Feet NOV2 SWo U2777
Page 268
2006 Final Budget Section VIII: Capital Program Summary
Other Proprietary Fund Projects
Other Proprietary Fund Projects include eleven capital projects totaling $5,156,500. Eight capital
projects in the Airport Fund ($341,500), one capital project ($500,000) in the Cemetery Fund and two
capital projects in the Golf Course Fund ($4,165,000).
The eight airport projects are for facilities repairs and improvements. Projects include Improving Security
($40,000), Repair or Replace the Segmented Circle/Wind Indicator ($10,000), Hangar Header
Evaluation, Repair & Replacement ($70,000), Security Fencing ($25,000), Ground Door Seal
Replacement ($5,000), Automated Gate Replacement ($14,000), Airport Signage ($7,500) and Stripe
and Sealcoat the Taxiway and Aircraft Parking Lot ($170,000).
The Cemetery Expansion, Phase 1 Project will include construction of a chapel/niche Mausoleum. This
project will extend grave inventory by 5 years and cremation niche/plot inventory by 10 years.
Additional turf development will also yield 1,000 full size graves. This development closely follows the
updated Master Plan completed for the Mountain View Cemetery in 2004.
The 2006 projects at the Golf Course will include rebuilding the green, tee and fairway on hole 11
($165,000); improved drainage and irrigation is also part of this project. Design and construction of the
new clubhouse will occur in 2006, replacing the existing clubhouse and inadequate parking facilities
($4,000,000).
Page 269
2006 Final Budget Section VIII: Capital Program Summary
/_1IAkelAIa"Tell C44&I
Project Name: AirportSecurity
Project No: cp06xx ICapacity Project: NO
jAnticipated Year of Completion:
2011
Increased security identified as one of the highest priority needs for the airport in the 2005 Development Plan.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
40
40
40
40
50
50
260
Subtotal
40
40
40
40
50
50
260
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
40
40
40
40
50
50
260
Subtotal
-
i 40
1 40
1 40
1 40
1 50
1
50
260
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost):
$0
Project Name: Hangars - Header Beam Evaluation / Repair & Replacement
Project No: cp06xx ICapacity Project: NO
jAnticipated Year of Completion: 2006
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/replaced first, proceeding with less critical repairs.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
70
50
50
-
-
-
170
Subtotal
70
50
50
170
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right ofWa
-
-
-
-
-
-
-
-
Construction
-
70
50
50
-
-
-
170
Subtotal
70
1 50
1 50
1
170
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Project Name: Ground Door Seals - Hangar, Row 2
Project No: cp06xx Capacity Project: NO
jAnticipated Year of Completion:
2006
Remove and replace ground door seals which have deteriorated over the past 30 years.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
5
-
-
-
-
-
5
Subtotal
-
5
-
-
-
-
-
5
Capital Costs:
Design
-
-
-
-
-
-
-
-
RightofWay
-
-
-
-
-
-
-
-
Construction
-
5
-
-
-
-
-
5
Subtotal
-
i 5
-
-
-
-
-
5-
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 270
2006 Final Budget Section VIII: Capital Program Summary
AIRPORT PROJECTS, cont.:
Project Name: Airport Si na
e
Project No: c 06xx
ICapacity Project: NO
jAnticipated Year of Completion: 2006
Replace airport's safety, security and directional signage as required by FAA.
directory near front entrance, etc.)
(e.g. "no trespassing", "fire extinguisher", speed limits, airport
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
3
-
-
-
-
-
Subtotal
8
8
Capital Costs:
Design
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
3-
-
-
-
-
Subtotal
8
8
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost): $0
Project Name: Automated Gates
Project No: c 06xx ICapacity
Project: NO jAnticipated Year of Completion:
2006
Replacement of two remaining automated gate operators.
Two of four were replaced in 2005 by AMG.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
14
-
-
-
-
-
14
Subtotal
14
14
Capital Costs:
Design
-
-
-
-
-
-
-
-
RightofWay
-
-
-
-
-
-
-
-
Construction
-
14
-
-
-
-
-
14
Subtotal
-
14
-
-
-
-
-
14
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Airport Securit Fencin
Project No: c 06xx Capacity Project: NO jAnticipated Year of Completion:
2006
Install 2,200 linear feet of fencing on the west side of the property. This area has been unfenced to -date.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
15
-
-
-
-
-
15
Grants
-
10
-
-
-
-
-
10
Subtotal
25
25
Capital Costs:
Design
-
-
-
-
-
-
-
-
RightofWay
-
-
-
-
-
-
-
-
Construction
I -
i 25
-
-
-
-
-
25
Subtotal
-
25
-I
-
I -
I -
I -
1 25
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Page 271
2006 Final Budget Section All: Capital Program Summary
AIRPORT PROJECTS, cont.:
Project Name: Airport Wind Indicator
Project No: cp06xx ICapacity Project: NO jAnticipated Year of Completion: 2006
Repair or replace segmented circle that has badly deteriorated. The segmented circle is designed to draw visual attention to the airport wind
indicator located within the circle and to provide visual traffic pattern information at airports without operating control towers.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
1
-
-
-
-
-
1
Grants
-
9
-
-
-
-
-
9
Subtotal
10
10
Capital Costs:
Design
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
10
-
-
-
-
-
10
Subtotal
-
10
-
-
-
-
-
10
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Striping and Sealcoating
Project No: cp06xx
ICapacity Project: NO jAnticipated Year of Completion:
2006
Striping and sealcoating bid for taxiway and aircraft parking lot. The asphalt has deteriorated to the critical stage of cracking at areas other
than seams.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
8
-
-
-
-
-
8
Grants
-
162
-
-
-
-
-
162
Subtotal
-
170
-
-
-
-
-
170
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
170
-
-
-
-
-
170
Subtotal
170
170
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
page 272
2006 Final Budget Section VIII: Capital Program Summary
[a]Wil41aIM2111831S47E.11
Project Name: Cemetery Expansion, Phase 1 (Chapel, Mausoleum
Project No: c 0617 lCapacity Project: YES JAnticipated Year of Completion:
2006
Create conceptual design drawings for a chapel/niche and mausoleum. Construction on mausoleum to begin in 2006. This project will extend
grave inventory by 5 years and cremation niche/plot inventory by 10 years. The mausoleum structure will add 348 interior niches, 258 exterior
niches and 128 courtyard niches. Additional turf development will also yield 1,000 full size graves.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Cemetery Fund
=5
-
-
-
-
-
-
-
Bond Proceeds
-
500
-
-
-
-
-
500
Subtotal
25
500
500
Capital Costs:
Design
=5
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
500
-
-
-
-
-
500
Subtotal
25
500
-
-
-
-
-
500
,Anticipated Impact on Future Operating Budgets Annual Maintenance Cost): $0
GOLF COURSE PROJECTS:
Project Name: Rebuild Hole 11
Project No: c 06xx
lCapacity Project: NO
JAnticipated Year of Completion:
1_006
Rebuild the green, tee and fairway.
Install drainage and irrigation system, and add 6-8" layer of sand throughout the site.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Golf Course Fund
-
165
-
-
-
-
-
165
Other Sources
-
-
-
-
-
-
-
-
Subtota/
-
165
-
-
-
-
-
165
Capital Costs:
Design
-
-
-
-
-
-
-
-
Right of Way
-
-
-
-
-
-
-
-
Construction
-
165
-
-
-
-
-
165
Subtotal
-
165
-
-
-
-
-
165
Anticipated Impact on Future Operating Budgets Annual Maintenance Cost):
$0
Page 273
2006 Final Budget Section All: Capital Program Summary
GOLF COURSE PROJECTS, cont.:
Project Name: Clubhouse & Parking Lot Construction
Project No: C327A0 Capacity Project: NO JAnticipated Year of Completion:
2006
Design and construct new Clubhouse, including increased parking facilities. This project will replace existing clubhouse and inadequate
parking.
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Golf Course Fund
-
-
-
-
-
-
-
-
Bond Proceeds
-
4,000
-
-
-
-
-
4,000
Subtotal
-
4,000
-
-
-
-
-
4,000
Capital Costs:
Design
-
300
-
-
-
-
-
300
Right of Way
-
-
-
-
-
-
-
-
Construction
-
1 3,700
-
-
-
-
-
3,700
Subtotal
-
4,000
-
-
-
-
-
4,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $350,000
TOTAL CAPITAL COSTS and FUNDING SOURCES - OTHER PROPRIETARY FUNDS
Prior
2006-11
Funding Sources:
Years
2006
2007
2008
2009
2010
2011
Total
Airport Fund
-
161
90
90
40
50
50
481
Cemetery Fund
25
-
-
-
-
-
-
-
Golf Course Fund
-
165
-
-
-
-
-
165
Grants
-
181
-
-
-
-
-
181
Bond Proceeds
-
4,500
-
-
-
350
-
4,850
Subtotal
25
5,007
90
90
40
400
50
5,677
Capital Costs:
Design
25
300
-
-
-
15
-
315
Right of Way
-
-
-
-
-
-
-
-
Construction
-
4,707
90
90
1 40
385
50
5,362
Subtotal
25
5,007
90
90
1 40
400
50
5,677
Moe 274
2006 Final Budget Section VIII: Capital Program Summary
$6,000
$4,000
$2,000
2006 Revenue Sources for Projects
Other Proprietary Funds
Golf Course
Fund Airport Fund
$165 $161
Grants
$331
Bond Proceeds
$4,500
Other Proprietary Funds Projected Capital Expenditures
(in thousands)
0 0 CO 0
0 0 0 0 0 0
N N N N N N
Page 275
2006 Final Budget Section VIII: Capital Program Summary
1'
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 276
APPENDIX A
EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE
The following pages in this appendix detail the compensation ranges for all City of Auburn
employees, both affiliated and non-affiliated. The amounts listed include only base salaries,
excluding benefits such as retirement, health insurance, etc.
Elected Officials
Classification
Mayor
Councilmembers
Councilmember Pro-Tem
Minimum
Maximum
N/A
$109,164.15
$9,600.00
$11,700.00
N/A
$14,400.00
Classification Minimum Maximum
City Attorney $99,939.84 $118,697.28
Finance Director $99,939.84 $118,697.28
Fire Chief $99,939.84 $118,697.28
Information Services Director $99,939.84 $118,697.28
Human Resources/Risk Management Director $99,939.84 $118,697.28
Parks and Recreation Director $99,939.84 $118,697.28
Planning and Community Development Director $99,939.84 $118,697.28
Interim Chief of Public Safety $131,177.28 $131,177.28
Public Works Director $99,939.84 $118,697.28
Page 277
EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE
Auburn Police Department
The police department has both affiliated and unaffiliated positions. The charts on this
page represent the positions represented 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 Police are included with all of the City's unaffiliated positions
later in this appendix.
Commanders
Classification Minimum Maximum
Police Commander $94,110.96 $94,110.96
Contract Period: January 2005 - December 2007
Commissioned
Classification Minimum Maximum
Police Officer $49,749.60 $62,910.72
Police Sergeant $72,529.92 $72,529.92
Contract Period- January 9005 - December 9007
Non -Commissioned
Classification
Correctional Officers
Correctional Supervisor
Evidence/Identification Technician
Parking Control Attendant
Police Services Receptionist
Police Services Specialist
uW ITN"fi llil
$40,896.72
$53,631.36
$40,491.84
$33,201.36
$31,126.56
$34,360.80
Contract Period: January 2005 - December 2007
0759IM1111V MIS
$50,456.64
$55,830.72
$49, 956.48
$41,826.72
$37,863.84
$43,286.40
Page 278
EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE
Auburn Fire Department
The fire department has both affiliated and unaffiliated positions. The charts on this page
represent the positions organized by the bargaining units. Contract periods are listed
below the charts. All unaffiliated positions under the direction of the Fire Chief are
included with all unaffiliated positions of the City later in this appendix.
tern
Assistant Fire Marshall
$76,098.72
$76,098.72
Battalion Chief
$83,970.96
$83,970.96
Deputy Fire Marshall
$68,882.88
$68,882.88
Fire Captain
$76,098.72
$76,098.72
Fire Marshall
$83,970.96
$83,970.96
Firefighter
$50,286.72
$64,315.92
Firefighter Ist Class Specialist
$65,602.32
$65,602.32
IW-M.R.=.r. WffR WIsTeUmar-r -MO T3APISTS 1
Fire Clerical
Classification Minimum Maximum
Fire Department Secretary $40,783.92 $48,440.40
Public Education & Information Officer $54,215.76 $64,390.08
Records Specialist $40,783.92 $48,440.40
Contract Period: January 2004 - December 2006
Page 279
EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE
Other affiliated positions within the City are represented by Teamster Local No. 117. As
with some of the non-affiliated positions, the positions classified below may have
positions in more than one department.
Outside Workers
Classification
Minimum
Maximum
Building Technician
$44,400.48
$58,428.24
Cross Connect Control Specialist
$45,511.20
$52,136.16
Maintenance Specialist
$45,511.20
$52,136.16
Maintenance Worker 1
$37,174.32
$45,511.20
Maintenance Worker 11
$43,317,36
$49,884.00
Mechanic
$45,511.20
$52,136.16
Meter Reader
$34,242.96
$41,923.44
Contract Period: January 2005 - December 2007
Courthouse Clerical and Custodian Unit
Classification
Minimum
Maximum
Custodian
$30,293.76
$35,710.08
Court Clerk 1
$32,626.32
$39,605.28
Court Clerk II
$36,973.44
$44,073.84
Court Clerk Lead
$41,780.16
$49,803.36
Court Collections Clerk
$36,973.44
$44,073.84
Contract Period: January 2005 - December 2007
Page 280
EMPLOYEE POSITION CLASSIFICATION SALARY SCHEDULE
Non -Affiliated Employees
Classification
Minimum
Maximum
Accounting Assistant
$34,492.80
$40,752.00
Accounting Specialist
$41,080.32
$48,792.48
Accounting Supervisor
$58,621.68
$69,623.28
Administrative Assistant
$45,376.80
$53,919.36
Administrative Services Supervisor, Public Works
$54,609.60
$64,858.32
Assistant Chief of Police
$109,529.28
$109,529.28
Assistant City Attorney
$78,229.92
$92,912.40
Assistant City Engineer
$78,229.92
$92,912.40
Assistant Code Compliance Officer
$47,191.68
$56,049.84
Assistant Fire Chief
$107,362.56
$107,362.56
Assistant Planning Secretary
$37,210.32
$44,194.32
Assistant Project Engineer
$60,966.72
$72,408.24
Building Division Manager
$69,535.20
$82,587.12
Building Inspector
$47,191.68
$56,049.84
Capital Projects Support Clerk
$34,492.80
$40,752.00
Cemetery Coordinator
$54,609.60
$64,858.32
City Clerk
$54,609.60
$64,858.32
City Engineer/Asst Public Works Director
$90,137.52
$107,055.36
City Prosecutor
$58,621.68
$69,623.28
Codes Compliance Officer
$50,277.60
$59,714.16
Commercial Building Technician
$47,191.68
$56,049.84
Communications & Community Relations Manager
$68,172.24
$80,967.84
Communications Assistant
$41,080.32
$48,792.48
Community Development Administrator
$78,229.92
$92,912.40
Construction Coordinator
$50,277.60
$59,714.16
Construction Inspector
$47,191.68
$56,049.84
Construction Manager
$58,621.68
$69,623.28
Contract Administration Specialist
$41,080.32
$48,792.48
Court & Probation Services Administrator
$63,343.44
$75,232.08
Court & Probation Services Manager
$58,621.68
$69,623.28
Cultural Arts Coordinator
$50,277.60
$59,714.16
Cultural Arts Manager
$54,609.60
$64,858.32
Custodial Helper
$31,167.36
$36,690.00
Department Secretary
$41,080.32
$48,792.48
Deputy City Clerk
$45,376.80
$53,919.36
Development Assistant
$37,210.32
$44,194.32
Development Engineer
$63,343.44
$75,232.08
Development Review Engineer
$54,609.60
$64,858.32
Development Services Coordinator
$68,172.24
$80,967.84
Domestic Violence Victim Advocate
$45,376.80
$53,919.36
Economic Development Manager
$68,172.24
$80,967.84
Economic Development Planner
$58,621.68
$69,623.28
Page 281
Wil2U@Tda4all IIWE44US11914F IEel IEfi\/_1WE167:IaBill Iq
Non -Affiliated Employees
Classification
Minimum
Maximum
Employee Relations & Compensation Manager
$68,172.24
$80,967.84
Engineering Aide
$47,191.68
$56,049.84
Engineering Design Tech II
$47,191.68
$56,049.84
Engineering Survey Tech 1
$41,080.32
$48,792.48
Engineering Survey Tech 111
$47,191.68
$56,049.84
Engineering Technician
$41,080.32
$48,792.48
Environmental Protection Manager
$58,621.68
$69,623.28
Financial Analyst
$54,609.60
$64,858.32
Financial Planning Manager
$63,343.44
$75,232.08
Fiscal Services Manager
$78,229.92
$92,912.40
General Services/Fleet Manager
$58,621.68
$69,623.28
GIS Analyst
$54,609.60
$64,858.32
GIS & Database Specialist
$47,191.68
$56,049.84
Graphic Specialist
$41,080.32
$48,792.48
Greens Superintendent
$54,609.60
$64,858.32
Human Resources Assistant
$41,080.32
$48,792.48
Human Resources Clerk
$37,210.32
$44,194.32
Hydraulic Modeler
$54,609.60
$64,858.32
Information Services Assistant
$41,080.32
$48,792.48
Intergovernmental Services Coordinator
$50,277.60
$59,714.16
Legal Assistant
$41,080.32
$48,792.48
Maintenance & Operations Manager
$69,535.20
$82,587.12
Multimedia Assistant
$31,167.36
$36,690.00
Multimedia Manager
$54,609.60
$64,858.32
Multimedia Specialist
$41,080.32
$48,792.48
Museum Collection Curator
$41,080.32
$48,792.48
Museum Director
$54,609.60
$64,858.32
Museum Education Curator
$41,080.32
$48,792.48
Network Engineer
$58,621.68
$69,623.28
Network Specialist
$50,277.60
$59,714.16
Office Assistant
$34,492.80
$40,752.00
Parks Maintenance Manager
$58,621.68
$69,623.28
Parks Planning & Development Manager
$58,621.68
$69,623.28
Payroll Specialist
$41,080.32
$48,792.48
Permit Center Technician
$41,080.32
$48,792.48
Planner
$50,277.60
$59,714.16
Plans Examiner
$54,609.60
$64,858.32
Plans Examiner/Asst Building Official
$58,621.68
$69,623.28
Police Records Manager
$54,609.60
$64,858.32
Probation Assistant
$41,080.32
$48,792.48
Probation Counselor
$45,376.80
$53,919.36
Professional Standards Coordinator
$50,277.60
$59,714.16
Project Engineer
$63,343.44
$75,232.08
Property & Facilities Admin.
$78,229.92
$92,912.40
Records & Registration/Licensing Clerk
$37,210.32
$44,194.32
Page 282
Wi12E@Tda4all IINE44FiVS11914F IEel IEYT\/_1XE167:IaBill Iq
Non -Affiliated Employees
Classification
Minimum
Maximum
Recreation Program Manager
$58,621.68
$69,623.28
Recreation Program Support Coordinator
$45,376.80
$53,919.36
Recreation Special Programs & Marketing Supervisor
$54,609.60
$64,858.32
Recruitment & Employment Manager
$58,621.68
$69,623.28
Registration Clerk/Office Assistant
$34,492.80
$40,752.00
Risk/Property Manager
$58,621.68
$69,623.28
Sanitary Sewer Engineer
$63,343.44
$75,232.08
Sanitary Sewer Supervisor
$58,621.68
$69,623.28
Senior Accountant
$54,609.60
$64,858.32
Senior Center Supervisor
$54,609.60
$64,858.32
Senior Planner
$58,621.68
$69,623.28
Senior Project Engineer
$69,535.20
$82,587.12
Senior Traffic Signal Technician
$54,609.60
$64,858.32
Solid Waste Customer Care Specialist
$41,080.32
$48,792.48
Solid Waste Supervisor
$54,609.60
$64,858.32
SQL/Web Developer
$58,621.68
$69,623.28
Storm Drainage Engineer
$63,343.44
$75,232.08
Storm Drainage Supervisor
$58,621.68
$69,623.28
Street Division Supervisor
$58,621.68
$69,623.28
Street Systems Engineer
$47,191.68
$56,049.84
Survey Supervisor
$63.343.44
$75,232.08
Systems Analyst
$54,609.60
$64,858.32
Technical Services Manager
$58,621.68
$69,623.28
Traffic Engineer
$78,229.92
$92,912.40
Traffic Operations Engineer
$63,343.44
$75,232.08
Traffic Signal Technician
$50,277.60
$59,714.16
Transportation Grants Manager
$60,966.72
$72,408.24
Transportation Planner
$60,966.72
$72,408.24
Utilities Engineer
$78,229.92
$92,912.40
Utilities Maintenance Engineer
$69,535.20
$82,587.12
Utility Accounting Manager
$58,621.68
$69,623.28
Utility Construction Coordinator
$50,277.60
$59,714.16
Utility Technician
$41,080.32
$48,792.48
Water Distribution Supervisor
$58,621.68
$69,623.28
Water Operations Supervisor
$58,621.68
$69,623.28
Water Quality Program Coordinator
$58,621.68
$69,623.28
Water Utility Engineer
$63,343.44
$75,232.08
Youth Coordinator
$50,277.60
$59,714.16
Youth Program Assistant
$41,080.32
$48,792.48
Page 283
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 284
2006 Final
APPENDIX B
About Auburn
Auburn is Strategically Close to Seattle and Tacoma
Auburn is centrally located between Seaffle 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 Seaffle has to offer and more, and
a 20 minute drive to Tacoma. Amenities like Pike Place Market, Benaroya Hall, Seaffle Art Museum and
Tacoma's Chihully Museum of Glass are all within easy reach.
Sustainable Business Prices
Auburn, with its close proximity to all the advantages of Seaffle and Tacoma, still has sustainable business
prices. And although there is an influx of people moving info the Auburn community, housing prices are still
affordable.
W. Rainier and Outdoor Lifestyle
Auburn is about one hour from Mf. Rainier, Crystal Mountain
and Snoqualmie Ski areas. If 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.
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 Seaffle. Avoid the traffic and
rest, read or log onto your laptop as you fake the 20
minute ride from Auburn to Seaffle to work, shop or do
business. Sound Transit recently added another train and
has four morning and four evening trains traveling from
Auburn info Seaffle 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.
Page 286
2006 Final
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.
Arts and Culture
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 nineteen seasons. For more information visit www.
auburnsymphony.org
Auburn Performing Arts Center
The Performing Arts Center is an 1,100 seat, state-of-
the-art venue conveniently located in downtown Au-
burn. The facility has been named in publication list-
ings of the top acoustical halls for music performance
in the nation. For more information visit www.auburn.
wednef.edu/performarfs/PACARTdefaulf.hfm
White River Valley Museum
Located in Auburn's Les Gove Park, the White River
Valley Museum tells the story of South King County from
the native people, through the settlers, and into the 20th
century.
The Association of King County Historical Organizations
awarded author Stan Flewelling and the White River
Valley Museum their prestigious Virginia Marie Folkins
Award for an Outstanding Publication for Shirakawa:
Stories from a Pacific Northwest Japanese Community.
For more information visit www.wrvmuseum.org.
CITY OF -�. +
,'�* WASHINGTON
Page 286
2006 Final
What's Happening in Auburn
Second Saturday Family Fun
Second Saturday/month 4 12 to 4 p.m.
White River Valley Museum
253-288-7433
www.wrvmuseum.org
Cinco de Mayo Family Night
May 5th 4 5 to 8 p.m.
Auburn Senior Activity Center
253-931-3043
Pioneer Queen of Good OI' Days Coronation
June 15th 4 4 p.m.
Auburn Senior Activity Center
253-931-3016
Dinner and an evening of fun and laughter as over-
80-year olds compete for the title of Pioneer Queen.
Kids Day
June 23rd 4 12 to 4 p.m.
Game Farm Park
253-931-3043
Children's summer kickoff celebration includes
entertainment, information fair, arts, crafts
and other fun activities.
Summer Sounds and Outdoor Cinema
Wednesdays, July 12 - August 19, children's program 4 12 p.m.
Les Gove Park
Fridays, July 14 - August 18, concerts at 7 p.m., movies at dusk
Game Farm Park and various locations
253-931-3043
Summer Sounds is a series of free cultural arts performances in the
parks.
Fourth of July Festival
July 4th 4 11 to 4 p.m.
Les Gove Park
253-931-3043
Come out and enjoy The Fourth of July! Activities include children's parade, games, crafts, bingo, vin-
tage car show, book sale, and free admission to the White River Valley Museum.
Auburn Downtown Association Sidewalk Sale
"Rockin' and Shoppin' on Main"
July 20 - 23rd
253-939-3982
Downtown Auburn along Main Street
Clean Sweep
July 31- August 5
Various locations in Auburn
253-931-3043
This year's Clean Sweep will focus on partnering with the Muckleshoot Indian Tribe to help
coordinate volunteers to assist with their Tribal Canoe Journey 2006 event.
Auburn Good OI' Days
August 11-13
Downtown Auburn and various locations
253-939-3389
The 18th annual Auburn Good OI' Days Festival is a community celebration. The festival will include
many cultural and historic events throughout the city.
Page 287
2006 Final
What's Happening in Auburn (can't.)
BRAVO! Series
September to April
253-931-3043 or visit www.auburnwa.gov
The Auburn Arts Commission provides family performances at the Auburn Performing Arts Center and Au-
burn Riverside Theatre.
Masquerade Ball
October 21
TBA
253-288-7433
Enjoy an evening of dinner and dancing to support the While River Valley Museum.
Halloween Festival and Downtown Trick or Treating
October 28 4 2 p.m.
253-931-3043
Come out and celebrate at Washington Elementary School and trick or treat at the shops in downtown
Auburn.
Auburn's Veterans Day Observance/Parade
November 11 4 11 a.m.
Main Street
253-931-3043
The annual Auburn Veterans Day observance features the largest sanctioned Veterans Day parade west
of the Mississippi. There will be a luncheon, military display and flyover. Bring the family to Auburn Memo-
rial Stadium to watch at least 20 marching bands compete after the parade.
Marching Band Competition
November 1 1 4 2 p.m.
Auburn Memorial Stadium
253-939-3982
Tree of Giving Program
November - December
Auburn City Hall and various locations around Auburn.
253-939-3982 or visit www.auburnwa.gov
Santa Parade/City Hall Tree Lighting
December 2nd 4 4:30 and 5:15 p.m.
"B" Street and City Hall Plaza
253-931-3043
A fun -filled family parade celebrating the Holidays. Participants line up at 4 p.m. on Main Street. The tree
lighting ceremony at City Hall follows immediately.
Breakfast with Santa
December 9 4 8:30 and 10:30 a.m.
Auburn Senior Activity Center
253-931-3043
Join Santa and his elves for breakfast and enjoy
all the holiday entertainment.
Senior Center Holiday Meal
(Pre -registration required)
December 19 411:30 a.m.
Auburn Senior Activity Center
Page 288
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
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
253-931-7562
King County Justice Center Kent Location
206-205-7330
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
1-800-321-4123
Waste Management (Residential)
253-833-3333
S u p e rM a l l
253-833-9500
Vehicle Registration
253-833-9696
Voter Registration
206-296-8683
Page 289
CK.]JeJdIl, I I raM /e\ I IA 1140
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.
K111byI,IZi7;WiP\1CU,1
Date of Incorporation
Form of Government
Type of Government
Rank in Size -Washington State
Assessed Valuation
Area
Auburn Median Age
Active Registered Voters
Miles of Streets
June 13, 1891
Mayor -Council
Non -Charter Code City
18th
$5,106,1 17,400
23.3 Square Miles
34 Years Old
32,278
180 Miles
FIRE PROTECTION
Number of Stations
3
Number of Commissioned Fire Fighting Personnel
77
Number of Non-commissioned Personnel
5
Total Number of Personnel and Firefighters
82
Life Support Responses
5,562
All Other Responses
2,287
Total Number of Responses
7,848
POLICE PROTECTION
Number of Stations/Precincts
2
Number of Commissioned Police Personnel
87
Number of Non -Commissioned Personnel
30
Total Number of Personnel and Officers
117
Number of Calls for Service
63,639
2005 Utility Rates: Reduced rates for low-income senior citizens and disabled
persons available.
WATER SERVICE
Basic Service Charge
$7.25/Month
Commodity Rate:
0-7
$1.45/ccf
7.01-15
$1.70/ccf
15.01-9999
$1.95/ccf
Total Water Customers
12,405
Gallons of Water Produced
2,980,921,200
Average Daily Consumption
8.17 million Gallons
Miles of Water Main
278 Miles
SEWERS
City Sewer- Single Family Residence $9.25/Month
Metro Sewer- Single Family Residence $25.60/Month
Total Sanitary Sewer Customers 12,176
Sanitary Sewers 189 Miles
Page 290
STORM
Single Family Residence $9.90/Month
Number of accounts 10,836
Storm pipes 138 Miles
SOLID WASTE (Contracted Services)
1 can (32 gal)/Week, curbside $9.83/Month
Number of accounts 9,582
BUSINESS LICENSES
Fee per Year $50
Business Licenses Issued 3,341
VALUE OF BUILDING PERMITS ISSUED $183,171,684
PARKS, RECREATION AND CULTURE
Developed Park Acreage
255
Total Park Acreage
596
Number of Developed Parks
32
Number of Cemetery Interments
277
Number of Rounds Played (Golf Course)
47,501
Athletic Teams
445
Recreation Activities
2,086
Senior Center Visits
35,308
Cultural Activities (Arts)
56
Audience Served by Cultural Events
18,000
Museum Audience served
9,340
SALES TAX RATE:
State
6.5%
King County Metro
0.6%
Transit and Traffic Congestion (effective 4/1 /Ol)
0.2%
RTA (effective 4/l/97)
0.4%
City of Auburn Local Option
1.0%
City of Auburn Local Option -Criminal Justice
0.1%
TOTAL SALES TAX RATE
8.8%
Sources: City of Auburn GIS, Finance, Building,
and Parks & Recreation Departments
Page 291
50,000
40,000
30,000
20,000
10,000
01]
Population, Housing and School Enrollment
1996
1997 1998
1999
2000 2001
2002
2003 2004
2005
■Population
■Housing Units
❑Enrollment
Population and Housing Trends
1996
1997
1998
1999
2000
2001
2002
2003
2004
2005
School Enrollment (1)
12,441
12,629
12,741
13,063
13,079
13,222
13,504
13,461
13,838
13,760
Rafe of Unemployment (2)
5.0%
3.1%
2.9%
3.7%
3.4%
5.3%
5.9%
6.6%
4.7%
4.9%
Population (3)
36,130
36,720
37,440
38,980
42,045
43,985
44,685
45,355�
46,141
47,470
Housing Units (4)
One Unit
6,574
6,738
6,970
7,241
7,344
7,678
8,671
8,745
8,990
9,105
Two or More
6,501
6,604
6,715
7,217
7,225
7,372
7,452
7,790
8,078
8,655
Mobile Home orSpecial
2,400
2,399
2,394
2,470
2,324
2,124
2,144
2,474
2,421
2,346
Total Housing Units
15,475
15,741
16,079
16,928
16,893
17,174
18,267
19,009
19,489
20,106
Source:
(1) Au bum School Distnct No. 408
(2) WAState Employment Security Department
(3) WASfafe Office of Fiscal Management
(4) City of Auburn Planning Department
Page 292
RETAIL TAX COLLECTIONS
CITY OF AUBURN: 1996 - 2005
$16,000
$14,000 ■ Other
$12,000 _ o Wholesaling
a $10,000 ■ Manufacturing
0
$8,000 o Contracting
F $6,000
o Services
$4,000 ■ Other Retail
$2,000 s Automotive
$0
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
SALES TAX COLLECTIONS BY SECTOR (in thousands)
1996 1997 1998 1999 2000�2001 2002 2003 2004 2005
RETAIL TRADE SECTOR
Building Material $
160
$ 178
$ 219 $
201 $
202 $
314 $
371
$ 412 $
479 $
487
General Merchandise
331
362
414
420
373
468
646
909
990
970
Food
435
455
482
532
542
538
526
401
395
352
Auto & Gas
1,807
1,995
2,211
2,429
2,755
2,607
2,827
2,862
2,893
3,046
Apparel
538
549
631
609
600
624
646
649
765
836
Furniture/Electronics
555
444
340
300
336
306
276
318
438
669
Eating/Drink
420
454
486
502
542
566
560
596
651
352
Misc Retail
753
785
809
886
1.205
1.228
1.017
864
905
768
RETAIL TRADE $ 4,999 $ 5,222 $ 5 59922 $ 5,879 6 555 $ 6,651 $ 6,869 $ 7,011 $ 7,515 $ 7,480j
SERVICES
941
906
968
1,206
1,248
1,162
1,154
1,182
1,152
2,579
CONTRACTING
814
911
1,105
1,238
1,374
1,472
1,448
1,514
2,402
1,980
MANUFACTURING
423
482
350
357
288
368
607
882
793
413
TRANS/COM/UTY
297
326
326
401
433
459
426
400
401
31
WHOLESALING
1,230
1,327
1,677
2,245
2,166
2,184
1,676
1,674
1,795
2,312
FINANCE/INSUR
27
51
63
101
70
89
110
98
127
86
OTHER BUS
70
76
69
75
94
102
126
121
108
73
GRAND TOTAL
$ 8,801
$ 9,301
$ 10,150
$ 11,502
$ 12,228 $
12,487
$ 12,416
$ 12,882 $
14,294 $
14,954
Source: City of Auburn Finance Department
Actual receipts Jan -Dec
Coding revised in 2005 from SIC to NAICS. Some industries not comparable
Page 293
Construction Activity
By Value: City of Auburn
1996-2005
$180,000,000
$135,000,000
$90,000,000
$45,000,000 AAA
1996 1997 1998 1999 2000 2001 2002 2003 2004 2005
■Commercial ■Residential
Building Permits and Construction Values
Year
Commercial Building
Permits Value
Residential Building
Permits Value
1996
330
$ 26,984,727
246
$ 31,285,589
1997
487
40,423,499
321
44,176,187
1998
394
91,725,207
568
68,728,849
1999
432
93,970,839
361
22,961,498
2000
471
75,010,744
583
65,076,898
2001
395
72,882,729
639
65,326,240
2002
434
56,257,275
421
55,108,153
2003
337
50,269,426
583
89,414,972
2004
217
77,121,363
766
155,550,698
2005
240
71,046,651
604
112,125,033
Source: City of Auburn Building Division
*2004: Instituted a streamline permit process which consoldated various permits
into one.
Page 294
Assessed Value by Type
City of Auburn 1995 - 2004
$5,000,000
$4,000,000
o $3,000,000 ri
0
0
$2,000,000
$1'000,000
$0
lu"
1995 1996 1997 1998 1999 2000 2001 2002 2303 2004
■Land/Bldg ■State/Other ❑Personal
Assessed Value by Type
Fiscal
Year
Land &
Building
State
Property
& Other
Personal
Property
Total
Assessed
Value
1995
$ 1,823,006
$ 58,812
$ 761,919
$ 2,643,737
1996
1,957,542
51,811
697,224
2,706,577
1997
2,077,762
73,727
737,096
2,888,585
1998
2,221,116
84,456
719,317
3,024,889
1999
2,365,897
82,817
753,054
3,201,768
2000
2,530,338
104,939
757,643
3,392,920
2001
2,897,698
107,515
746,852
3,752,065
2002
3,099,138
129,250
723,846
3,952,234
2003
3,325,319
138,999
685,722
4,150,040
2004
3,538,546
126,986
649,698
4,315,230
Source: King County Tax Assessor (2005 Data not available as of 01 /31 /06)
In Thousands
Page 295
King County Property Tax Comparison
City
2005 Average
Home Value
2005
Levy Rate
2005
Tax
Bellevue
$454,400
$
8.21
$7,095
Mercer Island
$824,300
$
8.61
$3,731
Kirkland
$403,600
$
9.95
$4,803
Issaquah
$379,700
$
10.17
$4,015
Seattle
$368,700
$
10.21
$3,860
Enumclaw
$187,000
$
11.05
$3,765
Newcastle
$420,900
$
11.41
$4,114
Snoqualmie
$353,000
$
11.65
$3,732
Renton
$249,600
$
11.87
$3,207
Federal Way
$228,700
$
12.16
$2,962
SeaTac
$199,900
$
12.17
$2,976
Algona
$160,300
$
12.22
$2,782
Pacific
$185,300
$
12.31
$2,740
Burien
$260,000
$
12.33
$2,678
Unincorporated
$299,300
$
12.47
$2,432
Covington
$215,300
$
12.72
$2,661
Kent
$230,500
$
12.91
$2,633
Auburn
$201,500
$
13.29
$2,066
Tukwila
$198,000
$
13.30
$2,282
Milton
$199,900
$
13.31
$1,960
Source: King County Tax Assessor
Note: Fire District Levy was added to Federal Way City levy rate for comparison as other cities do not have
a separate Fire District.
Page 296
Representative Levy Rates in Each City
(Per $1,000 of Assessed Valuation)
2005 Tax Year
Auburn
Federal Way
Kent
Renton
Tukwila
School District
5.37195
4.30025
4.79809
3.9925
5.04535
City
2.88000
1.27446
2.93492
3.22704
3.11712
State Schools
2.68951
2.68951
2.68951
2.68951
2.68951
King County
1.38229
1.38229
1.38229
1.38229
1.38229
Library District
0.48288
0.53255
0.48288
0.00000
0.48288
Fire Protection District
0.00000
1.50000
0.00000
0.00000
0.00000
Port of Seattle
0.25321
0.25321
0.25321
0.25321
0.25321
Emergency Medical Service
0.23182
0.23182
0.23182
0.23182
0.23182
Hospital District
0.00000
0.00000
0.09039
0.09039
0.00000
13.29166
12.16409
12.86311
11.86676
13.20218
Source: King County Tax Assessor
2005 Levy Rates (per $1,000 of Assessed Valuation)
$14
$12
$10
$8
$6
$4
$2
IHVI
$0
Auburn Federal Way Kent Renton Tukwila
■ School District ■City ❑State Schoo is
■ King County ❑ Library District ■ Fire Protection District
■ Port of Seattle ❑ Emergency Medical Service ■ Hospital District
Page 297
In
CITY OF
UBURN
* MORE THAN YOU IMAGINED
Page 298
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.
ADA: Auburn Downtown Association.
Administrative or Support Departments: Refers to 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
Tax Assessor) as a basis for levying taxes.
Balanced Budget: Budget in which expenditures and other financing sources do not exceed
budgeted appropriations at the fund level.
BARS: Budgeting, Accounting & Reporting System. Refers to the accounting rules established by
the State Auditor's Office.
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
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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: Tangible assets that have an estimated useful life of three or more years and an
acquisition cost that equals or exceeds the City of Auburn threshold. Examples of capital
assets include property, buildings, land improvements, equipment and vehicles. Capital
assets are also called fixed assets.
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 (Series 300 Funds): A type of fund which accounts for major
general government construction projects financed by long-term general obligations.
These funds correspond to the Debt Service Funds in the 200 series.
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 Indes (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.
Debt Service Funds (Series 200 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, Fire 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).
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Department Head: One of the nine directors of a department.
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.
EIS: Environmental Impact Study
Enterprise Funds (Series 400 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.
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.
Undesianated: The remaining unappropriated balance of the fund after accounting for
the designated funds.
Fiduciary Funds: A group of funds which accounts for funds held by the City as a trustee.
GAAP: Generally Accepted Accounting Principles are standards used for accounting and
reporting for both private industry and governments.
General Fund (Fund 001): 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.
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GMA: Growth Management Act
Goal: The objective or aim toward which an endeavor is directed
Governmental Fund Types: A group of funds that account the activities of the City that are of a
governmental character, as distinguished from activities which are of a business character.
Indirect Charges or Cost Allocation: Refers to the process of accounting costs between funds. Usually
applied to determining the costs of administrative services provided to Non -General Fund
divisions.
Inside Levy: The dedication of a portion of the regular property tax levy to retire councilmanic bonds.
Interfund Payments: Expenditures made to other funds for services rendered.
Internal Service Funds (Series 500 Funds): A type of proprietary fund that accounts for goods and
services that are provided as internal services of the City; includes the equipment rental
system and insurance reserves.
LED: Light Emitting Diode (street signals)
LEOFF: Washington's Law Enforcement Officers' and Fire Fighters' Retirement System.
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.
Fire: Provides all Fire, emergency medical and hazardous material services of the City.
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 legal mechanism that finances specific capital improvements
that benefit specific properties. Places a special assessment against the benefited
property to repay debt incurred to finance the improvements.
METRO (Municipality of Metropolitan Seattle): Conveyance, treatment and disposal of all sanitary
sewage collected within the Auburn sanitary sewer service area is provided by King
County based on a contract signed in 1974 with Municipality of Metropolitan Seattle. The
County and Metro consolidated effective January 1, 1994. The County now performs the
services formerly performed by Metro. The county has assumed all obligations and
contracts with Metro.
Mill: The property tax rate that is based on the valuation of property. A tax rate of one mill
produces $1 of taxes on each $1,000 of property valuation.
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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.
MIT: Muckleshoot Indian Tribe.
Mitigation Fees: Fees paid by developers to equitably share the cost of infrastructure improvements
required for supporting the development project.
Modified Accrual Basis of Accounting: Refers to the method of accounting in which (a) revenues are
recognized in the accounting period of which they become available and measurable
and (b) expenditures are recognized in the accounting period in which the fund liability is
incurred, if measurable, except for unmatured interest on general long-term debt and
certain similar accrued obligations, which should be recognized when due.
Object: As 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.
PAA (Potential Annexation Area): Those currently unincorporated areas the city intends to annex
within the 20-year time frame in the Comprehensive Plan.
PERS: Washington's Public Employees' Retirement System.
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 collectively the Police and Fire 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.
RTID: Regional Transportation Improvement District
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.
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Special Revenue (Series 100 Funds): 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.
TIP: Transportation Improvement Program.
UTGO: Unlimited tax general obligation bonds.
WRIA: Water Resources Inventory Area.
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Shelley R. Coleman
Finance Director
Dawna Truman
Financial Planning Manager
Lisa Tylor
Senior Accountant -Budget
Consuelo Rogel
Financial Analyst
Craig Violante
Fiscal Services Manager
Sandra Jurich
Accounting Supervisor
Sue Schack
Finance Secretary
LEGAL PROCEDURES:
Danielle Daskam
City Clerk
COVER DESIGN:
Jennifer Stanton
Multimedia Specialist