HomeMy WebLinkAbout2017-2018 Biennial Budget Final
CITY OF AUBURN WASHINGTON 2017-2018 BIENNIAL BUDGET For Fiscal Years January 1, 2017 to December 31, 2017 and January 1, 2018 to December 31, 2018 January 1, 2017 Prepared by the Finance
Department
CITY COUNCIL Largo Wales, Bob Baggett Claude DaCorsi Deputy Mayor John Holman Bill Peloza Yolanda Trout Rich Wagner DEPARTMENT DIRECTORS Administration Director Dana Hinman City Attorney
Dan Heid Community Development and Public Works Director Kevin Snyder Finance Director Shelley Coleman Human Resources and Risk Management Director Rob Roscoe Innovation and Technology
Director Paul Haugan Parks, Arts and Recreation Director Daryl Faber Police Chief Bob Lee CITY OFFICIALS Mayor Nancy Backus 2
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. 3
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished Budget Presentation Award to the City of Auburn, Washington for its biennial
budget for the fiscal year January 1, 2015 through December 31, 2016. In order to receive this award, a governmental unit must publish a budget document that meets program criteria as
a policy document, as an operations guide, as a financial plan, and as a communications tool. This award is valid for one biennium only. We believe our budget continues to conform to
program requirements, and we are submitting it to the GFOA to determine its eligibility for another award. 4
TABLE OF CONTENTS 2017 – 2018 BIENNIAL BUDGET CITY OFFICIALS .......................................................................................................................................................
2 Auburn’s Vision and Mission Statement ......................................................................................................... 3 Distinguished Budget Presentation
Award ...................................................................................................... 4 Transmittal Letter from the Mayor ................................................................................................................
7 SECTION I: BUDGET SUMMARY ............................................................................................................................ 13 Reader’s Guide ...........................................................................................................................................
13 Financial Structure of the City Budget ........................................................................................................... 14 General Fiscal Environment ..........................................................................................................................
17 Key Issues Affecting the 2015 – 2016 Budget Process ..................................................................................... 18 2017 Budget Summary – All Funds ..............................................................................................................
23 2018 Budget Summary – All Funds .............................................................................................................. 25 Comparative Budget Summary – All
Funds .................................................................................................. 27 Comparative Budget Summary – General Fund ...........................................................................................
29 Staffing Trends ............................................................................................................................................ 31 SECTION II: PROCESS/POLICIES
............................................................................................................................. 37 Basis of Budgeting ......................................................................................................................................
37 Budget Process ........................................................................................................................................... 38 Budget Calendar ........................................................................................................................................
39 Budget Purpose .......................................................................................................................................... 41 Budget Structure ........................................................................................................................................
42 Components of the Budget ......................................................................................................................... 42 Capital Planning ........................................................................................................................................
43 Budget Policies .......................................................................................................................................... 44 Citywide Goals and Strategies
..................................................................................................................... 54 2015 – 2016 Progress on Citywide Goals .....................................................................................................
56 2017 – 2018 Budget Strategy ....................................................................................................................... 58 SECTION III: FINANCIAL PLAN
.............................................................................................................................. 61 Introduction ...............................................................................................................................................
61 Analysis of 2017 – 2018 Revenues by Sources for All Funds .......................................................................... 62 Analysis of 2017 – 2018 Budgeted Expenditures
for All Funds ...................................................................... 64 Revenue Analysis .......................................................................................................................................
66 General Fund ................................................................................................................................ 66 Special Revenue Funds ....................................................................................................................
71 Capital Project Funds ..................................................................................................................... 74 Enterprise Funds .............................................................................................................................
76 Internal Service Funds ..................................................................................................................... 79 Fiduciary Funds ...............................................................................................................................
81 Permanent Fund............................................................................................................................ 82 General Fund Six-Year Forecast ...................................................................................................................
83 Long-Term Debt Obligations and Debt Capacity .......................................................................................... 85 General Fund Fiscal Capacity ......................................................................................................................
89 Working Capital ......................................................................................................................................... 91 SECTION IV: OPERATING
BUDGET ....................................................................................................................... 95 Introduction ..............................................................................................................................................
95 Total Baseline Budget ................................................................................................................................ 96 Total General Fund Budget
......................................................................................................................... 97 Mayor and City Council.............................................................................................................................
99 Administration .......................................................................................................................................... 105 Human Resources and Risk
Management ................................................................................................... 123 Finance .....................................................................................................................................................131
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Legal ........................................................................................................................................................ 159 Community Development
and Public Works .............................................................................................. 165 Police Department and SCORE (South Correctional Entity) .........................................................................207
Parks, Arts and Recreation ......................................................................................................................... 219 Innovation and Technology .......................................................................................................................
235 SECTION V: DETAILS ........................................................................................................................................... 243 2017 Revenue by
Type – All Funds ............................................................................................................ 244 2017 Expenditure by Object – All Funds.....................................................................................................
246 2018 Revenue by Type – All Funds ............................................................................................................ 248 2018 Expenditure by Object – All
Funds.....................................................................................................250 Administrative Structure ............................................................................................................................
253 Costs by Administrative Structure ............................................................................................................... 254 Departmental Expenditures by
Cost Center: General Fund ........................................................................ 257 Citywide Interfund Operating Transfers .....................................................................................................
259 SECTION VI: PROGRAM IMPROVEMENTS AS PROPOSED BY CITY DEPARTMENTS ............................................ 263 SECTION VII: CAPITAL PLANNING, PROGRAMMING, AND BUDGETING ..........................................................307
2017 – 2018 Capital Budget .......................................................................................................................308 Capital Facility Items – Transportation
Projects ........................................................................................... 311 Capital Facility Items – Water Utility Projects .............................................................................................
327 Capital Facility Items – Sanitary Sewer Projects ........................................................................................... 339 Capital Facility Items – Storm Drainage
Projects ......................................................................................... 347 Capital Facility Items – Parks, Arts and Recreation Projects .........................................................................
355 Capital Facility Items – General Municipal & Community Improvement Projects ......................................... 365 Capital Facility Items – Other Proprietary Projects ......................................................................................
377 SECTION VIII: APPENDICES ................................................................................................................................. 381 Appendix A: Employee
Position Classification Schedule .............................................................................. 381 Appendix B: History of Auburn and Community Information ....................................................................
387 Appendix C: Agenda Bill and Ordinance No. 6621 ....................................................................................405 Appendix D: Glossary ................................................................................................................................
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January 1, 2017 Citizens of Auburn c/o City of Auburn 25 West Main Auburn, Washington 98001 Re: Transmittal of the 2017-2018 Biennial Budget Dear Citizens of Auburn: The City of Auburn’s
Biennial Budget for 2017-2018 is presented to you here. I believe a budget is a moral document. A budget represents who we are. It shows what our values are and it guides our vision
– it is the vision of the people you elected to be stewards of your dollars and is the guide by which we form our policies and how we govern. This is your document. It is a written plan
for how our city will operate through the policies of the City Council and seeks to meet the needs of those that call Auburn home. The vision of your City Council is for Auburn to be
a premier community with vibrant opportunities. Our mission is to provide a service-oriented government that meets the needs of our citizens and business community. This budget document
should illuminate how that vision and mission can become a reality. The blueprint for this budget continues to be guided by the following priorities: • One Auburn: Celebrate Auburn’s
diverse cultures, religions and viewpoints by increasing community awareness and information, enhancing existing partnerships and creating new partnerships. Support existing and new
programs, services and quality of life and employment opportunities for existing and returning Auburn veterans and their families. Work in closer coordination with citizens to recognize
and support the identities and uniqueness of neighborhoods. • Improve City Streets: Engage with Auburn residents and businesses on long-term funding and program solutions to help fix
and improve Auburn’s streets. • Disrupt the Status Quo of City Government: Eliminate the “that’s the way we always have done it” mentality and give City staff the responsibility, authority
and accountability to innovate and create. • Increase Citizen Engagement: Increase citizen awareness and involvement in city government, events and activities through greater use of
technology, broader engagement and increased civic education opportunities. • Public Safety: Continue investments in staff, technology, communication, education and other resources to
ensure that citizens and businesses are protected and secure, that there is reduced criminal activity and that there is trust and shared responsibility for maintaining a safe community.
• Business Support Services: Increase the City’s efforts to support, learn from and assist existing businesses to help make them and the community more successful. We have worked with
businesses, citizens, the City Council, and City staff to create a 10-year Economic Development Strategic Plan that will guide policy decision-making and investment decisions and allow
the City and community to better measure the City’s economic performance. • Downtown Enhancement: Continue the momentum for downtown revitalization by improving public spaces throughout.
Work with the Auburn Downtown Association, property owners and businesses to help improve buildings and properties, market Downtown services, shopping and enhance Downtown’s image in
the community and the region. 7
• Encourage Increased Local Spending: Implement marketing and awareness programs to increase local spending and attract new and diverse businesses to create greater retail and service
opportunities to reduce citizens’ need to travel to other communities. • Marketing and Branding: Rebrand and market Auburn to better reflect the community and increase positive perception
among residents, businesses, regional governments and state and national stakeholders. • Imagine Auburn: We have completed the Imagine Auburn comprehensive planning process and we are
now implementing the strategies and actions to help realize the community’s 20+ year vision. Since 2009, economic conditions and legislative enactments have resulted in limitations in
revenue growth. The result of these challenging economic conditions was a necessity to examine even closer our business model. The City of Auburn budget has seen cumulative losses of
about $57 million through legislative or initiative action. Some examples of these losses include: the Streamlined Sales Tax, repeal of the motor vehicle excise tax and property tax
limitations. Whether it was realized beforehand or not, when the state and federal government changed the rules or the voters approved certain initiatives, the result was a loss of revenue.
Less money means less service. Through it all, the City has continued to deliver the high-quality array of services our citizens have come to expect. The basic economic formula remains
the same. City (General Fund) income is divided approximately into thirds with property tax providing one third, sales tax a third, and utility taxes, fees and fines providing the remaining
third. State law limits growth in property tax revenue to 1.0% per year. Sales tax revenues are forecasted to increase modestly as the local, regional, and national economies continue
to recover. Needless to say, if income goes up less than the cost of living expenses, then the City must watch all revenues and expenditures closely. The good news is that new businesses
are springing up all over the city and existing businesses are reporting a positive economic climate. We are hearing of expansion plans and steady growth consistently. We will continue
our focus on economic development to grow this important part of our city. The addition of new business will have positive impacts on available revenue and the continued success of our
many established businesses will continue to provide support for City services and public facilities in the coming years. Auburn is the center of the largest industrial complex in the
northwest and strategically sits in the middle of the major north-south and east-west routes of this region. This may show an even greater asset to Auburn with the recent announcement
that the Ports of Seattle and Tacoma will be joining forces to form the Seaport Alliance to further strengthen the competitive advantage of our region. The City’s General Fund continues
to be budgeted conservatively. Following a steep decline in revenues during the 2009 recession, the City’s revenue base has made a slow but steady return. Expenditure budgets are thoroughly
reviewed each year to maintain levels of service needed by our citizens. While it is anticipated that revenues and expenditures will continue to improve, with moderate increases over
2016, the City will still need to utilize reserves to balance the budget and to preserve vital and basic public services. Every effort has been made to maintain an adequate ending fund
balance in anticipation of continuing adverse impacts of economic trends and possible regulatory change. Programs in this budget are supported by offsetting revenue with few exceptions.
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THE BUDGET PROCESS The 2017-2018 budget is the culmination of a detailed process involving city staff, the public and the City Council. The City Council has established citywide vision
and goals as stated earlier and my office has specific areas of focus. The departments used this vision to develop the capital and program areas of the 2017-2018 budget. Budget requests
were developed jointly by department directors and the myself and were presented for review to the City Council over several workshops. I am proud of the work we put in together to develop
this budget. City staff worked tirelessly to put forward a prioritized budget. City leadership sat together to reach consensus and develop efficiencies to further bring down costs and
maintain or grow programs in a creative way. The City Council scoured the documents lineby-line and scrutinized every cost center to ensure that all dollars were being allocated to the
best extent. This work reflects the City’s desire to maintain essential programs at present levels of service, develop a workable strategy to achieve Council goals, recommend modifications
to meet changes in the City's circumstances, and continue the responsible financial management of the City's resources. THE BUDGET DOCUMENT Each year Auburn’s Vision and Mission Statements
are highlighted in the budget document. These statements, developed jointly by the Council and City staff, describe the City’s direction and priorities. The statements provide a framework
for action and direct future activities and development within the City. The 2017-2018 budget format presents the budget as a policy and fiscal planning tool as well as a plan for the
wise commitment of available resources. As in the past, departmental quantitative and qualitative performance objectives are highlighted throughout the document. These objectives can
be found in the Process/Policies (Section II) and by department in the Operating Budget (Section IV) of this document. Each department section contains key measures that best show the
program performance of their particular area. Budget organization is intended to focus the reader on the key policy issues involved in its development and present financial data in meaningful
detail while portraying the full scope of the budget and City operations. This Letter of Transmittal presents an overview, serves as an introduction, and sets forth the policy and strategic
considerations involved in the budget’s preparation. The Budget Summary (Section I) summarizes the 2017-2018 fiscal plan, presenting budget amounts as well as staffing trends by department.
Budget Process/Policies (Section II) describes the purpose and process of the budget document. It also presents a summary of the policies implemented by the budget. This section identifies
City issues, goals and planned initiatives. It includes policies and priorities that were employed in budget development along with funding requirements. The Financial Plan (Section
III) outlines the budget as a financial plan, focusing on and analyzing the budget’s financial data to describe how City operations will be financed and how fiscal resources will be
allocated to different functions and services. This section presents an overall summary of both revenues and expenditures, including a discussion of General Fund revenue estimates and
the basis of these estimates. Also included is a multi-year (2017-2022) financial forecast of the General Fund based on the actions and policies of the budget. The Operating Budget (Section
IV) details City operations on a department-by-department, fund-by-fund basis. Each department includes an organizational chart, mission statement, current year accomplishments, and
next year’s objectives. Also included are historical, current and projected financial data, staffing and performance measures by department. Details (Section V) depicts a more detailed
view of City operations. Program Improvements (Section VI) discusses the program improvements that are included in the budget. The Capital Program (Section VII) summarizes the City’s
2017-2018 Capital Facilities Plan. This section provides an overview of those projects budgeted in 2017 and 2018. For future plans in more detail, see the City’s 2017-2022 Capital Facilities
Plan, which is published as a separate document. 9
2017-2018 BIENNIAL BUDGET CONSIDERATIONS This biennial budget builds upon past experience and past budgets to protect the sound financial condition of this City. It continues the initiatives
of prior years with a priority placed on city streets, citizen engagement, public safety, economic development and an array of programs responding to community needs. Our Fiscal Condition
The budget has been prepared with the objective of maintaining the City’s financial condition and facilitating achievement of City Council objectives. The General and Cumulative Reserve
Funds include essential balances; other fund balances continue to be adequate. The Utility Funds have maintained healthy working capital balances needed to perform extensive upgrades
to their systems. Over the past several years, economic conditions have improved locally. Real estate activity and real property values have improved, retail sales have grown significantly,
and the rate of unemployment in the City and King County is at pre-recessionary levels. In 2017 and 2018, revenues are projected to grow modestly over 2016 levels, but at a reduced pace
as the economic recovery continues to weaken. At the same time, the City continues to support ongoing maintenance and replacement of its aging arterial and local street infrastructure.
Major financing of the City’s Arterial Street program includes dedicating 1.0% of utility taxes toward arterial roadway improvements. In addition, the City utilizes sales taxes collected
from new construction for the local street program, commonly referred to as the Save Our Streets (SOS) program. This is estimated to total $1.75 million annually during the 2017-2018
biennium. During the 2017-2018 biennium, the City will evaluate additional means of financing city-wide transportation needs. The budget for the water utility includes issuance of $5.0
million of new revenue bonds in 2017 and an additional $2.5 million in 2018 to support major capital improvement projects. Rate revenue for the water utility will be used to repay the
bonds. No new revenue bonds are anticipated for the sewer or storm drainage utilities. Should it be required, Mountain View Cemetery will receive some financial support during the 2017-2018
biennium from the cumulative reserve fund. To ensure the long-term maintenance and care of the cemetery, the City maintains a Cemetery Endowment Fund. This fund receives 15% of all lot,
crypt and niche sales with proceeds legally restricted for the future maintenance and care of the cemetery. As of the end of 2018, the fund is expected to have a balance of approximately
$1.8 million. Our economic projections for the City remain positive. New businesses continue to call Auburn home and the City’s recent efforts to promote economic development and designation
as an Innovation Partnership Zone will help to solidify our economic standing. A number of commercial and service industry projects currently in progress, or in the planning stages,
contribute to an economic picture of ongoing development. These include the opening of Green River Aviation Center, development of Merrill Gardens market rate senior housing, the emergence
of a new MultiCare call center, and the expansion of services, products, and employment at Orion Industries, all of which are anticipated to have positive impacts on available revenue.
The City of Auburn is positioned to support continued economic growth. With its competitive advantages – central location, historic downtown, transportation linkages, access to labor,
and a hard-working civicminded community-Auburn’s economic future is strong. Over the last several years, remarkable progress has taken place throughout the community with gains in education,
business, and property development. The newly adopted 10-year economic development strategic plan formalizes the City’s efforts to further cultivate growth in workforce development,
quality of place, real estate market, products, tax base and retail. Auburn seeks to create an environments that supports businesses, developers and investors in a manner that benefits
the citizens and lays the groundwork for sustainable revenue growth today, and for generations to come. To ensure stability and continuing economic security, the City has maintained
adequate reserves. In accordance with this strategy, the Cumulative Reserve Fund, which is used as the City’s savings and rainy day fund, is projected to have a balance of $7.1 million
by the end of 2018. The General Fund is projected to end 2018 with $5.9 million in ending fund balance, or 8.0% of operating expenses as required by City policy. Additionally, an insurance
reserve of $0.8 million is maintained to meet litigation claims and $2.2 million is maintained for certain LEOFF 1 retired firefighters. 10
Significant Budget Measures and Initiatives Careful financial planning and management allows the City to continue meeting its goals through implementation of a coordinated strategy by:
1. Limiting new staff and reviewing replacement staff for essential need, and limiting staff and new programs unless that staff or program can fully support such growth either through
new revenue generation or specific cost reductions. 2. Applying the fiscal capacity of the City to meet potential future needs. 3. Using fund balance or working capital to finance capital
equipment that maintains or enhances productivity. 4. Controlling optional, discretionary expenses. 5. Providing adequate training, technology and tools to enhance productivity. 6. Maintaining
a baseline of funding which continues to deliver high-quality municipal services with special attention to: a) Continuing support of growth management. b) Supporting effective law, safety
and justice services. c) Delivering a diversity of recreational and cultural programs. 7. Providing staff support and funding for street maintenance, repair and improvements to meet
planning requirements and benefit from available funding opportunities. 8. Enhancing the capacity of infrastructure where funding opportunities exist by assigning priority to providing
necessary matching funds. 9. Continuing operation of the City's enterprise functions on a business basis. 10. Exploring all opportunities for economic development that will provide a
return to the City. 11. Exploring all opportunities for additional services that can be supplied by the City for a fee that will result in net positive revenue to the City, including
any required personnel to deliver the service. Budget Status Since effective fiscal planning is carried out on a multi-year basis, this budget should be viewed in the context of past
budgets. Responsible fiscal management and the City’s current revenue levels have enabled the City to support a baseline General Fund budget that responds to the City’s need to provide
quality community services at reasonable levels. The 2017 budget allocates $269,080,329 and the 2018 budget allocates $266,871,607 among all budget functions and funds. The General Fund
budget for 2017 is $82,111,291 and $78,715,119 in 2018. The following charts summarize the City’s budget by fund type. For further detail on the City’s proposed 2017-2018 budget, please
refer to the attached budget starting with Section 1. General Fund 32.7% Special Revenue Funds 9.0% Debt Service 2.3% Capital Projects 4.0% Enterprise Funds 42.0% Other Funds 1.0% Internal
Service Funds 9.0% 2017-2018 Citywide Budget Supplies 2.3% Other Services 18.4% Transfers Out 2.1% Reserves 3.9% Debt Service 0.1% Intergov't Services 8.3% Interfund Payments 11.7% Capital
Outlay 0.4% Salaries & Benefits 52.8% 2017-2018 General Fund Budget 11
CLOSING COMMENTS As mayor, and as a citizen of Auburn, I am proud of the City’s accomplishments. The City Council has established a vision, and has plans to revisit and revitalize it,
for Auburn’s future. Building a bridge to that vision is our challenge – and continuing dialogue with Auburn’s citizens and businesses is a firm foundation for that bridge. At the moment,
we are emerging from an economic downturn and our city is poised for growth. We ensured that we could weather this storm and we have. We are financially strong, we have qualified and
passionate staff at the ready and we have recently reorganized some of our most important customer service functions so that the business we do going forward is at the highest level.
Auburn has some exciting opportunities ahead. We have the attention of those looking to locate their business in our city, as well as those looking to move their families here. The next
few years will bring much change to our downtown, as well as to other areas within the city. Will there be some growing pains? Absolutely! Auburn is over 120 years old, and the one constant
during that time has been change. We have grown from a sleepy little town of 12,000 back in the late 1960s to a city of regional significance with approximately 77,000 people in 2016.
Your city government is here to serve you! I am thrilled about the opportunities that lie in front of us! The 2017-2018 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 on City services. Increases in programs must be managed carefully and brought on only as revenues become available. Every opportunity to increase
revenue from sales taxes must be explored and careful consideration given to each possibility. The City, businesses and individual citizens must work hand-in-hand for all of us to succeed.
We are always going to be better together than trying to make it on our own. We partner with the Auburn School District, Green River College, the Muckleshoot Indian Tribe and numerous
regional and national organizations to ensure that we are doing the right things for our citizens. The City is presenting a conservative, balanced budget that meets the service requirements
for Auburn’s citizens and businesses. The objective, as always, is to provide a reasonable level of service to the Auburn community within the framework of fiscal integrity and sound
financial management. Sincerely, Nancy Backus Mayor 12
2017-2018 Biennial Budget Section I: Budget Summary SECTION I: BUDGET SUMMARY This section summarizes the 2017-2018 Biennial Budget and provides comparisons to previous years’ revenues
and expenditures. The section begins with a Reader’s Guide which provides the reader with the general layout of the budget document and continues with a summary of the City’s financial
structure and an overview of the City’s general fiscal environment, including legislative measures affecting City revenue. The section then provides summarized budget data showing a
breakdown of the General Fund and then all funds combined. The reader is encouraged to refer to the Operating Budget (Section IV) for a more detailed account of the departmental budgets.
Also, an expanded explanation of revenue sources and trends can be found in the Financial Plan (Section III). Reader’s Guide Understanding a governmental budget and its specialized terminology
and organization can be a challenging exercise. This Reader’s Guide has been provided to highlight the kinds of information contained in this document and to inform the reader where
to find particular information. It also provides a description of the City’s expenditure groupings and budget account structure. Budget Document Organization This budget document contains
legally required budget information, descriptive background information and various illustrative graphs and tables that will be helpful to the reader’s understanding. It is divided into
eight major sections, the contents of which are explained below. Transmittal Letter – The budget begins with a message from the Mayor of the City of Auburn presenting the biennial budget.
The letter addresses the priorities that guided the budget, the budget process and considerations, and major changes and upcoming issues that affected policy when preparing the upcoming
budget. Section I, Budget Summary – This section contains a broad overview of the budget and the City’s financial structure. Section II, Budget Process/Policies – Presents the City’s
budget process and the policies that guided the preparation of this budget document. Section III, Financial Plan – Historical and future revenue trends are presented for each fund group
as well as a six-year revenue forecast of the General Fund. Section IV, Operating Budget – The operating budget is organized by department with each tab representing the funds, departments
and/or divisions assigned to one of the City’s eight directors. See the table “Summary of Financial Structure” on page 16 for a listing of the director responsible for each fund. Section
V, Details – Detailed information on city operations based on administrative, functional and financial structures and operating transfers. Section VI, Program Improvements – Presents,
in detail, each program improvement (increase in personnel or program expansion) contained in the current budget. Section VII, Capital Budget – Briefly discusses each capital project
authorized by the current budget and impacts on future operating budgets. Section VIII, Appendices -Includes employee salary schedules, “About Auburn” information, adopted Ordinance,
and glossary of terms. 13
2017-2018 Biennial Budget Section I: Budget Summary Financial Structure of the City Budget The City of Auburn’s accounting and budget structure is based upon Governmental Fund Accounting
to ensure legal compliance and financial management for various restricted revenues and program expenditures. Fund accounting segregates certain functions and activities into separate
self-balancing ‘funds’ created and maintained for specific purposes (as described below). Resources from one fund used to offset expenditures in a different fund are budgeted as either
a ‘transfer in’ or ‘transfer out’. The City of Auburn budget is organized in a hierarchy of levels, each of which is defined below: Fund A fund is an accounting entity used to record
the revenues and expenditures of a governmental unit which is designated for the purpose of carrying on specific activities or attaining certain objectives. For example Fund 102, the
Arterial Street Fund, is designated for the purpose of maintaining the arterial streets within the City. Governmental Fund Types General Fund – The General Fund is the City’s primary
fund that accounts for current government operations. This fund is used to account for all resources not required to be accounted for in another fund. The General Fund supports police
protection, parks and recreation, planning and economic development, general administration of the City, and any other activity for which another type of fund is not required. Special
Revenue Funds – Special Revenue Funds are used to account for revenues which are legally or administratively restricted for special purposes. These funds receive revenues from a variety
of sources, including Federal and State grants, taxes, and service fees. These revenues are dedicated to carrying out the purposes of the individual special revenue fund. The City currently
has ten Special Revenue Funds. Examples of restricted revenues that must be spent on specific purposes are gas tax revenues, Federal and State grants for transportation, community development
block grants, forfeited drug funds, business improvement assessments, hotel/motel tax, and mitigation fees. Debt Service Funds – Debt Service Funds account for resources used to repay
the principal and interest on general purpose long-term debt not serviced by the enterprise funds. These funds do not include contractual obligations accounted for in the individual
funds. Capital Project Funds – Capital Project Funds pay for major improvements and construction. Revenues for capital funds are derived from contributions from operating funds and bond
proceeds. These revenues are usually dedicated to capital purposes and are not available to support operating costs. The City has three Capital Project Funds: Municipal Parks Construction,
Capital Improvements Fund, and the Local Revitalization Fund. Proprietary Fund Types Enterprise Funds – Enterprise Funds are used to account for operations that are financed and operated
in a manner similar to business enterprises. They are established as fully selfsupporting operations with revenues provided primarily from fees, charges for services, or contracts for
services. The City maintains seven Enterprise Funds to account for the operations of Water, Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport, and the Cemetery. Internal Service
Funds – Internal Service Funds are used to account for operations similar to those accounted for in Enterprise Funds, but these funds provide goods or services to other 14
2017-2018 Biennial Budget Section I: Budget Summary departments on a cost reimbursement basis. The City maintains five Internal Service funds to account for insurance activities, worker’s
compensation, facilities, innovation and technology, and fleet management. Other Fund Types Permanent Funds – These funds report resources that are legally restricted to the extent that
only earnings, and not principal, may be used for purposes that support the programs. The City has one permanent fund, the Cemetery Endowment Care Fund. Fiduciary Funds – Fiduciary,
or Trust Funds, are used to account for assets held by the City in a trustee capacity and cannot be used to support the City’s own programs. These include pension trust, investment trust,
private-purpose trust, and agency funds. The City’s pension trust fund is the Fire Relief and Pension Fund and is budgeted on the accrual basis of accounting where revenues are recognized
when earned and expenses are recorded when incurred. The City’s agency fund is custodial in nature and is not budgeted. The City does not have any investment trust funds or private purpose
trust funds. Department Department designates a major unit of government services; e.g., Parks, Arts and Recreation. Division A division is a specific line of work performed by a department
or fund, and is most often distinguished as a separate cost center within the fund or department. For example, Emergency Management is a division within the Administration Department
and includes the costs of centralized City activities related to preparing for, responding to, and recovering from all types of disasters. Object The appropriation unit (object of expenditure)
is the level of detail used in the budget to sort and summarize objects of expenditure according to the type of goods or services being purchased; e.g., salaries, supplies. 15
2017-2018 Biennial Budget Section I: Budget Summary Summary of Financial Structure All funds are appropriated, see Ordinance No. 6621. Note: Fire prevention and control services were
transferred from the City to the Valley Regional Fire Authority (VRFA) in 2007 (see discussion on page 20). Fund Number & Title Responsibility Budget Description 001 General Fund Revenues
Finance Director General government activities 001 General Fund Operations Mayor & Council Mayor Mayor & Council costs Administration Administration Director General government administration,
Emergency Mgmt., Economic Dev., Community Svcs., and Public Affairs. Human Resources HR Director General government employment, safety and court costs Finance Finance Director General
government finance costs City Attorney City Attorney General government legal costs Community Development CDPW Director Community development, building permits, social service, and environmental
services. Jail Police Chief SCORE jail costs Police Police Chief Direct police department costs Public Works CDPW Director General government engineering costs Parks, Arts & Recreation
Parks Director Park maintenance, golf course, recreational programs, arts and senior programs Streets CDPW Director Street maintenance costs Non-Departmental Finance Director Citywide
expenditures, fund transfers, fund balance & one-time expenditures Special Revenue Funds 102 Arterial Street CDPW Director MVFT and grants for arterial street projects 103 Local Street
CDPW Director Sales tax on construction for local street repairs 104 Hotel/Motel Tax Administration Director Lodging tax for promotion of tourism 105 Arterial Street Preservation CDPW
Director Utility Tax for arterial street preservation 117 Drug Forfeiture Police Chief Forfeited drug money used for drug enforcement 119 Housing/Commt'y Development Administration Director
Community Development Block Grants (CDBG) 120 Recreational Trails Parks Director Dedicated funds for recreational trails 121 Business Improvement Area CDPW Director Financial activity
of the downtown area 122 Cumulative Reserve Finance Director Governmental reserves 124 Mitigation Fees Finance Director Collection of mitigation & impact fees Debt Service Funds 229
1998 Library Bond Finance Director Principal & Interest, 1998 bonds 230 City Hall Annex 2010 A&B Bond Finance Director Principal & Interest, 2010 bonds 231 Local Revitalization 2010
C&D Bond Finance Director Principal & Interest, 2010 bonds 238 SCORE 2009 A&B Bond Finance Director Principal & Interest, 2009 bonds 249 LID Guarantee Finance Director Reserves for security
of Local Improvement Districts (LID's) 275 LID #350 Finance Director Principal & Interest, Local Improvement District 276 Golf /Cemetery 2016 Refunding Finance Director Principal & Interest,
LTGO Bond Refunding Capital Projects Funds 321 Municipal Parks Construction Parks Director Capital projects at municipal parks 328 Capital Improvements Finance Director Capital improvements
-Citywide projects 330 Local Revitalization Finance Director Capital improvements -downtown urban center Enterprise Funds 430 /460 Water CDPW Director Operating and capital fund for
water utility 431 /461 Sewer CDPW Director Operating and capital fund for sewer utility 432 /462 Storm Drainage CDPW Director Operating and capital fund for storm drainage utility 433
Sewer Metro CDPW Director Operating fund for King County metro sewer charge 434 Solid Waste Finance Director Operating fund for solid waste utility 435 /465 Airport CDPW Director Operating
and capital fund for municipal airport 436 /466 Cemetery Parks Director Operating and capital fund for municipal cemetery Internal Service Funds 501 Insurance Finance Director Insurance
reserves 503 Workers' Compensation HR Director Self insured worker's compensation 505 Facilities Administration Director Operating fund for facilities and property management 518 /568
Innovation and Technology IT & Administration Director Operating and capital fund for information services & Multimedia 550 /560 Equipment Rental CDPW Director Operating and capital
fund for equipment rental Fiduciary/Trust Funds 611 Fire Pension Finance Director Pension fund for firemen's retirement system Permanent Funds 701 Cemetery Endowment Care Finance Director
Long-term reserves for cemetery care and improvements 16
2017-2018 Biennial Budget Section I: Budget Summary General Fiscal Environment Effective budget and financial policies are developed gradually over a period of time in response to longterm
fiscal and social-economic conditions. Accordingly, although this document responds to the City’s financial policy, a strategic framework has been developed in response to multi-year
fiscal pressures. General Fund The General Fund is the City’s largest fund and is used to account for the majority of City resources and services except those required by statute or
to be accounted for in another fund. Approximately 78% of General Fund revenues are derived from taxes, including property taxes, sales taxes, utility taxes, and other taxes such as
admissions and gaming taxes. The remainder of revenues is derived from sources such as business licenses, development related fees, intergovernmental payments such as liquor excise taxes
and profit distributions from the State of Washington and fines from traffic violations. General Fund revenues are generally cyclical following the economic cycles of the surrounding
region. The City’s general revenues were significantly impacted by the Great Recession and the Streamlined Sales Tax legislation. Between 2007 and 2009, sales taxes declined by about
33% from $17.6 to $11.9 million, which was a level not seen since 1999. Since 2009, sales taxes have recovered somewhat but are still about 6% below 2007 levels. The City does receive
mitigation revenue from the State which is intended to mitigate some of the effects of the change in tax law. Property tax assessed valuations declined between 2009 and 2013 but finally
returned to 2009 levels in 2016 . The recession also significantly affected revenues available to pay for operations of the State of Washington. For example, historically low interest
rates and the economic recession resulted in an underfunding of the State’s pension system. As a result, in late 2012, the Washington State Pension Board increased the employer share
of public pension rates for the Public Employee Retirement System Plans 2 and 3. This decision increased City benefit expenses at the same time as local revenues were recovering from
the recession. As another example, the Washington State Legislature approved several pieces of legislation which suspended and reduced the amount of liquor profits and excise taxes distributed
to the City and instead temporarily redirected these resources to the State’s budget. These and similar actions may recur in the future as the State continues to grapple with its financial
situation. $8.7 $7.7 $7.5 $7.2 $6.9 $7.3 $8.2 $8.8 $9.4 $9.9 $0.0 $2.0 $4.0 $6.0 $8.0 $10.0 $12.0 2009 2010 2011 2012 2013 2014 2015 2016 2017 Estimated 2018 Estimated Billions Property
Assessed Valuation Pierce Co King Co Property Taxes 31% Sales Taxes 23% Utility Taxes 18% Other Taxes 6% Licenses & Permits 4% Intergovernmental 9% Fees & Charges 6% Fines & Forfeits
1% Other Sources 2% 2017 -2018 General Fund Revenues 17
2017-2018 Biennial Budget Section I: Budget Summary While general economic conditions in the region have improved over the past two years, and the economic outlook for the City is generally
positive, short-term challenges to the City’s overall financial condition remain. And although the City has seen significant private investments in the community, including development
within several blocks in the downtown area that will serve as a catalyst for future redevelopment, the City remains cautious and continues to vigilantly monitor and control its expenses
in order to live within the City’s means. Through careful planning and past budget reductions, the City has been able to maintain current levels of general governmental services in the
post-recession period without any further labor or cost reduction strategies. The 2017-2018 budget presents a viable, sustainable solution. In the long-term, however, if economic conditions
do not continue to improve and/or the State further erodes the City’s financial base through additional costs or by reducing revenues, more aggressive cost containment measures may be
required, possibly including reducing levels of service and staffing. The City will closely monitor developments in these areas and take corrective action in the interim, if necessary.
Past Legislative Actions There have been several legislative actions at the state level that have permanently reduced sales and other tax revenues for the City of Auburn. These actions
are summarized below, along with potential impacts on Auburn’s revenue. Sales Tax Exemption on Purchase and Lease of Manufacturing Equipment, Retooling of Manufacturing Equipment, and
General Research and Development (1995) Legislation was passed to exempt the purchase and lease of manufacturing equipment from State and local sales taxes. The next year further legislation
was enacted exempting sales taxes on research and development and on the retooling of manufacturing equipment. Estimated impact: reduction of $1.0 million per year in 2017-2018. Initiative
695 (1999) In November 1999, the voters of Washington State approved Initiative 695, which repeals the State’s long standing motor vehicle excise tax (MVET) and requires future voter
approval of tax and fee increases proposed by State, county and local governments. The ruling was upheld on appeal at the Washington State Supreme Court. The loss of the MVET eliminated
an average of $750 million annually as a funding source for local governments, transit systems and State transportation projects. The loss of MVET revenues was approximately 2% of total
General Fund revenues. During 2000, State funding was provided to assist in offsetting the revenue losses. The City of Auburn received approximately $200,000 in 2001 and 2002. Early
in 2003, the State discontinued this funding assistance. Estimated impact: reduction of $1.0 million per year in 2017-2018. Initiative 747 (2001) Another loss to City revenue is due
to I-747 which limits property tax increases to the lesser of 1% or inflation (unless the jurisdiction has “banked capacity”, which provides that the levy limit is based on the highest
amount that could have been levied since 1985-1986). I-747 was passed by Washington State voters in November of 2001. This measure was declared unconstitutional by the King County Superior
court on June 13, 2006. In November 2007, the State Supreme Court decision was to overturn I-747. Following this decision, the Washington Legislature approved House Bill 2416 reinstating
the provisions of I-747 retroactively to 2002, restoring the one percent limit on property tax increases (again, unless the jurisdiction has banked capacity). Estimated impact: reduction
of about $1.0 million per year in 2017-2018. 18
2017-2018 Biennial Budget Section I: Budget Summary Initiative 776 (2002) The voters approved this initiative in the fall of 2002 to repeal the $15 local option vehicle excise tax levied
in King, Snohomish and Douglas counties. The voters of these counties initially approved this tax and there was argument whether a statewide vote could repeal a local voted tax. After
several court cases and subsequent appeals, the State Supreme Court upheld the initiative. Estimated impact: reduction of about $600,000 per year in 2017-2018. Streamlined Sales and
Use Tax (SST) (2008) In 2003, the Legislature enacted Senate Bill 5783 to adopt several provisions of the Streamlined Sales and Use Tax Agreement. The agreement attempts to create a
sales tax collection system that is uniform across all states. Washington State changed from a point of sale collection process to a point of delivery collection process in July 2008.
Funding to mitigate the losses as a result of SST is currently being provided by the State, although this funding was temporarily reduced in 2012 in an effort to balance the State budget.
Estimated impact: no projected reduction in 2017-2018, but the possibility exists for mitigation payments to be reduced or eliminated in the future. Key Issues Affecting the 2017-2018
Budget Process The key issues for 2017-2018 include maintaining the City’s ability to provide current level of services in light of modest revenue growth and continuing increases in
the cost of doing business and funding our street transportation system through continued investment in maintenance and replacement within available resources. As discussed earlier,
growth in general City revenues is expected to remain modest. Property valuations, which recovered to pre-recession levels in 2016, are expected to increase by 6% per year between 2016
and 2018. Additional property tax assumptions for the 2017-2018 budget include the use of remaining banked capacity of $1.9 million over the 1% increase and new construction. This banked
capacity will help support new positions to maintain existing programs; increased budgets for professional service needs in engineering; hiring additional temporary staff for park and
street maintenance; replacing mowing equipment over 10 years old and playground equipment in Roegner and Lakeland Hills parks; and supporting existing staff’s COLAs and benefits, most
of which are contracted obligations which are increasing at a rate greater than current revenue growth. Sales and use tax growth was sluggish in 2016 and is projected to increase only
by 1% per year in 2017 and 2018. We also anticipate sales tax on construction to maintain through biennium due to large projects permitted and in the review stage; these revenues are
transferred to Local Street Fund programs. The annexation sales tax credit sunsets in mid-2018, which will result in overall decreases in sales tax receipts in 2018 and beyond. While
the City has managed to operate within its existing resources through past budget reductions and continued vigilance in monitoring daily spending, the cost of doing business continues
to rise. Health, dental, and vision care costs are expected to rise by 15% in 2017 and 10% in 2018. State of Washington pension contribution rates are expected to increase slightly in
2017 and then remain constant in 2018. Auburn serves as a major hub for local and regional warehousing and distribution facilities. The transportation traffic from these industries has
placed a strain on the City’s network of arterial streets. The ongoing preservation and maintenance of our transportation system has become more difficult due to the decreased City revenues
and the sizable investment needed on an ongoing basis to rehabilitate the existing roadway network. Gridlock exists along the major arterials of the City due primarily to a failing State
highway system that has inadequate capacity for commuter traffic and forces traffic on to the City arterials. While transit stations have been constructed in valley downtown areas to
help alleviate transportation gridlock on our highways, this does not address the City’s need for a long-term solution. 19
2017-2018 Biennial Budget Section I: Budget Summary The City has made significant progress with its Save Our Streets (SOS) program. Nonetheless, the roadwork improvements that remain
represent the most difficult and expensive areas of the City’s transportation system to rehabilitate as these roadways will likely require rebuilding. Since 2013, the SOS program has
been funded from sales taxes collected on new construction. During the 2017-2018 biennium, the City will continue to evaluate alternative funding sources for these remaining segments
of roadway rehabilitation. For example, the Auburn Transportation Benefit District, established in 2011, will begin providing funds from vehicle license fees to the City for streets-related
projects beginning in 2017, The City’s Arterial Streets Preservation program will continue to be funded from 1.0% of utility taxes on public and private utilities. Going forward, the
City’s Finance Department will closely monitor its financial condition. While the City has been able to avoid budget reductions or a reduction in workforce in the 2017-2018 budget, should
the general economy fail to show sustained improvement in this time period, the City will likely be required to re-evaluate its financial position and to manage its remaining resources
appropriately. The Auburn Community The City of Auburn is located in southern King County and northern Pierce County, the two most populous counties in the State. It is strategically
located in relation to the labor and consumer markets of these two metropolitan counties. The City serves approximately 77,060 people within its incorporated limits, and another 35,000
to 40,000 people who reside in the adjacent unincorporated area considered to be within the Auburn community. The City of Auburn was incorporated in 1891 and operates as a non-charter
code city under the laws of the State. The City’s total assessed valuation in 2016 was approximately $8.8 billion. For the 2017-2018 budget, the City’s authorized FTEs total 435.6 in
2017 and 436.6 in 2018 (on a full-time equivalency basis) providing a full-range of municipal services. These services include: police protection, parks, arts and recreation services,
land use management and development regulation, street maintenance and construction, water services, sanitary sewage collection, storm drainage management, solid waste collection, a
general aviation airport, a municipal cemetery, and a golf course. The City’s water and sewage utilities also serve large areas of the adjacent unincorporated area. Other local governmental
services are provided by separate governmental entities serving the Auburn area, and these services are not included in Auburn’s budget. The Auburn School District provides public educational
services to the City. Green River College is located inside the City limits. King County provides solid waste disposal, public transportation, regional sewage treatment, property assessment
and tax collection, some judicial services, public health services, and other county services to the City and its residents. The King County Housing Authority, for the most part, provides
housing services. Sound Transit provides commuter rail service in the Puget Sound region, with a commuter rail/bus station located in the City of Auburn. The King County District Court
provides municipal court and probation services. Fire prevention and control services were transferred from the City to the Valley Regional Fire Authority (VRFA) in 2007. The VRFA is
a separate municipal corporation serving the cities of Auburn, Algona, and Pacific. The VRFA imposes its own property tax levy and fire benefit charge and is not included in the City’s
budget process except to fund residual pension and health care/disability liabilities. Retailing has also become a significant factor in Auburn’s economy. Sales taxes represent the second
largest single source of revenue to the General Fund (with property taxes being the largest single source). Retail, automotive and services such as restaurants, engineering, and administrative
services make up nearly threequarters of the City’s sales tax base.1 The Outlet Collection of Seattle serves as a local and regional destination shopping center. 1 Based upon 2015 sales
tax collections 20
2017-2018 Biennial Budget Section I: Budget Summary Other Funds The most significant issue for the proprietary funds (which account for the activities of the City utilities, cemetery,
and airport) over the past several years has been ensuring that these entities are self-sufficient and needed capital projects are accomplished. Key issues and projects facing the City’s
proprietary funds in the 2017-2018 budget include: • Continued infrastructure replacement for all three utilities in coordination with street and arterial improvements. • Completing
the implementation of the Water Utility Meter and Billing System Improvement project. • Initiating pre-design for the Coal Creek Springs rehabilitation project. • Assessing the condition
of large diameter sewer lines. • Continuing to improve overall stormwater system performance through citywide ditch maintenance and pond cleaning and rehabilitation programs to remove
accumulated sediment and vegetation. • Improving existing cemetery grounds and buildings in accordance with the cemetery master plan, and exploring funding options for construction of
a new outdoor mausoleum. • Design and construction of airport runway enhancements to increase safety and utilization. 21
2017-2018 Biennial Budget Section I: Budget Summary Overview of Summary Section The tables and graphs on the following pages reflect summarized budget information for 2017 and 2018.
The information presented here is intended for summary purposes only; for more detailed budget information, please refer to Sections IV through VII of this budget document as well as
the Capital Facilities Plan. Tables and Graphs in Order of Presentation • 2017 Budget Summary – All Funds (Table) • 2017 Budgeted Revenues by Fund, % of Total (Graph) • 2017 Budgeted
Expenditures by Fund, % of Total (Graph) • 2018 Budget Summary – All Funds (Table) • 2018 Budgeted Revenues by Fund, % of Total (Graph) • 2018 Budgeted Expenditures by Fund, % of Total
(Graph) • Comparative Budget Summary, 2017-2018 – All Funds (Table) • 2017 & 2018 Budgeted Revenue – All Funds (Graph) • 2017 & 2018 Budgeted Expenditures – All Funds (Graph) • Comparative
Budget Summary, 2017-2018 – General Fund (Table) • 2017 & 2018 Budgeted Revenue – General Fund (Graph) • 2017 & 2018 Budgeted Expenditures – General Fund (Graph) • Population vs. Staff
Levels, 2008-2018 (Graph) • Position Allocation by Funding, 2014-2018 (Table) • Position Allocation by Department, 2014-2018 (Table) 22
2017-2018 Biennial Budget Section I: Budget Summary Beginning 2017 2017 Ending Fund Balance Resources Expenditures Fund Balance $16,191,731 $65,919,560 $69,487,982 $12,623,309 Arterial
Street 1,632,556 2,539,076 2,794,818 1,376,814 Local Street 1,401,882 1 ,909,100 2,417,839 8 93,143 Hotel/Motel Tax 8 4,044 110,400 110,400 8 4,044 Arterial Street Preservation 1,378,878
3,755,600 4,768,470 3 66,008 Drug Forfeiture 357,897 87,100 251,016 193,981 Housing & Community Development 5 4,905 7 10,000 712,450 52,455 Recreational Trails 49,658 7,340 -56,998 Business
Improvement Area 48,516 55,200 55,000 48,716 Cumulative Reserve 7,546,199 20,500 200,000 7,366,699 Mitigation Fees 4,274,362 1,520,200 1,365,081 4,429,481 1998 Library Bond -283,850
283,850 -City Hall Annex 2010 A&B Bond -1,683,192 1,683,192 -Local Revitalization 2010 C&D Bond -589,071 589,071 -LID #350 1 1,706 7 ,499 7 ,246 11,959 Golf /Cemetery 2016 Refunding
-554,393 554,393 -SCORE 2009 A&B Bond -2,033,474 2,033,474 -Municipal Park Construction 453,426 2,186,796 2 ,358,106 282,116 Capital Improvements 7,347,302 3,172,114 2,722,117 7,797,299
Local Revitalization 3 25,651 600 3 26,251 -Water 4,641,113 22,153,450 21,172,517 5,622,046 Sewer 9,518,732 9,695,290 10,158,093 9,055,929 Sewer Metro 2,374,705 17,238,490 1 7,294,700
2,318,495 Storm Drainage 1 3,319,582 11,218,627 12,414,086 12,124,123 Solid Waste 3,849,877 14,912,500 14,528,476 4 ,233,901 Airport 346,975 1,129,967 1,041,034 435,908 Cemetery 434,887
1,128,300 1,161,977 4 01,210 Insurance 1,312,689 1 ,500 229,980 1,084,209 Workers' Compensation 787,022 1,056,900 850,777 9 93,145 Facilities 1,330,105 3,462,500 3 ,507,030 1,285,575
Innovation and Technology 1,992,399 6 ,184,022 6,661,610 1,514,811 Equipment Rental 3,634,008 4,792,733 4,566,369 3,860,372 FIDUCIARY FUNDS Fire Pension 2,417,899 84,000 177,717 2,324,182
PERMANENT FUNDS Cemetery Endowment Care 1,720,479 37,800 -1,758,279 $88,839,185 $180,241,144 $186,485,122 $82,595,207 DEBT SERVICE 2017 BUDGET SUMMARY -ALL FUNDS Fund GENERAL FUND SPECIAL
REVENUE FUNDS CAPITAL PROJECTS ENTERPRISE FUNDS INTERNAL SERVICE FUNDS TOTAL TOTAL BUDGET $269,080,329 $269,080,329 23
2017-2018 Biennial Budget Section I: Budget Summary General Fund 36.6% Special Revenue Funds 5.8% Debt Service 2.9% Capital Projects 3.0% Enterprise Funds 43.0% Internal Service Funds
8.6% Other Misc. Funds 0.1% Budgeted Revenues by Fund -2017General Fund 37.3% Special Revenue Funds Debt Service 6.7% 2.8% Capital Projects 2.9% Enterprise Funds 41.7% Internal Service
Funds 8.5% Other Misc. Funds 0.1% Budgeted Expenditures by Fund -2017 24
2017-2018 Biennial Budget Section I: Budget Summary Beginning 2018 2018 Ending Fund Balance Resources Expenditures Fund Balance $12,623,309 $66,091,810 $72,860,044 $5,855,075 Arterial
Street 1 ,376,814 6 ,215,417 6 ,643,292 9 48,939 Local Street 8 93,143 1 ,909,100 2 ,418,270 3 83,973 Hotel/Motel Tax 8 4,044 1 13,700 1 13,700 8 4,044 Arterial Street Preservation 3
66,008 3 ,067,340 2 ,880,440 5 52,908 Drug Forfeiture 1 93,981 8 7,100 2 53,221 2 7,860 Housing & Community Development 5 2,455 4 60,000 4 68,446 4 4,009 Recreational Trails 5 6,998
7 ,340 -6 4,338 Business Improvement Area 4 8,716 5 5,200 5 5,000 4 8,916 Cumulative Reserve 7 ,366,699 2 0,500 2 50,000 7 ,137,199 Mitigation Fees 4 ,429,481 1 ,520,200 1 ,219,817 4
,729,864 1998 Library Bond -2 82,150 2 82,150 -City Hall Annex 2010 A&B Bond -1 ,675,120 1 ,675,120 -Local Revitalization 2010 C&D Bond -5 89,595 5 89,595 -LID #350 1 1,959 7 ,812 7
,246 1 2,525 Golf /Cemetery 2016 Refunding -5 54,367 5 54,367 -SCORE 2009 A&B Bond -2 ,021,294 2 ,021,294 -Municipal Park Construction 2 82,116 6 64,590 8 72,000 7 4,706 Capital Improvements
7 ,797,299 3 ,869,857 4 ,015,148 7 ,652,008 Local Revitalization ----Water 5 ,622,046 2 0,432,455 2 0,550,922 5 ,503,579 Sewer 9 ,055,929 8 ,837,670 9 ,207,219 8 ,686,380 Sewer Metro
2 ,318,495 1 8,190,923 1 8,250,200 2 ,259,218 Storm Drainage 1 2,124,123 1 1,120,902 1 1,097,770 1 2,147,255 Solid Waste 4 ,233,901 1 6,065,850 1 5,691,927 4 ,607,824 Airport 4 35,908
2 ,571,467 2 ,547,309 4 60,066 Cemetery 4 01,210 1 ,183,800 1 ,197,391 3 87,619 Insurance 1 ,084,209 1 ,500 2 41,230 8 44,479 Workers' Compensation 9 93,145 1 ,103,700 8 62,683 1 ,234,162
Facilities 1 ,285,575 3 ,875,400 3 ,911,293 1 ,249,682 Innovation and Technology 1 ,514,811 6 ,803,327 7 ,097,732 1 ,220,406 Equipment Rental 3 ,860,372 4 ,753,014 4 ,336,260 4 ,277,126
FIDUCIARY FUNDS Fire Pension 2 ,324,182 8 4,000 1 78,225 2 ,229,957 PERMANENT FUNDS Cemetery Endowment Care 1,758,279 39,900 -1,798,179 $82,595,207 $184,276,400 $192,349,311 $74,522,296
DEBT SERVICE 2018 BUDGET SUMMARY -ALL FUNDS Fund GENERAL FUND SPECIAL REVENUE FUNDS CAPITAL PROJECTS $266,871,607 ENTERPRISE FUNDS $266,871,607 INTERNAL SERVICE FUNDS TOTAL TOTAL BUDGET
25
2017-2018 Biennial Budget Section I: Budget Summary General Fund 35.9% Special Revenue Funds Debt Service 7.3% 2.8% Capital Projects 2.4% Enterprise Funds 42.5% Internal Service Funds
9.0% Other Misc. Funds 0.1% Budgeted Revenues by Fund -2018 General Fund 37.9% Special Revenue Funds Debt Service 7.4% 2.7% Capital Projects 2.5% Enterprise Funds 40.8% Internal Service
Funds 8.6% Other Misc. Funds 0.1% Budgeted Expenditures by Fund -2018 26
2017-2018 Biennial Budget Section I: Budget Summary Comparative Budget Summary 2016 2015 2016 Estimated 2017 2018 Actual Adj. Budget Actual Budget Budget REVENUES Taxes $ 57,132,656
$ 54,736,400 $ 56,392,958 $ 59,474,400 $ 59,136,430 Charges for Services 81,023,085 77,523,665 77,950,734 82,612,535 85,565,622 Intergovernmental 14,059,785 22,133,214 20,988,268 12,435,236
16,717,588 Miscellaneous 8,701,736 5,696,686 5,541,099 4,539,073 4,391,812 Licenses and Permits 2,074,432 1,944,600 2,244,600 2,338,700 2,419,950 Fines and Penalties 938,775 796,180
796,180 876,100 885,300 Other Sources 169,833 25,000 25,000 25,000 25,000 Total Revenues $ 164,100,302 $ 162,855,745 $ 163,938,839 $ 162,301,044 $ 169,141,702 EXPENDITURES Salaries &
Wages 34,547,682 37,303,135 37,218,586 38,785,308 40,160,041 Benefits 14,960,296 17,373,870 16,673,904 18,508,704 19,856,550 Supplies 3,394,253 4,314,004 4,304,114 4,228,886 4,163,164
Services & Charges 35,185,689 43,297,479 42,317,309 42,636,905 45,258,695 Intergovernmental 22,771,081 23,561,400 24,287,574 23,881,355 25,083,905 Capital Outlay 34,150,905 58,479,695
52,208,159 25,106,105 25,118,105 Debt 7,044,592 9,415,032 7,492,310 10,341,425 10,317,870 Interfund Payments 12,236,460 12,051,011 12,126,011 13,300,609 13,439,906 Total Expenditures
$ 164,290,959 $ 205,795,625 $ 196,627,967 $ 176,789,297 $ 183,398,236 OTHER FINANCING SOURCES (USES) PWTF Loan Proceeds 850,402 1,020,037 1,020,037 --Financing Proceeds -3,050,000 3,000,000
5,000,000 2,500,000 BAB Subsidy 785,667 776,387 776,387 1,244,275 1,233,623 Proceeds from Sale of Fixed Assets 14,000 ----Transfers In 8,157,808 25,209,070 23,807,850 9,695,825 8,951,075
Transfers Out (8,157,808) (25,209,070) (23,807,850) (9,695,825) (8,951,075) Prior Year Cash Adjustments (8,558,680) ----Net Change in Restricted Assets (117,383) ----Contributed Capital
5,821,857 940,000 940,000 2,000,000 2,450,000 Total Financing Sources (Uses) $ (1,204,138) $ 5,786,424 $ 5,736,424 $ 8,244,275 $ 6,183,623 Net Change in Fund Balance (1,394,795) (37,153,456)
(26,952,704) (6,243,978) (8,072,911) Fund Balances -Beginning 116,510,273 115,911,070 115,791,889 88,839,185 82,595,207 Fund Balances -Ending Designated 7,573,342 5,258,831 5,974,778
6,244,486 6,584,769 Undesignated 107,542,135 73,498,782 82,864,407 76,350,721 67,937,527 Total Fund Balances -Ending $ 115,115,478 $ 78,757,613 $ 88,839,186 $ 82,595,207 $ 74,522,296
ALL FUNDS 27
2017-2018 Biennial Budget Section I: Budget Summary 2017 /2018 Budgeted Revenue – All Funds 2017 /2018 Budgeted Expenditures – All Funds Taxes Charges for Services Intergovernmental
Miscellaneous Licenses and Permits Fines and Penalties Other Sources Bond Proceeds & BAB Subsidy Contributed Capital Transfers In Millions 2017 2018 Salaries & Wages Benefits Supplies
Services & Charges Intergovernmental Capital Outlay Debt Interfund Payments Transfers Out Millions 2017 2018 28
2017-2018 Biennial Budget Section I: Budget Summary Comparative Budget Summary 2016 2015 2016 Estimated 2017 2018 Actual Adj. Budget Actual Budget Budget REVENUES Taxes: Property $ 17,199,418
$ 1 7,733,500 $ 1 7,733,500 $ 20,152,000 $ 20,781,000 Sales & Use 14,520,145 14,572,000 14,672,000 1 4,821,000 14,970,750 Utility 11,100,396 10,701,200 10,901,200 1 2,159,000 12,182,600
Other 4,386,203 4,308,400 4 ,788,400 4,613,600 3 ,855,080 Licenses & Permits 2,074,432 1,944,600 2 ,244,600 2 ,338,700 2,419,950 Intergovernmental 5,453,114 5,647,293 5,627,893 5,919,680
5,859,350 Charges for Services 4,296,068 3,381,180 3,981,180 3,923,680 3,992,580 Fines & Forfeitures 938,775 796,180 796,180 876,100 885,300 Miscellaneous 1,127,838 847,600 1,106,558
1 ,006,800 1,035,900 Total Revenues $ 6 1,096,390 $ 59,931,953 $ 6 1,851,511 $ 6 5,810,560 $ 65,982,510 EXPENDITURES Salaries & Wages 2 2,869,051 2 4,554,901 24,396,490 2 6,194,035 27,069,670
Personnel Benefits 9,707,354 1 0,862,399 10,136,480 1 2,033,449 12,935,322 Supplies 1,310,879 1,597,690 1,590,790 1 ,685,872 1,656,850 Services & Charges 9,729,076 13,048,371 12,422,700
13,146,808 1 4,054,528 Intergov't Services & Charges 5,825,140 6,101,100 6,101,100 6 ,080,555 6,232,455 Capital Outlay 3 8,583 15,000 15,000 324,519 319,618 Debt Service 3 06,798 1 ,701,903
138,361 7 7,699 7 7,699 Interfund Payments for Services 7,877,068 7,769,928 7,844,928 8,584,569 8,728,698 Total Expenditures $ 5 7,663,949 $ 6 5,651,291 $ 6 2,645,849 $ 68,127,506 $
7 1,074,840 OTHER FINANCING SOURCES (USES) Insurance Recoveries 1 53,041 25,000 25,000 25,000 25,000 Transfers In T/I from Fund 104 for Tourism Grant /Donation -25,000 25,000 10,000
10,300 T/I from Fund 124 for Façade Improvements 51,754 61,626 61,626 --T/I from Fund 249 for LID 2 3,443 2 ,000 2 ,000 --T/I from Fund 328 for Arts Center Renovation -25,000 25,000
--T/I from Fund 432 for Median Maintenance 74,000 74,000 74,000 74,000 74,000 T/I from various funds for Health Coalition -33,300 33,300 --Transfers Out Library GO Bond Debt Service
( 279,462) ( 285,100) ( 285,100) (283,850) (282,150) Golf Course Debt Service (Fund 237) (412,204) (351,553) (351,553) --Golf /Cemetery Debt Service (Fund 276) ---( 554,393) ( 554,367)
T/O to Fund 321 for Discovery Playground ( 36,000) ----T/O to Fund 328 for M&O Roof Project -(46,925) (46,925) --T/O to Fund 518/568 for Council Chamber Remodel -( 350,000) ( 350,000)
--T/O to Fund 518/568 for Justice Cntr Radio Comm. -( 86,000) ( 86,000) --T/O to Fund 518/568 for Technology -(35,100) (35,100) ( 459,733) ( 854,987) T/O to Fund 550/560 for Police Vehicle
Replacement -(84,958) (84,958) --T/O to Fund 550/560 for Police Vehicle -(50,000) (50,000) --T/O to Fund 550/560 for Equipment -(36,986) (36,986) (62,500) (93,700) T/O to Fund 518 for
E-Builder Program (378) ----Transfer to Cumulative Reserve Fund ( 2,800,000) (1,500,000) (1,500,000) --Total Financing Sources (Uses) $ (3,225,806) $ (2,580,696) $ (2,580,696) $ (1,251,476)
$ (1,675,904) Net Change in Fund Balance 2 06,634 (8,300,035) ( 3,375,035) (3,568,422) (6,768,234) Fund Balances -Beginning 19,360,132 19,566,766 19,566,766 16,191,731 1 2,623,309 Fund
Balances -Ending $ 19,566,766 $ 11,266,731 $ 1 6,191,731 $ 12,623,309 $ 5,855,075 GENERAL FUND 29
2017-2018 Biennial Budget Section I: Budget Summary 2017 /2018 Budgeted Revenue – General Fund 2017 /2018 Budgeted Expenditures – General Fund Taxes Licenses & Permits Intergovernmental
Charges for Services Fines & Forfeitures Miscellaneous Other Sources Transfers In Millions 2017 2018 Salaries & Benefits Supplies Other Services Intergov't Services Interfund Payments
Capital Outlay Debt Service Transfers Out Millions 2017 2018 30
2017-2018 Biennial Budget Section I: Budget Summary Staffing Trends The following page presents the current and past staffing as allocated by funding to the various City departments.
The second table presents departmental staffing on the basis of the City’s administrative structure. As can be seen on the graphic, City staffing decreased from 2008 through 2012. In
2009 and 2010, staffing was decreased as a direct result of the recession by eliminating vacant positions and implementing two reductions in force. The 2011 staffing decreased by 8 full
time equivalents (FTEs) overall, partially due to the creation of the multi-jurisdictional South Correctional Entity (SCORE) whereby City correctional staff became SCORE personnel. In
2012, the City of Auburn eliminated its municipal court and probation operations. These services are continued under contract with the King County District Court (KCDC). This change
resulted in a reduction of Citywide FTEs in the Municipal Court. The reduction was partially offset by gains in other departments, for a net reduction of 10 FTEs. Citywide staffing between
2013 and 2016 increased at a moderate pace, with new staff positions added in each year. The increased staffing was a result of many factors relating to Citywide population growth and
economic development. For example, increases in economic development activities necessitate having additional staff for permitting approval, additional police officers to ensure public
safety for a growing population, and increased staffing to manage Citywide utilities, including engineering, maintenance and extension of the infrastructure, and infrastructure inspections.
According to the Office of Financial Management, the City of Auburn’s population growth was approximately 1% and 2% in 2015 and 2016 respectively. Staffing growth during the 2015-2016
fiscal years closely mirrors the population growth in the City over the same period of time. Ten new FTEs are authorized in the 2017-2018 Biennial Budget to support various City departments.
Seven new FTEs are budgeted in the Police Department in order to provide greater public safety for citizens as well as increased presence within the community. Six of these FTEs are
approved effective in the 2017 budget and include Patrol Officers and Detectives. An additional FTE is approved in the 2018 budget, representing a second Animal Control Officer. This
new position will serve to enhance existing services as well as to provide services to the Muckleshoot Indian Tribe (MIT). The position will be partially funded by the Muckleshoot Indian
Tribe. The Legal Department will be adding an additional City Prosecutor to continue providing a high level of prosecution services while managing the increase in misdemeanor cases filed.
The Community Development and Public Works Department will be adding an additional Traffic Signal Technician to improve traffic signal coverage to capably maintain the safety of the
transportation network. The Innovation and Technology Department will be adding a Network Engineer position to maintain the City’s expanded technology infrastructure. Although Citywide
staffing increased in 2015 and 2016 and is expected to increase by 10 FTEs in the 2017-2018 biennium, the number of employees per 1,000 citizens has remained flat at 5.5 FTEs per 1,000
citizens since 2012 and is projected to remain at that level through the end of the 2017-2018 biennial budget cycle. 31
2017-2018 Biennial Budget Section I: Budget Summary 2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 Year 488 430 409 401 391 402 411 416 427 436 437 Staff/Pop 7.3 6.4 5.8 5.7
5.5 5.5 5.5 5.5 5.5 5.6 5.5 0.0 3.0 6.0 9.0 12.0 0 100 200 300 400 500 Positions Per 1,000 Population FTE Positions Population vs S taff Levels 2008-2018 POSITION ALLOCATION BY FUNDING
16-17 17-18 Department 2014 2015 2016 2017 2018 Changes Changes Mayor 3.00 3.00 3.00 3.00 3.00 0.00 0.00 Administration 6.10 6.10 8.10 8.10 8.10 0.00 0.00 Human Resources 5.96 5.88 6.76
6.79 6.79 0.03 0.00 Finance 8.79 8.32 8.32 8.99 8.99 0.67 0.00 Legal 12.63 12.63 12.63 13.63 13.63 1.00 0.00 Community Development 24.60 24.40 24.40 25.10 25.10 0.70 0.00 Police 125.10
128.10 130.10 136.10 137.10 6.00 1.00 Public Works -Engineering 20.49 21.94 23.04 23.84 23.84 0.80 0.00 Parks, Arts & Recreation 43.51 43.43 45.43 45.16 45.16 -0.27 0.00 Public Works
-Streets 13.33 13.53 13.38 15.03 15.03 1.65 0.00 Non Departmental 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Sub-Total General Fund 263.51 267.33 275.16 285.74 286.74 10.58 1.00 Water 37.66
37.40 37.39 37.41 37.41 0.02 0.00 Sewer 24.33 24.53 25.02 24.64 24.64 -0.38 0.00 Storm Drainage 33.51 34.25 35.74 35.51 35.51 -0.23 0.00 Solid Waste 6.42 5.57 5.57 4.02 4.02 -1.55 0.00
Airport 0.16 0.24 0.24 0.00 0.00 -0.24 0.00 Cemetery 5.57 5.57 6.57 6.52 6.52 -0.05 0.00 Facilities 8.48 10.00 10.00 10.00 10.00 0.00 0.00 Multi-Media 4.10 4.10 4.10 4.10 4.10 0.00 0.00
Innovation and Technology 15.00 16.00 16.00 17.00 17.00 1.00 0.00 Equip. Rental 8.82 7.86 8.06 7.90 7.90 -0.16 0.00 Other Funds 3.04 2.75 2.75 2.76 2.76 0.01 0.00 Sub-Total Other Funds
147.09 148.27 151.44 149.86 149.86 -1.58 0.00 TOTAL FTEs 410.60 415.60 426.60 435.60 436.60 9.00 1.00 32
2017-2018 Biennial Budget Section I: Budget Summary FTE: Full Time Equivalent Does not include seven elected Council positions. Changes in 2015 through 2018 budget: Mayor: There were
no changes in the authorized number of FTEs in the Mayor's Department. Administration: In 2015, the Public Affairs and Marketing Manager position was reclassed to Communications Coordinator.
Effective in 2016, 1.0 FTE was added to the Administration Department via Budget Amendment #4, Ordinance No. 6571. This position is the Neighborhood Programs Coordinator. Effective May
2016, the Real Property Analyst was reclassed from Facilities to the Administration Department. Note: Both the Multi-Media and the Facilities FTEs report to the Director of Administration.
Human Resources: Effective in 2016, the Human Resources Department added 1.0 FTE – a Human Resources Coordinator. This position was approved via Budget Amendment #4, Ordinance No. 6571.
Finance: Effective in 2015, the Finance Department was reduced by 1.0 FTE which was given to the Community Development and Public Works Department for a Contract Administrative Specialist
Supervisor position. POSITION ALLOCATION BY DEPARTMENT 16-17 17-18 Department 2014 2015 2016 2017 2018 Changes Changes Mayor 3.00 3.00 3.00 3.00 3.00 0.00 0.00 Administration 8.00 8.00
10.00 10.00 10.00 0.00 0.00 Human Resources 8.00 8.00 9.00 9.00 9.00 0.00 0.00 Finance 23.00 22.00 22.00 22.00 22.00 0.00 0.00 Legal 14.00 14.00 14.00 15.00 15.00 1.00 0.00 Community
Development 25.00 26.00 26.00 26.00 26.00 0.00 0.00 Police 126.00 129.00 131.00 137.00 138.00 6.00 1.00 Public Works -Engineering 49.00 50.00 53.00 54.00 54.00 1.00 0.00 Parks, Arts
& Recreation 45.00 45.00 47.00 47.00 47.00 0.00 0.00 Public Works -Streets 19.00 19.00 19.00 19.00 19.00 0.00 0.00 Non Departmental 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Sub-Total General
Fund 320.00 324.00 334.00 342.00 343.00 8.00 1.00 Water 24.00 23.00 23.00 23.00 23.00 0.00 0.00 Sewer 10.00 10.00 10.00 10.00 10.00 0.00 0.00 Storm Drainage 10.00 10.00 10.00 10.00 10.00
0.00 0.00 Solid Waste 2.00 2.00 2.00 2.00 2.00 0.00 0.00 Airport 0.00 0.00 0.00 0.00 0.00 0.00 0.00 Cemetery 5.00 5.00 6.00 6.00 6.00 0.00 0.00 Facilities 9.00 10.00 10.00 10.00 10.00
0.00 0.00 Multi-Media 3.60 3.60 3.60 3.60 3.60 0.00 0.00 Innovation & Technology 15.00 16.00 16.00 17.00 17.00 1.00 0.00 Equip. Rental 12.00 12.00 12.00 12.00 12.00 0.00 0.00 Sub-Total
Other Funds 90.60 91.60 92.60 93.60 93.60 1.00 0.00 TOTAL FTEs 410.60 415.60 426.60 435.60 436.60 9.00 1.00 33
2017-2018 Biennial Budget Section I: Budget Summary Legal: The 2017-2018 budget includes an additional FTE – a City Prosecutor position approved via the Program Improvement process.
Community Development: In 2015, 1.0 FTE was added to the Community Development Department via the 2015-2016 budget. This position was for a Code Compliance Officer. Police: In 2015,
3.0 FTEs were added per the 2015-2016 budget. These positions included a Bicycle Officer, a Major Crimes Detective, and a Police Records Specialist. Effective in 2016, 2.0 additional
FTEs were added to the Police Department via Budget Amendment #4, Ordinance No. 6571. These positions include an additional Bicycle Officer and a Community Response Team Officer. Per
the 2017-2018 biennium budget, a total of 7.0 FTEs were approved via the Program Improvement process. This includes 6.0 FTEs effective in 2017, to be partially funded by an increase
in cable tax rates. Effective in 2018 is the addition of 1.0 FTE; an additional Animal Control Officer which will be partially funded by the Muckleshoot Indian Tribe (MIT). Public Works
-Engineering: Effective in 2015, 1.0 FTE was added to the Public Works Department. This position was given from the Finance Department to the Public Works Department to fund a Contract
Administrative Specialist Supervisor position. Effective in 2016, 3.0 FTEs were added to the Public Works Department via Budget Amendment #4, Ordinance No. 6571. These positions include
an Assistant Traffic Engineer, and two GIS Inventory Technicians. Per the Program Improvement process, 1.0 FTE was added in the 2017-2018 budget. This added position is for an additional
Traffic Signal Technician. Parks, Arts and Recreation: In 2016, 2.0 FTEs were added to the Parks, Arts and Recreation Department via Budget Amendment #4, Ordinance No. 6571. These positions
include a Maintenance Specialist and a Special Events & Farmer's Market Specialist. Public Works -Streets: There were no changes in the authorized number of FTEs in the Streets Department.
Non-Departmental: There were no changes in the authorized number of FTEs in the Non-Departmental Department. Water: In 2015, the SCADA Technician was moved from the Water Department
to ER&R. Sewer: There were no changes to the authorized number of FTEs in the Sewer Department. Storm Drainage: There were no changes in the authorized number of FTEs in the Storm Department.
Solid Waste: There were no changes in the authorized number of FTEs in the Solid Waste Department. Airport: There were no changes in the authorized number of FTEs in the Airport Department.
Cemetery: Effective in 2016, 1.0 FTE was added to the Cemetery. This position is the Office Assistant, which was approved via Budget Amendment #4, Ordinance No. 6571. 34
2017-2018 Biennial Budget Section I: Budget Summary Facilities: One FTE was added via the 2015-2016 budget per the Program Improvement process; this position was the Facility and Property
Analyst. In 2016, a 1.0 FTE Custodian position was added in the Facilities Department via Budget Amendment #5, Ordinance No. 6592. In May 2016, 1.0 FTE was moved from Facilities to the
Administration Department. This was the Real Property Analyst position (formerly Facility and Property Analyst). Multi-Media: There were no changes in the authorized number of FTEs in
the Multi-Media Department. Innovation and Technology: In 2015 1.0 FTE was added to the Innovation and Technology Department via the 2015-2016 budget. This position was for an IT Support
Lead. Effective in 2015, the IT Support Lead position was reclassified as a Systems Analyst and the Network Engineer position was reclassed to Network Services Manager. 1.0 FTE was added
in the 2017-2018 budget via the Program Improvement process; for a Network Engineer. ER&R: In 2015, the SCADA Technician position was moved from the Water Department to ER&R. In December
2015, the ER&R Department FTEs were reduced by 1.0 FTE by deactivating the Supernumerary Mechanic position. Effective January 2016, the Supernumerary Mechanic position was reclassed
to a permanent Mechanic FTE position and the M&O Support Manager position was deactivated. This resulted in a net zero change in the number of FTEs budgeted in ER&R in 2016. 35
36
2017-2018 Biennial Budget Section II: Process/Policies SECTION II: PROCESS/POLICIES Organization The City has a “strong mayor” form of government as organized under the Optional Municipal
Code as provided in State law. The independently elected Mayor is responsible for all administrative functions of the City and all of the department directors report to the Mayor. The
City Council exercises legislative and quasi-judicial functions. All seven members of the City Council and the Mayor are elected at large for four-year terms. The Mayor develops and
proposes the budget while the Council reviews and requests modifications as it deems appropriate. The optional municipal code confers a limited form of “home rule” to those municipalities
organized under its provisions. Basis of Budgeting The City prepares its biennial budget in accordance with Optional Municipal Code 35A.33 of the Revised Code of Washington. Biennial
budgeting has been permitted for Washington cities since 1985 and allows cities to adopt a two-year appropriation. An appropriation represents the City’s legal authority to expend funds.
Traditionally, the appropriations have been for one-year terms. State law has extended this legal authority so that a City’s legislative body may approve an appropriation, or budget,
for a twoyear term. Currently, an annual budget means that every other budget is developed in the context of elections for many of the policy makers. By design, the City biennial budget
is considered in non-election years, as the biennium must begin in odd-numbered years. The most common reason for using a twenty-four month appropriation is the time savings in both
the budget development and approval process. This includes staff time invested in preparing the budget as well as the time Council spends during the approval and adoption phases. While
it does take more time to prepare a twenty-four month budget than one for the traditional twelve months, the additional time spent is not as significant as preparing two annual budgets.
As a result, over the two-year period, there is a substantial time savings, allowing staff and Council to focus on long-range strategic planning. The concept of a two-year appropriation
is straightforward. Rather than a twelve-month window during which the appropriated funds can be legally spent, a biennium provides for a twenty-four month window. The two-year budget
provides an opportunity to widen the planning horizon and allow more long-term thinking to be part of the financial plan that the budget represents. However, there may also be concerns
about spending portions of the budget earlier in the biennium than had been planned. For this reason, many cities have adopted variations of a biennial budget. One approach is to adopt
two one-year budgets, which is the method that the City of Auburn has chosen. The requirements for preparing an annual budget and a biennial budget are similar. One distinction is that
a “mid-biennium review” is required with a biennial budget. The purpose of this review is to make adjustments to the budget or, essentially, a tune up. This review is not intended to
become another complete budget process in itself. The mid-biennium review begins September 1st and is to be completed by the end of the first year of the two-year budget. All governmental
fund type budgets are prepared on the modified accrual basis of accounting in conformity with Generally Accepted Accounting Principles (GAAP). The budget for proprietary funds is prepared
on an accrual basis, also in accordance with GAAP. The legal level of budgetary control where expenditures cannot exceed appropriations is at the individual fund level. Revisions that
alter the total expenditures of any fund must be approved by the City Council and adopted by ordinance. All appropriations lapse at the end of each year. The City’s basis of budgeting
is consistent with its basis for accounting as reported in the Comprehensive Annual Financial Report. 37
2017-2018 Biennial Budget Section II: Process/Policies Policy/Strategy Phase Needs Assessment Phase Review/Development Phase Adoption/Implementation Phase Steps in the Budget Process
Mayor & Council update the vision for the City; goals, policies and/or mission statements are set to accomplish the vision Mayor & Finance Director meet to discuss budget Preliminary
Budget prepared & filed with City Clerk City Clerk publishes notice of Preliminary Budget & public hearing Copies of Preliminary Budget and details to the public Estimates submitted
to Finance for review & compilation Department directors prepare estimates of expenditures for next two years priorities Mayor meets with department directors and reviews department
programs programs are directors Budget prioritized by Mayor and are made available Council reviews Preliminary Budget in detail and makes suggested revisions City Clerk publishes notice
of public hearing on Final Budget Series of Council workshops to review budget in detail and make suggested revisions Final Budget document becomes available to the public Revisions/adjustments
are made to the Preliminary Budget, resulting in the Final Budget Final public budget hearing prior to Council adoption Property Tax Levy established Council adopts final balanced budget
Budget document is finalized 38
2017-2018 Biennial Budget Section II: Process/Policies 2017-2018 Budget Calendar Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2016 Mayor and Finance Director meet to
discuss budget priorities. Budget Training Presented by the Finance Department (3 Sessions). Budget instructions and forms are distributed to departments. Department Directors complete
CFP worksheets and Decision Packages for IT, ER&R and Facilities. Department Directors complete remaining budget and documents and return to Finance. Finance Department creates preliminary
budget review books. City Council Budget Workshop #1: Overview of 2017-18 Budget Process. Departments review budgets and goals with the Mayor and Directors. Departments budgets are adjusted
based upon priorities. Finance department prepares preliminary revenue forecasts. City Council Budget Workshop #2: Overview of 2017-18 General Fund. City Council Budget Workshop #3:
Overview of 2017-18 Proprietary and Capital Funds. Notice of public budget hearing #1 is published. City Council Budget Workshop #4: Overview of 2017-18 Proprietary and Capital Funds,
continued. City Council Budget Workshop #5: Overview of 2017-18 Proprietary and Capital Funds, continued. Revenue forecast is finalized. Preliminary budget is filed with the City Clerk,
distributed to City Council and made available to the public. Hold public budget hearing #1 with revenue presentation. Public budget hearing #2. 2017 Property tax levy is set by ordinance.
Public budget hearing #3. Budget and CFP are adopted by ordinance. o10/17 o11/07 7/29 7/18-7/22 4/05-4/14 n4/15 6/22 8/08-8/12 8/15-8/19 3/28-4/02 4/18-5/20 8/29 7/25-7/29 4/18-5/27
5/30-7/09 8/22-8/26 9/05-9/09 o11/21 o11/21 8/29-9(/02 10/17 39
2017-2018 Biennial Budget Section II: Process/Policies 2017-2018 Budget Calendar Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec 2017 Adopted budget published and distributed.
Initial Budget Amendment is adopted by ordinance Mid year Budget Amendment is adopted by ordinance. Year-end Budget Amendment is adopted by ordinance. 2018 Property tax levy is set by
ordinance. CFP Amendment and Mid-biennial budget modification are adopted by ordinance. 2018 Initial Budget Amendment is adopted by ordinance Mid year Budget Amendment is adopted by
ordinance. 2019 Property tax levy is set by ordinance. Year-end Budget Amendment is adopted by ordinance. 11/20 4/03 11/06 11/20 7/09 3/13 11/19 5/15 4/02 11/19 40
2017-2018 Biennial Budget Section II: Process/Policies Budget Purpose The City of Auburn’s budget seeks to achieve four basic purposes: A Policy Tool The City’s budget process is conducted
in a manner that allows the City’s policy officials to comprehensively review the direction of the City and to redirect its activities by means of the allocation of financial resources.
On this basis, the budget sets policies for the following year. This budget also facilitates the evaluation of City programs by providing a means to examine both the financial activities
and the progress towards performance objectives of City departments over time. An Operations Guide This budget provides financial control by setting forth both legislative and administrative
guidance to City employees regarding the character and scope of their activities. This direction is set forth in both summary and detail form in the various products of the budget process.
A Financial Plan This budget outlines the manner in which the financial resources of the City will be managed during the budget process. This allocation of resources is based on both
the current needs and on a longer-term view of the development of City programs. The budget takes into account unforeseen contingencies and provides for periodic adjustments. A Communications
Medium A budget cannot be effective unless it communicates. Since this budget has a diverse audience, it seeks to communicate at several levels and for several purposes. The budget seeks
to communicate clear policy at a usable level of detail to City employees. It also seeks to communicate significant policy issues and options in a form that can be acted on by policy
officials. It also seeks to provide information to the City’s constituents that enables meaningful dialog with elected officials. Budget Process The City of Auburn’s budget process meets
these purposes by integrating the planning and implementation of City programs with the allocation of financial resources necessary to support those services. The budget process starts
in early spring of each even numbered year with a review of current City Council and Mayoral goals as well as the previous year’s goals and objectives. Staffing, emerging topics and
program priorities are reviewed with staff. Then, during late spring, departments develop their budgets and objectives that are described in the operating budget for the biennium. These
objectives include capital projects scheduled for construction in the Capital Facilities Plan (CFP). Generally, most departments use a “bottom-up” approach to budgeting, with divisions
or other administrative units developing their objectives along with identifying their fiscal requirements. These divisional budgets are then modified for integration into department
objectives and budget proposal. During the summer, these tentative budget proposals are submitted to the Mayor. At the same time the Finance Department develops a tentative revenue projection
for the upcoming budget cycle. The Mayor and Finance Director along with each department director review the budget in detail as a group. On the basis of this process, the Mayor formulates
his or her recommended budget for the following year. After the Mayor has reviewed the department proposals and formulated his/her budget, the departments present their budget proposals
in detail to the Council during budget workshops. In October, the City Council holds Operations Guide Financial Plan Communications Tool Policy Tool Four purposes of a Budget 41
2017-2018 Biennial Budget Section II: Process/Policies a public hearing to solicit comments from the general public regarding issues for the City to consider during its review of the
budget. This hearing is held early in the process in order to afford the public an opportunity to comment before the budget takes a formal shape. The Mayor’s recommendations for the
next budget cycle are formally transmitted to the Council in the form of the Preliminary Budget during the month of October. During November, the Council holds additional public hearings
on the preliminary budget. The Council conducts a preliminary budget hearing before acting formally on the budget as modified during its workshop hearings. Final adoption of the budget,
by ordinance, occurs in late November or early December. The entire process is coordinated, as needed, in regular meetings of the City department heads, chaired by the Mayor. Budget
Structure The budget process results in various budget products at appropriate stages of the process. Budget and Accounting System The official budget is maintained, both before and
after adoption, using the City’s financial management and accounting system and at a very detailed line item level. Computerized reports may be generated at any time and at various levels
of detail. Departments can also access these budgets at any time on a readonly inquiry basis to compare actual revenue and expenditures to their budgets. The financial management and
accounting system is used to monitor revenues and expenditures after adoption of the final budget to identify significant variances. A quarterly financial report is also prepared and
presented to the City Council reporting on Citywide actual to budget performance. Preliminary Budget The Preliminary Budget is prepared, pursuant to State law, as the Mayor’s budget
recommendations to the City Council. This public document contains a summary of information at the fund level and, for the General Fund, at the department level. It focuses on key policy
issues, while still providing a comprehensive overview of the complete budget. Budget Ordinance The actual appropriations implementing the budget are contained in the budget ordinance
adopted by the City Council. Final Budget The Final Budget is issued as a formal published document as modified by the City Council. It is this document which is formally filed as the
Final Budget. Programs While the budget proposals of the administration are developed in concert with the fiscal proposals in the budget, the budget documents themselves only summarize
the individual objectives and performance measures. Generally, these programs are not finalized until the budget is in final form since the budget will determine the actual activities
undertaken by each department. Components of the Budget The budget consists of three parts: operating budget, program improvements, and capital budget. Operating Budget The operating
budget consists of departmental budget proposals, which would be sufficient to maintain the objectives set by the departments to meet Council goals. 42
2017-2018 Biennial Budget Section II: Process/Policies Program Improvements Program improvements consist of new initiatives or substantial changes to existing programs. Capital Budget
The capital budget authorizes and provides the basis for controlling expenditures related to the acquisition of significant city assets and construction of capital facilities. Showing
the budget in these three components separates key policy issues in order to facilitate their consideration. The policy officials can examine the level at which existing programs should
be funded, what program improvements should be made and at what level of funding. Capital Planning The Capital Facilities Plan (CFP) was originally adopted as an element of the City
Comprehensive Plan, which includes the City’s plans to finance capital facilities that will be needed during the next 20 years. The CFP includes both long-range strategy and a specific
six-year plan of projects. The CFP is maintained and reports are published separately from the budget. The Capital Budget in this budget document includes a summary of the projects and
their appropriations for the upcoming biennium. For more detailed information see the six-year Capital Facilities Plan. Implementation, Monitoring and Amendment The budget and its policies
are implemented through the objectives of individual departments and accounting controls of the Finance Department. Progress in the implementation of the budget is monitored through
regular reports to the Mayor from the department heads on the progress of departmental objectives and performance measures. These are then summarized into a report from the Mayor to
Council. Implementation of the budget is further monitored by the oversight activities of City Council, which meets to not only consider proposals before it but also to review the activities
of the various City departments. Both the reporting function of the Finance Department and the oversight function of the City Council include the status of the fiscal management policies
of the budget. The financial aspects of the budget are monitored in periodic reports issued by the Finance Department comparing actual expenditures and revenues with the budget. In these
reports, financial data can be presented at a higher level of detail than the final budget. These reports include an analysis of the City’s financial condition. From time to time it
becomes necessary to modify the adopted budget. The procedure for amending the budget depends upon the type of change that is needed. One type of change does not affect the “bottom line”
total for a department or a fund. These changes, mainly transfers from one line-item to another within a department’s operating budget or changes between divisions within a department,
may be effected by the Mayor and the Finance Director with written request from the department director. The second type of budget amendment brings about a change in the total appropriation
for a department or fund. Examples of these changes include but are not limited to the following: the acceptance of additional grant money, an adjustment to reflect increased revenues
such as tax receipts, the appropriation of additional funding if expenditures are projected to exceed budgeted amounts, and re-appropriation of monies from one fund to another when deemed
necessary. These changes require Council approval in the form of an ordinance. The status of the budget is comprehensively analyzed during the mid-biennial review and periodically through
each year to identify any needed adjustments. All requests for amendments are first filed with and reviewed by the Finance Department. 43
2017-2018 Biennial Budget Section II: Process/Policies BUDGET POLICIES This section of the budget sets forth the objectives of the budget as a policy document together with a description
of the basis of the policy. Policy Context of the Budget The City budget process is part of an overall policy framework that guides the services and functions of the City. The budget
serves a key role in that policy framework by allocating financial resources to the programs, which implement the City’s overall policies. The budget also establishes financial policies
to influence the availability of future resources to carry out the City’s policies. This budget is a balanced budget with legal budgetary control at the fund level; i.e., expenditures
and other financing uses may not exceed budgeted appropriations at the fund level. The City’s basic policy document is its Comprehensive Plan. This plan sets the basic vision for the
development of the City and establishes policies and programs intended to achieve that vision. The plan is further articulated by a series of planning elements, which include capital
improvement elements (such as utility plans), policy elements (such as housing plans, economic development programs, etc.) and regulatory measures. According to State law the Comprehensive
Plan is amended annually to incorporate changes in policies or programs. In addition to the Comprehensive Plan the City has also developed an Emergency Operations Plan. CITY POLICY FRAMEWORK
Comprehensive Plan Implementation Program Completed Actions (As of December 2016) Six Year Capital Facilities Plan Update Major Comprehensive Plan Update Comprehensive Transportation
Plan Update including non-motorized plan Water, Sewer, Storm Drainage Comprehensive Plan Update Parks, Arts and Recreation Plan Update Community Development Block Grant Consolidated
Plan Update Scheduled Actions (2017-2018) Six Year Capital Facilities Plan Update Funding Program Biennial City Budget Community Development Consolidated Plan Capital Facilities Plan
44
2017-2018 Biennial Budget Section II: Process/Policies Budget Policy Development The budget process is linked to this policy framework by the development of Council goals. The Citywide
goals guide departmental objectives funded by the budget, which govern the activities of various departments in the implementation of the policy. The Capital Facilities Plan, which is
derived from the Comprehensive Plan, is funded in the budget process. Budget policy development involves several distinct steps. This policy starts with an understanding of needs and
issues, describes explicit policies governing the development and management of financial resources, identifies broad goals, sets objectives with which to apply available funding, and
concludes with specific funding proposals. In assessing issues and needs, this policy builds on actions taken in previous budgets, thereby providing continuity with previous programs.
This allows community needs to be addressed on a multi-year basis, rather than attempting to satisfy all needs in one year. Explicit budget policies are statements that describe how
financial resources of the City are obtained (various taxes, fees, rates, etc.) together with how they are allocated, managed, and controlled. The Council goals are broad policy statements
that outline the significant objectives of the City. Budget objectives are policy statements summarizing the actions that are to be implemented in the budget. These budget policies result
from an ongoing process of economic and financial analysis by the Finance Department. The periodic financial reports, which are routinely reviewed by the Mayor and City Council, monitor
progress against this analysis. The development of the Comprehensive Annual Financial Report (CAFR) is also an important part of the analysis process. The financial management policies
result from combining the above analysis with Generally Accepted Accounting Principles (GAAP). General Financial Goals 1. To provide a financial base sufficient to sustain municipal
services to maintain the social well-being and physical condition of the City; 2. To be able to withstand local and regional economic downturns, changes in service requirements and respond
to other changes affecting the City and community; 3. To maintain an excellent credit rating in the financial community and to assure the taxpayers the City of Auburn is maintained in
a sound fiscal condition. Financial Management Policies The following policies guide the manner in which the budget develops, allocates, manages and controls financial resources available
to the City. These policies are goals that the City seeks to achieve in its decisionmaking. However, since fiscal conditions and circumstances continually shift and change in response
to operating needs, it may not be practical or always desirable to continually achieve these policies. Therefore, these policies are intended to guide, not govern, financial decision-making
and may not be fully achieved within any given budget period. Guiding Principles Sustainability of public services, responsibility and transparency in the management of public resources,
and equity of financial burden to taxpayers and city service users form the bases for the City’s financial management policies. The financial policies that are presented below provide
the framework for which these policies are achieved. By following these policies, the City will work to: • Protect and preserve the public’s investment in City assets • Protect and preserve
the City’s credit rating • Provide for predictability and stability in City resources • Provide for transparency and accountability in City financial management • Plan for and mitigate
looming fiscal issues and challenges • Comply with State, Federal and local legal and reporting requirements 45
2017-2018 Biennial Budget Section II: Process/Policies Organization The City’s financial policies are organized around several key areas of financial operations. These include: 1. Accounting
and financial reporting 2. Operating budget 3. Revenue management 4. Capital facilities plan management 5. Public utility management 6. Debt management 7. Equipment replacement 8. Cash/Investments
management 9. Reserve management 10. Lines of authority Section 1. Accounting and Financial/Budget Reporting Policies General policies governing the City’s approach to accounting and
financial reporting form the basis for complying with Federal, State and local laws and regulations and provide the framework for managing the finances of the City. 1. Fund and Fund
Reporting Structure 1.1. In accordance with the Governmental Accounting Standards Board (GASB), the financial structure of the City shall be divided into tax-supported governmental funds
(including a General Fund to support the governmental services of the City) and self-supporting proprietary funds established for nongovernmental purposes. Proprietary funds shall include
a series of enterprise funds, which shall be managed as business enterprises, completely supported by revenues derived by that enterprise. 1.2. The accounts of the City and its operating
budget shall be maintained in accordance with the State Budgeting, Accounting, and Reporting System (BARS) code. 2. Independent Evaluation 2.1. The State Auditor will annually perform
a financial and compliance audit of the City’s financial statements. Their opinions will be contained in the City’s Comprehensive Annual Financial Report (CAFR), and the State Auditor’s
Report. 2.2. As an additional independent confirmation of the quality of the City’s financial reporting, the City will annually seek to obtain the Government Finance Officers Association
Certificate of Achievement for Excellence in Financial Reporting and the Distinguished Budget Presentation Award. The Budget and CAFR will be presented in a way designed to communicate
with citizens about the financial affairs of the City. 3. Budget Reporting 3.1. Revenues and expenditures for each City fund shall be balanced for each year of the biennium. Any adjustments
to budgeted levels shall also be balanced between revenues and expenditures. 3.2. The adopted budget and subsequent amendments to the adopted budget for all funds shall be subject to
appropriation that is expressly granted by Council ordinance. 3.3. Quarterly financial status reports will be prepared for City Council review. These reports will assess actual against
budgeted revenue and expenditure performance, investment portfolio performance, and retail sales tax performance. 46
2017-2018 Biennial Budget Section II: Process/Policies Section 2. Operating Budget Policies An operating budget forms the foundation by which the City manages its resources and spending
plans. In order for departments to legally spend money, authority in the form of an appropriation ordinance must be approved by Council. The City’s biennial operating budget is developed
by the Mayor and reviewed and approved by the City Council at the conclusion of each even numbered year and takes effect January 1st of each odd-numbered year. 1. General Management
1.1. The City budget is developed on a biennial (two-year) cycle, coinciding with the calendar year and starts each odd-numbered year (for example, the 2015-2016 budget is effective
from January 1, 2015 through December 31, 2016). While the City budget is adopted for a two year period, appropriation of resources is made on an annual cycle. 1.2. Periodic adjustments
to the City’s biennial budget are necessary to recognize the receipt of unanticipated revenues and/or to modify spending plans. Adjustments to the City’s budget will be collated and
presented to the City Council for review and approval periodically. 1.2.1. There will be generally three (3) adjustments to the budget annually. 1.2.1.1. The first adjustment occurs
approximately within the first three months of each year and is intended to address unanticipated revenues, spending plan modifications, and carry forwards of unspent project/program
budgets on capital projects still in process. 1.2.1.2. The second adjustment occurs approximately during the summer and is intended to recognize actual beginning fund balances as a result
of completed financial statements for the previous year. 1.2.1.3. The final adjustment occurs approximately during the fourth quarter of each year and is intended to address adjustments
to revenues and spending plans prior to the conclusion of the year. 1.2.1.4. Additional adjustments to the budget may be required and is determined by the Finance Department. 1.3. The
City should accept ongoing service obligations in new areas of programming only when an adequate on-going source of funding is available. 1.4. A forecast of revenues and expenditures
will be prepared concurrent with the preparation of the City’s biennial budget. The forecast will cover the six-year period, inclusive of the two years for the new biennial budget (for
example, the 2015-2016 budget will include a six-year financial forecast covering the period 2015 through 2020). 2. Monitoring and Reporting 2.1. Reports on the status of revenue collections
and expenditures against biennial budgeted levels are prepared and presented to the City Council quarterly. These reports will highlight significant trends that may affect the ability
of the City to stay within budget and to promote discussion between the City’s management team and the City Council as to strategies to remain within budgeted levels. 3. Use of One-Time
Resources 3.1. One-time funds will not be used to support on-going obligations. One-time resources may only be used to support one-time expenses such as capital investments or to replenish
reserves. 4. Regional Social Service Funding 4.1. The City’s role in social service funding shall continue to be supplemental (addressing special or unique local needs) to the basic
responsibilities of regional agencies. 4.2. The City shall continue to advocate that the responsibility for funding basic social service needs rest with regional (or broader) agencies
that have access to a broader basis of funding and can more appropriately address needs on a regional basis. 47
2017-2018 Biennial Budget Section II: Process/Policies Section 3. Revenue Management Policies A comprehensive revenue management policy is required to ensure the sustainability of public
services, to minimize exposure of the City to economic downturns, to provide for financial stability, and to ensure equity between the cost of public services and the users of those
services. 1. General Management 1.1. Revenue estimates for budget purposes should be conservative yet realistic. 1.2. Revenue forecasts should be prepared for a six-year period so as
to enable identification of trends, changes to laws and regulations that may affect revenue growth and collections, and structural issues, such as the forecasted pace of growth in on-going
revenues to on-going expenditures. 1.3. Timely payment of taxes, fees and charges owed to the City is needed to ensure quality public services. The City should aggressively pursue all
amounts due to the City. 1.4. Indirect administrative costs associated with the operation of funds should be identified and charged against the operation of those funds. 2. Revenue Diversification
2.1. The City will seek to maintain a diversified mix of revenue to provide for long-term stability and predictability. 2.2. The City will seek to avoid dependence on temporary or unstable
revenues to fund mainstream municipal services. 2.3. The City should avoid dependence on Federal revenues to fund ongoing mainstream municipal services. 3. Fees and Charges 3.1. General
Fund services should be supported by user fees to the extent appropriate for the character of the service and its user. 3.2. User fees and charges should be reviewed prior to the start
of each biennial budgeting cycle to ensure adequate cost of service recovery. 3.3. Charges for services should be sufficient to recover the full cost of related services, including direct
operating costs, and other costs such as capital and overhead costs. 3.4. Modifications to user fees require approval by Council. 4. Grants and Unpredictable Revenues 4.1. Grant funds
or similar contractual revenue of a temporary nature will be budgeted only if they are committed at the time of the preliminary budget. Otherwise, separate appropriations will be made
during the year as grants are awarded or contracts made. 4.2. Unpredictable revenues, such as those derived from the sale of surplus inventory, shall be treated as a one-time revenue
and shall not be used to support ongoing expenses. Section 4. Capital Facilities Plan Financial Management Policies Comprehensive capital planning is an integral part of community vitality,
maintaining and improving the quality of life of City residents, encouraging economic development, ensuring public safety, and enabling the ability of the City to continue to provide
quality public services. 1. General Management 1.1. The City will develop a multi-year plan for capital improvements as required by the Growth Management Act of Washington State. The
Capital Facilities Plan (CFP) will be updated annually and be financially constrained for the appropriated budget period. 1.2. For each capital project, the CFP shall include a description
of the project, its need and anticipated benefit to the City, and the anticipated impact the project may have on the City’s operating budget, such as additional operating and maintenance
(O&M) costs and staffing. 48
2017-2018 Biennial Budget Section II: Process/Policies 1.3. For each capital project and for each year of the six-year planning period, the CFP shall include an estimate of the cost
of construction, an estimate of the annual O&M impact, and anticipated sources of funding. 1.4. The CFP shall be prepared and submitted to the City Council as part the proposed biennial
operating budget. The CFP shall be updated annually. 1.5. The burden for financing capital should be borne by the primary beneficiaries of the facility. 1.6. Long-term borrowing for
capital facilities should be considered an appropriate method of financing large facilities that benefit more than one generation of users. 2. Cost of Private Development 2.1 Private
development of residential, industrial, and commercial properties shall pay its fair share of capital improvements that are necessary to serve the development. The City shall utilize
statutorily authorized tools such as system development charges, impact fees, mitigation fees, or benefit districts, or other user fees to capture the cost of serving such developments.
3. Monitoring and Reporting 3.1. Reports on the status of projects included in the CFP shall be prepared and presented to the City Council monthly. These reports will highlight the status
of project construction, scheduling, spending and funding and discuss any significant issues or trends that may affect the ability of the City to stay within budget and to promote discussion
between the City’s management team and the City Council as to strategies to remain within budgeted levels. Section 5. Public Utility Operating and Capital Financial Management Comprehensive
operating and capital planning for Water, Sewer, Storm Drainage, and Solid Waste services is required for maintaining public health/safety and quality of life as well as supporting economic
development. Each utility is operated as an independent enterprise and as such is expected to be financially self-sufficient and without subsidy from the City’s General Fund or other
funds. Rate revenue must be sufficient to fully fund the direct and indirect operating, capital, debt service costs, and annual depreciation of each utility. 1. General Management 1.1.
Utility financial operations and capital spending plans will be prepared coincident with the City’s biennial budget. The utility capital spending plans will be prepared consistent with
the City’s Comprehensive Plan and in consultation with City Council and the City’s Planning Commission. 1.2. The Finance Department will prepare a six-year financial forecast evaluating
the revenue requirements for each utility and determine the sufficiency of existing rates to finance forecasted operating and capital costs. The evaluation will include identifying any
significant changes in services, customers, laws/regulations, and/or consumer behavior (such as water usage) that may affect utility expenses and revenues. Results of the six-year financial
forecast will be reviewed with the City Council coincident with the Council’s review of the six-year General Fund financial forecast. 1.3. Similar to the City’s General Fund, one-time
utility resources (such as grants and fund balance) should not be used to finance on-going utility expenses. 1.4. Enterprise funds shall be budgeted on a flexible basis, which allows
activities to expand and contract in accordance with increased or decreased revenue earning activity. 1.5. The City will promote a local improvement district program for certain street,
water, sewer, and storm drainage improvements. They will be funded with no protest covenants obtained from property owners whenever possible. 49
2017-2018 Biennial Budget Section II: Process/Policies 1.6. Enterprise fund working capital in excess of that needed for operations may be used for capital needs in order to conserve
the debt capacity of those funds for major facility expansions to meet future needs. 1.7. Depreciation shall be accounted for, and should be used, as a measure of capital development
needs in the utilities. As such, the first priority for the use of such funds should be in maintaining existing services. Costs incurred because of growth should be borne by new users,
and extension of services to new users should be on the basis of an investment decision by which the capital expenses will be recouped through rate income from new users. 2. Utility
Rate Management 2.1. The City should adjust utility and other enterprise fund rates in increments adequate to offset inflation and to maintain adequate working capital balance and equities.
Modifications to the City’s utility rates and/or rate structure will be reviewed and approved by the City Council. Utility rates should be approved for a rolling three to five year period
(for example, utility rates evaluated in 2012 should include recommended rates for the period 2013 through 2017). Approval of utility rates sufficient to support forecasted utility expenses
should occur prior to, or concurrent with, approval of the utility budget. 2.2. Utility rates will be sufficient to fully fund the forecasted direct and indirect operational costs and
capital costs, including the cost of annual depreciation and to meet utility debt service coverage requirements, if any. 2.3. Utility rates should be periodically evaluated on a cost-of-service
basis to ensure sufficiency and equity in the delivery of services to customer classes. Cost of service evaluations should occur once every 4 to 6 years or when significant changes in
the mix or makeup of customers occur. 3. Utility Revenue Debt Management 3.1. The City will strive to maintain a ratio of 50% debt/50% equity (cash), achieved by debtfinancing no more
than 60% of each six-year utility capital facilities plan. 3.2. Gross utility rate revenue, net of operating expenses exclusive of depreciation, will be sufficient to provide a minimum
of 1.25 times debt service coverage of all outstanding revenue bonds or the level of coverage called for in the revenue bond covenants, whichever is greater. 3.3. Revenue bond debt service
coverage requirements can be met on a combined utility basis but will be conservatively tested on an individual utility bases. System development revenue, which can be included as part
of the coverage test, should be excluded to further provide for conservative testing of coverage requirements. 3.4. In the event new revenue bonds are required to support the planned
capital investments of the utility, approval of rates sufficient to pay the debt service including coverage requirements should occur prior to the issuance of such bonds. 4. Utility
Reserve Management 4.1. Each utility fund should maintain adequate fund balances/working capital to meet cash flow requirements and unexpected contingencies. The City shall maintain
minimum working capital balances in these funds for operations and maintenance expenses (depreciation not included). 4.1.1. Water, 20 to 25%, approximately 75 to 90 days; 4.1.2. Sewer.
Storm Drainage and Solid Waste utility funds, 12 to 16%, approximately 45 to 60 days; and 4.1.3. King County Wastewater Treatment, $360,000, approximately 3% of total operating expenses.
50
2017-2018 Biennial Budget Section II: Process/Policies Section 6. Debt Management Policies Strategic use of short and long-term debt is an important element of the City’s financial toolbox
as its use can leverage existing resources and support temporary/short-term cash flow needs of the City and enable the accomplishment of large investments. However, as debt service payments
can obligate City resources over a long period time, its use and impact on City cash flow, ratings by financial institutions, and compliance with statutory requirements should be carefully
considered. 1. General Management 1.1. The City will not use short-term or long-term debt to support ongoing operations. 1.2. Prior to the decision to issue general obligation debt,
which is an obligation against the general taxing authority of the City, the feasibility of alternative methods of financing using special assessments, fees/charges, and special revenue
debt should first be determined. 1.3. The City will work to maintain strong ratings on its debt including maintaining open communications with bond rating agencies concerning its financial
condition. 1.4. General Obligation (GO) Bond debt should be scheduled for repayment based on the entire outstanding debt not just the individual issue; in a manner which seeks to reduce
fluctuation in the total tax rate. 1.5. The City will strive to improve its bond ratings by improving its financial stability. 1.6. The City shall employ competent financial advisors
and bond attorneys for all large bond issues. 2. Debt Capacity 2.1. Annual debt service should not exceed fifteen percent (15%) of operating revenues. 2.2. Total direct debt should not
exceed two percent (2%) of the City’s assessed value. 2.3. No more than sixty percent (60%) of the City’s capital program should be debt financed. 3. Short-Term Debt 3.1. Short-term
debt is defined as a period of three years or less. The City shall use short-term debt to meet temporary cash flow needs that are caused by a delay in receipting of anticipated revenues
or for issuing long-term debt. 3.2. Interfund loans may be issued to meet short-term cash flow needs. Interfund loans will only be used when the recipient fund’s revenue stream is anticipated
to be sufficient to repay the loan. 3.3. Interfund loans must be repaid within the period of one year or as stated in the ordinance or resolution, and will bear interest based upon prevailing
rates. 3.4. All interfund loans require Council approval in the form of an ordinance or resolution. 3.5. The City will not use short-term debt for current operations. 4. Long-Term Debt
4.1. Long-term debt is defined as exceeding three years. Long-term debt will only be used when payas-you-go financing of capital projects is not feasible. Long-term debt service payments
will not exceed the expected life of a project. Long-term debt will be used to finance City needs that can be capitalized and depreciated. 4.2. Long-term debt can be refunded if the
net present value (NPV) of savings is at least four percent (4%). 4.3. Self-supporting bonds (such as special assessment improvement districts) may only be used to finance improvements
associated with the subject improvement districts. 51
2017-2018 Biennial Budget Section II: Process/Policies Section 7. Equipment Replacement The City’s physical assets, such as vehicles and buildings, represent a significant investment
of resources. Timely maintenance and replacement of these assets at the end of their useful lives is necessary for reliability and quality of public services and ensures public and employee
safety. 1. General Management 1.1. The City will maintain a comprehensive inventory of its physical assets including its useful life, original purchase date and cost, information on
its general condition, and the estimated value of replacement. 1.2. The City will maintain a replacement schedule by physical asset indicating the replacement cost and its corresponding
source of funding. The replacement schedule will be reviewed annually and budgeted as part of the City’s biennial budgeting process. 1.3. The City will maintain its physical assets at
a level adequate to protect the City’s capital investment and minimize future maintenance and replacement costs and provide for the timely maintenance and orderly replacement of capital
and equipment from current revenues or equipment reserve funds where possible. 1.4. Equipment reserve funds will be maintained at levels sufficient to meet scheduled equipment replacement
and ensure public and employee safety and to prevent a deterioration in City assets. 1.5. Accounting and tracking of City assets are codified under Administrative Code Section 100-31.
Section 8. Cash /Investment Management The City’s Investment Policy is codified under Administrative Code #100-40. Consistent with this policy, the Finance Director will annually submit
the investment policy to the City Council for review. Section 9. Reserve Policies Reserves and reserve management policies are an important and necessary part of any financial management
plan. Reserves are established as a hedge against cash flow fluctuations that are expected to occur during the course of the year, to sustain the City during economic downturns, and
to sustain City services in the event of unanticipated needs, catastrophic events or natural disasters. The following policies provide definitions for the appropriate level of reserves
and how these resources should be replenished in the event they are used. 1. General Management 1.1. General government funds should maintain adequate fund balances or working capital
to meet unexpected contingencies. 1.2. The City will maintain a Cumulative Reserve Fund in an amount of at least 5% of General Government operating expenditures, with a target of 10%.
Expenditures utilizing the Cumulative Reserve Fund are used for stabilization of general operations during counter-cyclical times to protect the City from unforeseen contingencies and
to maintain one year payments of general obligation debt service, and general governmental capital projects. Accumulation of reserves can be made from a variety of revenue sources and
can include one-time revenues and year-end surpluses. 1.3. Minimum fund operating reserve balances will be maintained as follows: 1.3.1. The General Fund shall maintain at least 8% of
total budgeted operating expenditures, with a target of 12%. 1.3.2. Each enterprise fund should maintain adequate fund balances or working capital to meet unexpected contingencies and
cash flow needs. Each utility fund shall strive to ensure ongoing system integrity through reinvestment in the system. To mitigate impact to rates, the City will phase in system reinvestment
over a 10-year period in equal 10% increments starting in 2012. 52
2017-2018 Biennial Budget Section II: Process/Policies 1.3.3. Other proprietary funds should maintain working capital balances of 10% to 20% of their budgeted operating, maintenance
and capital expenditures. 1.3.4. Replacement reserves shall be established for equipment and computer software should the need continue beyond the estimated initial useful life, regardless
of whether the equipment is acquired via lease, gift or purchase. Service charges paid by City departments to the appropriate Internal Service funds should include an amount to provide
for replacements. Minimum reserves for these funds should be as follows: 1.3.4.1. Equipment Rental and Replacement: Operating reserves of 30 days (excluding depreciation) and replacement
reserves equal to three times depreciation. 1.3.4.2. Innovation and Technology: Operating reserves of 30 days (excluding depreciation) and replacement reserves equal to three times depreciation.
1.3.4.3. Facilities: Operating reserves of 30 days and repair and replacement reserves equal to 50% of one year of operations. 1.3.4.4. Reserve balances of other funds shall be set through
the budget process in an amount consistent with the purpose and nature of the fund. 1.4. Evaluation of reserve levels will be made in conjunction with the City’s budget. 2. Use and Replenishment
2.1. Use of reserves to address cash flow needs and for which funds will be replenished within one year can be authorized with Mayoral approval. 2.2. Use of reserves where replenishment
exceeds one year will require review and approval by the City Council. This review will include the need for using reserves, the anticipated plan to replenish the reserve account, the
anticipated rate and time period over which the fund will be replenished, and the source of funds. Regular reports to Council will be made as to the status of reserve replenishment.
2.3. The rate of replenishment will not exceed three years of use. Section 10. Lines of Authority This section delineates the roles and responsibilities of the Council, the Mayor and
the Departments in the management of City resources. 1. General Management 1.1. The City Council has the authority to execute legislative policies and approve the City’s budget at the
fund level. The City Council has the authority to review the status of the City’s financial performance and amend the budget at the fund level. 1.2. The City Council has the authority
to review the City’s quarterly financial reports and to provide policy guidance to the Mayor on issues. 1.3. The Mayor has the administrative authority to oversee development of the
biennial budget, to propose amendments to the City Council, to approve operating and capital spending decisions within the parameters of the Council approved budget, and to enter into
contractual agreements to execute the intent of the budget. 1.4. Each Department Director has the authority to expend City funds within their approved budget authority and in accordance
with direction and procedures prescribed by the Mayor’s Office and to recommend budget requests to the Mayor. 53
2017-2018 Biennial Budget Section II: Process/Policies Auburn’s Vision for the Future Auburn’s vision sets the overall direction for the City, and as such, focuses City goals on strategies
developed toward implementation of this vision. The 2017-2018 Biennial Budget allocates City resources through the development of departmental objectives. The department objectives are
designed to implement the Citywide strategies which in turn work toward the Citywide goals. These goals are designed to implement the Vision adopted by Council. The strategies coordinated
by this budget are developed by Council and administered by the Mayor. The City Council and Mayor set a direction in 2006 for the City by establishing Vision 2016 which looked ahead
and envisioned what the City should look like in 10 years. The Vision has been updated from time and during each budget cycle to maintain relevancy. The 2017-2018 budget continues to
implement the vision that the City Council and Mayor developed. 2017-2018 Citywide Goals and Strategies: I. Provide for Public Safety 1. Continue to seek grant funding to support public
safety enforcement activities. (Lead: Police) 2. Maintain patrol response times of less than 4 minutes. (Lead: Police) 3. Continue to work with Green River College to ensure the safety
and security of students. (Lead: Police) 4. Continue exploring innovative ways to address public safety needs of the community. (Lead: All) 5. Increase police presence in downtown parks
and business areas and become ambassadors of these areas. (Lead: Police, Parks) II. Encourage a Sense of Community 6. Continue providing support to the Housing Home Repair program. (Lead:
Community Development Services) 7. Continue to promote community outreach by involving citizens and business in their City Government. (Lead: All) 8. Continue to promote stability in
neighborhoods and the downtown area. (Lead: Community Development Services) 9. Promote pride in Auburn and citizen engagement with City government via new technology. (Lead: IT, Community
Development) 10. Continue to develop the resources of the Les Gove Community Campus including the Youth/Teen Center and the creation of a truly centralized park concept. (Lead: Parks,
Administration, Community Development Services) 11. Implement programs to celebrate One Auburn and the many diverse communities, populations, ethnicities and backgrounds represented.
(Lead: All) 12. Continue to create transparency and public engagement for residents to access their local government. (Lead: All) 13. Continue to find ways to reach out to Auburn’s diverse
communities and involve them in the community at large, i.e. development of a cultural connections program. (Lead: All) 14. Continue providing support to the Housing Home Repair program.
(Lead: Community Development Services) 15. Expand eGovernment services through online and internal citizen technology engagement. (Lead: IT) III. Encourage Economic Development 16. Continue
marketing Auburn as the Regional Entertainment Center. (Lead: Community Development Services, Administration) 17. Continue to support the City’s economic development initiatives and
programs. (Lead: Community Development Services, Administration) 54
2017-2018 Biennial Budget Section II: Process/Policies 18. Establish sustainable branding and strong reputation of place by creating synergy within Auburn Area Chamber, Auburn Downtown
Association, Auburn Tourism Board and Lodging Tax Advisory Committee. (Lead: Administration) 19. Implement goals as outlined in the Ten-Year Economic Development Strategic Plan. (Lead:
Administration) 20. Support and expand the development of the Innovation Partnership Zone. (Lead: Administration) 21. Expand the role of Tourism and Real Estate as part of the Economic
Development Division. (Lead: Administration) 22. Lead the Mayor's efforts to rebrand and market Auburn to better reflect the community and increase positive perception among residents,
businesses, regional governments, and state and national stakeholders. (Lead: Administration) IV. Improve Designated Urban Center 23. Continue funding the annual downtown façade improvement
project. (Lead: Community Development Services; Engineering Services) 24. Continue to enhance Police Department problem solving efforts and relationships with residents and business
owners in the downtown area to address crime and other quality of life issues. (Lead: Police) V. Complete Public Works Projects 25. Continue to seek sources of grant funding to support
local and regional arterial and key transportation improvements. (Lead: Engineering Services) 26. Continue to replace, upgrade, and improve the reliability of storm drainage, water and
sanitary sewer infrastructure. (Lead: Engineering Services) 27. Continue to implement local and arterial pavement preservation improvements throughout the City. (Lead: Engineering Services)
28. Complete construction on S 277th Street Widening project, Auburn Way South (SR-164) Corridor Safety Improvements (Muckleshoot Plaza to Dogwood), and Downtown Traffic Signal Upgrades.
(Lead: Engineering Services) 29. Begin design on Auburn Way North & 1st Street NE Signal Improvements, M Street NE (E Main to 4th Street NE), Lea Hill Corridor Improvements, and Evergreen
Heights Safe Routes to School Improvements phase 1. (Lead: Engineering Services) 30. Complete design and construction of the Fulmer Well Field Improvements project. (Lead: Engineering
Services) 31. Complete design and construction of the Coal Creek Springs Transmission Main Replacement project. (Lead: Engineering Services) 32. Complete implementation of the Water
Utility Meter & Billing System Improvements project. (Lead: Engineering Services) 33. Initiate pre-design of the Coal Creek Springs Rehabilitation project. (Lead: Engineering Services)
34. Begin design of sewer pump station improvements in anticipation of construction in 2019. (Lead: Engineering Services) 35. Continue to replace and/or install new storm drainage conveyance
capacity improvements in conjunction with the Arterial and Local Street Improvement projects. (Lead: Engineering Services) 36. Evaluate the need for additional hangar retrofit to closed
hangars. (Lead: Engineering Services) 37. Secure funding for and complete the design and construction of the Runway Enhancement project. (Lead: Engineering Services) VI. Plan Future
City Development 38. Create and implement a Community Development/Engineering Services strategic plan. (Lead: Community Development Services; Engineering Services) 39. Implement Airport
strategic business plan. (Lead: Engineering Services) 55
2017-2018 Biennial Budget Section II: Process/Policies VII. Actively Support Regional Transportation Improvements 40. Continue to participate in Regional Transportation Forums – SCATBd,
RPEC, KCPEC, PSRC, PCTCC and RAMP on key transportation issues. (Lead: Engineering Services) 41. Continue to coordinate community development efforts with adjacent and regional agencies.
(Lead: Engineering Services) VIII. Enhance Quality of Life 42. Continue to fund the Lakeland Hills and Community Circulator Shuttle programs. (Lead: Public Works) 43. Develop an integrated
referral and communications source for human services in the City of Auburn. (Lead: Administration) 44. Work with all involved groups within Auburn to address the issue of homelessness
and its impacts on the family structure, in addition to the support and representation of larger regional efforts. (Lead: Administration) 45. Continue working with local and regional
service providers to assemble a support network to address needs of victims of domestic violence, including pursuit of the one-stop concept. (Lead: Administration) 46. Develop a comprehensive
plan for the creation of an Auburn Arts & Culture Center within the Old Post Office Building. (Lead: Parks, Arts & Recreation) 47. Develop a Master Plan for 104th Avenue property along
the Green River, Lakeland Hills Nature Area, and newly acquired property in the southwest portion of Game Farm Park to include renovated Parks Maintenance shop. (Lead: Parks, Arts &
Recreation) 48. Continue improvements at Les Gove Park -construct new restroom facility, close Deals Way, lighted crescent, turf improvements, add new section of trail. (Lead: Parks,
Arts & Recreation) 49. Construct play area at Sunset Park spraypark; replace playgrounds at Roegner Park and Lakeland Hills Park. (Lead: Parks, Arts & Recreation) 2015-2016 Progress
on Citywide Goals: I. Provide for Public Safety 1. Continued to seek grant funding to support public safety enforcement activities. (Lead: Police) 2. Maintained patrol response times
of just over 4 minutes. (Lead: Police) 3. Continued to work with Green River College to ensure the safety and security of students. (Lead: Police) 4. Continued exploring innovative ways
to address public safety needs of the community. (Lead: All) 5. Increased police presence in downtown parks and business areas and became ambassadors of these areas. (Lead: Police, Parks)
6. Created a traffic school to create a fine alternative for drivers. (Lead: Police, Legal, Court) II. Encourage a Sense of Community 7. Continued providing support to the Housing Home
Repair program and funded a downtown façade improvement program. (Lead: Community Development Services) 8. Continued to promote community outreach by involving citizens and business
in their City Government. (Lead: All) 9. Continued to promote stability in neighborhoods and the downtown area. (Lead: Community Development Services) 10. Promoted pride in Auburn and
citizen engagement with City government via new technology. (Lead: IT, Community Development Services) 11. Continued to develop the resources of the Les Gove Community Campus including
the Youth/Teen Center as well as expanded programming at the Auburn Community and Events Center. Expanded 56
2017-2018 Biennial Budget Section II: Process/Policies park and recreation offerings at the Les Gove Campus to create a truly centralized park concept. (Lead: Parks, Administration,
Community Development Services) III. Encourage Economic Development 12. Developed a Ten-Year Economic Development Strategic Plan. (Lead: Community Development Services, Economic Development)
13. Continued marketing Auburn as the Regional Entertainment Center. (Lead: Community Development Services, Administration) 14. Continued to support the City’s economic development initiatives
and programs. (Lead: Community Development Services, Administration) IV. Improve Designated Urban Center 15. Implemented an annual downtown improvement project. (Lead: Community Development
Services) V. Complete Public Works Projects 16. Continued to seek sources of grant funding to support local and regional arterial and key transportation improvements. (Lead: Engineering
Services) 17. Continued to replace, upgrade, and improve the reliability of storm drainage, water and sanitary sewer infrastructure. (Lead: Engineering Services) 18. Continued to implement
local and arterial pavement preservation improvements throughout the City. (Lead: Engineering Services) 19. Updated the Auburn Environmental Park Master Plan. (Lead: Environmental Services)
20. Continued the ongoing implementation of City participation in the National Flood Insurance Program (NFIP) and NFIP Community Rating System Program. (Lead: Environmental Services)
21. Completed construction of major transportation improvements throughout the City. Major projects included the Auburn Way South Pedestrian and Corridor improvements from Dogwood to
Hemlock, Auburn Way South and M Street SE Improvements, and 37th and B Street NW Railroad Crossing Safety Improvements. (Lead: Engineering Services) 22. Completed the phased replacements
of all traffic signal lights with low-energy LED lights. (Lead: Engineering Services) VI. Plan Future City Development 23. Completed design and construction of Mill Creek, Wetland 5K
reach. (Lead: Environmental Services) 24. Completed construction of the Fenster Levee Setback phase 2B. (Lead: Environmental Services) 25. Completed a major update to the City’s Comprehensive
Plan, including the transportation and utility elements. (Lead: Community Development Services, Engineering Services) VII. Actively Support Regional Transportation Improvements 26. Continued
to participate in Regional Transportation Forums – SCATBd, RPEC, KCPEC, PSRC, PCTCC and RAMP on key transportation issues. (Lead: Engineering Services) 27. Continued to coordinate community
development efforts with adjacent and regional agencies. (Lead: Engineering Services) VIII. Enhance Quality of Life 28. Began the development of a Citywide climate action plan and policy.
(Lead: Community Development Services) 29. Implemented the Citywide arterial bicycle and safety improvements program through the Traffic Signal Safety Improvement project. (Lead: Engineering
Services) 30. Implemented the biennial pedestrian crossing improvement program through the 22nd and I Street NE Roundabout project, Pedestrian and ADA improvements included in various
street improvement and reservation projects and the installation of a new Rectangular Rapid Flasher Beacon (RRFB) for the pedestrian crossing at R Street SE and 21st Street SE. (Lead:
Engineering Services) 57
2017-2018 Biennial Budget Section II: Process/Policies 31. Continued to fund the Lakeland Hills and Community Circulator shuttle programs. (Lead: Engineering Services) 32. Completed
the implementation of Low Impact Development standards and regulations to meet regulatory compliance with the City’s NPDES phase 2 permit. (Lead: Engineering Services) 33. Provided for
more parks and recreation opportunities including completing construction of the expanded Les Gove Park. Replaced playground equipment at Dykstra and Isaac Evans Parks. (Lead: Parks,
Arts, and Recreation) 34. Completed the Parks, Arts & Recreation Open Space Plan. 2017-2018 Budget Strategy The 2017-2018 budget will be implemented by a series of objectives regarding
development of resources and their allocation to various competing demands. 1. Avoid the addition of permanent staff positions unless there is an offsetting revenue stream or reduction
in current expenditures to support the position, and review replacement staff for essential need. Limit new programs until economic conditions or revenue streams capable of supporting
them are in place. 2. Conserve the fiscal capacity of the City to meet potential future needs. 3. Use fund balance or working capital to finance capital equipment that maintains or enhances
productivity. 4. Control discretionary expenditures. 5. Provide adequate training, and increasing technology and tools to enhance productivity. 6. Maintain a baseline of funding which
continues to deliver high-quality municipal services with special attention to continue support of growth management, maintain effective legal services, provide continued public safety,
support a diversity of recreational and cultural programs, and maintain existing facilities. 7. Provide staff support and funding for street maintenance repairs and improvements to meet
planning requirements and benefit from available funding opportunities. 8. Enhance the capacity of the infrastructure where funding opportunities exist by giving priority to providing
necessary matching funds. 9. Continue operation of the City’s enterprise functions on a business basis. 10. Explore all opportunities for economic development that will provide a return
to the City of Auburn. Use of Budget Tools This budget uses a variety of tools to implement these objectives: Financial Measures The City of Auburn’s budget places a high priority on
maintaining the fiscal integrity of the City by managing reserves to counterbalance economic cycles while responding to emerging needs. When new programs are added, each is closely evaluated
to ensure that it can be supported over the long run. Temporary “growth period” revenues can also be used for capital needs of a non-continuing nature. Enhanced revenue also can build
reserves to provide counter-cyclical balance (e.g., a rainy-day fund). The main purpose of such a reserve is to allow the City to respond to funding needs in an economic recession without
having to resort to new taxes. The City has established a Cumulative Reserve Fund both for building revenues for major capital needs and to provide a counter-cyclical balance. It is
anticipated that the development of residential construction will continue due, in part, to low interest rates coupled with pent-up demand. The need for services has been and will continue
to be substantial, particularly police services. Some of these services are required before revenue is actually received from the developments. The challenge becomes to judiciously expand
services at a rate that provides reasonable coverage and protection to the public within the constraints of available revenue. New long-term funding commitments need to be avoided as
much as possible until new revenue capacity develops. Consequently, the priority is on completing existing funding commitments and baseline needs, while carefully expanding services
and protecting reserves. 58
2017-2018 Biennial Budget Section II: Process/Policies Baseline Budget The baseline budget funds the City’s ongoing operations. As such, it is an essential tool for implementing goals
and elements of strategy directed at continuing the existing array of services at a high-level of effectiveness and efficiency. The budget strategy places a high priority on continuing
to fund programs that protect the City’s ability to maintain and enhance quality of life and on programs that meet the continuing public safety needs of our neighborhoods. These needs
will be funded by the appropriate use of the existing capacity of City programs. Capital Budget The Capital Improvement Fund is used to accumulate funds to finance large projects that
could not otherwise be done in one year from General Fund revenues. Projects include major improvements, acquisition of new municipal facilities, and downtown revitalization. The fund
is budgeted for about $2.7 million of expenditures in 2017. 2018 is budgeted for $4.0 million in expenditures, leaving a projected ending fund balance in 2018 of $7.7 million for future
projects identified in the Capital Facilities Plan. General Fund Priorities City General Fund revenues are forecasted conservatively but realistically. Increases in salary and benefits
and in contractual services will be increased in accordance with union contracts. Revenue estimates are conservative and based on the 2015 actual and 2016 estimated revenues received.
Costs may need to be reduced if revenue decreases from estimated amounts. The General Fund budget was developed under the following policy priorities: 1. Avoid new programs until new
revenue sources to support them are identified. 2. Protect the City’s long-term fiscal integrity and Moody’s bond rating. 3. Maintain productivity. 4. Enhance efficiency and effectiveness.
5. Ensure adequate and ongoing support for City programs and activities. 6. Provide training, adequate technology and tools to enhance productivity. 7. Fund priority planning needs to
enhance or promote economic development within the City and enforce code compliance. 8. Maintain programs directed at protecting the quality of life in the community and its neighborhoods.
9. Provide grant required matching funds for street improvements. 10. Seek out additional sources of revenue for street improvement and construction. 11. Fund continuing public safety
needs. Many of these priorities are implemented in the development and review of the baseline budget proposals of various departments. Proprietary Fund Priorities The budget priorities
in the Proprietary Funds are a continuation of past budget priorities, which have generally placed these funds on a sound, self-supporting basis. 1. Continue operation of the funds on
a self-supporting basis. 2. Maintain the fiscal capacity of the utilities with appropriate measures. 3. Implement programs and rates to encourage resource conservation, particularly
in water usage. 4. Maintain orderly development of capital facilities to meet needs. 5. Continue measures to enhance productivity and maintain new facilities as they come on line. 6.
Continue programs that encourage greater recycling of our waste materials. 7. Focus on capital projects that deal effectively with the City’s growth. 59
2017-2018 Biennial Budget Section II: Process/Policies Other Funds Budget Priorities Fiduciary funds will be managed in a manner that continues to provide for their long-term obligations.
The Insurance Fund will provide for insurance independence if needed. Debt Service Funds will continue to retire debt as appropriate. No additional funds will be added to the LID Guarantee
Fund, as the fund is currently considered adequate. 60
2017-2018 Biennial Budget Section III: Financial Plan SECTION III: FINANCIAL PLAN Introduction The National Advisory Council on State and Local Budgeting (NACSLB) endorses the forecasting
of revenue and expenditures in their Recommended Budget Practices. This section of the budget provides a combined view of both past and anticipated future revenue and expenditures for
all funds. A detailed revenue analysis is presented for each fund type. The plan focuses analysis on revenue sources in order to inform users of this document on how the City funds services
it provides to its citizens. A table, graph and explanation of major changes are provided for the General Fund, Special Revenue Funds, Capital Funds, Enterprise Funds, Internal Service
Funds, Fiduciary Funds and the Permanent Fund. This is followed by a six-year forecast of General Fund revenue and expenditures along with a discussion of the factors that affect the
forecast. Long term debt and debt capacity is discussed as well as the General Fund fiscal capacity. This section ends with a discussion of fund balance and working capital balances.
A budget is a plan that develops and allocates the City’s financial resources to meet community needs in both the present and the future. The development and allocation of these resources
is accomplished based on the foregoing policies, goals and objectives addressing the requirements and needs of the City of Auburn. While the other sections of this document present the
budget in detail, this section provides an overview of the budget as a Financial Plan. As such, this section focuses on City strategies to maintain its financial strength and the basis
for the expectation for future revenues. An important part of a financial plan is the City’s Capital Improvement Program. While the projects affecting 2017-2018 are summarized under
Section VII, Capital Budget in this document, the entire Capital Facilities Plan (CFP) is outlined, in detail, in a separate document. 61
2017-2018 Biennial Budget Section III: Financial Plan Analysis of 2017-2018 Revenues by Source for All Funds The graph below presents the total new revenues that are anticipated to be
available to support City programs during 2017 and 2018. The table shows the revenue by source of funds from 2015-2018. The revenues received by the City are derived from a diverse range
of sources, and the types of revenues received by each fund vary significantly. $0 $10 $20 $30 $40 $50 $60 $70 $80 $90 Taxes Charges for Svcs Intergov Miscellaneous Licenses & Permits
Fines & Penalties Transfers In Other Sources Millions 2017 Budget 2018 Budget 2017-2018 Budgeted Revenues Total All Funds 2015 2016 2016 2017 2018 Revenues Actual Adj Budget Est Actual
Budget Budget Taxes $57,132,656 $54,736,400 $56,392,958 $59,474,400 $59,136,430 Charges for Services 8 1,023,085 7 7,523,665 7 7,950,734 8 2,612,535 8 5,565,622 Intergovernmental 1 4,059,785
2 2,133,214 2 0,988,268 1 2,435,236 1 6,717,588 Miscellaneous 5 ,982,913 6 ,636,686 6 ,481,099 6 ,539,073 6 ,841,812 Licenses and Permits 2 ,074,432 1 ,944,600 2 ,244,600 2 ,338,700
2 ,419,950 Fines and Penalties 9 38,775 7 96,180 7 96,180 8 76,100 8 85,300 Transfers In 8 ,157,808 2 5,209,070 2 3,807,850 9 ,695,825 8 ,951,075 Other Sources 1 ,801,901 4 ,871,424
4 ,821,424 6 ,269,275 3 ,758,623 Total Revenues & Other Financing Sources 1 71,171,355 1 93,851,239 1 93,483,113 1 80,241,144 1 84,276,400 Beginning Fund Balance 1 16,510,273 1 15,911,070
1 15,791,889 8 8,839,185 8 2,595,207 TOTAL AVAILABLE RESOURCES $287,681,628 $309,762,308 $309,275,002 $269,080,329 $266,871,607 Charges for Services The largest source of revenue for
the City is charges for services, which include user fees for utility services, recreational, planning and building activities and represent 45.8% and 46.4% of total revenues in 2017
and 2018 respectively. The majority of these charges are collected in the enterprise funds for services provided as stand-alone business type activities. Service revenue also includes
charges to other funds by internal service funds such as the Innovation and Technology Fund and the Facilities Fund to recoup the cost of services provided to other City departments.
62
2017-2018 Biennial Budget Section III: Financial Plan Tax Revenue The second largest revenue source comes from taxes. Sources of tax revenue include property taxes, retail sales taxes,
utility taxes, admissions taxes, and gambling taxes. Tax revenue constitutes 33.0% of total revenue in 2017 and 32.1% in 2018. Almost all tax revenues are received in the General Fund
to support the ongoing operations of the City. Effective in 2013, annual sales taxes collected from new construction activity is used to support activities in the Local Street Fund (Fund
103). The amount of sales taxes from new construction is estimated to total $1.8 million in both 2017 and 2018. Prior to 2013, $2.0 million in property taxes were used annually to support
activities in the Local Street Fund with the remainder receipted into the General Fund. Intergovernmental Revenue Intergovernmental revenue consists primarily of Federal and State grants
and other governmental contributions. Intergovernmental revenue constitutes 6.1% of revenue in 2017 and 8.4% in 2018. The increase in revenue in 2018 is primarily attributable to $1.4
million in anticipated FAA grant and State grant monies for the Airport Runway Enhancement project. In addition, there are several Arterial Street projects that are anticipated to receive
Federal grant monies, including $2.2 million for the F Street SE Improvement project. Revenues within this category are primarily used to fund the construction of street projects and
other capital projects, such as park improvements within the Municipal Parks Construction Fund. Miscellaneous Revenue Miscellaneous revenue includes interest, rents and leases, special
assessments, contributions and donations, prior year cash adjustments, and Equipment Rental internal service fund revenue. The Equipment Rental Fund holds City vehicles as an asset and
collects annual costs from departments in order to provide for maintenance and replacement of these vehicles. In 2015, approximately $5.8 million in developer contributions were collected
in the Water, Sewer, and Storm Drainage Funds. This revenue was somewhat offset by a reduction of $8.6 million in prior year cash adjustments in 2015 to account for the GASB (Governmental
Accounting Standards Board) 68, recognizing the proportionate share of any unfunded pension obligation. License and Permit Revenue License and permit revenue is dependent on the economy
as most of this revenue is comprised of building, electrical and plumbing permits from new construction activity. During the 2015-2016 biennium, the City of Auburn continued to experience
an influx of development activity. The 2017-2018 budget assumes continued expansion within the City, although at a moderate rate. If the recovery in the economy stalls or occurs less
quickly than currently anticipated, this revenue source may need to be adjusted downward. Fines and Penalties This revenue source is projected to be relatively stable. It includes false
alarm, traffic and parking fines. Transfers In This revenue source represents transfers between funds, and includes payments to other funds for debt service, capital construction projects,
grant matches and interfund loans. Transfers in 2016 were unusually high due to a combination of one-time transfers for the Auburn Community and Event Center project and to set up capital
sub-funds for enterprise and internal service funds. Transfers in 2017 are budgeted at $9.7 million and transfers in 2018 are budgeted at $9.0 million. Other Sources Other revenue sources
account for 4.0% of total revenues in 2017 and 2.6% in 2018. Revenues in 2017 and 2018 include $5.0 million and $2.5 million respectively in anticipated financing proceeds within the
Water Fund. 63
2017-2018 Biennial Budget Section III: Financial Plan Analysis of 2017-2018 Budgeted Expenditures for All Funds The following graph presents the 2017 and 2018 budgeted expenditures of
the City by major category. $0 $5 $10 $15 $20 $25 $30 $35 $40 $45 $50 Salaries Benefits Supplies Services & Charges Intergov Capital Outlay Debt Interfund Payments Millions 2017 Budget
2018 Budget 2017-2018 Budgeted Expenditures Total Baseline Budget 2015 2016 2016 2017 2018 Actual Adj Budget Est Actual Budget Budget Salaries $34,547,682 $37,303,135 $37,218,586 $38,785,308
$40,160,041 Benefits 1 4,960,296 1 7,373,870 1 6,673,904 1 8,508,704 1 9,856,550 Supplies 3 ,394,253 4 ,314,004 4 ,304,114 4 ,228,886 4 ,163,164 Services & Charges 3 5,185,689 4 3,297,479
4 2,317,309 4 2,636,905 4 5,258,695 Intergovernmental 3 0,928,889 4 8,770,469 4 8,095,424 3 3,577,180 3 4,034,980 Capital Outlay 3 4,150,905 5 8,479,695 5 2,208,159 2 5,106,105 2 5,118,105
Debt 7 ,044,592 9 ,415,032 7 ,492,310 1 0,341,425 1 0,317,870 Interfund Payments 1 2,236,460 1 2,051,011 1 2,126,011 1 3,300,609 1 3,439,906 Other Uses 1 17,383 ----Designated Fund Balance
7 ,573,342 5 ,258,831 5 ,974,778 6 ,244,486 6 ,584,769 Undesignated Fund Balance 1 07,542,135 7 3,498,782 8 2,864,407 7 6,350,721 6 7,937,527 ALL FUNDS TOTAL $287,681,628 $309,762,308
$309,275,002 $269,080,329 $266,871,607 Salaries and Benefits Salaries and benefits are budgeted at approximately $57.3 million in 2017 and $60.0 million in 2018, and are in accordance
with current labor agreements for 2017 and 2018. The 2017 budget includes an increase of nine FTEs due to program improvements and service enhancements. The 2018 budget includes one
additional FTE programmed in the Police Department. Significant changes in benefits include anticipated increases in medical benefit costs (2017: +15.0%, 2018: +10.0%), increases in
dental benefit costs (2017: +15.0%; 2018: +10.0%), and additional vision benefit costs 64
2017-2018 Biennial Budget Section III: Financial Plan (2017: 15.0%; 2018: 10.0%). The budget includes an increase in the Labor and Industries rates between 2.0% -30.2% depending on job
classification. Pension contribution rates for PERS Plan 2 and PERS Plan 3, which are set by the State of Washington, are expected to increase from 11.18% in 2016 to 12.67% in 2017.
Supplies Citywide supplies are budgeted at $4.2 million in both 2017 and 2018 and account for 2.2% of the City’s biennial budget. Supplies include fuel, small tools and equipment, office
and operating materials and inventory for resale. Examples of these expenditures include computers, supplies for facility, street, pump station and vehicle and equipment repairs, agricultural
supplies used by the Parks, Arts and Recreation Department, and resale inventory sold at the Auburn Golf Course and Mountain View Cemetery. Services and Charges The City contracts for
professional services as needed. Some examples of these costs include legal expenses, appraisals, surveys and consulting services. Other costs in this category include communications,
travel, advertising, rentals, insurance, repairs and maintenance and utility charges. Intergovernmental Charges Intergovernmental expenditures are budgeted at $33.6 million in 2017 and
$34.0 million in 2018. These expenditures include transfers to other funds for debt service, capital construction, street project funding, and interfund loans. Transfers between funds
are budgeted at $9.7 million in 2017 and $9.0 million in 2018. Other intergovernmental expenditures include the contractual costs for sewage treatment to King County, contractual costs
for the South Correctional Entity (SCORE) and with Valley Communications Center for 911 services, and payments to King County District Court for municipal court and probation services.
Capital Outlay Approximately $25.1 million annually has been allocated for capital improvement projects in both 2017 and 2018. Most of the capital expenditures are budgeted in the street
funds, with the balance of capital expenditures primarily in the enterprise funds and the Municipal Parks Construction Fund. These categories fluctuate from year to year and are dependent
on specific project needs as well as available funding from grants, loans, one-time revenues, and service fees. Examples of capital projects scheduled in 2017 and 2018 include: the F
Street SE Improvement project; the Runway Enhancement project at the Auburn Municipal Airport; the Water Utility Meter and Billing System Improvement project; and various park improvements
including the addition of a spray feature at Sunset Park and construction of a new restroom facility at Les Gove Park. Interfund Payments Payments to the Internal Service Funds are budgeted
at approximately $13.3 million in 2017 and $13.4 million in 2018. These are charges paid for equipment repair and replacement as well as software, hardware, technology, multimedia and
facilities services. Internal services are provided by the City’s Equipment Rental Fund, the Innovation and Technology Fund, and Facilities Fund to other City departments. 65
2017-2018 Biennial Budget Section III: Financial Plan REVENUE ANALYSIS GENERAL FUND The City’s General Fund receives a wide variety of revenue. This section of the budget discusses the
key factors that affect revenue for the next year. General Fund Revenue By Funding Source 2014 2015 2016 2017 2018 Actual Actual Est Actual Budget Budget Beginning Fund Balances: Designated/Reserved
221,614 76,725 144,825 221,614 221,614 Undesignated 15,194,774 19,283,407 19,421,941 15,970,117 12,401,695 Total Fund Balances $15,416,388 $19,360,132 $19,566,766 $16,191,731 $12,623,309
Taxes: Property 15,805,041 17,199,418 17,733,500 20,152,000 20,781,000 Sales & Use 13,979,439 14,520,145 14,672,000 14,821,000 14,970,750 Utility 11,080,040 11,100,396 10,901,200 12,159,000
12,182,600 Other 4,089,323 4,386,203 4,788,400 4,613,600 3,855,080 Licenses & Permits 2,400,662 2,074,432 2,244,600 2,338,700 2,419,950 Intergovernmental 5,215,325 5,453,114 5,627,893
5,919,680 5,859,350 Charges for Services 4,167,561 4,296,068 3,981,180 3,923,680 3,992,580 Fines & Forfeitures 1,239,233 938,775 796,180 876,100 885,300 Transfers In 121,652 149,197
220,926 84,000 84,300 Other Sources 154,043 157,041 25,000 25,000 25,000 Miscellaneous 944,276 1,123,838 1,106,558 1,006,800 1,035,900 Total General Fund $74,612,982 $80,758,760 $81,664,203
$82,111,291 $78,715,119 General Fund Tax Revenue Current estimates indicate that the City will receive approximately $48.1 million in tax revenue during 2016. Total revenues from taxes
are anticipated to increase in 2017 to an estimated $51.7 million and $51.8 million in 2018. Voter-approved initiatives and State Legislative budget cuts to local tax distributions and
increases to benefit rates have had a significant financial impact on the General Fund. In addition, the 10-year annexation sales tax credit revenue is set to terminate in mid-2018.
Revenue budgeted for the next biennium is based on the assumption that the economy will continue to grow at a steady but moderate pace. If growth is slower than anticipated, budgeted
revenues may have to be adjusted downward. 66
2017-2018 Biennial Budget Section III: Financial Plan $-$4 $8 $12 $16 $20 $24 2014 2015 2016 2017 2018 Millions General Fund Tax Revenue Property, Sales & Use, Utility and Other Taxes
Property Sales & Use Utility Other Property Taxes Property taxes remain the largest single source of General Fund revenue for the City, constituting 30.6% of total General Fund revenues
budgeted for 2017. Over the past several years, voters of the State of Washington have changed the property tax levying process through referenda and initiatives. Referendum 47, passed
in 1997, changed the 106% limit to the lesser of six percent or inflation. There was a provision; however, that – with a finding of substantial need – a majority plus one vote of the
City Council could raise revenue to the 106% limit. In 2001, the citizens voted on and passed Initiative 747 (I-747), which limits the increase in property taxes to the lesser of 1%
or inflation (unless the jurisdiction has “banked capacity”, which provides that the levy limit is based on the highest amount that could have been levied since 1985-1986). New construction,
annexations and refund levies are additional. I-747 was declared unconstitutional by the King County Superior court on June 13, 2006 and was overturned by a State Supreme Court decision
in November 2007. Following this decision, the Washington Legislature approved House Bill 2416 reinstating the provisions of I-747 retroactively to 2002, thereby restoring the one percent
limit on property tax increases (again, unless the jurisdiction has banked capacity). These legislative changes have significantly impacted the City as labor contracts have historically
increased at an average rate of 3% while the City’s largest source of taxing authority that assists in the payment of those contracts is essentially limited to 1%. Due to the Great Recession,
the City experienced four consecutive years of declining property valuation during fiscal years 2010 through 2013. However, in 2014 this trend reversed and the Assessed Valuation (AV)
of property values has increased by an average of 8.5% per year in 2014 through 2016. The 2017 and 2018 property tax revenues are based upon an estimated 6.0% annual increase in overall
Assessed Value (AV). This recovery, combined with the City’s ability to tap into its banked capacity, is expected to increase property tax revenues in the amount of $2.4 million in 2017
over the 2016 amount. Of this year-over-year growth, $1.9 million is from banked capacity. 67
2017-2018 Biennial Budget Section III: Financial Plan Sales Taxes The sales tax rate in the City of Auburn is 9.5% on all retail sales. Within this, the net City tax rate is 0.84% after
accounting for the share received by counties and a State administrative fee1. Sales tax receipts have fluctuated in Auburn as about one-third of the City’s retail sales activity are
derived from new construction and auto sales, both of which are highly sensitive to economic conditions. Since 2013, sales taxes received from new construction have been transferred
to the Local Street Fund in support of the City’s Save Our Streets (SOS) program. This is estimated to total $1.8 million in both 2017 and 2018. In 2017 and 2018, sales taxes are estimated
to increase by 1.0% annually to a total General Fund contribution of $14.8 million and $15.0 million, respectively. Utility Taxes This category includes taxes applied to utilities providing
services in the City, from both City-owned and private utilities. Utility taxes, as a whole, have been very stable from year-to-year, not only in the amount received, but also in terms
of consistent growth rates. Interfund utility taxes are charged at 7.0% on the four major City utilities: Water, Sewer, Storm Drainage, and Solid Waste. 1.0% of this utility tax is dedicated
to fund Arterial Street Preservation. Other City utility taxes include a 6.0% tax assessed on telephone, electric and natural gas providers, of which 1.0% of this tax is dedicated to
fund Arterial Street Preservation. Effective January 1, 2017, per Ordinance No. 6620, the City will be increasing the tax rate for private cable fees from the current 1.0% to 6.0%. Of
this, 1.0% will continue to be dedicated to fund the Arterial Street Preservation Fund and 5.0% will support General Fund purposes. Other Taxes This category includes the sales tax credit
for annexation, criminal justice sales tax, admissions tax, leasehold excise tax and gambling taxes. These revenues are budgeted at $4.6 million in 2017 and $3.9 million in 2018. The
sales tax credit for annexation is budgeted at $2.0 million in 2017 and is expected to be reduced to $1.3 million in 2018 due to the tax revenue expiring partway during the year. The
second largest tax source in this category is criminal justice sales tax, which is budgeted at $1.9 million annually in 2017 and 2018. Gambling taxes include a 2.0% tax on amusement
games, 10.0% tax on punchboards and pull-tabs, and 4.0% on social card rooms. Tax revenues in this category are fairly consistent and make up 7.0% of General Fund revenues in 2017 and
5.8% in 2018. 1 The local City sales tax rate is 1.0%, of which 15% is distributed to counties and the State retains 1% for administrative costs, resulting in a net rate of .84%. 68
2017-2018 Biennial Budget Section III: Financial Plan Other General Fund Revenue $-$1 $2 $3 $4 $5 $6 $7 2014 2015 2016 2017 2018 Millions General Fund Revenue Licenses & Permits, Intergovernmental
and Charges for Services Licenses & Permits Intergovernmental Charges for Services Licenses and Permits License and permit activities are user fees that are derived from various regulatory
activities of the City. The bulk of this revenue is derived from building permit activities. Since this activity is dependent on new construction, it can fluctuate greatly depending
on the economy, interest rates and available land. New construction has been robust for the past few years and is projected to continue to stay strong through the upcoming biennium.
Building permit revenues in 2015 were $1.2 million and 2016 is estimated to end the year at $1.5 million. It is projected that 2017 and 2018 building permit revenues will continue to
grow in 2017 and 2018, with projected revenues at $1.6 million and $1.7 million respectively. Other revenues in this category include business licenses, pet licensing, and plumbing and
electrical permits. The City’s business license fee is a flat $50.00. Pet license revenues are budgeted at $130,000 in 2017 and 2018. Licenses and permits are projected to be approximately
3.6% of budgeted General Fund revenues in 2017 and 2018. Intergovernmental Various State-shared tax revenues, including streamlined sales tax, motor vehicle sales tax, liquor excise
tax and liquor profits and grant revenues dominate this category. Other major sources of revenue in this category include Federal Community Oriented Policing (COPS) grants. It is anticipated
that the City will receive an additional $525,000 in this biennium budget for the COPS grant, which will be used to support the funding of 6.0 additional FTEs in the Police Department
effective in 2017. The City anticipates receiving $650,000 annually from the Muckleshoot Indian Tribe for City services rendered, including police calls for service, court services,
and street maintenance. Payment from the Tribe is based upon actual service delivery and is reconciled each year with Tribe management. Charges for Services This category consists of
user fees that are derived primarily from recreational fees paid by participants for programs provided by the City’s Parks, Arts and Recreation Department, plan check fees paid to the
Community Development Department, and reimbursement for off duty law enforcement services rendered. Revenue from recreational services tends to gradually increase with 69
2017-2018 Biennial Budget Section III: Financial Plan community growth and demand and is expected to further increase in the next biennium due to the additional programs being offered
at the Auburn Community and Event Center that opened in 2016. Recreational fees typically support about 20% of the costs of the related services. Included in this category are revenues
associated with the Auburn Golf Course. The revenue from golf course charges for services is budgeted at $1.3 million in 2017. Plan check fees are derived from the review of proposed
new construction and development activities. Plan checks are likely to hold steady in 2017 as they follow new construction and permitting activity. Charges for services constitute approximately
6.0% of total General Fund revenue in 2017 and 2018. $-$500 $1,000 $1,500 $2,000 2014 2015 2016 2017 2018 Thousands General Fund Revenue Fines, Transfers In, Other Sources, and Miscellaneous
Revenues Fines & Forfeitures Transfers In Other Sources Miscellaneous Fines and Forfeits Fines and forfeits consist mainly of parking infractions, traffic fines, and criminal fines.
As depicted in the graphic above, revenues have declined compared to 2014 levels due to the termination of the City’s photo enforcement program. Fines and forfeits are projected to be
1.3% of total 2017 and 2018 budgeted revenue. Transfers In Transfers in consist of transfers receipted into the General Fund in support of internal City operations. Budgeted transfers
into the General Fund in 2017 and 2018 total $84,000 and include transfers in from the Storm Fund in both 2017 and 2018 for reimbursement of costs associated with maintaining medians
within the City. Other Sources Other sources within this fund include insurance recoveries and the sale of fixed assets. Miscellaneous Miscellaneous revenue consists primarily of facilities
rentals, golf cart rental revenues, insurance recoveries, purchasing card rebate revenues, and contributions and donations. Facilities rental revenues are projected to remain stable
at approximately $350,000 in 2017, and golf cart rental revenues are budgeted at $245,000 in 2017. Interest revenues are projected to increase slightly due to minimal improvement in
interest rates. 70
2017-2018 Biennial Budget Section III: Financial Plan SPECIAL REVENUE FUNDS The City has ten special revenue funds presented in this budget. These funds account for the proceeds of specific
revenue sources and are legally restricted to expenditures for specific purposes. Special Revenue Funds Revenue By Funding Source 2014 2015 2016 2017 2018 Actual Actual Est Actual Budget
Budget Beginning Fund Balances 19,655,706 19,324,203 21,051,049 16,828,897 14,868,339 Intergovernmental 2,490,427 4,655,492 13,539,763 3,278,065 5,901,940 Taxes 4,405,782 4,971,446 4,715,788
4,546,740 4,564,940 Charges for Services 1,443,893 2,805,362 1,340,874 1,512,000 1,512,000 Transfers In 1,444,088 4,244,348 5,346,639 1,168,511 1,189,817 Miscellaneous 275,538 990,036
1,467,800 209,200 287,200 Other Sources 240,366 ----Total Revenue $ 29,955,799 $ 36,990,887 $ 47,461 ,913 $ 27,543,413 $ 28,324,236 $-$2 $4 $6 $8 $10 $12 $14 $16 2014 2015 2016 2017
2018 Millions Special Revenue Funds Intergovernmental, Taxes and Charges for Services Intergovernmental Taxes Charges for Services Intergovernmental Intergovernmental revenues are grants,
entitlements, shared revenues and payments provided by one government to another. These include Federal, State and local grants and State entitlements. The majority of this funding is
Federal grant monies for Arterial Street projects. Fluctuations from year to year for this source of revenue can be directly related to project activity since the majority of this revenue
is received on a reimbursement basis. The Arterial Street Fund is anticipating approximately $1.1 million in Federal funding in 2017 and $4.4 million in Federal funding in 2018. Major
arterial street projects budgeted to receive Federal funding during the 2017-2018 biennial budget include the Lake Tapps Parkway Expansion project and the F Street Southeast Improvement
project. 71
2017-2018 Biennial Budget Section III: Financial Plan Taxes Tax revenue in the Special Revenue Funds is derived primarily from utility taxes and sales taxes, both of which are used to
support the City’s transportation programs. Current City policy directs 1.0% of the utility tax to the Arterial Street Preservation Fund. This revenue is budgeted at $2.0 million in
2017 and $2.1 million in 2018. Beginning in 2013, sales taxes collected from new construction projects have been deposited into the Local Street Fund in support of the City’s Save Our
Streets program. In 2017 and 2018, the amount budgeted is $1.8 million each year. Another tax that supports activities in the Special Revenue Funds is the Motor Vehicle Fuel Tax (MVFT).
The City receives approximately $1.8 million annually in MVFT. Of this, $530,000 is deposited into the Arterial Street Fund and $7,100 into the Recreation Trails Fund, with the remainder
deposited into the General Fund. During its last biennial budget cycle, the State Legislature passed the 15-year transportation package which includes additional monies to cities to
fund transportation projects. The 2017-2018 budget projects an additional $110,000 in revenues to the Arterial Street Fund for these new multimodal transportation revenues. Other taxes
collected include the Business Improvement Assessment (BIA), which is a tax levied by the City on all businesses within the downtown core area. Retail businesses are levied $0.15 per
square foot and service businesses are levied $0.15 per square foot, up to a maximum of one thousand square feet. These funds then provide the resources that enable the Auburn Downtown
Association to promote the central business area. There are approximately 264,750 square feet of service businesses and 84,000 square feet of retail space assessed annually. The Hotel/Motel
excise tax is another source of revenue for this group of funds. Levied at 1.0% of the charges for lodging at hotels, motels and campgrounds, these funds are used to offset the cost
of tourism promotion. Charges for Services Special Revenue Funds charges for services are derived mainly from the Mitigation Fee Fund. This revenue consists of mitigation fees paid by
developers. These revenues in 2017-2018 are budgeted conservatively at $1.5 million annually, as they fluctuate based on the local economy. $-$1 $2 $3 $4 $5 $6 2014 2015 2016 2017 2018
Millions Special Revenue Funds Transfers In, Miscellaneous and Other Sources Transfers In Miscellaneous Other Sources 72
2017-2018 Biennial Budget Section III: Financial Plan Transfers In This revenue source consists of transfers from other funds to the Special Revenue Funds. Budgeted transfers in 2017
and 2018 are for the continued support of the Arterial and Local Street projects identified in the Transportation Improvement Plan. Miscellaneous Miscellaneous revenue consists primarily
of developer contributions and interest income and is budgeted conservatively in 2017 and 2018 at $210,000 and $287,000 respectively. The 2016 budget includes a one-time developer contribution
of $1.0 million for the South 277th Street Corridor Improvement project. Other Sources This revenue source consists of Public Works Trust Fund (PWTF) loan proceeds that were issued in
2014. There are no revenues budgeted for this category in the 2017-2018 biennium. 73
2017-2018 Biennial Budget Section III: Financial Plan CAPITAL PROJECT FUNDS The City maintains three capital project funds: the Municipal Parks Construction Fund, the Capital Improvement
Fund and the Local Revitalization Fund. Major non-proprietary capital acquisitions and construction are budgeted in these funds separately from operations. Capital Project Funds Revenue
By Funding Source 2014 2015 2016 2017 2018 Actual Actual Est Actual Budget Budget Beginning Fund Balance 10,136,475 10,766,606 13,119,473 8,126,379 8 ,079,415 Taxes 2,597,934 4,692,905
3 ,325,000 2,925,000 2 ,525,000 Intergovernmental 709,007 2 ,506,207 8 56,681 1,193,006 1,487,000 Transfers In 1,512,835 480,032 6,562,037 886,570 437,000 Charges for Services 1 0,553
1 0,409 11,100 11,100 11,000 Miscellaneous 642,270 8 5,662 102,146 343,834 74,447 Total Revenue $ 15,609,074 $ 18,541,822 $ 23,976,437 $ 13,485,889 $ 1 2,613,862 $-$1 $2 $3 $4 $5 $6
$7 2014 2015 2016 2017 2018 Millions Capital Project Funds Revenue Taxes, Intergovernmental and Transfers In Taxes Intergovernmental Transfers In Taxes The City is authorized to levy
Real Estate Excise Tax (REET) up to ½% on all real property sales transactions within the City. The City of Auburn levies the allowable ½%. Revenues from this tax must be used for financing
capital facilities specified in the City’s Capital Facility Plan. REET is divided into quarter percentages. Both the first and second ¼% may be used for streets, sidewalks, street lighting
systems, traffic signals, bridges, domestic water systems, and storm and sanitary sewer systems. In addition, the first ¼% may be used to purchase park and recreational facilities, law
enforcement facilities, fire protection facilities, trails, libraries, and administrative and judicial facilities. As depicted on the graphic above, Capital Project Funds tax revenues
in 2015 reached $4.7 million, $4.6 million of this being REET monies. Due to the surge in the local real estate market, REET revenues collected in 2015 exceed revenues collected in this
category in any prior year on record. The 2017 and 2018 REET revenues are budgeted to remain strong, although at a reduced rate compared to 2015 as revenues are contingent upon real
estate sales and the local economy. 74
2017-2018 Biennial Budget Section III: Financial Plan Intergovernmental This revenue source is primarily State, Federal and interlocal grant revenues. The Municipal Park Construction
Fund anticipates the receipt of $900,000 in grant revenues in 2017 to complete several park projects including improvements at Les Gove Park, the purchase of 16 acres adjacent to Mary
Olson Farm, and synthetic field upgrades at Brannan Park. The Capital Improvement Project Fund anticipates the receipt of $800,000 in local and State grant monies for the Phase 2 extension
of the Auburn Environmental Park (AEP) in 2018. In addition, the City anticipates $890,000 in grant revenues in 2017 and 2018 for renovations at the Downtown Auburn Arts and Cultural
Center. Transfers In Transfers in consist of interfund operating transfers in from other funds. These operating transfers are used to fund the capital projects to be determined by City
Council. 2016 includes a one-time transfer of $5.5 million for the Auburn Community and Event Center. The budgeted transfers in 2017 and 2018 are $890,000 and $440,000 respectively and
primarily include transfers of funds from the Mitigation Fund to these capital funds for numerous capital improvements including improvements to Lakeland Hills Nature Area, Game Farm
Park, Les Gove Park, and Sunset Park. $-$100 $200 $300 $400 $500 $600 $700 2014 2015 2016 2017 2018 Thousands Capital Project Funds Revenue Charges for Services and Miscellaneous Charges
for Services Miscellaneous Charges for Services Portions of all adult team sport fees are put into the capital facility program in the Municipal Parks Construction Fund. These funds
are then used to construct park facilities to benefit the users of the parks and fields. Miscellaneous Miscellaneous revenue includes interest earnings on idle fund resources, LID prepayments,
and contributions or donations from developers or other organizations for community projects. The 2017 budget includes $270,000 contribution for various park improvements at Sunset Park,
Roegner Park and Brannan Park. Investment income is budgeted conservatively in 2017 and 2018. 75
2017-2018 Biennial Budget Section III: Financial Plan ENTERPRISE FUNDS The City maintains seven enterprise funds in the budget to separately account for the revenues derived from services
provided and the associated expenses. The City enterprise funds include the following services: Water, Sanitary Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport and Cemetery.
The following table and graph depict the amount of revenues received by major source. Enterprise Funds Revenue By Funding Source 2014 2015 2016 2017 2018 Actual Actual Est Actual Budget
Budget Beg. Working Capital 4 7,449,303 4 9,068,377 4 3,343,598 3 4,485,871 3 4,191,612 Charges for Services 5 9,689,842 6 2,694,799 6 1,503,439 6 5,100,818 6 7,723,380 Miscellaneous
9 ,441,595 3 ,670,507 1 ,751,700 2 ,875,100 3 ,341,600 Other Sources 4 29,932 1 ,149,312 4 ,305,693 5 ,296,739 2 ,807,820 Transfers In 8 0,410 5 56,059 5 ,450,000 3 ,800,000 2 ,700,000
Intergovernmental 1 ,974,446 1 ,250,123 7 45,096 4 03,967 1 ,830,267 Total Revenue $ 119,065,527 $ 1 18,389, 178 $ 117,099,526 $ 1 11,962,495 $ 112,594,679 $0 $10 $20 $30 $40 $50 $60
$70 $80 2014 2015 2016 2017 2018 Millions Enterprise Funds Revenue Charges for Services, Miscellaneous and Other Sources Charges for Services Miscellaneous Other Sources Charges for
Services This revenue source represents fees charged by the City’s enterprise funds in return for public services. Over 62% of the City’s enterprise fund charges for service revenue
are collected in the Sewer and Solid Waste Funds. Approximately 70% of the sewer revenues represent pass-through charges from King County/Metro for the treatment and disposal of the
City of Auburn’s sewage. Solid waste collection is contracted through Waste Management Incorporated with a new contract that is expected to go out to bid in this biennium. Garbage rates
are structured in a way that encourages participation in the recycling program. Airport fees are primarily related to aircraft tiedowns, hangar rentals, and property leases. Charges
for services in the Cemetery Fund are for lot sales and retail sales for burial related products. 76
2017-2018 Biennial Budget Section III: Financial Plan Utility revenues are directly affected by growth factors and rate increases. The City normally reviews the fees charged for utilities
on an annual basis to ensure the fees charged cover the costs associated with providing the services. Miscellaneous Miscellaneous revenue includes contributions from developers, Airport
property rentals, interest earnings on idle fund resources, change in restricted assets, and prior period adjustments. System capital contributions are paid by developers during the
permitting process and are used for capital improvements. Other contributions include non-cash developer contributions as they build or improve system assets. Developer contributions
have been significant in the recent past, and is budgeted at $2.0 million and $2.5 million in 2017 and 2018 respectively. Airport property rentals make up approximately 25% of the Enterprise
Funds’ miscellaneous revenue budget. Other Sources This revenue source represents resources available from Public Works Trust Fund loans (PWTF), Build America Bond (BAB) Subsidy, and
other financing proceeds to fund capital projects within the Enterprise Funds. $-$1 $2 $3 $4 $5 $6 2014 2015 2016 2017 2018 Millions Enterprise Funds Revenue Transfers In and Intergovernmental
Transfers In Intergovernmental Transfers In This revenue source represents transfers in from other funds. The total of the transfers anticipated in 2016 totals $5.5 million, which is
predominately the transfer in of resources from the Enterprise Operating sub-funds to the Enterprise Capital sub-funds. The 2017-2018 budget includes transfers in totaling $3.8 million
in 2017 and $2.7 million in 2018, primarily transferring funds from the operating fund portion of the utility funds to the capital portion of the utility funds. 77
2017-2018 Biennial Budget Section III: Financial Plan Intergovernmental This revenue primarily represents grant revenue. Intergovernmental revenues in 2014 includes $1.0 million in grant
revenue receipted into the Storm Drainage Fund for projects including the Maintenance & Operation (M&O) Storm Drainage Improvement project and the Mill Creek Restoration project. 2014
intergovernmental revenues also includes $600,000 receipted into the Airport Fund for various projects including the Airport Master Plan and the Asphalt Rehabilitation and Seal Coat
project. In 2017, the Auburn Municipal Airport is budgeted to receive $320,000 in grant monies for the design for the Runway Enhancement project. The 2018 budget includes $1.7 million
in State and Federal grant funding for the construction of the Runway Enhancement project at the Auburn Municipal Airport. Lastly, the Solid Waste Fund is expecting annual grants in
the amount of $88,000 for education and outreach in both 2017 and 2018. 78
2017-2018 Biennial Budget Section III: Financial Plan INTERNAL SERVICE FUNDS The City’s internal service funds are used to budget for the financing of goods and services provided by
one department of operation to other funds and departments on a cost reimbursement basis. The City has five internal service funds: Insurance, Workers’ Compensation, Facilities, Equipment
Rental and the Innovation and Technology Fund. Internal Service Funds By Funding Source 2014 2015 2016 2017 2018 Actual Actual Est Actual Budget Budget Beg. Working Capital 1 3,123,844
1 3,676,989 14,498,890 9,056,223 8,738,112 Charges for Services 1 0,445,949 1 1,174,888 11,081,141 12,029,937 12,289,662 Transfers In 7 01,145 5 00,919 4,403,023 1,405,916 2,187,254
Miscellaneous & Other 1 ,644,484 9 5,867 2,045,469 1,981,802 1,980,025 Intergovernmental 1 36,772 1 19,148 148,835 80,000 80,000 Total Revenue $ 26,052, 195 $ 25,567,810 $ 32, 177,358
$ 24,553,878 $ 25,275,053 $0 $2 $4 $6 $8 $10 $12 $14 2014 2015 2016 2017 2018 Millions Internal Service Funds Revenue Charges for Services Miscellaneous & Other Transfers In Intergovernmental
Charges for Services Approximately 75% of the revenue source for charges for services come from the Innovation and Technology Department (IT) and the Facilities Fund. Each department
is allocated a portion of the costs for IT and Multimedia services, Facilities, Equipment Rental fuel and vehicle replacement, and charges for Workers’ Compensation reimbursements, which
are then paid into the associated Internal Service Fund. 79
2017-2018 Biennial Budget Section III: Financial Plan Transfers In This revenue source is for transfers from other funds. The 2016 estimated actual includes a $2.1 million transfer in
to the IT Capital Sub-Fund for technology infrastructure at the new Auburn Community and Event Center, technology upgrades for the Council Chamber Remodel project, server upgrades and
software upgrades, as well as funding for several additional Innovation and Technology capital projects. The Equipment Rental Fund includes anticipated transfers in to the Equipment
Rental Capital Sub-Fund in 2016 for multiple vehicle and capital equipment purchases including the replacement of police vehicles, golf carts, and multiple utility trucks. Miscellaneous
& Other The Equipment Rental Fund charges the departments for maintenance costs of City owned vehicles which is collected in the miscellaneous revenue category. This revenue source also
includes interest revenue, property rents, insurance recoveries, and prior period adjustments. Intergovernmental The primary revenue source in this category is primarily revenue generated
from the Innovation and Technology Department for IT services rendered to Pacific, Algona and Valley Regional Fire Authority. 80
2017-2018 Biennial Budget Section III: Financial Plan FIDUCIARY FUNDS The City has two fiduciary type funds: the Fire Relief and Pension Fund and an unbudgeted Agency Fund for collection
and disbursement of non-City funds. Fiduciary Funds By Funding Source 2014 2015 2016 2017 2018 Actual Actual Est Actual Budget Budget Beginning Fund Balance 2 ,446,991 2 ,609,462 2 ,512,557
2 ,417,899 2 ,324,182 Intergovernmental 3 08,558 7 5,702 7 0,000 7 5,000 7 5,000 Miscellaneous 1 4,435 5 ,065 6 ,000 9 ,000 9 ,000 Total Revenue $ 2,769,983 $ 2,690,230 $ 2,588,557 $
2,501,899 $ 2,408, 182 $0 $50 $100 $150 $200 $250 $300 $350 2014 2015 2016 2017 2018 Thousands Fiduciary Funds Revenue Intergovernmental Miscellaneous Intergovernmental This revenue
consists of contributions and revenue from fire insurance premium tax. The City receives this revenue from the State in an allocation based on the number of retired firefighters who
served the City. The increase in revenues in 2014 was due to a $230,000 one-time contribution into the fund. Miscellaneous Revenue Miscellaneous revenue primarily consists of investment
income on idle cash. With the current low level of interest rates, 2017 and 2018 are budgeted conservatively. 81
2017-2018 Biennial Budget Section III: Financial Plan PERMANENT FUND The City has one permanent fund, the Cemetery Endowment Care Fund. City policy provides that 10% of each lot, crypt
or niche sale is to be deposited into the Cemetery Endowment Care Fund for the future maintenance of the Auburn Mountain View Cemetery once it is full. Resources in this fund are legally
restricted to the extent that only earnings, not principal, may be used to support cemetery capital improvements. Permanent Fund By Funding Source 2014 2015 2016 2017 2018 Actual Actual
Est Actual Budget Budget Beginning Fund Balance 1 ,629,564 1 ,669,648 1 ,686,279 1 ,720,479 1 ,758,279 Charges for Services 3 7,833 4 1,559 3 3,000 3 5,000 3 7,000 Miscellaneous 2 ,252
5 ,073 1 ,200 2 ,800 2 ,900 Total Revenue $1,669,648 $1,716,280 $1,720,479 $1,758,279 $1,798,179 $0 $20 $40 $60 $80 2014 2015 2016 2017 2018 Thousands Permanent Fund Revenue Charges
for Services Miscellaneous Charges for Services As provided by City ordinance, 10% of the sale of each lot, niche and crypt is collected for the future maintenance of the Cemetery. Miscellaneous
Interest revenue is collected on idle cash in this fund. This revenue may be transferred out to the Cemetery Fund to be used for capital projects. 82
2017-2018 Biennial Budget Section III: Financial Plan General Fund Six-Year Forecast The following table, graphic, and discussion presents the City’s six-year forecast of General Fund
revenues and expenditures. The purpose of the forecast is to highlight issues associated with financial policies and budgetary decisions. It is not intended to be a multi-year budget.
General Fund Six Year Revenue and Expenditure Forecast 2016 -2022 2016 Estimated 2017 Forecast 2018 Forecast 2019 Forecast 2020 Forecast 2021 Forecast 2022 Forecast Taxes Property $17,733,500
$20,152,000 $20,781,000 $20,988,800 $21,198,700 $21,410,700 $21,624,800 Sales 14,672,000 14,821,000 14,970,750 15,567,200 16,187,600 16,832,800 17,503,700 Utility 10,901,200 12,159,000
12,182,600 12,508,200 12,636,600 12,768,300 12,903,200 Other (1) 4,788,400 4,613,600 3,855,080 2,705,980 2,500,280 2,524,900 2,549,700 Licenses and Permits 2,244,600 2,338,700 2,419,950
2,168,700 2,112,950 2,057,200 2,001,550 Intergovernmental 5,627,893 5,919,680 5,859,350 5,795,050 5,558,490 5,546,440 5,535,680 Fees and Charges 3,981,180 3,923,680 3,992,580 3,967,780
3,995,580 4,023,580 4,051,880 Fines and Forfeits 796,180 876,100 885,300 894,700 904,100 913,600 923,200 Other Sources 245,926 109,000 109,300 101,000 101,000 101,000 101,000 Miscellaneous
1,106,558 1,006,800 1,035,900 1,049,200 1,053,800 1,065,400 1,077,200 Total Revenues $62,097,437 $65,919,560 $66,091,810 $65,746,610 $66,249,100 $67,243,920 $68,271,910 Council and Mayor
976,866 1,143,418 1,208,743 1,237,685 1,267,443 1,298,047 1,329,526 Administration 2,789,236 2,489,758 2,558,242 2,618,872 2,681,187 2,745,246 2,811,108 Human Resources 3,762,443 3,876,125
3,932,170 4,019,482 4,108,974 4,200,710 4,294,760 Finance 1,300,773 1,409,534 1,459,831 1,499,495 1,540,475 1,582,825 1,626,598 City Attorney 2,194,830 2,276,603 2,364,650 2,426,741
2,490,814 2,556,945 2,625,215 Community Development 4,731,841 4,584,597 4,816,225 4,943,541 5,074,953 5,210,621 5,350,710 Jail -SCORE 4,020,000 3,953,150 4,099,465 4,304,438 4,519,660
4,745,643 4,982,925 Police 23,794,252 25,967,258 26,966,195 27,521,885 28,308,077 29,121,180 29,962,267 Public Works 2,811,835 3,547,418 3,715,032 3,827,763 3,944,599 4,065,711 4,191,279
Parks and Recreation 11,584,205 12,275,887 12,660,606 12,895,752 13,242,034 13,599,133 13,967,443 Street 3,466,563 3,760,044 3,863,742 3,958,524 4,056,077 4,156,500 4,259,897 Non-Departmental
4,039,627 4,204,190 5,215,143 3,340,000 3,425,200 3,514,024 3,606,640 Total Expenditures $ 65,472,472 $ 69,487,982 $ 72,860,044 $ 72,594,178 $ 74,659,494 $ 76,796,585 $ 79,008,368 Ending
Balance $ 16,191,730 $ 12,623,309 $ 9,855,075 $ 7,007,507 $ 2,597,114 $ (2,955,551) $ (9,692,009) Residual/Unused Budget -4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000
Revised Ending Balance $ 16,191,730 $ 16,623,309 $ 13,855,075 $ 1 1,007,507 $ 6,597,114 $ 1,044,449 $ (5,692,009) Key 2017-2022 Assumptions: Property tax increase: 2017-2018: 6.0% increase
in property Assessed Valuation (AV), 1.0% increase in the assessment rate, plus new construction and $1.9 million in banked capacity. 2019-2022: 1.0% annual increase Retail Sales Tax
growth: 2017-2022: 1.0% -4.0% annual growth Annexation Sales Tax Credit (1): 10-year tax base sunsets in mid-2018 Salary and wage inflation: 2017-2018: 1.5%-3.0% per labor agreements.
2019-2022: 2.0% annually Benefit inflation: 5.0% per year General inflation: 2.0% per year Population growth: 1.0% per year Sources of forecast assumptions: US Bureau of Labor Statistics;
WA State Office of Financial Management; King County Office of Economic and Financial Analysis. 83
2017-2018 Biennial Budget Section III: Financial Plan General Fund Forecast 2016-2022 $0 $20 $40 $60 $80 2016 Estimated 2017 Forecast 2018 Forecast 2019 Forecast 2020 Forecast 2021 Forecast
2022 Forecast Millions Total Revenues Total Expenditures Revised Ending Balance Revenues are forecasted on the basis of future economic, demographic, and policy assumptions with little
dependence on past trends. Expenditures are forecasted based on past trends modified by present and future conditions. Future conditions are based upon a series of complex assumptions.
This model has been used to test a large range of assumptions and policy options in the course of developing budget recommendations. Key assumptions and conclusions from this forecast
are included below. As discussed in Section 1, the General Fund is the City’s largest fund and is used to account for the majority of general City resources and services. Approximately
80% of the General Fund’s revenues is derived from taxes including property taxes, sales taxes, utility taxes, and other taxes such as annexation sales tax, gaming, and admissions taxes.
These taxes are sensitive to changes in general economic conditions as well as legislative changes that prescribe how these revenues are determined and collected. This sensitivity is
important because, should growth occur slower than anticipated, the adverse effect on fund balance may be greater than predicted. Forecasted revenues assume property tax assessed valuations
will increase by 6.0% from $8.8 billion in 2016 to $9.4 billion in 2017 and again by 6.0% in 2018. In 2017, the City is expected levy $2.19 per $1,000 in assessed valuation compared
to a maximum property tax levy rate of $2.33 per $1,000 in assessed valuation. Sales taxes are forecasted to grow by 1.0% in 2017 and 2018. The 2019-2022 forecast assumes a continued
strengthening in the local economy, which is anticipated to increase the pace of annual sales tax growth to about 4.0% per year over the remainder of the forecast period. While moderate
revenue growth is expected, expenditures involving public safety and public services are expected to increase at a rate that outpaces revenue growth. Forecasted pressures on the cost
of public service that are outside of the City’s control include State of Washington mandated pension contribution costs. Rates for the PERS 2 and PERS 3 public pension programs are
expected to rise from the current 11.18% to 12.67% effective in 2017. Healthcare costs are expected to rise 15.0% in 2017 and 10.0% in 2018. 84
2017-2018 Biennial Budget Section III: Financial Plan Because departments typically under spend budgets each year, and revenues usually exceed estimates, this forecast assumes residual
unused budget and excess revenues are available and rolled forward to be utilized in the subsequent year. Historically the additional budget capacity has run around 5%. The rate of additional
budget capacity will likely be restrained going forward due to the cumulative effects of revenue limitations from legislative and voter approved mandates. The forecast assumes that any
reductions in the level of under-expenditures will be offset by efficiencies gained through process improvements. However, the City’s ability to realize budgetary savings in the future
may be diminished as a result of these factors. Based on these trends, the balance in the General Fund will decrease over the next several years to 1.4% of expenditures by 2021 as the
pace of revenue growth, in this forecast, will not keep pace with the growth in expenditures. The Finance Department will continue to study revenue options and enhancements to offset
the increase in future expenditures. Again, this is a projection under a discrete set of assumptions. The forecast provides insight into the future possibilities so the City may prepare
solutions to address the structural deficit prior to it actually occurring. The City goes to great lengths to ensure there are sufficient reserves to deploy in the event of an economic
downturn and provide time to restructure the budget with as little disruption as possible to the services provided. Long-Term Debt Obligations and Debt Capacity Like private citizens,
municipalities must sometimes borrow funds to pay for large purchases like capital equipment and capital projects. As in the private world, the ability to borrow depends upon the borrower’s
ability to pay the loan back, as indicated by credit rating, potential future earnings, etc. Unlike private citizens and companies, public entities have the additional parameters of
statutory limits on borrowing, as measured by set percentages of assessed value and ratios of revenue to operating expenses. Debt incurred by the City is generally issued in the form
of bonds, similar to promissory notes, which investors buy from the City, with the idea that the City will buy the bonds back at some future date – paying more money than the investor
paid for them. Existing debt levels and the issuance of new debt can also impact the City’s operations. Issuing debt allows the City to proceed with large, much-needed capital projects
that could not otherwise be funded by current revenues. Debt repayment spreads the cost of these large projects out over many years, which better reflects the length of time that the
system will benefit from these assets and results in greater equity amongst system users. At the same time, funding from taxes and other revenue sources is limited. Therefore, issuing
debt – with the associated cost of repayment with interest – reduces the amount of revenues available for operations. Debt service coverage requirements further constrain funds available
for operations unless new or increased revenues are secured for this purpose. There are three types of bonds issued by the City of Auburn, differentiated by the basis of the guarantee
of payoff to the investor. General Obligation or “GO” Bonds are based on the tax base or the assessed value of the municipality. When issuing a GO Bond, the City is pledging its future
taxing powers to pay off the debt. GO Bonds can also be issued as a voted “levy” when citizens are willing to pay extra taxes to pay for a particular project. Another less common type
of GO Bond is one that is secured by the City’s tax base, but is actually retired from utility revenues. Revenue Bonds are both guaranteed by and retired from specific future revenues
(usually fees for a particular service). These are generally issued for utility capital projects, and guaranteed and retired by utility rate revenues. There is no general tax liability
for these obligations. Local Improvement District or “LID” Bonds are issued through the formation of local improvement districts to provide specific capital improvements. 85
2017-2018 Biennial Budget Section III: Financial Plan General Obligation Bonds A general obligation bond comes in two forms: voted and non-voted. The total indebtedness for general purposes
with or without a vote of the people cannot exceed 2.5% of the value of taxable property. Up to 1.5% may be authorized by City Council without a vote and are referred to as Councilmanic
Bonds; however, any debt capacity available without a vote is reduced by any indebtedness with a vote in excess of 1%. The City may also levy, with a vote of the people, up to 5% of
taxable property value for utility or open space and park facilities purposes. Any excess will proportionately reduce the margin available for general purposes. Total general obligation
debt cannot exceed 7.5% of the value of property. The City debt obligations are well within the statutory limits for debt capacity. The following table summarizes the City’s current
debt obligations as compared with its legal debt limits as of December 31, 2015: For Parks or Without General For Open S pac e A Vote Purpos es Utilities Development Total Capacity 1
.50% 1 .00% 2.50% 2.50% S tatutory Limit $ 1 32,399,283 $ 8 8,266,189 $ 2 20,665,472 $ 2 20,665,472 $ 6 61 ,996,416 Outs tanding Indebtednes s ( 59,408,629) --( 59,408,629) Margin Available
$ 7 2,990,654 $ 8 8,266,189 $ 2 20,665,472 $ 2 20,665,472 $ 6 02,587,787 S ource: City of Auburn 201 5 CAFR With A Vote In 2010, the City issued $31,990,000 of general obligation bonds2.
The bonds were used for the following purposes: 1) refunding the remaining portion of the City’s outstanding 1998 Library bonds; 2) to pay for downtown infrastructure improvements, which
included utility relocation and upsizing, a promenade with open plazas, and a new street surface; and 3) to pay for a portion of the cost of acquiring certain condominium units to provide
city office space near City Hall (in the City Hall Annex building). The balance of these bonds at the end of 2016 is $25,690,000. In 2016, the City issued $3.87 million of general obligation
bonds to perform an advance refunding of the balance of two previous general obligation debt issues: $3,270,000 of general obligation debt issued in 2006 for the design and construction
of a new Golf Course clubhouse and improvements to the Cemetery3, and $1,375,000 of general obligation debt issued in 2005 to pay for the construction cost of hangars at the Auburn Municipal
Airport4. The balance of these bonds at the end of 2016 is $3,629,000. The South Correctional Entity (SCORE) was created under an Interlocal Agreement between the cities of Auburn, Burien,
Federal Way, Renton, SeaTac, and Tukwila, and provides for correctional services for the detaining of arrestees and sentenced offenders. Under this agreement, the City is contracted
to pay 31% of the debt service associated with a 2009 SCORE bond issue, over a 30-year period. The City of Auburn’s balance at the end of 2016 is $24,277,650. No general obligation bonds
were issued in 2013 through 2015, and no new general obligation bonds are anticipated in 2017 and 2018. The City currently maintains a rating of Aa3 with Moody’s and a rating of AA+
with Standard & Poor’s for its general obligation debt. 2 LTGO 2010A – 2010D General Obligation Bonds 3 2006 non-taxable and taxable General Obligation Bonds 4 2005 refunding General
Obligation Bonds 86
2017-2018 Biennial Budget Section III: Financial Plan Revenue Bonds The City has approximately $28.5 million of principal in utility revenue bonds outstanding as of the end of 2016.
The City is required to maintain a coverage ratio of 1.25 for the utility revenue bonds, whereby the net utility operating revenues will exceed 1.25 times the maximum annual utility
revenue bond debt service cost. Actual debt service coverage through 2015 was 2.96. The annual debt service payment is paid from the utility user charges and system development fees.
In 2005, the City refunded $2,765,000 of 1997 revenue bond debt in order to obtain a lower interest rate. The final $355,000 remaining on this debt was retired in 2016. In 2010, the
City issued $21,295,000 in revenue bonds used to construct or replace capital infrastructure in the Water, Sewer, and Storm utilities. In the Water utility, proceeds were used to buy
wholesale water contracts, build a new reservoir, replace two booster pump stations, and replace water mains and other water system equipment. In the Sewer utility, bond proceeds were
used to replace two pump stations, replace damaged sewer pipe, and upgrade pump station control systems. In the Storm utility, proceeds were used to replace a pump station, enlarge a
flood control pond, and install new roadway drainage systems. At the end of 2016, the balance of this bond is $18,895,000. In 2012, the City Council approved Ordinance No. 6401 which
established a series of planned rate adjustments which were designed to fully fund utility financial obligations through 2017, including the issuance of revenue bonds to support capital
repair and replacement projects. In 2013, the City issued $11,415,000 in revenue bonds for the Water and Storm utilities. In the Water utility, bond proceeds were used to improve a reservoir
and two well sites, replace aged water mains, replace water mains crossing under the Burlington Northern & Santa Fe (BNSF) Railway’s proposed third rail line, and to implement improvements
to the utility billing system. In the Storm utility, proceeds were used to improve the storm drainage system to address potential flooding issues, and to encase or replace storm pipes
crossing under BNSF’s proposed third rail line. At year-end 2016, the balance of this bond is $9,650,000. In the upcoming biennium, the City expects to pursue financing sources in support
of planned capital projects within the Water utility. This includes a $5.0 million in new debt funding in 2017 and an additional $2.5 million in 2018 for planned water system projects,
such as investments in automated meter reading technology. Public Works Trust Fund Loans The City has six Utility Public Works Trust Fund Loans which have been used to fund water corrosion
control, a reservoir protective coating project, the Auburn Way South sanitary sewer replacement, and Well 1 improvements. The balance of these six loans totals $7,523,000 at the end
of 2016. In addition, the City has two Street-related Public Works Trust Fund Loans which funded the M Street SE Underpass project and the Harvey Road NE & 8th Street NE Intersection
Improvement project. The balance of these two loans as of the end of 2016 is projected to be $3,889,000. Local Improvement District (LID) Bonds The City has one Local Improvement District,
LID #350. The balance of this bond at the end of 2016 is $19,732. The following debt payment schedule is for all outstanding debt as of December 31, 2016. 87
2017-2018 Biennial Budget Section III: Financial Plan The following debt payment schedule is for all outstanding debt as of December 31, 2016. Year Principal Interest Principal Interest
Principal Interest Principal Interest 2017 2,209,822 3 ,059,908 2,619,745 1,506,399 6,259 987 4,835,826 4,567,293 2018 2,282,362 2 ,975,222 2,669,745 1,451,015 6,572 674 4,958,679 4,426,911
2019 2 ,071,386 2 ,879,427 2,724,745 1 ,388,163 6,901 345 4 ,803,031 4,267,935 2020 1 ,944,966 2,792,815 2,602,376 1,314,199 --4,547,342 4,107,014 2021 2,000,952 2,705,819 2,662,376
1 ,245,371 --4,663,328 3,951,190 2022 2,080,458 2 ,609,989 2,495,291 1 ,153,554 --4,575,749 3,763,542 2023 2 ,145,083 2 ,507,520 2,539,176 1,054,574 --4,684,259 3,562,094 2024 2,219,117
2 ,400,050 2,609,176 952,309 --4,828,293 3,352,359 2025 2,295,509 2 ,285,494 2,576,332 846,413 --4,871,841 3,131,906 2026 2 ,001,550 2,163,282 2,646,332 737,225 --4,647,882 2,900,507
2027 2,080,300 2,036,751 2,555,914 613,676 --4 ,636,214 2,650,427 2028 2 ,170,600 1,905,230 2,645,914 485,872 --4,816,514 2,391,103 2029 2,252,450 1,768,015 2,655,532 353,031 --4,907,982
2,121,045 2030 2,345,850 1,624,520 2,750,532 215,433 --5,096,382 1 ,839,953 2031 2,438,900 1,473,887 1,060,532 72,359 --3,499,432 1 ,546,246 2032 2,546,950 1,315,968 1,090,532 38,096
--3,637,482 1 ,354,063 2033 2 ,648,100 1,151,031 1 16,993 2,632 --2,765,093 1,153,663 2034 2,757,350 9 79,493 1 16,993 2,340 --2,874,343 9 81,833 2035 2,413,150 8 00,890 1 16,993 2,047
--2 ,530,143 802,937 2036 2 ,510,500 6 43,292 1 16,993 1,755 --2,627,493 645,047 2037 2 ,615,950 479,301 1 16,993 1,462 --2,732,943 480,764 2038 2,724,500 3 08,398 1 16,993 1 ,170 --2
,841,493 309,568 2039 2,841,150 130,379 1 16,993 877 --2 ,958,143 131,257 2040 --1 16,993 585 --116,993 585 2041 --1 16,993 292 --116,993 292 Totals $ 53,596,955 $ 40,996,679 $ 39,957,188
$ 13,440,850 $ 19,732 $ 2,005 $ 93,573,875 $ 54,439,535 Source: City of Auburn 2015 CAFR & Debt Service Schedules General Utility Revenue Obligation Bonds Bonds & PWTF Loans LID Bonds
Total 88
2017-2018 Biennial Budget Section III: Financial Plan General Fund Fiscal Capacity The City uses a range of strategies to maintain its fiscal security. Several of the financial policies
are based on this strategy. First, the City maintains fund balances sufficient to meet the General Fund cash flow needs and estimated employee retirement cash outs for the biennium.
This amounts to about 7% to 10% of General Fund expenditures. In good economic times, this fund balance can be budgeted higher than when the economy takes a turn for the worse. This
balance serves as the first line of defense against a sudden and significant economic downturn. However, revenues are forecast moderately. This not only provides protection from needing
to rely on the fund balance, it has provided a higher fund balance than originally budgeted, augmenting reserves. The City has a Cumulative Reserve Fund for two purposes. First, it allows
the City to build funds for needed capital projects without having to rely exclusively on debt. Secondly, it provides long-term stability to City finances as a counter-cyclical balance.
Money is put aside in good years (from higher than budgeted reserves), allowing the City a reserve to draw on in years of economic decline. The City also maintains two special purpose
reserve funds to adequately meet specific and significant potential contingencies: 1) an insurance fund to augment regular insurance coverage and to provide for independence and/or stability,
and 2) a guarantee fund to adequately secure the City’s LID program. Finally, the City has reserved an amount of taxing and other revenue capacities for worse case circumstances. These
capacities are: User Fees There are several categories of user fees that could be increased to capture a larger share of associated costs. B&O Tax The City has the ability, but has chosen
not to levy a Business and Occupation Tax on gross business receipts. This authority applied conservatively would yield about $1,000,000 per year. At higher rates, as much as $4,700,000
per year could be realistically achieved. Business Licensing Some jurisdictions have used business licensing as a means of generating additional revenues. A very aggressive program could
yield as much as $750,000 per year. 89
2017-2018 Biennial Budget Section III: Financial Plan Fund Balance Trends Fund balance is the difference between assets and liabilities reported in a governmental fund. Fund balances
are either designated (i.e., dedicated to a particular purpose) or undesignated (i.e., the remaining, un-appropriated balance of the fund after accounting for designated funds). Following
are the fund balance trends for the City’s governmental, fiduciary and permanent funds from 2015 through 2018. Fund Balance 2015 -2018 Cemetery General Special Revenue Debt Service Capital
Project Fire Relief and Endowment Fund Funds Funds Funds Pension Fund Care Fund Actual: 2015 $19,566,766 $21,051,047 $13,278 $13,119,474 $2,512,557 $1,686,280 Estimated Actual: 2016
1 6,191,731 16,828,895 1 1,706 8,126,379 2,417,899 1 ,720,479 Budget: 2017 12,623,309 14,868,339 11,959 8 ,079,415 2,324,182 1,758,279 2018 5,855,075 14,022,050 12,525 7,726,714 2,229,957
1,798,179 $0 $5 $10 $15 $20 $25 General Fund Special Revenues Debt Service Capital Fire Relief and Pension Cemetery Endowment Millions Fund Balance City of Auburn: 2015-2018 2015 2016
2017 2018 The General Fund’s ending balance decreases significantly from the 2015 actual amount to 2018 budget as reserves are drawn down largely because General Fund revenues have not
kept pace with the increased costs of services, such as health care and pension costs. However, since departments typically under spend budgets each year, the long-term General Fund
forecast assumes residual budget is unused and rolled forward to be utilized in subsequent years. Therefore, we expect the General Fund to meet its target reserve rate of 8% in both
2017 and 2018. The Special Revenue fund balance decreases between 2015 actual and 2016 budget primarily due to high levels of planned transportation project construction activity in
2016. The Capital Projects fund balance decreases between 2015 actual and 2016 budget, reflecting construction activity, including the Auburn Community and Event Center, which was constructed
in 2015 and 2016. 90
2017-2018 Biennial Budget Section III: Financial Plan No significant changes in fund balance are expected for the City’s Debt Service, Fire Relief and Pension, and Cemetery Endowment
Care funds. Working Capital Proprietary funds are managed on a different basis than are general governmental services. The amount of expenses required for ongoing operation depends on
the amount of activity that will be done next year. Since such activity provides new income to the fund directly in the form of charges for service, there is additional revenue to support
those additional expenses. Therefore, the management of these funds is not focused on line items of revenue and expenses, but rather the “bottom line” of whether expenses are supported
by revenue. This is measured by the working capital in each fund. In simple terms, “working capital” is similar to fund balance and is the result of all transactions during the year.
An increase in working capital indicates that expenses are less than earnings. Since a City cannot make a profit, unlike private sector enterprises, working capital should not grow or
decline and expenses and revenues should balance. However, working capital should accumulate to a level sufficient for at least four purposes: 1. Provide cash flow for operations and
maintenance. 2. Provide a cushion or a contingency for unforeseen needs and emergencies. 3. Provide adequate security for long-term debt. 4. Allow for a capital development program to
reduce the need for borrowing. The trend for working capital in each of the City’s proprietary funds is shown on the following page. The Water Utility working capital balance decreased
between 2014 and 2016, reflecting the completion of significant construction projects. A rate study update was completed in early 2012 to fund forecasted operating and capital expenditures
through 2017. The City Council agreed with the new financial plan, which provided for annual 3.5% rate increases for the period 2013 through 2017. The 2018 budget assumes a 2.5% water
rate increase effective 1/1/2018. A water rate study update is currently planned for early 2017. Funding in the water utility also includes a $5.0 million in new debt funding in 2017
and an additional $2.5 million in 2018 for planned water system projects, including investments in automated meter reading technology. The Sewer Utility working capital balance decreased
between 2015 and 2016 due to construction activity and remain relatively constant through 2018. A rate study update was completed in early 2012, to fund forecasted operating and capital
expenditures through 2017. The City Council agreed with the new financial plan, which included annual 2.5% rate increases for 2015 through 2017. No rate increase is assumed for 2018.
A sewer rate study update is currently planned for early 2017. The Storm Drainage Utility working capital balance decreased between 2014 and 2015, reflecting the completion of construction
projects. A rate study update was completed in early 2012, to fund forecasted operating and capital expenditures through 2017. The City Council agreed with the new financial plan, which
provided for annual 2.5% rate adjustments for 2015 through 2017. No rate increase is assumed for 2018. A storm rate study update is currently planned for early 2017. 91
2017-2018 Biennial Budget Section III: Financial Plan Working Capital Enterprise Funds Working Capital 2015 -2018 Sewer Storm Golf Water Sewer Metro Drainage Solid Waste Airport Cemetery
Course Actual: 2008 $10,367,027 $14,585,273 $0 $7,896,879 $2,695,161 $1,011,718 $436,368 $367,286 2009 9,715,479 10,751,024 -5,758,187 1,399,901 937,942 3 16,498 1 95,433 2010 2 1,606,067
16,021,979 -9,795,538 775,690 9 69,009 124,129 3 ,752 2011 16,945,811 12,806,527 -9,102,000 632,263 9 61,633 71,820 68,324 2012 10,196,281 12,072,579 -10,218,848 1,018,487 818,912 182,098
9 0,692 2013 14,189,404 12,952,797 1,826,811 15,762,939 1,504,560 801,284 2 61,934 1 49,573 2014 1 4,027,406 13,346,282 2,100,400 16,051,080 2,491,724 556,938 294,547 -2015 9,261,201
12,862,859 2,358,518 1 3,814,969 3,477,387 516,605 375,647 -Estimated Actual: 2016 4,641,113 9,518,732 2,374,705 1 3,319,582 3,849,877 346,975 434,887 -Budget: 2017 5,622,046 9,055,929
2,318,495 12,124,123 4 ,233,901 435,908 4 01,210 -2018 5,503,579 8,686,380 2,259,218 1 2,147,255 4,607,824 4 60,066 3 87,619 -$0 $2 $4 $6 $8 $10 $12 $14 $16 Water Sewer Sewer Metro Storm
Drainage Solid Waste Airport Cemetery Millions Enterprise Fund Working Capital Balance City of Auburn: 2015-2018 2015 2016 2017 2018 Notes: Ending working capital balances for the water
utility (in 2017 and 2018) reflect issuance of bonds to finance major construction projects. The Sewer Metro Fund was created in 2013. 92
2017-2018 Biennial Budget Section III: Financial Plan The City entered into a contract for garbage disposal services beginning November 2010. Rates are set to recover the cost of the
service and encourage recycling efforts. A rate study was completed in late 2012 that identified rate increases necessary to offset a declining working capital balance. New rates went
into effect on January 1, 2013 and now fully fund the utility’s forecasted operating expenses and have allowed the City to rebuild the working capital balance. Rate study updates in
the interim have determined that additional rate increases are not needed through 2018. The Airport entered into several long-term land leases in 2001 that have resulted in private development
and increased revenue from the leases. Since 2004, the City has contracted the Airport to an outside manager. In 2017 and 2018, both revenues and expenses for the Cemetery are expected
to remain flat, with the fund operating slightly in the red due mainly to charges for water use. Additional annual transfers from the Cumulative Reserve Fund are budgeted in 2017 and
2018, if needed, to meet the Cemetery’s working capital needs. In 2014, the Golf Course Fund was combined with the General Fund Parks, Arts & Recreation Department. Facilities became
an Internal Service fund in 2009. Charges to departments cover the full cost of operations and maintenance of city owned and operated buildings. Working capital is expected to decrease
slightly each year as the funds are transferred for debt service payments associated with the City Hall Annex. Innovation and Technology became an Internal Service fund in 2005. Charges
to departments cover the full cost of operations and replacement of equipment. Working capital is expected to decrease slightly in 2015 and 2016 for replacements and new program improvements.
The Equipment Rental Fund working capital is projected to decrease between 2015 and 2016 as replacement funds are being used and construction occurs for capital projects. The Workers’
Compensation Fund was created in 2014, based on the City’s decision to self-insure workers’ compensation in lieu of State L&I insurance. The fund provides time loss and medical benefits
for employees who are affected by an occupational injury or illness. 93
2017-2018 Biennial Budget Section III: Financial Plan Working Capital Internal Service Funds5 Insurance Facilities Innovation & Technology Equipment Rental Workers' Compensation Actual:
2008 $2,481,572 $0 $2,932,485 $6,104,142 NA 2009 2,234,469 248,239 3,899,257 5,291,929 NA 2010 2,366,832 714,944 3,949,793 5,826,195 NA 2011 2,184,680 1,622,449 3,118,686 5,793,165 NA
2012 2,028,681 1,473,041 2,885,527 5,559,565 NA 2013 1,815,731 1,976,512 3,406,012 5,920,444 NA 2014 1,654,057 2,194,912 3,543,327 5,844,690 -2015 1,530,588 2,410,754 3,705,195 6,074,119
778,233 Estimated Actual: 2016 1,312,689 1,330,105 1,992,399 3,634,008 787,022 Budget: 2017 1,084,209 1,285,575 1,514,811 3,860,372 993,145 2018 844,479 1,249,682 1,220,406 4,277,126
1,234,162 $0 $1 $2 $3 $4 $5 $6 $7 Insurance Facilities Innovation & Technology Equipment Rental Workers' Compensation Millions Internal Service Working Capital Balance City of Auburn:
2015-2018 2015 2016 2017 2018 5 The Information Services fund was renamed to Innovation and Technology Fund in 2012, and the Workers’ Compensation Fund was created in 2014. 94
2017-2018 Biennial Budget Section IV: Operating Budget SECTION IV: OPERATING BUDGET Introduction This section of the budget details the City’s baseline budget, which is delineated by
department or fund. This section presents a detailed look at departments and divisions and provides both quantitative and qualitative performance measures in order to focus on the results
and direction of City services rather than on line-item allocations. The format of this section has been designed to present the information in an administrative structure beginning
with the Mayor and City Council, followed by all funds for which each department director is responsible. For example, the Administration Department tab includes the budgets for the
Emergency Management, Community & Human Services, Economic Development, and Public Affairs, Marketing & Multimedia divisions in the General Fund as well as the Hotel/Motel Tax (Special
Revenue) Fund, Housing & Community Development (Special Revenue) Fund, and the Facilities Fund. Sections for those funds representing administrative departments or divisions are presented
following the baseline budget and include: Department Organizational Chart Each organizational chart identifies the authorized staff positions in the 2017-2018 biennial budget. The charts
specifically identify each division that reports to the department head. Each employee has a “home” department/division/fund, but may perform work for another department/division/fund.
This system is intended to identify all authorized permanent staff positions. Department or Division Mission Statement Each functional department has created its own mission statement
that directs objective setting toward achieving the Citywide Vision. Department Overview A description of the programs the department/division(s) are responsible for accomplishing. Accomplishments
and Objectives A summary of the progress each department or division made on their objectives during 2015 and 2016, including general operations and obligation of the fund, as well as
the objectives that the department will undertake in 2017-2018. Baseline Budget by Object For General Fund departments and governmental funds, this information is presented in a line
object format. This is based on the Washington State Budgeting, Accounting and Reporting System (BARS), which governs the City’s accounting procedures. Data for the proprietary funds
is presented in a working capital format, which not only describes the use of these funds, but also examines the fiscal status of the fund itself. This format also summarizes the income
associated with the fund. Department Employees A summary of Full Time Equivalent (FTE) positions is presented with explanations of additions or changes due to department reorganizations.
Performance Measures Each department has provided performance measures that best show the results of their mission and or objectives. 95
2017-2018 Biennial Budget Section IV: Operating Budget Total Baseline Budget 2015 2016 2016 2017 2018 Actual Adj Budget Est Actual Budget Budget Salaries & Wages $34,547,682 $37,303,135
$37,218,586 $38,785,308 $40,160,041 Personnel Benefits 14,960,296 17,373,870 16,673,904 18,508,704 19,856,550 Supplies 3,394,253 4,314,004 4,304,114 4,228,886 4,163,164 Services & Charges
35,185,689 43,297,479 42,317,309 42,636,905 45,258,695 Intergovernmental 30,928,889 48,770,469 48,095,424 33,577,180 34,034,980 Capital Outlays 34,150,905 58,479,695 52,208,159 25,106,105
25,118,105 Debt Service: Principal 4,160,756 5,050,533 4,203,169 5,347,914 5,476,755 Debt Service: Interest 2,883,836 4,364,499 3,289,141 4,993,511 4,841,115 Interfund Payments for Services
12,236,460 12,051,011 12,126,011 13,300,609 13,439,906 Other Uses 117,383 ----Designated Fund Balance 7,573,342 5,258,831 5,974,778 6,244,486 6,584,769 Undesignated Fund Balance 107,542,135
73,498,782 82,864,407 76,350,721 67,937,527 ALL FUNDS TOTAL $287,681,628 $309,762,308 $309,275,002 $269,080,329 $266,871,607 Salaries & Wages 20.8%Personnel Benefits 9.9% Supplies 2.2%
Services & Charges 22.9% Intergovernmental 18.0% Capital Outlays 13.5% Debt Service: Principal 2.9% Debt Service: Interest 2.7% Interfund Payments for Services 7.1% 2017 Total Baseline
Expenditures Salaries & Wages 20.9%Personnel Benefits 10.3% Supplies 2.2% Services & Charges 23.5% Intergovernmental 17.7% Capital Outlays 13.0% Debt Service: Principal 2.9% Debt Service:
Interest 2.5% Interfund Payments for Services 7.0% 2018 Total Baseline Expenditures 96
2017-2018 Biennial Budget Section IV: Operating Budget Total General Fund Budget 2015 2016 2016 2017 2018 Actual Adj Budget Est Actual Budget Budget Salaries & Wages $22,869,051 $24,554,901
$24,396,490 $26,211,555 $27,087,189 Personnel Benefits 9,707,354 10,862,399 10,136,480 12,030,929 12,932,803 Supplies 1,310,879 1,597,690 1,590,790 1,685,872 1,656,850 Services & Charges
9,729,076 13,048,371 12,422,700 13,131,808 14,039,528 Intergovernmental 9,353,185 8,927,722 8,927,722 7,441,031 8,017,659 Capital Outlays 38,583 15,000 15,000 324,519 319,618 Debt Service:
Principal 270,887 715,946 93,896 57,694 61,607 Debt Service: Interest 35,911 985,957 44,465 20,005 16,092 Interfund Payments for Services 7,877,068 7,769,928 7,844,928 8,584,569 8,728,698
Designated Fund Balance 144,825 144,825 144,825 221,614 221,614 Undesignated Fund Balance 19,421,941 11,121,906 16,046,906 12,401,695 5,633,461 GENERAL FUND TOTAL $80,758,760 $79,744,645
$81,664,203 $82,111,291 $78,715,119 Salaries & Wages 37.7% Personnel Benefits Supplies 17.3% 2.4% Services & Charges 18.9% Intergovernmental 10.7% Capital Outlays 0.5% Debt Service:
Principal 0.1%Debt Service: Interest 0.0% Interfund Payments for Services 12.4% 2017 General Fund Expenditures Salaries & Wages 37.1% Personnel Benefits 17.8% Supplies 2.3% Services
& Charges 19.3% Intergovernmental 11.0% Capital Outlays 0.4% Debt Service: Principal 0.1% Debt Service: Interest 0.0% Interfund Payments for Services 12.0% 2018 General Fund Expenditures
97
2017-2018 Biennial Budget Section IV: Operating Budget 98
Mayor Nancy Backus F.T.E. 435.6 – 2017 436.6 -2018 Director of Human Resources & Risk Management Rob Roscoe 9 F.T.E. Police Chief Bob Lee 137 F.T.E. – 2017 138 F.T.E. -2018 Director
of Innovation and Technology Paul Haugan 17 F.T.E. Parks, Arts and Recreation Director Daryl Faber 53 F.T.E. Finance Director Shelley Coleman 24 F.T.E. Director of Administration Dana
Hinman 23.6 F.T.E. Director of Community Development & Public Works Kevin Snyder 154 F.T.E. Organizational Chart City Attorney Dan Heid 15 F.T.E. Executive Assistant Council Administrative
Assistant Citizens 99
100
2017-2018 Biennial Budget Section IV: Operating Budget MAYOR AND CITY COUNCIL Department Overview The Mayor and City Council comprise the legislative body representing the citizens of
Auburn and are responsible for developing the legislative policies of the City. Guidelines promulgated by the Council in the form of ordinances and resolutions are transmitted to the
Mayor for implementation, followup, and evaluation. The City Council works to develop the City’s goals and visioning for the future, as well as budgeting, which gives purpose and direction
to City programs and initiatives. The Mayor is Auburn's Chief Executive Officer. The City’s eight Department Directors report directly to the Mayor: the Director of Administration, the
City Attorney, the Chief of Police, the Director of Community Development & Public Works, the Director of Human Resources & Risk Management, the Director of Finance, the Director of
Innovation & Technology and the Director of Parks, Arts & Recreation. Department directors work with the Mayor in providing programs, services and quality of life throughout the Auburn
community. 2015 & 2016 Accomplishments • Financed and opened on time and under budget a new Community and Event Center and Youth/Teen Center at Les Gove Park. • Continued joint planning
and activities with the Muckleshoot Indian Tribe. • Worked in partnership with Auburn School District to increase our children’s future potential. • Continued development of the downtown
core. • Changed the City Council committee structure to a study session format to increase efficiency of policymaking. • Continued to enhance relationships focusing on economic development
with: Green River College, Auburn Area Chamber of Commerce, Auburn Downtown Association, etc. • Increased efforts for tourism in Auburn through the Lodging Tax Advisory Committee (LTAC)
and major area attractions. • Continued to increase market awareness of Auburn as a great place to do business. • Represented citizens of Auburn at the city, regional, state and federal
levels. • Created Mayor’s Task Force on Homelessness and worked to implement an action plan to address poverty issues in Auburn and greater South King County. • Spearheaded economic
development study to increase business objectives in Auburn. • Implemented Community Picnics, Civics Academy and increased engagement opportunities for citizens. • Created Transportation
Advisory Board (TAB) to guide the City’s future transportation funding. • Worked with Habitat for Humanity to rehabilitate and open a transitional home for victims of domestic violence.
• Created a Blue Ribbon Committee to improve community health in Auburn. • Increased Auburn’s regional voice with appointment of Mayor Backus to the Sound Transit Board of Directors.
• Assisted King County with passage of Best Starts for Kids levy. • Participated in region-wide Cascadia Rising emergency preparedness exercise. • Mayor Backus and Councilmembers remain
active on local, regional and national committees to ensure Auburn is connected and visible at all levels. • Initiated SMART (Specific, Measurable, Attainable, Relevant, and Time-bound)
goals for Council and Departments. • Created strategic planning group to assist with MultiCare hospital expansion project. 101
2017-2018 Biennial Budget Section IV: Operating Budget • Funding announced from Sound Transit for second parking garage downtown. • Purchased historic post office building on Auburn
Avenue and received grant from King County for building improvements. • Issued over $150,000 in grants to support 17 downtown businesses to improve the exteriors of their buildings through
the Façade Improvement program. 2017 & 2018 Objectives • Continue work throughout the region to address poverty and homelessness in our community. • Continue Airport Master planning
to leverage the airport for the future needs of the City. • Invest and continue to enhance the operations and development of the Auburn Municipal Airport. • Implement programs to celebrate
One Auburn and the many diverse communities, populations, ethnicities and backgrounds represented. • Increase joint planning and activities with the Muckleshoot Indian Tribe and work
toward shared economic development goals on Auburn Way South. • Reduce reliance on property tax by increasing business and its additional sales tax receipts. • Support development of
underdeveloped properties in Auburn. • Identify funding solutions for Auburn’s freight corridors, arterials and local streets. • Continue to strengthen partnerships to maintain affordable
housing stock. • Continue to increase market awareness of Auburn as a great place to live, work and do business. • Continue to represent citizens of Auburn on city, regional, state and
federal level. • Continue to create transparency and public engagement for residents to access their local government. • Enhance local spending opportunities by creating a ‘Buy Local’
program. • Continue to support and invest in economic development opportunities throughout the City. • Support and encourage the involvement of the Auburn Junior City Council. • Improve
community health through partnerships created via the Blue Ribbon Committee for a Healthy Auburn. 102
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 385,103
511,429 410,429 438,213 486,834 120,593 131,194 123,227 147,151 158,887 Supplies 9,844 24,000 14,000 19,500 20,000 150,458 212,000 172,000 299,400 312,700 Intergovernmental ----------246,828
257,210 257,210 239,154 230,322 DEPARTMENT TOTAL $ 912,825 $ 1 ,135,833 $ 976,866 $1 ,143,418 $ 1 ,208,743 Personnel Benefits Services & Charges Capital Outlay Interfund Payments For
Service Expenditures Salaries & Wages 001.11 Council & Mayor Department Employees 001 Council-Elected 2014 2015 2016 2017 2018 Councilmembers 7.00 7.00 7.00 7.00 7.00 TOTAL COUNCIL 7.00
7.00 7.00 7.00 7.00 001 Mayor FTEs 2014 2015 2016 2017 2018 Mayor-Elected 1.00 1.00 1.00 1.00 1.00 Mayor FTEs 2.00 2.00 2.00 2.00 2.00 TOTAL MAYOR FTEs 3.00 3.00 3.00 3.00 3.00 Full
Time Equivalent (FTE) 103
104
Administration F.T.E. = Full Time Equivalent Director of Administration Dana Hinman 23.6 F.T.E Communications Coordinator Office Assistant Economic Development Manager Facilities Manager
Neighborhood Programs Manager Veterans/Human Services Coordinator Community Services Assistant Emergency Preparedness Manager Multimedia Video Specialist Multimedia Assistant (0.6 FTE)
Multimedia Design Technician Web Specialist Electrician Custodian (4) Lead Custodian Building Maintenance Technician (3) Real Property Analyst Neighborhood Programs Coordinator 105
106
2017-2018 Biennial Budget Section IV: Operating Budget ADMINISTRATION DEPARTMENT Mission Statement The Administration Department exists to coordinate and ensure that the priorities of
the Mayor and the City Council are addressed and implemented throughout the City organization for the benefit of its residents. Department Overview The Administration Department was
created within the General Fund in 2014 and consolidated several services that had previously been performed by other departments. • Emergency Management – Provides full-cycle emergency
management services within the City, including mitigation, preparedness, response, and recovery. • Community and Human Services – Initiates and supports relevant services to meet the
essential needs of the residents of Auburn including safe neighborhoods, human services, housing programs, veterans outreach, and cultural programs. This division also manages the Community
Development Block Grant in Fund 119. • Economic Development – Supports a vibrant, vital economy for the City of Auburn, our local region and the State of Washington through collaborative
partnering among private sector employers, research partners, and programmed workforce development. • Public Affairs, Marketing, & Multimedia – Oversees the City’s media staff and programs,
directs the efforts of the public relations/media relations and acts in the role of City spokesperson when needed; assists departments in public involvement using the City’s information
communications programs, and oversees the City’s communications, marketing and public relations programs. • Facilities – Provides a broad range of services to internal departments, including
building maintenance, safety, security, custodial, space planning, construction, facility renovation, energy management, and management of the Graffiti Abatement program. Emergency Management
Division 2015 & 2016 Accomplishments • Conducted over 15 training sessions for City Staff identified as Emergency Operations Center (EOC) personnel. • Reached 10,000 individual residents
through public education activities and events. • Conducted six Community Emergency Response Team (CERT) classes, graduating over 90 people from the city’s active volunteer program.
• Managed 6,728 hours of donated volunteer time. • City staff participated in the FEMA Cascadia Rising Exercise for two days. this included additional training for key staff to be better
prepared to operate the city’s Emergency Operations Center during a major incident or disaster. • Helped facilitate the city’s mitigation efforts to lessen the impact should the White
River overflow the banks. This also included training for city staff and working with our neighbors in surrounding cities. • Applied for and received a federal Emergency Management Performance
Grant, providing funds for emergency management, freeing up city funds for other purposes. • Coordinated City of Auburn response to the Okanogan County Emergency Operations Center for
wildfire response, and to the SR 530 Oso Landslide incident. 107
2017-2018 Biennial Budget Section IV: Operating Budget 2017 & 2018 Objectives • Provide targeted disaster preparedness information to Auburn residents, licensed businesses, and all private
care facilities each year. • Continue Community Emergency Response Team (CERT) Training. • Conduct review of the City staff identified as EOC personnel and consider the depth for each
EOC position listed in the Comprehensive Emergency Management Plan (CEMP). • Conduct at least 2 exercises or EOC training programs each year for all City staff identified as EOC personnel.
• Provide basic emergency management training for city Elected Officials and Directors regarding how they can support an EOC activation, major incident, or event. Community & Human Services
Divisions 2015 & 2016 Accomplishments • Provided funding and coordination of Inclement Weather Sheltering, which serves Auburn residents in need of emergency assistance. • Lead city
responsible for the Alive & Free Program and area law enforcement agencies with prevention and intervention services serving Auburn, Kent, Renton and Tukwila. • Provided funding and
coordination for Community Learning Center summer programming, serving at-risk youth at Washington Elementary and Cascade Middle Schools. • Issued Neighborhood Matching Grants. • Provided
funding and coordination of the Auburn Days/AugustFest (now called AuburnFest) events. • Responsible for the update and distribution of the Auburn Community Resource Guide listing community-wide
resources in three different languages. • Continued building the relationship with Pyeongchang, Korea as a Sister City, which included visits by both delegations to Korea and the United
States. • Continued building the relationship with Guanghan, China as a Sister City, which included visits by delegations from China to the United States. • Continued building the relationship
with Tamba, Japan as a Sister City, which included visits by both delegations to Japan and the United States. • Worked to establish an agreement with Mola di Bari, Italy as a Sister
City, which included a visit by a delegation to Mola di Bari and signing of the Sister City agreement. • Developed a brochure and banner to help promote Auburn’s Sister Cities program.
• Provided housing repair funds to assist 101 low-income homeowners requiring emergency and minor repairs to their homes. • Provided assistance and resource navigation to over 20 veterans
and their families. • Provided outreach for veterans and individuals at risk or currently experiencing homelessness at the Auburn Library and Les Gove Campus area. • Developed a map
showing the locations of human services agencies in Auburn. • Recruited volunteers to support and serve community service events. • Convened Auburn Mayor’s Task Force on Homelessness,
which provided 46 recommendations to the community to address the City’s current condition regarding homelessness. • Provided funding to support a South King County Housing and Homeless
Planner position to address homelessness and affordable housing as a South King County region. • Continued developing a master list of community contacts, including points of contact
for all Auburn Homeowner Associations (HOA), Block Watches, neighborhood groups, ethnic populations, and faith communities. • To date, over 100 neighborhoods in Auburn have had a neighborhood
meeting, Block Watch meeting, or both. • Expanded National Night Out efforts and coordinated increased participation. 108
2017-2018 Biennial Budget Section IV: Operating Budget • Identified and coordinated multiple project sites for Auburn Adventist Academy’s annual Community Service Days each Fall and
Spring. • Facilitated residents’ engagement with their neighbors and City staff and officials through organizing and sponsoring six community picnics, one in each Auburn Police District.
• Increased engagement of City staff with neighborhoods through implementation and use of Nextdoor social networking services. • Developed a Civics Academy to share information with
Auburn residents about the City, how it works and how decisions are made. 2017 & 2018 Objectives • Continue to coordinate and improve the access of programs and services for veterans
and their families who make Auburn and south King County their home. • Continue to find ways to reach out to Auburn’s diverse communities and involve them in the community at large,
i.e. development of a cultural connections program. • Continue to develop a housing coalition to address and strategically plan for the transitional and affordable housing goals of the
City in partnership with the King County Housing Authority. • Work with City Council to implement Specific, Measurable, Attainable, Relevant, and Timebound (SMART) goals. • Develop an
integrated referral and communications source for human services in the City of Auburn. • Improve the availability of emergency housing for crisis situations of residents. • Work with
all involved groups within Auburn to address the issue of homelessness and its impacts on the family structure, in addition to the support and representation of larger regional efforts.
• Work to develop a short-term diversion center to alleviate the burden of service on emergency responders (Police, Fire, etc.) and the hospital in addressing mental disability and substance
abuse. • Work to develop short-term and long-term strategies to provide wraparound services to individuals and families experiencing homelessness. • Develop action plan based on Auburn
Mayor’s Task Force on Homelessness recommendations. • Work to increase neighborhood engagement with City staff. • Work to increase City staff engagement with neighborhoods through the
use of email distribution lists, social media and neighborhood meetings. Economic Development Division 2015 & 2016 Accomplishments • Trek Apartments were completed and building was substantially
leased as of early 2016. • Construction of Merrill Gardens senior living was substantially completed in 2016 and opened to residents in February 2017. • Top ten employers reported a
combined net increase of over 1,500 new jobs from 2014 to 2016. • Increased attendance at 3NoNetworking events (trending 20+ people weekly in 2016). • Notable business openings, recruitments
and/or expansions include: Green River Cycle, Panera Bread, Qdoba, Orion Industries, Skills Inc., MultiCare customer service call center (350 new jobs), expansions to MultiCare Auburn
Medical Center announced, Schilling Cider, LLC, completion of Green River College aerospace and aviation downtown campus, and TTF Aerospace retention and expansion. • Auburn Innovation
Partnership Zone re-designation through September 2019. • Downtown Façade Improvement Program completed over $150,000 in project grants. • Ten-Year Economic Development Strategic Plan
completed fourth quarter of 2016. • Removal of building and execution of parking agreement at northwest block of the Station District. 109
2017-2018 Biennial Budget Section IV: Operating Budget • Over three hundred new businesses opened in both 2015 and 2016. • Auburn experienced $36.3 million in new commercial development
in 2015, a 1.4% increase over 2014, and $74.9 million in new commercial development in 2016. • Vacancy in the industrial sector down to 1.5%. • Sister City visits completed to Japan,
Korea and Italy. • “Doing Business in Auburn” 22-page marketing brochure published in May 2016. 2017 & 2018 Objectives • Reaffirm target business sectors. • New business development,
relocation, and recruitment. • Business retention, expansion, and outreach. • Business assistance through education and training. • Expand opportunities for networking and outreach to
businesses. • Develop workforce development partners. • Establish sustainable branding and strong reputation of place by creating synergy within Auburn Area Chamber, Auburn Downtown
Association, Auburn Tourism Board and Lodging Tax Advisory Board. • Implement goals as outlined in the Ten-Year Economic Development Strategic Plan. • Support and expand the development
of the Innovation Partnership Zone. • Expand the role of tourism and real estate as part of the Economic Development Division. 110
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 595,125
580,018 681,018 639,584 674,485 187,590 218,935 226,902 289,419 315,498 Supplies 9,521 21,000 21,000 28,000 29,500 1,227,485 1,702,946 1,702,946 1,286,300 1,288,650 Intergovernmental
220,000 ---------157,524 157,370 157,370 246,455 250,109 $ 2,397,246 $ 2,680,269 $ 2,789,236 $ 2,489,758 $ 2,558,242 Capital Outlay Interfund Payments For Service DEPARTMENT TOTAL 001.12
Administration Total Expenditures Salaries & Wages Personnel Benefits Services & Charges Department Employees Administration FTEs 2014 2015 2016 2017 2018 Administration Department 8.00
8.00 10.00 10.00 10.00 Multi-Media 3.60 3.60 3.60 3.60 3.60 Facilities 9.00 10.00 10.00 10.00 10.00 TOTAL ADMINSTRATION FTEs 20.60 21.60 23.60 23.60 23.60 Full Time Equivalent (FTE)
1.0 FTE -In 2015, 1.0 FTE was added to the Facilities Division of the Administration Department per the 2015/2016 Adopted Budget. That position was the Facility & Property Analyst. 1.0
FTE -1.0 FTE was added to the Administration Department in 2016 via Budget Amendment #4, Ordinance No. 6571. The position was for the Neighborhood Programs Coordinator. 1.0 FTE -Effective
May 2016, the Real Property Analyst Position was reclassed from Facilties to the Adminstration Department, reporting to the Economic Development Manager. 1.0 FTE -Effective BA#5 in March
2016, an additional Custodian position was added to the Facilities Department due to the addition of the Community Center and additional daytime activities at the PRAB, Senior Center
and Activity Center. 111
2017-2018 Biennial Budget Section IV: Operating Budget SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally
restricted. The Economic Development Division of Administration is responsible for the budget in the following special revenue fund: Fund 104 – The Hotel/Motel Tax Fund was created in
2001 to collect revenues to support tourism activities in Auburn. 2015 & 2016 Accomplishments • Continued to collect, monitor and distribute legally restricted revenue sources. 2017
& 2018 Objectives • Continue to collect, monitor and distribute legally restricted revenue sources. 112
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Funds 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 166,896
201,294 201,294 84,044 84,044 111,126 110,000 110,000 110,000 113,300 Services & Charges -----287 250 250 400 400 -----$ 278,308 $ 311,544 $ 311,544 $ 194,444 $ 197,744 -9,375 9,375
37,500 38,625 -1,825 1,825 7,300 7,500 -50 50 2,700 2,800 77,015 191,250 191,250 52,900 54,475 Intergovernmental Services -25,000 25,000 10,000 10,300 201,293 84,044 84,044 84,044 84,044
$ 278,308 $ 311,544 $ 311,544 $ 194,444 $ 197,744 Ending Fund Balance Total Expenditures Personnel Benefits Supplies Services & Charges 104 Hotel Motel Tax Revenues Salaries & Wages
Expenditures Investment Income Operating Transfers In Total Revenues Beginning Fund Balance Hotel Motel Tax 113
2017-2018 Biennial Budget Section IV: Operating Budget SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally
restricted. The Community Services Division of Administration is responsible for the budget in the following special revenue fund: Fund 119 -Community Development Block Grant Fund (CDBG)
accounts for the activity from federal grant revenue. 2015 & 2016 Accomplishments • Provided Auburn’s human services activities, including management/oversight of Community Development
Block Grant (CDBG) and City human services funding, grants and support for City Human Services Committee. • Managed the City’s Housing Repair program for low-income households. • Provided
minor home repairs to over 100 low-income homeowners in Auburn. • Neighborhood planning efforts to strengthen and enhance preservation, investment and sense of community. • Supported
small businesses with counseling and start-up assistance through the Small Business Assistance Center. • Supported employment training for low-income residents. • Provided medical and
dental services for low-income residents. • Rehabilitated a home intended to provide transitional housing for survivors of domestic violence. • Provided matching grant funds to local
downtown businesses for façade improvements. • Provided funds to construct a new facility for at-risk youth and young adults. 2017 & 2018 Objectives • Support development of service
enhancements for residents around the Les Gove Community Campus. • Identify historic properties of interest in Auburn for preservation. • Expand economic development activity within
CDBG scope of use. • Form development group for property acquisition to ensure City transitional housing goals. 114
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Funds 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 44,904
44,904 44,904 54,905 52,455 417,312 1,165,398 1,165,398 710,000 460,000 -----$ 462,216 $1,210,302 $1,210,302 $ 764,905 $ 512,455 57,096 146,984 146,984 68,027 72,106 24,397 71,871 71,871
31,973 33,890 Supplies -----200,456 871,543 871,543 362,450 362,450 Intergovernmental -----135,363 65,000 65,000 250,000 -44,904 54,905 54,905 52,455 44,009 $ 462,216 $1,210,302 $1,210,302
$ 764,905 $ 512,455 Ending Fund Balance Total Expenditures Services & Charges Capital Outlay Expenditures Salaries & Wages HCDA Grant Miscellaneous Revenue Total Revenues Beginning Fund
Balance 119 Housing & Community . Development Revenues Personnel Benefits 115
2017-2018 Biennial Budget Section IV: Operating Budget FACILITIES Mission Statement To provide all City departments and the public with a safe and clean environment, preserve City owned
facilities, provide building support services to each department, and provide facility construction services. Division Overview The Facilities Division provides a broad range of services
to internal departments. These services include building maintenance, safety, security, custodial, space planning, construction, facility renovation, energy management, and management
of the Graffiti Abatement Program. The Facilities Division is responsible for procuring, storing, and distributing supplies and materials for daily operations in a cost-effective manner.
2015 & 2016 Accomplishments • Energy conservation projects: Energy efficient Heating Ventilation and Air Conditioning (HVAC) upgrades at various City buildings. • Replaced carpet at
Mountain View Cemetery. • Interior painting at the Cemetery. • Exterior painting at the Senior Center. • Exterior painting of the Police Department and Evidence Building. • Exterior
painting at the Golf Course clubhouse. • Atrium retrofit at City Hall. • Demolition of buildings on the Herr property. • Lunchroom update at the Police Department. • Council Chambers
remodel, including ADA ramp. • Efficiently and effectively completed all project management activities, resulting in successful construction, on time and within budget. 2017 & 2018 Objectives
• City Hall exterior structural repairs. • Roof replacement at the Maintenance and Operations building. • Replace carpet at the Maintenance and Operations building. • Replace windows
at the Maintenance and Operations facility. • Replace generator at City Hall. • Screen and recoat wood floor at the Senior Center. • Screen and recoat wood floor at the Activity Center.
• Continue energy conservation efforts. • Efficiently and effectively complete all project management activities to result in the successful construction, while completing them on time
and within budget. 116
2017-2018 Biennial Budget Section IV: Operating Budget The Facilities department will make every possible effort (within budget constraints) to reduce HVAC requests/complaints by 10%
each year. PERFORMANCE MEASURES -FACILITIES CarteGraph Work Requests Facilities provides 24/7 maintenance for City facilities and requests are tracked through CarteGraph. Within 24 hours
of receiving the work request (Monday-Friday) the customer will receive an email acknowledging receipt and will also be contacted once the request is completed. If there are issues with
completing any request in a timely manner, contact will be made with the customer. HVAC Requests /Complaints 0 600 1,200 1,800 2,400 3,000 2013 2014 2015 2016 Es t 2017 Goal 2018 Goal
2,421 1,942 1,843 1,854 1,854 1,854 CarteGraph Work Requests 0 25 50 75 100 2013 2014 2015 2016 Es t 2017 Goal 2018 Goal 85 77 55 72 60 60 HVAC Requests /Complaints 117
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 505 505 505 505 505 OPERATING FUND: --565 565 OPERATING REVENUES 348.920 Property Management Services
3,447,288 3,405,400 3,405,400 3,380,200 3,342,600 362.501 Rents & Leases 65,063 63,900 63,900 62,200 62,700 362.600 Housing Rents 4,800 4,800 4,800 4,800 4,800 334.042 Grants -----361.110
Investment Income 3,738 2,500 2,500 8,800 8,800 397.100 Operating Transfers In ----450,000 369.900 Miscellaneous Revenue (221,438) 21,800 21,800 6,500 6,500 TOTAL OPERATING REVENUES
$ 3,299,451 $ 3,498,400 $ 3,498,400 $ 3,462,500 $ 3,875,400 OPERATING EXPENDITURES 524.000.10 Salaries & Wages 597,988 707,569 707,569 655,000 678,651 524.000.20 Benefits 304,554 390,621
390,621 358,001 383,710 524.000.30 Supplies 114,066 128,200 128,200 150,220 140,220 524.000.40 Other Service Charges 1,527,665 2,315,990 2,350,990 1,556,687 1,917,962 590.100.05 Net
Increase in Restricted Assets (237,701) ----535.000.55 Operating Transfers Out 659,121 890,827 890,827 646,338 646,939 535.000.60 Capital -----535.000.90 Interfund Payments for Service
117,916 110,841 110,841 140,784 143,811 TOTAL OPERATING EXPENDITURES $ 3,083,609 $ 4,544,048 $ 4,579,048 $ 3,507,030 $ 3,911,293 REVENUES LESS EXPENDITURES $ 215,842 $ (1,045,648) $
(1,080,648) $ (44,530) $ (35,893) BEGINNING WORKING CAPITAL -January 1 2,194,912 2,410,754 2,410,754 1,330,105 1,285,575 ENDING WORKING CAPITAL -December 31 2,410,754 1,365,105 1,330,105
1,285,575 1,249,682 NET CHANGE IN WORKING CAPITAL (*) $ 215,842 $ (1,045,648) $ (1,080,648) $ (44,530) $ (35,893) (*) Working Capital = Current Assets minus Current Liabilities 2017
Budget 2018 Budget 505 Facilities 2015 Actual 2016 Amended Budget 2016 Estimated Department Employees 505 Facilities FTEs 2014 2015 2016 2017 2018 Facilties FTEs* 9.00 10.00 10.00 10.00
10.00 TOTAL FACILTIES FTEs 9.00 10.00 10.00 10.00 10.00 Full Time Equivalent (FTE) *These FTEs are already included in the Administration Department's FTE totals. 1.0 FTE -The 2015/2016
Adopted Budget included the addition of a Facility and Property Analyst effective in 2015. -1.0 FTE -Effective May 2016, the Real Property Analyst Position was reclassed from Facilties
to the Adminstration Department, reporting to the Economic Development Manager. 1.0 FTE -Effective BA#5 in March 2016, an additional Custodian position was added to the Facilities Department
due to the addition of the Community Center and additional daytime activities at the PRAB, Senior Center and Activity Center. 118
2017-2018 Biennial Budget Section IV: Operating Budget Public Affairs, Marketing, & Multimedia Division 2015 & 2016 Accomplishments Increased usage and citizen interaction on social
media platforms through proper administrative management, marketing and cross promotion. Current usage as of December 2016 is: • Twitter: o City of Auburn: @auburnupdates (3,235 followers)
o Auburn International Farmers Market: @AuburnFarmerMkt (184 followers) o White River Valley Museum: @wrvmuseum (492 followers) • Facebook pages: o City of Auburn (4,047 followers) o
Mayor Nancy Backus (2,533 followers) o City of Auburn Emergency Management (1,235 followers) o Auburn International Farmers Market (5,543 followers) o City of Auburn Parks, Arts, & Recreation
(4,142 followers) o Auburn's Petpalooza (2,852 followers) o White River Valley Museum & Mary Olson Farm (1,750 followers) o Auburn Senior Activity Center (340 followers) o Auburn Police
Department (8,991 followers) o Auburn Arts and Events (8,281 followers) o Auburn Golf Course (1,129 followers) • YouTube: o Watch Auburn (168 subscribers, 91,583 video views) • Collaborated
with local, county, state and federal agencies and organizations to communicate or publicize mutually beneficial information. • Wrote, edited, collaborated and disseminated over 200
press releases; press announcements included event promotion, public safety issues, and critical information for Auburn citizens in relation to City business. • Increased use of GovDelivery
broadcast email service; this service currently has over 49,000 subscribers in over twenty different topic areas such as: regular news updates, emergency alerts, targeted lists for economic
development, parks programs, Mayor’s update, seniors, neighborhood programs, media contacts, bid results, and other specialized areas. • Oversaw the editorial content for Auburn’s new
magazine. • Provided public education for elections and ballot measures. • Provided internal communications regarding City-related information. • Assisted the Innovation & Technology
Department in providing live video streaming of City Council meetings. • Collaborated with web content providers on best practices for website content and writing for the web. • Helped
increase citizen awareness of public works issues such as: proper tree trimming, maintaining sewer systems, new street sweeping schedules, and decreasing debris in storm ponds. • Collaborated
with Community Development staff on Imagine Auburn visioning process • Established a networking group for City Public Information Officers (Valley Regional Fire Authority (VRFA), Auburn
School District, MultiCare Auburn Medical Center, Green River College, etc.). • Continued collaboration with the Auburn Area Chamber of Commerce, Auburn Downtown Association, and other
organizations to promote Auburn and its events. 119
2017-2018 Biennial Budget Section IV: Operating Budget 2017 & 2018 Objectives • Lead the Mayor’s efforts to rebrand and market Auburn to better reflect the community and increase positive
perception among residents, businesses, regional governments, and State and national stakeholders. • Collaborate with other departments on high impact educational campaigns for increased
local spending, street funding initiatives, downtown revitalization, and economic development. • Increase the use of non-traditional means to reach our audiences through technology and
new media. • Increase citizen awareness and involvement in City government events and activities through greater use of technology, broader engagement, and increased civic education
opportunities • Enhance and improve internal communication to employees. • Champion the efforts of all departments to present Auburn in the best possible light. • Highlight more WatchAuburn
YouTube channel videos by displaying them in the rotating images of the website’s homepage. • Increase efficiency for citizens and staff by converting PDF forms to webforms. • Complete
training and become proficient in the use of new studio switcher and drones. PERFORMANCE MEASURES -MULTIMEDIA Design & Printing Services Design and print functions are utilized to produce
a unified look while attractively and accurately branding the City. Products are adapted to appeal to specific target audiences. Our process entails multiple layers of services to include:
design, file preparation, printing, mailing, etc. Also included in print services is the management of the City mail, postage accounts, and shipping services. 0 500 1,000 1,500 2,000
2013 2014 2015 2016 Es t 2017 Goal 2018 Goal 1,502 1,637 1,571 1,500 1,550 1,600 Multimedia Work Orders 120
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 518 518 518 518 518 OPERATING FUND: --568 568 OPERATING REVENUES 348.801 Interfund Communication Charges 1,050,269
1,058,040 1,058,040 1,112,600 1,142,800 369.900 Miscellaneous Revenue -----TOTAL OPERATING REVENUES $ 1,050,269 $ 1,058,040 $ 1,058,040 $ 1,112,600 $ 1,142,800 OPERATING EXPENDITURES
518.780.10 Salaries & Wages 284,856 298,949 298,949 299,641 314,491 518.780.20 Benefits 110,058 118,588 118,588 147,459 160,906 518.780.30 Supplies 26,853 63,650 63,650 33,650 33,650
518.780.40 Other Service Charges 511,755 509,000 509,000 566,200 566,500 518.780.90 Interfund Payments for Service 65,364 64,600 64,600 85,961 86,242 TOTAL OPERATING EXPENDITURES $ 998,886
$ 1,054,787 $ 1,054,787 $ 1,132,911 $ 1,161,789 REVENUES LESS EXPENDITURES $ 51,383 $ 3,253 $ 3,253 $ (20,311) $ (18,989) BEGINNING WORKING CAPITAL -January 1 13,201 (3,253) (3,253)
-(20,311) ENDING WORKING CAPITAL -December 31 64,584 --(20,311) (39,300) NET CHANGE IN WORKING CAPITAL (*) $ 51,383 $ 3,253 $ 3,253 $ (20,311) $ (18,989) (*) Working Capital = Current
Assets minus Current Liabilities 2017 Budget 2018 Budget 518.00.518.780 Multimedia 2015 Actual 2016 Amended Budget 2016 Estimated Department Employees Multimedia FTEs 2014 2015 2016
2017 2018 Multimedia* FTEs 3.60 3.60 3.60 3.60 3.60 TOTAL MULTIMEDIA FTEs 3.60 3.60 3.60 3.60 3.60 Full Time Equivalent (FTE) *These FTEs are already included in the Administration Department's
FTE totals. 121
122
Director of Human Resources & Risk Management Rob Roscoe 9 F.T.E. Human Resources & Risk Management Department FTE = Full-Time Equivalent Compensation & Employee Relations Manager Human
Resources Analyst Human Resources Analyst Employment Manager Community Services Work Crew Leader Risk Analyst Human Resources Assistant Human Resources Coordinator 123
124
2017-2018 Biennial Budget Section IV: Operating Budget HUMAN RESOURCES AND RISK MANAGEMENT DEPARTMENT Mission Statement To provide service and support that meets the needs of our customers
by effectively planning and responding to all human resources and risk management related activities using value-added tools, processes, and services. Department Overview The Human Resources
and Risk Management Department develops and administers personnel policies, recruits applicants for employment, assists in selecting and hiring employees, makes recommendations to the
compensation package (including benefits), and negotiates and administers labor agreements. The department also represents the City in administrative hearings, develops and conducts
management training programs, monitors compliance with applicable state and federal laws and regulations, assists in the management of the Court by negotiating and monitoring the Public
Defense contract and acting as a liaison between the City administration and the King County District Court, oversees risk management programs, and develops, implements, and ensures
compliance with the City’s safety program. 2015 & 2016 Accomplishments • Received the WellCity Award in 2015 and 2016 from the Association of Washington Cities (AWC), which reduced the
overall medical expenditures, saving the City approximately $104,000 in 2015 and $13,500 in 2016. • Actively recruited for and filled 57 benefited vacancies in 2015 and 78 vacancies
in 2016. • Recruited for and filled 87 non-benefited vacancies in 2015 and 114 vacancies in 2016. • Streamlined the civil service hiring and backgrounding process, reducing the overall
time to fill vacancies. Successfully hired 24 new police officers. • Negotiated and implemented four collective bargaining agreements that are in effect through 2018. • Renegotiated
an extension to the Public Defender contract and hired two new Conflict Attorneys. • Successfully negotiated and implemented seven new lines of coverage for benefits, which included
medical (for both active employees and LEOFF 1 retirees), vision, basic life insurance, short-term disability, and long-term disability, which saved nearly $700,000 in 2016. • Supervised
4,630 hours of work by the Work Crew in 2015, which equates to $69,450 worth of fines recouped and approximately $57,875 of potential incarceration savings. The Work Crew completed 3,548
hours of work in 2016, which equates to $53,223 worth of fines recouped and approximately $44,353 of potential incarceration savings. • Implemented PowerDMS to establish electronic versions
of the City’s administrative policies and procedures to further the initiative to become more environmentally friendly and paperless. This also allows Human Resources to track and document
all policies that have been reviewed by the employees and allows the City to provide documented training electronically. • In April 2016, requested proposals from deferred compensation
providers to establish better rates for employees by minimizing our providers. ICMA-RC was selected resulting in a significant reduction of costs to the participants electing to participate.
• Developed City Core Competencies as well as four levels of job-related competencies. These competencies were developed for use in the new appraisal process, as well as for recruiting
and training purposes. • Implemented Halogen Performance Management System to streamline the City’s appraisal process. This online system eliminates the use of paper evaluations and
allows the City to track the progress of annual and probationary appraisals. The first appraisal process had a 100% completion rate across all departments citywide. • Provided performance
management training to all supervisors and managers. 125
2017-2018 Biennial Budget Section IV: Operating Budget • Developed a new 12-month onboarding process emphasizing the City’s core values and Team Auburn approach. • Our Wellness Committee
implemented new successful events increasing employee participation (Biggest Loser tournament, Sleep Study through Unplugged, and Bocce Ball to name a few), and chaired the City’s Relay
for Life campaign raising over $12,000. • In September 2016, requested proposals from marketing firms to help facilitate the City’s Civil Service Diversity & Recruitment program. Provided
“Colors” communication and customer service training to staff throughout the City. 2017 & 2018 Objectives • Negotiate Teamsters Collective Bargaining Agreement (CBA) in the best interests
of the City and employees, as well as the reopener language for the four CBAs that had reopener language due to the Affordable Care Act. • Continue to develop the City’s Wellness Program
and receive the WellCity Award, which will provide a 2% reduction in healthcare premiums. • Continue to explore healthcare options with the best coverage for employees while maintaining
the most reasonable cost. • Continue efforts to recruit and retain qualified employees. • Successfully renegotiate a successor agreement with the Public Defender to extend the current
contract. • Provide citywide training on critical administrative policies and procedures. • Continue to provide training on performance management as well as the City’s Core Competency
of communication and customer service. • Continue to develop a Civil Service Diversity Outreach program to support the recruitment and development of a diverse and qualified pool of
police officers. • Implement the new 12-month onboarding process emphasizing the City’s core values and Team Auburn approach. 126
2017-2018 Biennial Budget Section IV: Operating Budget L&I Claims Labor and Industries (L&I) workers’ compensation claims cost the City hundreds of thousands of dollars a year. The City
has transitioned from the State fund to self-insurance for workers' compensation. The City has taken aggressive steps toward minimizing injuries and returning injured workers back to
work as quickly as possible. The City's Safety Committee reviews all accidents and reviews management's recommendations for future prevention. Insurance Assessment Historically, the
City’s liability insurance premium has been around $1,000,000 annually. The City has implemented a number of measures to assist in reducing a claim’s total incurred costs thus reducing
the City’s annual assessment. Over the last several years the City’s annual assessment has decreased and is now below $1,000,000. The goal during the next biennium (2017-2018) is to
maintain the assessment below $1,000,000 annually. PERFORMANCE MEASURES -HUMAN RESOURCES AND RISK MANAGEMENT DEPARTMENT0 300,000 600,000 900,000 1,200,000 2013 2014 2015 2016 Est 2017
Goal 2018 Goal 694,110 704,903 800,232 772,261 Insurance Assessment 0 15 30 45 60 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 35 50 37 35 35 35 Labor & Industries Claims Goal: <1,000,000
127
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget Department Employees 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016
2,017 2,018 520,031 606,160 606,160 599,427 628,171 206,601 261,054 261,054 266,684 288,954 Supplies 4,565 9,300 9,300 9,300 9,300 770,857 1,022,740 1,022,740 1,077,860 1,079,860 Intergovernmental
1,461,395 1,461,400 1,461,400 1,583,000 1,585,490 -----327,336 326,789 401,789 339,854 340,395 $ 3,290,785 $ 3,687,443 $ 3,762,443 $3,876,125 $3,932,170 Expenditures Interfund Payments
For Service DEPARTMENT TOTAL Salaries & Wages Personnel Benefits Services & Charges Capital Outlay 001.13 Human Resources 001 Human Resources FTEs 2014 2015 2016 2017 2018 Human Resources
FTEs 8.00 8.00 9.00 9.00 9.00 TOTAL HUMAN RESOURCES FTEs 8.00 8.00 9.00 9.00 9.00 Full Time Equivalent (FTE) 1.0 FTE -1.0 FTE was added to the Human Resources Department in 2016 via
Budget Amendment #4, Ordinance No. 6571. The position was for a Human Resources Coordinator. 128
2017-2018 Biennial Budget Section IV: Operating Budget WORKERS’ COMPENSATION FUND Mission Statement This fund provides time loss and medical benefits for employees who are affected by
an occupational injury or illness, offers risk management services, and provides quality benefits and stabilizes rates both to the City and the employee in an efficient and timely manner.
Division Overview The Workers’ Compensation Fund is part of the Risk Management Division, which administers four major insurance programs: civil liability, workers’ compensation, auto
and property coverage. This division provides risk identification, loss analysis, loss control recommendations, and risk financing. The division also administers several citywide training
and employee development programs. 2015 & 2016 Accomplishments • Built reserves to adequately fund existing and anticipated future claim expenses. • Renewed contract with a third-party
administer to provide workers’ compensation claim adjudication for injured employees. • Conducted an actuarial review of current funding and identified trends and fund solvency objectives
for future rate determination. • Continued to provide statutorily required workers’ compensation benefits to injured employees in a timely and cost effective manner. 2017 & 2018 Objectives
• Fund rates based upon an actuarial review and analysis that will establish a fund reserve to allow the City to stabilize future rates consistent with inflationary measures. • Continue
to provide workers’ compensation benefits to employees for new and existing claims. 129
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 503 503 503 503 503 OPERATING FUND: --563 563 OPERATING REVENUES 369.720 L&I Contributions -EE
37,115 43,000 43,000 39,000 39,400 369.730 L&I Contributions -ER 744,331 700,000 700,000 922,300 968,700 398.100 Insurance Recoveries 34,215 120,000 120,000 93,000 93,000 361.110 Investment
Income 899 100 100 2,600 2,600 399.100 Miscellaneous Revenue (27,564) ----TOTAL OPERATING REVENUES $ 788,996 $ 863,100 $ 863,100 $ 1,056,900 $ 1,103,700 OPERATING EXPENDITURES 580.000.10
Salaries & Wages 78,371 84,590 84,590 76,324 80,132 580.000.20 Benefits 164,827 367,005 367,005 364,638 367,336 580.000.30 Supplies -----580.000.40 Other Service Charges 234,745 402,715
402,715 409,815 415,215 580.000.50 Intergovernmental Services -----590.100.05 Net Increase in Restricted Assets (27,176) ----TOTAL OPERATING EXPENDITURES $ 450,767 $ 854,310 $ 854,310
$ 850,777 $ 862,683 REVENUES LESS EXPENDITURES $ 338,229 $ 8,790 $ 8,790 $ 206,123 $ 241,017 BEGINNING WORKING CAPITAL -January 1 440,004 778,233 778,233 787,022 993,145 ENDING WORKING
CAPITAL -December 31 778,233 787,022 787,022 993,145 1,234,162 NET CHANGE IN WORKING CAPITAL (*) $ 338,229 $ 8,790 $ 8,790 $ 206,123 $ 241,017 (*) Working Capital = Current Assets minus
Current Liabilities 2017 Budget 2018 Budget 503 Worker's Compensation 2015 Actual 2016 Amended Budget 2016 Estimated 130
Finance Director Shelley Coleman 24 F.T.E. Finance Department Administrative Assistant Payroll Accountant Financial Planning Manager Customer Care Representative (3) Financial Analyst
(3) Payroll Specialist (2) Assistant Director of Finance F.T.E. = Full Time Equivalent Solid Waste Customer Care Specialist Accounting Specialist-Utilities (2) Accountant Solid Waste
& Recycling SupervisorCustomer Care Manager -Utilities Customer Care Supervisor Accounting Specialist Accounting Specialist (2) Accounting Manager 131
132
2017-2018 Biennial Budget Section IV: Operating Budget FINANCE DEPARTMENT Mission Statement The Finance Department is dedicated to providing outstanding customer service to meet the
needs of citizens and City departments by providing timely and accurate financial information, safeguarding financial assets, and performing our duties ethically and with the greatest
integrity. Department Overview Major responsibilities include: financial and budgetary policy development, long-term financing and cash management, the functions of utility billing and
customer service, payroll, purchasing, and accounts payable and receivable. The department prepares a comprehensive annual financial report, and a biennial budget document. Other duties
include providing analytical support, accounting and budgeting advice to departments, overseeing the six-year Capital Facility Plan (CFP), and overseeing the Solid Waste services contract.
2015 & 2016 Accomplishments • Implemented Government Accounting Standards Board (GASB) No. 68, Accounting and Financial Reporting for Pensions. GASB 68 requires governments providing
defined benefit pensions to recognize their long-term obligation for pension benefits as a liability for the first time, and to more comprehensively and comparably measure the annual
costs of pension benefits. • Developed Request for Proposal (RFP) for banking services. • Implemented reporting to the Internal Revenue Service information regarding employee’s full-time
status and health coverage, as required under the Affordable Care Act. • In coordination with the IT and Parks Departments, participated in implementing the new point of sale system,
ActiveNet, for the Parks Department and the new merchant service, ETS, for the Golf Course. • Completed the 2015-2016 final budget and submitted documentation to Government Finance Officers
Association (GFOA) for the Distinguished Budget Presentation Award. • Prepared the 2015 and 2016 Comprehensive Annual Financial Reports (CAFRs) and submitted documentation to the GFOA
award program to receive the Certificate of Achievement for Excellence in Financial Reporting. • Updated the six-year Capital Facilities Plan (CFP) as part of the Comprehensive Plan.
• Updated the Revenue Manual in 2015. • Worked with State Auditor's Office for successful audit engagements. • Prepared and submitted the Local Revitalization Sales Tax Credit application
to the State of Washington. • Prepared and submitted the Annexation Sales Tax report to the State of Washington. • Prepared quarterly financial reports providing year-to-date detail
on citywide revenues and summarizing the City revenues and expenditures. • Managed the annual Senior Citizen/Disability Discount and Rebate program. • Billed $9,086,753 for grants in
2015 and $6,842,600 in 2016. • Administered the Federal Aviation Administration (FAA) grant for the Airport Asphalt Rehabilitation & Seal Coat and the Runway Enhancements projects in
2015. • Created new capital sub-funds for enterprise funds to better promote transparency in financial reporting. • In conjunction with CDPW, performed a review of utility rates in preparation
for cost of service and rate design work to be performed in 2017 and 2018. • Developed a new computer model to determine annual replacement costs for City vehicles. 133
2017-2018 Biennial Budget Section IV: Operating Budget 2017 & 2018 Objectives • Complete the 2017-2018 final budget and submit documentation to the Government Finance Officers Association
(GFOA) for the Distinguished Budget Presentation Award. • Prepare the 2016 and 2017 Comprehensive Annual Financial Reports (CAFRs). Submit documentation to the GFOA award program to
receive the Certificate of Achievement for Excellence in Financial Reporting. • Update the six-year Capital Facilities Plan as part of the Comprehensive Plan. • Work with State Auditor’s
Office for successful audit engagements. • Work with utility customers to convert more accounts to automated bill paying services (online, automated phone service, and autopay). • In
coordination with the Public Works Department, evaluate rate structure options for water and stormwater utility rates based on the results of the recently-completed cost of service analyses.
• In coordination with the Public Works Department, facilitate a rate design study for the water and stormwater utilities based on the outcome of the analysis of rate structure alternatives.
• Work with the Public Works Department to complete the implementation of an automated metering technology, generally referred to as the Water Utility Meter and Billing System Improvement
project – a three year capital project. • Issue Request for Bids (RFB) for contracted solid waste services. • Enter into a new contract for solid waste services. • Continue to review
and improve processes through lean strategies and other mechanisms. • Create and implement an online new customer application for utility customers. • Continue financing of utility capital
projects as needed. • Implement electronic archiving of accounts payable records, cash receipts, and bank reconciliation; integrating with Eden when appropriate. • Administer economic
development incentives when exercised by developers. • Administer utility tax audit. • Create new utility bill and change printing vendor. • Perform equipment rental rate study. • Perform
analysis of revenue options for Streets and Public Safety. • Review and revise current utility processes established in administrative policies and City Code (including tenant billings,
“snow bird” policy and fee structure). 134
2017-2018 Biennial Budget Section IV: Operating Budget Utility accounts receivable over 90 days as a percent of utility revenue is an important financial indicator because it demonstrates
the City's ability to efficiently collect its utility billing receivables. These percentages show the improved turnover ratio due to the implementation of a new collection policy and
process. Total Invoices Processed This statistic is used to track the productivity of the accounts payable department, and to ensure staffing is at proper levels to meet the City's ongoing
legal disbursement commitments. In 2013, the City implemented a Purchasing Card (PCard) program in an effort to provide convenience for its buyers and to reduce processing costs. As
an added benefit, the City receives quarterly rebates on total purchases that are made through the program. The success of the program is evidenced by the chart below which shows the
increase in invoices that are now being processed by PCards. PERFORMANCE MEASURES -FINANCE DEPARTMENT Utility Billing Online Payments In an effort to improve customer service and streamline
operations, the Finance Department implemented a 24-hour, online utility bill payment solution. As evidenced in the graph below, the adoption rate of this service has continued to grow
each year as more customers are utilizing web based services. Utilities Accounts Receivable Over 90 Days as a Percent of Utility Revenue 0 25,000 50,000 75,000 100,000 2013 2014 2015
2016 Est 2017 Goal 2018 Goal 60,406 66,120 72,300 77,360 88,453 97,293 Utility Billing Online Payments 0.00% 0.50% 1.00% 1.50% 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 0.93% 0.84%
0.73% 0.64% 0.56% 0.50% Accounts Receivable Over 90 Days as Percent of Utility Revenues -5,000 10,000 15,000 20,000 25,000 30,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 17,505 19,868
22,336 23,641 24,321 25,000 Invoices Processed Total Invoices Processed Pcard Invoices 135
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget Department Employees 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016
2,017 2,018 649,812 675,467 675,467 716,930 732,335 279,773 277,885 277,885 324,338 348,905 Supplies 8,942 12,500 12,500 12,500 12,500 121,365 175,510 175,510 179,570 185,270 Intergovernmental
----------161,362 159,410 159,410 176,196 180,821 $1,221,253 $ 1,300,773 $ 1,300,773 $ 1,409,534 $ 1,459,831 Interfund Payments For Service DEPARTMENT TOTAL Salaries & Wages Personnel
Benefits Services & Charges Capital Outlay 001.14 Finance Expenditures 001/434 Finance FTEs 2014 2015 2016 2017 2018 Finance FTEs 23.00 22.00 22.00 22.00 22.00 Solid Waste FTEs 2.00
2.00 2.00 2.00 2.00 TOTAL FINANCE FTEs 25.00 24.00 24.00 24.00 24.00 Full Time Equivalent (FTE) -1.0 FTE -In 2015, the Finance Department gave up 1.0 FTE to the Public Works/Engineering
Department. 136
2017-2018 Biennial Budget Section IV: Operating Budget NON-DEPARTMENTAL Department Overview Non-Departmental accounts are used to reflect the General Fund’s ending fund balance, prior
year adjustments, the transfer of money between funds, and one-time transactions. Estimated costs for the General Fund portion of retiring employees are budgeted in this department as
are Law Enforcement Officer and Fire Fighter (LEOFF 1) Other Post-Employment Benefits (OPEB) requirements and long-term debt payments. During the course of the year, anticipated expenditures
will be transferred from the beginning fund balance while revenues will be added. The ending fund balance reflects the target figure for the ending balance. Since the budget will be
adopted before the actual current-year ending figure is known, the amount has been estimated. 2015 & 2016 Accomplishments • Continued to fund Law Enforcement Officer and Fire Fighter
(LEOFF 1) retiree medical and long-term care expenditures. • Continued to fund retirement payouts. • Continued to provide funding for general citywide services. • Funded the City’s share
of the Auburn Valley Humane Society (AVHS). • Funded the final debt payment for the 2010 Refunding GO Bonds for the Valley Communications debt service in 2015. 2017 & 2018 Objectives
• Continue to fund LEOFF 1 retiree medical and long-term care expenditures. • Continue to fund retirement payouts. • Continue to provide funding for general Citywide services. • Continue
to fund the City’s share of the Auburn Valley Humane Society (AVHS). • Fund debt payments for the Library, Golf Course, and Cemetery. • Provide funds for Citywide program improvements.
137
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 227,870
161,511 27,000 198,315 205,980 843,145 1,315,619 589,700 1,169,299 1,223,359 Supplies -----497,371 1,123,954 534,383 1,476,100 2,000,600 Operating Transfers Out 3,528,044 2,826,622 2,826,622
1,360,476 1,785,204 -----220,000 39,686 39,686 --8,800 22,236 22,236 -------Designated Fund Balance 144,825 144,825 144,825 221,614 221,614 Undesignated Fund Balance 19,421,941 11,121,906
16,046,906 12,401,695 5,633,461 $24,891,997 $16,756,358 $20,231,358 $16,827,499 $ 11,070,218 Debt Service Interest Interfund Payments For Service DEPARTMENT TOTAL Salaries & Wages Personnel
Benefits Services & Charges Capital Outlay Debt Service Principal 001.98 Non Departmental Expenditures 138
2017-2018 Biennial Budget Section IV: Operating Budget SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally
restricted. The Finance Department is responsible for the budget in the following special revenue funds: • Fund 122 -The Cumulative Reserve Fund accumulates excess reserves for counter-cyclical
purposes (“Rainy Day”) and capital purposes. • Fund 124 -Mitigation Fees Fund accounts for fees paid by developers toward the cost of future improvements to City infrastructure, which
are required to provide for additional demands generated by new development. 2015 & 2016 Accomplishments • Continued to collect, monitor and distribute legally restricted revenue sources.
• Administered use of mitigation fees to provide for City infrastructure improvements. • Transferred cash reserves of $2.8 million in 2015 and $1.5 million in 2016 from the General Fund
to the Cumulative Reserve Fund. • Made the fifth and final interfund loan payment in 2016 from the Cumulative Reserve Fund to the Innovation and Technology Fund and the Equipment Rental
Fund. • Purchased the King County Public Health Building in 2016, which will house the Auburn Arts and Culture Center. • Maintained Cumulative Reserve Fund to provide stability during
economic downturns and for capital purposes. 2017 & 2018 Objectives • Continue to collect, monitor and distribute legally restricted revenue sources. • Maintain Cumulative Reserve Fund
to provide stability during economic downturns and for capital purposes. • Administer use of mitigation fees to provide for City infrastructure improvements. 139
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Funds 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 5,599,686
7,985,297 7,985,297 7,546,199 7,366,699 15,717 14,200 14,200 20,500 20,500 2,800,000 1,500,000 1,500,000 --$8,415,403 $9,499,497 $9,499,497 $7,566,699 $7,387,199 ----------430,106 1,953,298
1,953,298 200,000 250,000 7,985,297 7,546,199 7,546,199 7,366,699 7,137,199 $8,415,403 $9,499,497 $9,499,497 $7,566,699 $7,387,199 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017
Budget 2018 Budget Innovation & Technology Loan Payment 100,160 104,000 104,000 --Equipment Rental Loan Payment 100,160 104,000 104,000 --Cemetery Cash Flow Needs -300,000 300,000 200,000
250,000 Auburn Community and Event Center -796,084 796,084 --King County Public Health Building -425,000 425,000 --Golf Course Equipment Purchases 229,786 224,214 224,214 --$ 430,106
$1,953,298 $1,953,298 $ 200,000 $ 250,000 Ending Fund Balance Total Expenditures Transfers Out Summary* Total Transfers Out Operating Transfers Out* Beginning Fund Balance 122 Cumulative
Reserve Revenues Expenditures Miscellaneous Revenue Operating Transfers In Total Revenues Debt Service Principal -Valley Com Debt Service Interest -Valley Com 140
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Funds 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 4,900,511
5,776,255 5,776,255 4,181,247 4,336,366 Beginning Fund Balance -Undesignated -78,115 78,115 93,115 93,115 230,823 350,000 100,000 100,000 100,000 Wetland Mitigation Fees -----1,016,641
800,000 800,000 800,000 800,000 -----11,492 15,000 15,000 12,000 12,000 ----------730,625 75,000 75,000 600,000 600,000 Park Mitigation Fees 158,311 ----Investment Income 8,428 4,890
4,890 8,200 8,200 -400,000 400,000 --$ 7,056,832 $ 7,499,259 $ 7,249,259 $ 5,794,562 $ 5,949,681 460,000 400,000 50,000 50,000 50,000 742,463 3,540,845 2,924,898 1,315,081 1,169,817
5,854,369 3,465,300 4,181,247 4,336,366 4,636,749 -93,115 93,115 93,115 93,115 $ 7,056,832 $ 7,499,259 $ 7,249,259 $ 5,794,562 $ 5,949,681 2015 Actual 2016 Adju sted Budget 2016 Estimate
2017 Budget 2018 Budget To Gen Fund -School Impact Admin Fees 51,754 61,626 61,626 --To Fund 102 -Impact Fees 620,333 3,006,075 2,670,128 718,511 1,005,817 To Fund 102 -Mitigation Fees
15,624 153,144 123,144 -34,000 To Fund 102 -Transportation Impact Fees -----To Fund 321 -Park Impact Fees 14,585 300,000 50,000 545,000 125,000 To Fund 321 -Park Mitigation Fees 25,000
----To Fund 328 -Traffic Impact Fees 15,167 20,000 20,000 20,000 -To Fund 328 -Wetland Mitigation Fees ---31,570 5,000 $ 742,463 $ 3,540,845 $ 2,924,898 $ 1,315,081 $ 1,169,817 Ending
Fund Balance -Undesignated Total Expenditures Transfers Out Summary* Total Transfers Out Operating Transfers Out* Expenditures Intergovernmental Services Transfers In Total Revenues
Beginning Fund Balance -Designated Fire Impact Fees Transportation Impact Fees Truck Impact Fees School Impact Admin Fees Ending Fund Balance -Designated 124 Mitigation Fees Revenues
Lakeland Fire Mitigation Fees Traffic Mitigation Fees Parks Impact Fees 141
2017-2018 Biennial Budget Section IV: Operating Budget DEBT SERVICE FUNDS Debt Service funds account for the payment of outstanding long-term general obligations of the City. The City
has seven Debt Service Funds: the Library Bond Refunding Debt Fund, City Hall Annex Bond Fund, the Local Revitalization Bond Fund, the SCORE (South Correctional Entity) Bond Fund, the
Local Improvement District (LID) Guarantee Fund, the Local Improvement District (LID) 350 Fund, and the Golf/Cemetery Refunding Debt 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.
2015 & 2016 Accomplishments • Made timely payment of principal and interest on outstanding debt issues. • Continued accounting for existing LID funds including closing out funds for
completed LIDs. 2017 & 2018 Objectives • Make timely payment of principal and interest on outstanding debt issues. • Continue accounting for existing LID funds including closing out
funds for completed LIDs. 142
2017-2018 Biennial Budget Section IV: Operating Budget DEBT SERVICE FUND 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 -----38
----279,462 285,100 285,100 283,850 282,150 $ 279,500 $ 285,100 $ 285,100 $ 283,850 $ 282,150 -----235,000 250,000 250,000 260,000 270,000 44,500 35,100 35,100 23,850 12,150 -----$ 279,500
$ 285,100 $ 285,100 $ 283,850 $ 282,150 Ending Fund Balance Total Expenditures Debt Service Interest Expenditures Services & Charges Investment Income Operating Transfers In Total Revenues
Beginning Fund Balance 229 Library Bond . Refunding Debt Revenues Debt Service Principal DEBT SERVICE FUND 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015
2,016 2,016 2,017 2,018 ----------377,675 371,390 371,390 393,117 385,042 1,318,242 1,317,054 1,317,054 1,290,075 1,290,078 $1,695,917 $1,688,444 $1,688,444 $1,683,192 $1,675,120 535,000
545,000 545,000 560,000 575,000 1,160,917 1,143,444 1,143,444 1,123,192 1,100,120 -----$1,695,917 $1,688,444 $1,688,444 $1,683,192 $1,675,120 Ending Fund Balance Total Expenditures Beginning
Fund Balance 230 City Hall Annex . 2010 A&B Bond Debt Revenues Debt Service Interest Expenditures Debt Service Principal Investment Income BAB Subsidy Operating Transfers In Total Revenues
143
2017-2018 Biennial Budget Section IV: Operating Budget DEBT SERVICE FUND 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 -20 ---255,695
241,300 250,000 250,000 250,000 155 20 20 60 60 121,872 119,341 119,341 116,501 113,426 216,895 231,791 223,071 222,510 226,109 $ 594,617 $ 592,472 $ 592,432 $ 589,071 $ 589,595 220,000
225,000 225,000 230,000 240,000 374,617 367,432 367,432 359,071 349,595 -40 ---$ 594,617 $ 592,472 $ 592,432 $ 589,071 $ 589,595 Ending Fund Balance Total Expenditures Debt Service Principal
Debt Service Interest Expenditures Investment Income BAB Subsidy Operating Transfers In Total Revenues Beginning Fund Balance LRF Sales Tax Credit 231 Local Revitalization . 2010 C&D
Bond Debt Revenues DEBT SERVICE FUND 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 -------------437,918 427,335 ---110,038 109,928
---1,485,518 1,484,031 -----$ -$ -$ -$2,033,474 $2,021,294 ---649,600 669,900 ---1,383,874 1,351,394 -----$ -$ -$ -$2,033,474 $2,021,294 238 SCORE . 2009 A&B Bond Debt Revenues Expenditures
Debt Service Principal Debt Service Interest Beginning Fund Balance Investment Income SCORE Contract Cities Revenue Operating Transfers In Total Revenues Ending Fund Balance Total Expenditures
BAB Subsidy Interlocal Grants -Host City 144
2017-2018 Biennial Budget Section IV: Operating Budget DEBT SERVICE FUND 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 24,547
22,569 1,582 --29 20 20 --449 ----$ 25,025 $ 22,589 $ 1,602 $ -$ -23,443 2,000 1,602 -------1,582 20,589 ---$ 25,025 $ 22,589 $ 1,602 $ -$ -Ending Fund Balance Total Expenditures Beginning
Fund Balance 249 LID Guarantee Revenues Debt Service Interest Expenditures Operating Transfers Out Investment Income Operating Transfers In Total Revenues DEBT SERVICE FUND 2015 Actual
2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 9,859 9,869 11,696 11,706 11,959 24 10 10 40 40 7,494 5,961 5,961 6,259 6,572 1,564 1,285 1,285
1,200 1,200 $ 18,942 $ 17,125 $ 18,952 $ 19,205 $ 19,771 5,677 5,961 5,961 6,259 6,572 1,568 1,285 1,285 987 674 11,696 9,879 11,706 11,959 12,525 $ 18,942 $ 17,125 $ 18,952 $ 19,205
$ 19,771 Ending Fund Balance Total Expenditures Beginning Fund Balance 275 LID #350 Revenues Special Assessment Interest Special Assessment Principal Expenditures Investment Income Special
Assessment Principal Special Assessment Interest & Penalties Total Revenues 145
2017-2018 Biennial Budget Section IV: Operating Budget DEBT SERVICE FUND 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 ------------------554,393
554,367 $ -$ -$ -$ 554,393 $ 554,367 ---494,872 502,962 ---59,521 51,405 -----$ -$ -$ -$ 554,393 $ 554,367 Ending Fund Balance Total Expenditures Debt Service Principal Debt Service
Interest Beginning Fund Balance Investment Income Other Income Operating Transfers In Total Revenues 276 Golf/Cemetery Refunding Debt Service Revenues Expenditures 146
2017-2018 Biennial Budget Section IV: Operating Budget CAPITAL IMPROVEMENT FUND The Capital Improvement Fund (Fund 328) manages the proceeds of grants, Real Estate Excise Tax (REET),
and transfers from other funds. All funds are used for capital projects or major equipment purchases. The Finance Department is responsible for the budget in this capital fund. 2015
& 2016 Accomplishments • Transferred out Real Estate Excise Tax (REET2) funds to support Local and Arterial Streets programs and transferred REET funds for debt service on Annex and
Local Revitalization bonds. • Provided funding for transportation and sidewalk improvement programs. • Completed the Auburn Community and Event Center. • Provide funding for the Green
River Park design and the Les Gove Campus Master Plan. • Continued to provide funding for facility improvements. 2017 & 2018 Objectives • Transfer out Real Estate Excise Tax (REET) funds
for debt service on Annex and Local Revitalization bonds. • Provide funding for transportation and sidewalk improvement programs. • Provide funding for the Auburn Environmental Park
Boardwalk phase 2 and the Wayfinding Program. • Provide funding for Mary Olson Farm Watts property acquisition, Lakeland Hills Nature area project and Game Farm Drainage Improvements
project. • Design and construct the downtown Auburn Arts and Culture Center funded by State and interlocal grants. 147
2017-2018 Biennial Budget Section IV: Operating Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 9,680,897 11,990,982 11,990,982 7,347,302 7,797,299 2,277,608
1,400,000 1,600,000 1,400,000 1,200,000 2,277,607 1,400,000 1,600,000 1,400,000 1,200,000 83,727 310,000 -293,000 1,437,000 18,129 9,285 20,285 21,285 21,285 5,677 5,961 5,961 6,259
6,572 Miscellaneous Revenue 17,952 30,000 30,000 --Sales of Fixed Assets -----15,167 865,000 785,000 51,570 5,000 $ 14,376,765 $ 16,011,228 $ 16,032,228 $ 10,519,416 $ 11,667,156 -250,000
120,000 ---180,000 100,000 -----31,570 5,000 -75,000 40,000 35,000 800,000 -111,300 -25,000 35,000 49,158 413,000 203,000 323,000 667,000 83,727 400,000 400,000 --25,301 592,359 492,359
20,000 -347,018 645,379 795,379 675,000 725,000 1,017,846 2,044,783 2,044,783 925,037 1,250,039 862,733 1,193,408 1,034,708 687,510 533,109 Operating Transfers Out -Other -3,454,697
3,454,697 --11,990,982 6,651,302 7,347,302 7,797,299 7,652,008 $ 14,376,765 $ 16,011,228 $ 16,032,228 $ 10,519,416 $ 11,667,156 Ending Fund Balance Total Expenditures Operating Transfers
Out -REET 2 Expenditures Operating Transfers Out -REET 1 Property Expenditures Public Works Projects Transportation Projects -REET 2 Contributions & Donations Operating Transfers In
Total Revenues Council Chamber Remodel City Hall Replacement Generator City Wetland Mitigation AEP Boardwalk Phase 2 Downtown Wayfinding Program Parks Projects Beginning Fund Balance
REET 1 REET 2 Grants Investment Income 328 Capital Improvements Revenues 148
2017-2018 Biennial Budget Section IV: Operating Budget LOCAL REVITALIZATION FUND The Local Revitalization Fund (Fund 330) accounts for projects within the designated local revitalization
boundary. Funding was established by Senate Bill 5045, which designated the City of Auburn as a demonstration project. Through the State, local revitalization funding provides the City
with $250,000 annually for 25 years to construct infrastructure projects within the designated revitalization boundary. The financing is a credit against the State’s portion of sales/use
tax. The goal of Local Revitalization funding is to stimulate economic growth and future development through the infrastructure improvements. 2015 & 2016 Accomplishments • Completed
the Main Street Streetscape Urban Design project. • Began the design of the City Downtown Public Parking Lot Reconfiguration project. 2017 & 2018 Objectives • Complete the construction
of the City Downtown Public Parking Lot Reconfiguration project. 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 557,939 464,551
464,551 325,651 ------763 -1,100 600 ------$ 558,701 $ 464,551 $ 465,651 $ 326,251 $ -542 ----215 ----93,394 464,551 140,000 326,251 -464,551 -325,651 --$ 558,701 $ 464,551 $ 465,651
$ 326,251 $ -Ending Fund Balance Total Expenditures Personnel Benefits Capital Outlay Expenditures Salaries & Wages Operating Transfers In Total Revenues Beginning Fund Balance Grants
Investment Income 330 Local Revitalization Revenues 149
150
2017-2018 Biennial Budget Section IV: Operating Budget SOLID WASTE UTILITY DIVISION Mission Statement The Solid Waste Division provides environmentally sound and safe disposal of solid
and hazardous waste and provides waste reduction and recycling opportunities to increase public awareness within the City of Auburn. Department Overview The City contracts with Waste
Management for solid waste collection, with City staff responsible for overall management, customer service, and billings. The City also has a franchise agreement with Republic Services
in the annexed areas of Lea Hill and West Hill. The City contracts with King County for disposal of solid waste materials. The Solid Waste Utility Division encourages community participation
in Auburn’s solid waste programs by proactively managing and monitoring the daily activities of the solid waste contractors; continually assessing the regulatory and political climate
pertaining to solid and hazardous waste collection and disposal, recycling and waste prevention; and reviewing the adequacy of our annual level of service to meet community needs. 2015
& 2016 Accomplishments • Maintained residential recycling and compostables diversion rate over 49%. • The average participation rate in residential recycling and compostables collection
increased to 95%. • The City’s total recycling and compostables diversion rate dropped one-half percentage to 27.5%, excluding private vendor recycling and composting services. • Assisted
Waste Management with promotion of the “Business and Multifamily Recycling Programs.” • Business recycling participation increased to 80% and multifamily recycling participation increased
to 95%. • Gave “Recycling & Waste Prevention” and “Worm Composting” presentations to elementary students in the Auburn School District (ASD) in 2015 and 2016. • Created and provided
a new “Waste Reduction and Recycling” elementary school presentation to elementary students in the ASD in 2016. • Provide “Lunchtime Recycling Activity” events for secondary schools
in the ASD in 2015 and created a new “Lunchtime Waste Audit Activity” in 2016. • Delivered one “Powerful Choices” presentation to Auburn Middle School in 2015. • Conducted a “Green Team
Academy” for ASD students, staff and administration in 2015 and a “Landfill and Recycling Field Trip” for staff and administration in 2016. • Provided funding support for two Natural
Yard Care Workshop series to the North Auburn Valley and West Hill neighborhoods in 2015 and the Lea Hill neighborhood in 2016. • Provided funding for four King County Special Recycling
Collection Events for residents. • Held a Sustainable Movie Night event for the community which included educational tables and the movie “Trashed.” • Held “Green Living Event & Workshops”
in 2015 and a “Sustainable Living Field Trips, Workshop & Virtual Tour Series” in 2016 for residents. • Created new education display boards and materials for events with a new outreach
message “Sustainable Auburn: Meeting the needs of present and future generations.” • Added a new “Citizen Look Up Tool” to the Solid Waste website for residents to easily find collection
information. • Provided a 24-hour cooking oil collection station for residential use. • Conducted recycle cart checks with leave-behind recycling education to four mobile home parks,
including White River and Forest Villa mobile home parks in 2015, and Wildwood Estates and Auburn Manor mobile home park in 2016. • Continued to promote reuse by sponsoring the annual
“Community Yard Sale” event. 151
2017-2018 Biennial Budget Section IV: Operating Budget • Continued to promote recycling by offering the annual “Bulky Item Collection,” “Christmas Tree Recycling” and “Styrofoam Collection”
events. • Created a new food waste reduction and donation outreach program to businesses in 2016. • Continued to provide citizens with access to recycling at most City facilities and
parks. • Continued collecting food and food-soiled paper (compostables) at most City facilities. • Sponsored two Chamber of Commerce luncheons. • Provided waste reduction, recycling
and household hazardous waste outreach at: Kids Day, AuburnFest, Auburn’s International Farmers Market, Auburn Senior Wellness Fair, Petpalooza, King County Latino Health Fair, YMCA
Healthy Kids Day, and the Auburn School District Building Bridges Event. 2017 & 2018 Objectives • Increase the residential recycling and compostables diversion rate over 51%. • Increase
the total City recycling and compostables diversion rate to 30% (excluding private vendor recycling and composting services). • Continue to provide citizens with access to recycling
at most City facilities and parks. • Continue to maintain recycling at most City special events in conjunction with the Parks Department. • Continue to provide cooking oil collection,
bulky item collection, Styrofoam collection, Christmas tree collection and two King County special collection events each year. • Reduce improper hazardous waste disposal by promoting
the King County Hazardous Wastemobile. • Continue to support Waste Management’s outreach and education efforts to multifamily and business customers. • Continue to work with both haulers
to reduce contamination in recycling and compostable containers. • Continue to provide funding support for the Neighborhood Natural Yard Care Workshops. • Continue to maintain the Solid
Waste & Recycling webpages for customers. • Create and implement University of Washington Livable Cities Auburn School District Food Waste Reduction and Donation project in 2017. • Create
an outreach campaign to reduce illegal dumping in conjunction with other City departments. • Create a City Facility recycling collection program in conjunction with other City departments
for batteries, other small hazardous waste materials, and office equipment. • Collaborate with Environmental Services and other City departments to promote sustainability to City of
Auburn employees and the residents of Auburn. • Implement the new 2018 Comprehensive Garbage, Recyclables, and Compostables Collection Contract. • Continue participating in the regional
workgroups, meetings and events discussing contamination reduction, outreach for recycling and organics, and other issues involving solid waste. 152
2017-2018 Biennial Budget Section IV: Operating Budget City of Auburn residents diverted approximately 49% of their waste from the landfill. The City anticipates residential diversion
will begin to increase again due to increased outreach efforts regarding food waste diversion. The totals include the East Lea Hill and West Hill annexation areas. PERFORMANCE MEASURES
-SOLID WASTE FUND Tons of Residential & Commercial Garbage Collected The City of Auburn garbage tonnage continues to increase. New homes are being built in multiple areas of the City
and the economy is slowly improving which will keep tonnage rising in 2017 and 2018. The totals include East Lea Hill and West Hill annexation areas. Tons of Recycling & Yard Waste Collected
The City of Auburn recycling tonnage continues to steadily increase. The yard waste tonnage declined in 2015, but with multiple outreach efforts focusing on food waste diversion those
numbers should begin to increase again. The totals include the East Lea Hill and West Hill annexation areas. Residential Diversion Rate 0 12,000 24,000 36,000 48,000 60,000 2013 2014
2015 2016 Est 2017 Goal 2018 Goal 41,222 42,958 41,222 46,389 47,213 48,157 Tons of Garbage Collected 0 7,000 14,000 21,000 28,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 16,754
18,206 18,149 18,946 19,323 20,193 Tons of Recycling & Yard Waste Collected 0% 25% 50% 75% 100% 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 55% 54% 52% 49% 50% 51% Residential Diversion
Rate 153
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget OPERATING FUND: --464 464 OPERATING REVENUES 343.750 Garbage Service 11,216,129 10,968,600 10,968,600
12,190,900 12,987,200 343.752 Yard Waste 1,052,951 989,900 989,900 1,068,000 1,240,500 343.780/790 Refuse, City, & Excise Tax 993,603 963,000 963,000 1,068,700 1,146,800 343.770 Household
Hazardous Waste 382,519 420,600 420,600 387,900 483,850 343.760 Late Penalties 125,604 125,000 125,000 125,000 135,000 361.110 Investment Income 3,908 1,300 1,300 9,000 9,000 334 & 337
Grants 106,286 138,990 109,000 63,000 63,500 369.900 Miscellaneous Revenue (204,911) ----TOTAL OPERATING REVENUES $ 13,676,089 $ 13,607,390 $ 13,577,400 $ 14,912,500 $ 16,065,850 OPERATING
EXPENDITURES 537.000.10 Salaries & Wages 399,108 406,645 406,645 325,910 338,607 537.000.20 Benefits 179,439 206,181 206,181 147,414 159,096 537.000.30 Supplies 24,031 37,190 34,200
33,000 33,400 537.000.40 Other Service Charges 11,798,507 12,360,075 12,033,075 13,546,965 14,587,795 537.000.50 Intergovernmental Services 382,544 420,600 420,600 363,600 458,750 590.100.05
Net Increase in Restricted Assets (198,587) ----535.000.90 Interfund Payments for Service 105,384 104,209 104,209 111,587 114,279 TOTAL OPERATING EXPENDITURES $ 12,690,426 $ 13,534,900
$ 13,204,910 $ 14,528,476 $ 15,691,927 REVENUES LESS EXPENDITURES $ 985,663 $ 72,490 $ 372,490 $ 384,024 $ 373,923 BEGINNING WORKING CAPITAL -January 1 2,491,724 3,477,387 3,477,387
3,849,877 4,233,901 ENDING WORKING CAPITAL -December 31 3,477,387 3,549,877 3,849,877 4,233,901 4,607,824 NET CHANGE IN WORKING CAPITAL (*) $ 985,663 $ 72,490 $ 372,490 $ 384,024 $ 373,923
(*) Working Capital = Current Assets minus Current Liabilities 2017 Budget 2018 Budget 434 Solid Waste 2015 Actual 2016 Amended Budget 2016 Estimated Department Employees 434 Solid Waste
FTEs 2014 2015 2016 2017 2018 Solid Waste FTEs* 2.00 2.00 2.00 2.00 2.00 TOTAL SOLID WASTE FTEs 2.00 2.00 2.00 2.00 2.00 Full Time Equivalent (FTE) *These FTEs are previously reported
in the Finance Department. 154
2017-2018 Biennial Budget Section IV: Operating Budget INSURANCE The Insurance Fund is maintained to pay unemployment insurance claims and to pay for property and liability losses that
either fall below the City’s deductible level or for which the City has no coverage. 2015 & 2016 Accomplishments • Evaluated cost saving measures while maintaining quality insurance
coverage. • Continued to maintain adequate reserves to meet uninsured costs. • Evaluated policies and procedures to help control loss issues. 2017 & 2018 Objectives • Continue to evaluate
cost saving measures while maintaining quality insurance coverage. • Continue to maintain adequate reserves to meet uninsured costs. • Continue to evaluate policies and procedures to
help control loss issues. 155
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 501 501 501 501 501 OPERATING FUND: --561 561 OPERATING REVENUES 397.100 Operating Transfers In
-----361.110 Investment Income 1,662 1,000 1,000 1,500 1,500 399.100 Miscellaneous Revenue -----TOTAL OPERATING REVENUES $ 1,662 $ 1,000 $ 1,000 $ 1,500 $ 1,500 OPERATING EXPENDITURES
517.000.10 Salaries & Wages -----517.000.20 Benefits 121,055 215,000 215,000 225,750 237,000 517.000.30 Supplies -----517.000.40 Other Service Charges 4,075 3,900 3,900 4,230 4,230 517.000.50
Intergovernmental Services -----TOTAL OPERATING EXPENDITURES $ 125,131 $ 218,900 $ 218,900 $ 229,980 $ 241,230 REVENUES LESS EXPENDITURES $ (123,468) $ (217,900) $ (217,900) $ (228,480)
$ (239,730) BEGINNING WORKING CAPITAL -January 1 1,654,057 1,530,589 1,530,589 1,312,689 1,084,209 ENDING WORKING CAPITAL -December 31 1,530,588 1,312,689 1,312,689 1,084,209 844,479
NET CHANGE IN WORKING CAPITAL (*) $ (123,468) $ (217,900) $ (217,900) $ (228,480) $ (239,730) (*) Working Capital = Current Assets minus Current Liabilities 2017 Budget 2018 Budget 501
Insurance 2015 Actual 2016 Amended Budget 2016 Estimated 156
2017-2018 Biennial Budget Section IV: Operating Budget FIDUCIARY FUNDS Fiduciary funds are used to report assets held in a trustee or agency capacity for others and cannot be used to
support the City’s own programs. The City has two fiduciary funds: Fund 611 – Fire Relief and Pension Fund provides a pension for eligible firefighters. Fund 651 – Agency Fund, accounting
for resources held in a purely custodial capacity; this fund is not budgeted. 2015 & 2016 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. 2017 & 2018 Objectives • Continue to provide pension benefits to eligible
firefighters. • Maximize interest earnings to support the Fire Relief and Pension Fund. • Provide accountability for custodial funds. Fiduciary Fund 2015 Actual 2016 Adju sted Budget
2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017.00 2,018 2,609,462 2,512,557 2,512,557 2,417,899 2,324,182 75,702 70,000 70,000 75,000 75,000 Investment Income 26,974 6,000
6,000 9,000 9,000 Unrealized Gain (Loss) on Investment (21,909) ---------$2,690,230 $2,588,557 $2,588,557 $2,501,899 $2,408,182 167,397 160,818 160,818 166,866 167,085 3,615 3,840 3,840
3,851 4,140 6,660 6,000 6,000 7,000 7,000 2,512,557 2,417,899 2,417,899 2,324,182 2,229,957 $2,690,230 $2,588,557 $2,588,557 $2,501,899 $2,408,182 Beginning Fund Balance 611 Fire Pension
Revenues Personnel Benefits Services & Charges Expenditures Salaries & Wages Fire Insurance Prevention Tax Operating Transfers In Total Revenues Ending Fund Balance Total Expenditures
157
2017-2018 Biennial Budget Section IV: Operating Budget PERMANENT FUNDS Permanent funds are used to report resources that are legally restricted to the extent that only earnings, and
not principal, may be used for purposes that support the City’s programs. The City has one permanent fund: Fund 701 -Cemetery Endowment Care Fund, which accounts for nonexpendable investments
held by the City’s trustee. The interest earned on investments can be used only for preservation and capital projects at the cemetery. 2015 & 2016 Accomplishments • Provided accountability
for resources held in trust by the City. • Continued to maximize interest earnings. 2017 & 2018 Objectives • Provide accountability for resources held in trust by the City. • Continue
to maximize interest earnings. Permanent Fund 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017.00 2,018 1,574,148 1,615,706 1,615,706 1,648,706
1,686,506 Beginning Fund Balance -Undesignated 95,500 70,573 70,573 71,773 71,773 Lot Sales 41,559 33,000 33,000 35,000 37,000 5,073 1,200 1,200 2,800 2,900 $1,716,280 $1,720,479 $1,720,479
$1,758,279 $1,798,179 30,000 ----1,574,148 1,648,706 1,648,706 1,686,506 1,726,406 112,132 71,773 71,773 71,773 71,773 $1,716,280 $1,720,479 $1,720,479 $1,758,279 $1,798,179 Beginning
Fund Balance -Designated 701 Cemetery Endowment Revenues Ending Fund Balance -Designated Expenditures Operating Transfers Out Investment Income Total Revenues Ending Fund Balance -Undesignated
Total Expenditures 158
Legal Department Paralegal F.T.E. = Full Time Equivalent City Attorney Dan Heid 15 F.T.E City Clerk Deputy City Clerk Assistant City Attorney (2) Lead ProsecutorDomestic Violence Victims
Advocate Legal Assistant (2) Records Clerk (2) Prosecutors (3) 159
160
2017-2018 Biennial Budget Section IV: Operating Budget LEGAL DEPARTMENT Mission Statement The mission of the Legal Department is to provide accurate and timely legal advice and information
to the City, represent the City with great tenacity and integrity in all civil and criminal litigation, and provide considerate and thoughtful customer service to other departments and
the public, both individually and as a whole. Department Overview This department consists of the Legal Department and the City Clerk’s office. The Legal Department represents the City
in all litigation, including civil and criminal misdemeanor cases. The department prepares ordinances, resolutions, petitions, contracts, leases, easements, deeds, notices and other
legal documents, and provides legal counsel and advice to the City. The department prosecutes criminal cases in the King County District Court as well as prosecutes and/or defends civil
actions brought by or against the City. Responsibilities of the City Clerk Division include monitoring various legal matters; acting as a central repository for all municipal records;
processing claims for damages; processing requests for public records and public information; processing passport applications, ordinance codification, and preparing City Council and
LEOFF (Law Enforcement Officers and Fire Fighters) Board agendas and minutes. 2015 & 2016 Accomplishments • Focused on and strived for courteous, prompt and responsible customer service
to those with whom we came in contact in our City responsibilities. • Continued level of customer service by responding to public record requests within five business days. • Continued
work with the Police Department and the District Court to develop procedures to enhance effective pursuit of prosecution cases. • Provided legal updates to City departments and employees
on public records. • Provided updates and training to the Police Department on new laws and case decisions to enhance effective prosecution and to assist police on ever-changing legal
issues. • Continued work with City departments to develop procedures to enhance effective representation of legal issues on the City’s behalf. • Continued work with the court and public
defender (and defense bar) to better handle caseload management and streamline court processes to improve both public access to the courts and adjudication of cases. • Worked with the
Mayor and City staff, as well as regional and State participants, to review proposed legislative bills and develop strategies for and responses to legislative bills in order to enhance
the ability of Auburn and other cities in the State to carry out their municipal responsibilities. • Worked with the Police Department, attorneys and law enforcement agencies of neighboring
communities to address regional criminal justice and law enforcement needs. • Implemented Laserfiche Electronic Records Management System to allow destruction of nonarchival paper records
after imaging. • Worked with local and regional service providers to address needs of victims of domestic violence. • Developed and proposed new ordinances for adoption by the City Council
to address the ongoing needs of the City and its citizens. 161
2017-2018 Biennial Budget Section IV: Operating Budget 2017 & 2018 Objectives • Work with other departments to identify non-archival paper records eligible for destruction after being
imaged for inclusion in the Laserfiche Electronic Records Management System. • Develop and refine prosecution strategies, including standard dispositional recommendations, to approach
cases in the District Court and to enhance prosecution effectiveness. • Work with City Council to implement SMART (Specific, Measurable, Attainable, Relevant and Time-bound) goals. •
Continue working with local and regional service providers to assemble a support network to address needs of victims of domestic violence, including pursuit of the one-stop concept.
• Work with the Mayor, City Council and City departments to proactively develop recommended language for updating and amending ordinances and City code sections to assure that the codes
are as useful as they can be to meet the needs of the City within the parameters of State law. • Work with the Mayor, City departments and Risk Management to develop procedures to enhance
effective representation of legal issues on the City’s behalf. • Continue the level of customer service by responding to public record requests within five business days. • Continue
working with attorneys and city clerks from neighboring cities, as well as municipal associations, to address regional and Statewide municipal issues. • Continue work with the Mayor
and City staff, as well as the regional and State participants, to develop strategies for legislative bills to enhance the ability of Auburn and other cities in the State to carry out
their municipal responsibilities. • Continue work with the court and public defender (and defense bar) to better handle caseload management and streamline court processes to improve
public access to the courts and adjudication of cases. • Continue work with the Police Department and King County court services to develop procedures to enhance effective pursuit of
prosecution cases. • Continue work with local and regional service providers to address needs of victims of domestic violence. • Work with IT and other departments of the City to facilitate
convenient access to ordinances, resolutions and other public records via the City’s website. • Implement new agenda manager system to provide a more flexible and streamlined agenda
preparation and improve work flow. • Implement new public records request tracking software and public portal for online public record requests. 162
2017-2018 Biennial Budget Section IV: Operating Budget Criminal charges in cas es involving S tate law are of two types -mis demeanors and felonies . Mis demeanor offens es are punis
hable by impris onment for a term of not more than one year and inc lude minor as s aults , theft and driving under the influence. This graph illus trates the number of c riminal mis
demeanor cas es filed by the City Attorney’s Office. PERFORMANCE MEAS URE S -LEGAL DEPARTMENT Public Dis clos ure Reques ts -Responded to Within 5 Bus ines s Days The graph illus trates
the number of public dis clos ure reques ts received by the City Clerk's office and the number of thos e reques ts res ponded to within five bus ines s days from the receipt of the reques
t. The complexity of the reques t or the volume of materials reques ted may affect the res pons e time. Ordinances & Res olutions P repared Minimal increas es in the number of ordinances
prepared is partially reflective of change in practice whereby only thos e Counc il ac tions which pres c ribe permanent rules of conduc t or government that s pec ifically require adoption
by ordinance ac cording to S tate law are done by ordinance. Other Counc il ac tions involving contrac ts or ac tions involving s pec ial or temporary nature can be ac complis hed by
res olution. Criminal Mis demeanor Cas es 0 1,500 3,000 4,500 6,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 3,202 3,374 3,721 4,240 4,664 5,130 1,933 2,225 2,234 2,544 2,798 3,078
Public Disclosure Requests Total Requests Responded to in 5 Days 0 50 100 150 200 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 44 57 34 48 51 55 127 94 71 112 115 116 Ordinances & Resolutions
Prepared Ordinanc es Resolutions 2,000 2,400 2,800 3,200 3,600 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 2,470 3,778 3,634 3,264 3,500 3,500 Criminal Misdemeanor Cases Filed 163
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 985,836
1,064,680 1,064,680 1,148,548 1,202,685 365,262 392,115 392,115 454,408 493,272 Supplies 6,672 13,800 13,800 16,300 13,800 109,120 138,200 138,200 137,090 138,590 Intergovernmental 121,556
228,000 228,000 156,000 156,000 -----350,268 358,035 358,035 364,257 360,303 $1,938,714 $2,194,830 $2,194,830 $2,276,603 $2,364,650 Interfund Payments For Service DEPARTMENT TOTAL Salaries
& Wages Personnel Benefits Services & Charges Capital Outlay 001.15 Legal Expenditures Department Employees 001 Legal FTEs 2014 2015 2016 2017 2018 Legal FTEs 14.00 14.00 14.00 15.00
15.00 TOTAL LEGAL FTEs 14.00 14.00 14.00 15.00 15.00 Full Time Equivalent (FTE) 1.0 FTE -The 2017/2018 Budget includes an additional City Prosecutor Position. 164
Director of Community Development and Public Works Kevin Snyder 154 F.T.E. Community Development & Public Works Department Street and Vegetation Manager (18) Environmental Services Manager
F.T.E. = Full-Time Equivalent Water Distribution and Operations Manager (22) Transportation Manager (9) General Engineering Assistant City Engineer (28) Engineering Administrative Assistant
Sewer/Storm Drainage Manager (19) Fleet/General Services Manager (7) Business and Budget Manager Environmental Planner Maintenance & Operations Services Assistant Director of Public
Works Operations (73) Engineering Services Assistant Director of Engineering/City Engineer (53) Utilities Engineering Manager (11) Planning Services Manager (4) Code Compliance Officer
Code Compliance Officer SCADA Technician Community Development Services Assistant Director of Community Development (21) Office Assistant Community Development Administrative Assistant
Office Assistant Code Compliance Officer Airport Manager (Contract) Administrative Specialist Office Assistant Development Services Manager (10) 165
166
2017-2018 Biennial Budget Section IV: Operating Budget COMMUNITY DEVELOPMENT AND PUBLIC WORKS DEPARTMENT The Community Development & Public Works Director oversees a diverse department
that includes several general, enterprise and special revenue funds. The General Fund includes Community Development, Administration, Environmental, Engineering and Streets. The Special
Revenue funds include Arterial Street Improvement (102), Local Street Preservation (103), Arterial Preservation (105), and Business Improvement Area (121). Enterprise Funds include Water
(430 & 460), Sanitary Sewer (431, 433, & 461), Storm Drainage (432 & 462), Airport (435 & 465), and Equipment Rental (550 & 560). The Department staffing is funded within all funding
sources and is organized into service areas. These service areas have specific responsibilities within each fund and include Community Development, Engineering, Maintenance & Operations,
Environmental, and Administration. DEPARTMENT ADMINISTRATION Mission Statement To provide high quality, effective and strategic department administration to assist team members in the
provision of diverse services, ensure successful working relationships with the Mayor, City Council and other City departments and successfully engage with residents, citizens and businesses.
Service Area Overview Department Administration is responsible for: • Strategic department leadership. • Department organizational assessment and improvement. • Department-wide budget
management and oversight. • Representation on the City’s Executive Leadership Team. • Administration of the City’s permitting system software. • Management of the City’s business license
program. • Management of the City’s animal licensing program. • Regional representation on committees and task forces. 2015 & 2016 Accomplishments: • Oversaw the integration of the previous
Planning and Development Department and Public Works Department into one unified department. • Established a multi-level department staff engagement program. • Established a lean pilot
program. • Managed annual business license renewals with over 90 percent compliance rates. • Assumed management of the Citywide animal licensing program. • Assumed management of the
Auburn Municipal Airport. • Coordinated the provision of two downtown business engagement workshops and direct business assistance utilizing a highly respected national urban strategist.
• Developed a branding logo for the Auburn Municipal Airport. • Prepared a strategic business plan for the Auburn Municipal Airport. 2017 & 2018 Objectives: • Creation and implementation
of a Department Strategic Plan. • Department-wide implementation of lean. • Update of Title 5 (Business Licenses). • Enhanced marketing efforts for the City’s animal licensing program.
• Coordination of a significant upgrade to the City’s permit tracking software inclusive of migration to the cloud. • Implementation of the Airport Strategic Business Plan. 167
2017-2018 Biennial Budget Section IV: Operating Budget COMMUNITY DEVELOPMENT SERVICES Mission Statement To serve the Auburn community by providing consistent, high quality customer service,
and implementing City Council goals in land use planning, protection of the environment, and building safety and efficiency. Service Area Overview Community Development Services is responsible
for the following: • Formulating and recommending comprehensive goals on planning, ensuring compliance with the Growth Management Act. • Ensuring compliance with statutory requirements
relative to environmental issues. • Direct preparation and review of environmental impact statements and technical reports; determining final action on environmental issues. • Ensuring
compliance with adopted building codes. • Acting as the City’s responsible official for State Environmental Policy Act (SEPA) compliance, and Shoreline Management Program Manager. •
Ensuring code compliance to Auburn City Code Titles 5, 8, 10, 12, 13, 15, 16, 17, and 18. • Managing the City’s One Stop Permit Center. • Administration of the City’s parking permit
program. • Providing staff to planning commission, hearing examiner, and planning and development committees. • Coordinating with other City departments to ensure City plans and projects
are compatible with the Comprehensive Plan. • Coordinating with Valley Regional Fire Authority on land use and building permit reviews and code enforcement. • Coordinating with other
City departments on provision of services to new development. • Representing the City on regional planning, economic development, and other policy issues. • Coordinating with other jurisdictions
and agencies to resolve regional issues. • Developing and maintaining the Comprehensive Plan and special purpose plans. • Providing leadership on public and private annexations. • Developing
and maintaining the zoning ordinance. • Acting as liaison to the Auburn Downtown Association. • Coordinating Citywide parking management initiatives. 2015 & 2016 Accomplishments: • Completed
lobby enhancements in the Customer Service Center for improved customer experience. • Provided continuous, timely, efficient, and high quality land use, building, and engineering approval
processes that met or exceeded clients’ expectations. • Implemented the Downtown Storefront Façade Improvement Program. • Implemented the adopted 2015 International Codes. • Provided
support to the Housing Home Repair program. • Provided support for the City’s economic development initiatives and programs. • Continued improvements in the provision of building review
and inspection services. • Completed a total overhaul of the City’s 20-year Comprehensive Plan. • In 2015, opened and closed more than 620 code enforcement cases. • In 2015, processed
more than 3,000 permits and 880 licenses, completed 6,500 building inspections, conducted 5,700 permit reviews, issued 4,000 decisions, and participated in more than 50,000 interactions
with customers. 168
2017-2018 Biennial Budget Section IV: Operating Budget • In 2016, processed more than 3,400 permits and 900 business licenses, completed 6,700 building inspections, conducted 6,100 permit
reviews, issued more than 4,000 decisions, and participated in more than 50,000 interactions with customers. 2017 & 2018 Objectives: • Provide continuous, timely, efficient, and high
quality land use, building, and engineering approval processes that meet or exceed clients’ expectations. • Continue providing support to the Housing Home Repair program. • Launch a
system that allows for electronic plan submittal, accommodates web-based payments, and that supports electronic permit approval and issuance. • Implement lean efficiency principles for
all aspects of permit and plan review procedures. • Deploy strategies that educate and enforce goals and standards along designated Impression Corridors and Gateways. • Continue to develop
and distribute informational materials that help better inform businesses and citizens of Auburn code requirements. • Implement an overhauled civil plan review process. • Expand efforts
to further embrace and utilize adopted Comprehensive Plan values and valuebased decision making. • Implement Low Impact Development regulations. • Implement updated development regulations.
• Implement elements of Main Street Urban Design Plan. • Develop and implement the Auburn Way South Corridor Improvement Plan. • Identify specific population and employment targets for
downtown Auburn and its designation as a Regional Growth Center in Puget Sound Regional Council Vision 2040. • Develop a citywide wayfinding plan with strategies and actions directed
at both non-motorized and vehicle modes. • Transition Floodplain permitting functions from Environmental Services to Community Development. • Transition environmental mitigation and
monitoring responsibilities from Environmental Services to Community Development. • Support the efforts to implement the adopted City 10-year Economic Development Strategic Plan. • Deploy
electronic meeting check-in software and hardware within the Customer Service Center. • Support staff training needs that ensure permit technicians, building plan reviewers, building
inspectors, engineers, code enforcement and management staff are current with all required certifications. • Continue lobby layout and design enhancements. • Initiate additional outreach,
coordination and enforcement actions directed at businesses, apartments, and rental housing that are violating City Code. 169
2017-2018 Biennial Budget Section IV: Operating Budget ENVIRONMENTAL SERVICES The Environmental Services Program is a stand-alone programmatic service within the Community Development
and Public Works Department. The Environmental Services Program provides programlevel support and consulting services to City departments on a wide range of environmental issues, oversees
current and future City environmental assets, manages and implements environmental programs, projects and initiatives and educates, informs and engages with Auburn residents and businesses
on a wide range of environmental issues. 2015 & 2016 Accomplishments: • Began the update to the Auburn Environmental Park Master Plan. • Implemented National Flood Insurance Program
Community Rating System program. • Completed the Fenster Levee Setback, Phase 2b project. • Completed construction of the Mill Creek Wetland 5K project. • Began a comprehensive inventory
of environmental assets within the City. 2017 & 2018 Objectives: • Update the City’s 2010 Greenhouse Gas Inventory. • Create and begin to implement a climate action plan for the City.
• Complete the comprehensive inventory of environmental assets within the City. • Continue providing high quality environmental and sustainability education and outreach. 170
2017-2018 Biennial Budget Section IV: Operating Budget Efficient Processing of Project Permits The City incorporates a 120-day timeline into its code (ACC Section 14.11.010). With moving
from a manual time period tracking to an automated system associated with its permit management software, the City seeks to track and increase the efficiency of project permit processing
by reducing the average processing timeframe by five percent each year in the coming biennium. PERFORMANCE MEASURES -COMMUNITY DEVELOPMENT AND PUBLIC WORKS Number of Building Permits
Issued This performance measure shows the number of building permit applications submitted, reviewed for conformance with applicable standards and approved (issued) by the City. The
building permit category includes not only authorization of construction of new buildings but additions, and modifications to existing buildings. The level of building permit activity
is often cyclical and governed by local economic conditions and trends generalized across the various categories of construction such as residential, commercial or industrial. The level
of building permit activity is an expression of community reinvestment and increasing assessed valuation. Code Enforcement -Cases Opened & Closed This performance measure is indicative
of the identification and resolution of code enforcement cases. It shows the volume of new cases that the city has received (opened) and the volume of cases that have been resolved (closed).
The performance measure reflects a combination of factors, including identification and resolution of violations by code enforcement staff, the ability to effectively resolve violations
and the public’s increasing awareness of the City’s laws and code enforcement services through the filing of complaints. 0 300 600 900 1,200 2013 2014 2015 2016 Est 2017 Goal 2018 Goal
902 776 640 542 600 600 Building Permits Issued 0 400 800 1,200 1,600 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 716 511 635 635 710 700 700 518 628 577 705 705 Cases Opened & Closed
Opene d Closed 0 35 70 105 140 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 80 92 94 90 90 85 Number of Days in Permit Processing 171
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 1,859,265
2,120,645 2,120,645 2,246,099 2,351,618 754,276 865,013 865,013 951,786 1,033,056 Supplies 20,273 27,000 27,000 27,250 27,250 560,306 1,035,685 1,035,685 646,250 677,050 Intergovernmental
150,127 156,200 156,200 152,905 156,000 Capital Outlay -----563,085 527,298 527,298 560,307 571,251 $3,907,332 $ 4,731,841 $ 4,731,841 $4,584,597 $ 4,816,225 Interfund Payments For Service
DEPARTMENT TOTAL Salaries & Wages Personnel Benefits Services & Charges 001.17 Community Development Expenditures Department Employees 001 Community Development FTEs 2014 2015 2016 2017
2018 Community Development FTEs 25.00 26.00 26.00 26.00 26.00 TOTAL COMMUNITY DEVELOPMENT FTEs 25.00 26.00 26.00 26.00 26.00 Full Time Equivalent (FTE) 1.0 FTE -2015/2016 Adopted Budget
included the addition of a Code Compliance Officer in 2015. 172
2017-2018 Biennial Budget Section IV: Operating Budget ENGINEERING Mission Statement Engineering Services strives to foster and support the quality of life of the community and to promote
vigorous economic development by providing reliable and safe public streets and utilities, and by the careful management of new infrastructure constructed by the City and new development.
Service Area Overview Engineering Services is functionally divided into the Administrative, General Engineering Services, Transportation Planning & Management, and Utility Planning &
Management sections located in the Customer Service Center. The service area is responsible for several specific areas and duties. This includes the review, approval, and management
of the construction of capital improvements for streets and utilities constructed by new development for public dedication and ownership. The management of the City’s public works capital
improvement program for design, right-of-way (ROW) acquisition, construction, and operations and maintenance of the City’s infrastructure including utilities, public streets, and the
airport. The department provides design, survey, and construction management services, and property and right of way records management. Engineering Services is responsible for administering
standards for all City-owned utility and street infrastructure improvements for development and land use throughout the City. The service area manages the short and long-term planning
and assists with operations for City-owned utilities to include water, sewer, and storm drainage and associated real property assets. 2015 & 2016 Accomplishments • Continued to pursue
at state and regional levels new revenue sources for the City’s arterial street preservation. • Participated in regional transportation forums – SCATBd, RPEC, KCPEC, PSRC, PCTCC and
RAMP—on key projects. • Completed the annual updates to the 6-year Transportation Improvement Plan (TIP). • Completed major updates to the transportation and utilities elements of the
City Comprehensive Plan. • Continue to coordinate with adjacent water purveyors on potential future beneficial water supply options. • Continued to work with new developments on funding
options for key transportation improvements. • Continued to work with the Innovation and Technology Department to improve real-time system data collection for utilities & transportation
infrastructure. • Worked with the City of Kent to complete the annexation/de-annexation of boundary ROWs for public safety and continuity of responsibility. • Continued to apply for
grants to help fund projects programmed in the 6-year Transportation Improvement Plan. • Worked with the Finance Department to acquire planned utility revenue financing. • Continued
to work with other departments to promote economic development opportunities. • Completed the implementation of the new NPDES Phase 2 permit requirements. • Completed a major update
to the Engineering Design and Construction Standards. 2017 & 2018 Objectives • Continue to pursue at state and regional levels new revenue sources for the City’s arterial street preservation.
• Participate in regional transportation forums – SCATBd, RPEC, KCPEC, PSRC, PCTCC and RAMP on key projects. • Complete the annual updates to the 6-year Transportation Improvement Plan.
• Continue to advocate for legislative authorization of a Street Maintenance Utility. 173
2017-2018 Biennial Budget Section IV: Operating Budget • Continue to coordinate with adjacent water purveyors on potential future beneficial water supply options. • Continue to work
with new developments on funding options for key transportation improvements. • Work with the City of Pacific to complete a corporate boundary line adjustment along the A Street SE Corridor
for public safety and continuity of responsibility. • Continue to apply for grants to help fund projects programmed in the 6-year Transportation Improvement Plan. • Continue to work
with other departments to promote economic development opportunities. • Complete the implementation of the E-builder project management software to help improve the effectiveness, efficiency,
and accountability of the City’s capital projects. • Work with Finance to complete a rate study for the water, sewer and storm drainage systems for implementation by 2018. Department
Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 1,448,163 1,474,063 1,474,063 1,854,357 1,937,726 596,869 639,570 639,570
908,206 1,004,260 Supplies 17,411 28,050 31,150 29,450 24,450 206,998 307,390 306,790 297,875 303,475 Intergovernmental 6,625 15,000 15,000 15,000 15,000 ---20,000 -344,412 345,263 345,263
422,530 430,121 $2,620,478 $2,809,335 $2,811,835 $3,547,418 $3,715,032 Interfund Payments For Service DEPARTMENT TOTAL Salaries & Wages Personnel Benefits Services & Charges Capital
Outlay 001.32 Engineering Expenditures Department Employees 001 Public Works -Engineering FTEs 2014 2015 2016 2017 2018 Engineering FTEs 49.00 50.00 53.00 54.00 54.00 TOTAL ENGINEERING
FTEs 49.00 50.00 53.00 54.00 54.00 Full Time Equivalent (FTE) 1.0 FTE -Effective in 2015, 1.0 FTE was added to Public Works. This position was transferred from the Finance Department
to the Community Development and Public Works Department to fund a Contract Administrative Specialist Supervisor position. 3.0 FTEs -Effective in 2016, 3.0 FTEs were added to the Public
Works Department via Budget Amendment #4, Ordinance No. 6571. These positions include an Assistant Traffic Engineer, and two GIS Inventory Technicians. 1.0 FTE -The 2017/2018 Budget
includes an additional Traffic Signal Technician Position. 174
2017-2018 Biennial Budget Section IV: Operating Budget STREETS DIVISION Mission Statement The Streets Division’s purpose is to provide a safe and efficient transportation system that
serves the present and forecasted needs of the Auburn community. Department Overview The transportation system is managed by both the Street Division of Maintenance and Operations Services
and the Transportation Division of Engineering Services within Public Works. The Streets Division has over 216 centerline miles of roadways to maintain. Some of the key maintenance duties
include pavement patching, crack sealing, snow and ice removal, alley and shoulder grading, sidewalk maintenance and repair, street lighting, signs, and traffic markings. 2015 & 2016
Accomplishments • Continued to maintain local streets in fair-to-good condition by crack sealing to increase the life of the street and postpone the need for more expensive overlays
and rebuilds. • Refreshed all striping on public roads and continued to refresh thermoplastic pavement markings and legends as needed (overseen by Engineering and completed through contracting
with Pierce and King Counties). • Continued to support the implementation of the City’s traffic calming program. • Continued to implement pavement repairs via the annual Pothole Patrol
program. • Completed ongoing citywide repairs or replacement of damaged and worn street signs identified through the use of a Washington State Department of Transportation retroreflectometer.
• Continued making guardrail repairs and other roadside safety improvements. 2017 & 2018 Objectives • Improve efforts to maintain local streets in fair-to-good condition by crack sealing
and increased grind and patch operations to prolong the life of the street and postpone the need for overlays. • Continue to implement a street sign inventory and minimum reflectivity
level maintenance program through the use of approved methods, including the use of a retroreflectometer. • Refresh striping on public roads and continue to refresh thermoplastic pavement
markings and legends as needed. • Implement an in-house sidewalk maintenance/repair program to improve pedestrian safety throughout the City. • Continue to support the implementation
of the City’s traffic calming program through the placement of “speed cushions” or other appropriate traffic calming measures as directed by Engineering Services. • Continue to update
inventory of new street light systems. • Continue implementing annual Pothole Patrol program pavement repairs. • Continue citywide repair or replacement of damaged and worn street signs.
• Continue making guardrail repairs and other roadside safety improvements. 175
2017-2018 Biennial Budget Section IV: Operating Budget The City is responsible for the maintenance of asphalt paved streets. Streets that are in fair-to-good condition require crack
sealing to prolong the life by keeping water out. When water enters the asphalt the rate of deterioration increases significantly. This work supplements the current Save Our Streets
program that concentrates sealing local residential streets needing thin overlays. City staff is concentrating on streets in good condition to prolong the need for them to require an
overlay. PERFORMANCE MEASURES -STREET DEPARTMENT Percentage of Street Striping Refreshed The City is responsible for maintaining the delineation of travel lanes on streets within the
City. Each year the painted striping fades due to weather and traffic. The City contracts the work out to refresh the striping, and our goal is to complete 100% of the streets that have
painted channelization annually to improve safety for the traveling public. Street Lights Repaired within 96 Hours The City is responsible for the maintenance of most of the streetlights
in the city, some areas of the City are maintained by Puget Sound Energy. The City has a goal to have all street lights repair within 96 hours of being notified to ensure safety and
convenience for the public (this does not include light poles damaged in traffic accidents). Lane Miles of Crack Sealant 0.0% 25.0% 50.0% 75.0% 100.0% 125.0% 2013 2014 2015 2016 Est
2017 Goal 2018 Goal 100% 100% 100% 100% 100% 100% Percentage of Street Striping Refreshed 0 15 30 45 60 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 41 50 50 60 70 70 Lane Miles of Crack
Sealant 0.0% 25.0% 50.0% 75.0% 100.0% 125.0% 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 91% 92% 92% 94% 96% 96% Percentage of Street Lights Repaired within 96 Hours 176
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 790,993
881,204 881,204 966,511 1,015,071 428,896 473,408 473,408 541,663 583,569 Supplies 153,965 230,300 230,300 230,300 230,300 868,265 1,118,056 1,118,056 1,118,447 1,126,147 Intergovernmental
190,243 200,000 200,000 200,000 200,000 Capital Outlay -----583,913 563,595 563,595 703,123 708,655 $3,016,275 $3,466,563 $3,466,563 $3,760,044 $3,863,742 Salaries & Wages Personnel
Benefits Services & Charges 001.42 Streets Expenditures Interfund Payments For Service DEPARTMENT TOTAL Department Employees 001 Streets FTEs 2014 2015 2016 2017 2018 Streets FTEs 19.00
19.00 19.00 19.00 19.00 TOTAL STREETS FTEs 19.00 19.00 19.00 19.00 19.00 Full Time Equivalent (FTE) 177
2017-2018 Biennial Budget Section IV: Operating Budget SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally
restricted. The Community Development & Public Works Director is responsible for the budget in the following special revenue funds: Fund 102 -Arterial Street Fund, funded by transportation
grants, traffic impact fees, a portion of the City’s gas tax receipts, Public Works Trust Fund loans, as well as other funding sources for street capital construction projects. Fund
103 -Local Street Fund, created in 2005, budgets revenue from sales taxes on construction for local street repair. Fund 105 -Arterial Street Preservation Fund, funded by a 1% utility
tax that was adopted by Council in 2008 and restricted for arterial street repair and preservation projects. Fund 121 -Business Improvement Area (BIA) Fund accounts for special assessments
received from downtown property owners for downtown promotion and improvements. 2015 & 2016 Accomplishments • Completed annual improvements under the Save our Streets Program. • Completed
annual improvements under the Arterial Street Preservation Program. • Continued implementation of the Annual Bridge Maintenance Project. • Completed or nearly completed construction
on the following capital projects: o Auburn Way South Pedestrian Improvements (Dogwood to Fir) o South 277th Project Wetland Mitigation Monitoring Program o Traffic Management Center
Improvements o West Main St. Multimodal & Intelligent Transportation Systems (ITS) Improvements o Auburn Way South Corridor Improvements (Fir to Hemlock) o Traffic Signal Safety Improvements
o Auburn Way South & M St. SE Improvements o 37th & B ST NW Railroad Crossing Safety Improvements • Started construction on the South 277th St Widening Project (Auburn Way North to Green
River Bridge). • Supported the Auburn Downtown Association in its promotional efforts for downtown property owners and retailers. 178
2017-2018 Biennial Budget Section IV: Operating Budget 2017 & 2018 Objectives • Continue to fund Lakeland Hills to Transit Center Shuttle and Community Circulator Services. • Complete
annual improvements under the Save our Streets Program. • Implement the annual Arterial Preservation Program. • Implement the biennial Arterial Bicycle and Safety Improvements Program.
• Implement the annual Pedestrian Accessibility & Safety Program. • Implement the annual Traffic Signal Improvements Program. • Complete various programmed preliminary studies including:
o Auburn Way South Corridor (Hemlock to Academy) o Lea Hill Road Corridor (R St NE to SE 124th St) o Kersey Way SE Corridor o A Street SE Corridor • Complete construction on the following
capital projects: o South 277th St Widening Project (Auburn Way North to L St NE) o Auburn Way South (SR-164) Corridor Safety Improvements (Muckleshoot Plaza to Dogwood) o F St. SE Non-Motorized
Improvements o I St. NE & 22nd Street NE Intersection Safety Improvements o 37th Street SE & A Street SE Intersection Safety Improvements o ITS Dynamic Message Sign Improvement o B St.
NW Reconstruction Project o Downtown Traffic Signal Upgrade o Lake Tapps Parkway ITS Improvements o Auburn Way North Preservation (22nd to 45th ) o Auburn Way South & 12th St. SE Intersection
Improvements • Begin design on the following capital projects: o Auburn Way North & 1st St NE Signal Improvements M St NE (E Main to 4th St NE) o SE 320th Street Corridor Improvements
o Riverwalk Drive Non-Motorized Improvements o Lea Hill Corridor Improvements o West Valley Highway Corridor Projects • Continue to support the Auburn Downtown Association to promote
the central business area. 179
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Funds 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 2,781,100
2,405,821 2,405,821 1,632,556 1,376,814 1,379,179 7,270,016 7,126,051 1,134,965 4,410,000 2,692,151 4,292,973 4,158,288 --493,808 530,000 607,858 583,000 585,000 Other Transportation
Fees 657,469 373,805 350,874 --61,520 ----2,670 2,000 3,500 2,600 2,600 725,173 1,601,145 1,255,000 100,000 178,000 -------20,700 --694,348 3,882,586 3,296,639 718,511 1,039,817 $9,487,418
$20,358,346 $19,224,731 $4,171,632 $7,592,231 310,576 616,297 616,297 203,571 393,571 131,575 223,026 223,026 81,429 157,429 273,820 245,000 245,000 260,000 260,000 6,075,339 17,428,903
16,223,068 1,958,965 5,541,000 71,148 74,550 74,550 76,681 78,859 197,376 197,406 197,406 197,376 197,376 21,385 20,456 12,829 12,135 11,442 Transfer Out 378 --4,661 3,615 2,405,821
1,552,709 1,632,556 1,376,814 948,939 $9,487,418 $20,358,346 $19,224,731 $4,171,632 $7,592,231 Ending Fund Balance Total Expenditures Personnel Benefits Services & Charges Capital Outlay
Interfund Payments For Service Debt Service Principal Debt Service Interest Expenditures Salaries & Wages Miscellaneous Revenue Operating Transfers In Total Revenues Beginning Fund Balance
Federal Grants State Grants State Entitlements (Motor Vehicle Fuel Tax) Other Governmental Agencies 102 Arterial Streets Revenues Investment Income Developer Contributions Public Works
Trust Fund Loans 180
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Funds 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 2,042,977
2,080,690 2,080,690 1,401,882 893,143 2,296,863 1,610,000 2,000,000 1,750,000 1,750,000 3,644 2,500 6,500 9,100 9,100 ----------150,000 150,000 150,000 150,000 150,000 $4,493,484 $3,843,190
$4,237,190 $3,310,982 $2,802,243 77,682 118,518 100,000 106,608 106,788 36,597 56,572 46,000 41,960 42,029 Supplies -----583 300 300 680 700 2,285,074 2,676,768 2,676,768 2,256,000 2,255,998
12,480 12,240 12,240 11,925 12,239 378 --666 516 2,080,691 978,792 1,401,882 893,143 383,973 $4,493,484 $3,843,190 $4,237,190 $3,310,982 $2,802,243 Ending Fund Balance Total Expenditures
Personnel Benefits Services & Charges Capital Outlay Interfund Payments For Service Transfer Out Expenditures Salaries & Wages Investment Income Miscellaneous Revenue Bond Proceeds Operating
Transfers In Total Revenues Beginning Fund Balance Sales Tax On Construction 103 Local Streets Revenues 181
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Funds 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 3,180,980
1,943,865 1,943,865 1,378,878 366,008 1,998,614 1,942,900 1,942,900 2,048,600 2,061,500 76,679 1,053,626 1,053,626 1,402,100 1,000,940 -----3,499 1,500 4,900 4,900 4,900 -----132,013
----600,000 150,000 -300,000 -$5,991,786 $5,091,891 $4,945,291 $5,134,478 $3,433,348 152,552 87,620 180,000 262,857 160,714 65,891 36,475 73,000 105,143 64,286 Supplies ------212,500
150,000 -150,000 3,796,694 4,258,226 2,761,663 4,400,470 2,505,440 -----32,786 401,750 401,750 --1,943,864 95,319 1,378,878 366,008 552,908 $5,991,786 $5,091,891 $4,945,291 $5,134,478
$3,433,348 Ending Fund Balance Total Expenditures Capital Outlay Interfund Payments For Service Transfer Out Expenditures Salaries & Wages Total Revenues Beginning Fund Balance Utility
Taxes Federal Grants State Funds Investment Income Personnel Benefits Services & Charges 105 Arterial Street . Preservation Revenues Bond Proceeds Miscellaneous Revenue Operating Transfers
In 182
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Funds 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 31,371
48,456 48,456 48,516 48,716 70,972 55,000 55,000 55,000 55,000 60 60 60 200 200 $ 102,403 $ 103,516 $ 103,516 $ 103,716 $ 103,916 2,143 4,200 4,200 4,200 4,200 51,804 50,800 50,800 50,800
50,800 48,456 48,516 48,516 48,716 48,916 $ 102,403 $ 103,516 $ 103,516 $ 103,716 $ 103,916 Ending Fund Balance Total Expenditures 121 Business . Improvement Area Revenues Services &
Charges Expenditures Supplies Investment Income Total Revenues Beginning Fund Balance Business Improvement Area 183
2017-2018 Biennial Budget Section IV: Operating Budget WATER UTILITY Mission Statement Provide for the efficient, environmentally sound, and safe management of the existing and future
water system within Auburn’s service area. Department Overview The Water Utility is responsible for providing potable water to Auburn’s customers that meets or exceeds the regulations
and recognized standards of today and into the future by efficiently administering, operating, and maintaining the water supply system. The utility will also continue to enhance its
customer service through public education and information. A primary responsibility of the utility is implementing the Comprehensive Water Plan. 2015 & 2016 Accomplishments • Completed
the update to the Comprehensive Water System Plan. • Completed construction of the Well 1 Improvements project. • Completed design and construction of the Muckleshoot Indian Tribe Master
Meters project. • Completed design of the West Hill Springs Improvements project. • Completed construction of the Well 4 Power and Chlorination project. • Completed construction of the
Valley AC Main Replacement project. • Completed construction of the Lakeland Hills Reservoir 5 improvements project. • Initiated pre-design of Coal Creek Springs Transmission Main Replacement
project. • Completed software installation and began meter change-out for the Water Utility Meter & Billing System Improvements project. • Started design of improvements to return Wells
2 and 6 to full operation. • Initiated design of the Lea Hill Pressure Reducing Valve Station Improvements project. • Continued to implement conservation initiatives. • Continued to
replace undersized pipes for fire flow improvements and pipes in poor condition in conjunction with transportation and utility projects. • Continued monitoring system losses and fixing
leaks when found. 2017 & 2018 Objectives • Utilize CarteGraph as a work order management system and continue to develop Standard Operating Procedures (SOPs) for updating databases in
CarteGraph and Geographic Information Systems (GIS) and Springbrook. • Complete construction of the West Hill Springs Improvements project. • Complete design and construction of the
Lea Hill Pressure Reducing Valve Station Improvements project. • Complete design and construction of the Fulmer Well Field Improvements project. • Complete design and construction of
the Coal Creek Springs Transmission Main Replacement project. • Complete implementation of the Water Utility Meter & Billing System Improvements project. • Initiate pre-design of the
Coal Creek Springs Rehabilitation project. • Initiate design of the Green River Pump Station Emergency Power project. • Initiate pre-design of the Algona Well 1 Decommissioning project.
• Continue Unidirectional Flushing program in the Valley service area. • Reduce the need to purchase water from Tacoma Water for normal daily demands and use this source for emergency
and maintenance purposes only. 184
2017-2018 Biennial Budget Section IV: Operating Budget • Continue to upgrade the asset management databases through records evaluation and field investigation. • Continue to replace
undersized pipes for fire flow improvements and pipes in poor condition in conjunction with transportation and utility projects. • Prepare for new water quality requirements. • Continue
to review properties with the Finance and Innovation & Technology departments to assure each developed property connected to the water system is billed for water, and that the status
of use is accurately reflected as the occupancy status changes to address issues such as foreclosure, fire, etc. • The water conservation program’s goal is to reduce water use by 1%
per year from current usage levels until the conservation goal is reached in 2019. 185
2017-2018 Biennial Budget Section IV: Operating Budget This indicator measures the complaint rates experienced by the utility with individual quantification of those related to customer
service and those related to core utility services. This measure is expressed as complaints per 1,000 population. Residential Consumption One of the major goals for the water conservation
program is to reduce water consumption per service connection through public education, technical assistance, system measures and incentives. PERFORMANCE MEASURES -WATER FUND System
Losses A program was developed to minimize losses in the system which include leak detection and meter testing/replacement. System loss is the amount of water produced less the amount
of water sold or authorized for beneficial use. Customer Service Complaints per 1,000 Population 0.0% 4.0% 8.0% 12.0% 16.0% 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 9.7% 5.5% 5.2%
6.8% 7.0% 7.0% System Losses (Percent of Production) 0.00% 0.05% 0.10% 0.15% 0.20% 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 0.11% 0.05% 0.06% 0.05% 0.10% 0.10% Customer Service Complaint
% per 1,000 Customers 0 75 150 225 300 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 173 174 179 179 177 175 Consumption -Gallons/Day per Residential Connection 186
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital 430 430 430 430 430 OPERATING FUND: 460 460 460 460 460 OPERATING REVENUES 343.400 Water Sales 13,983,611
13,527,906 13,527,906 14,551,560 15,021,500 343.430 Other Charges for Service 241,784 170,876 170,876 178,951 181,931 361.100 Interest Earnings 19,431 7,735 7,735 10,000 10,000 396/399
Miscellaneous Revenue 1,670,873 206,854 206,854 212,939 219,024 TOTAL OPERATING REVENUES $ 15,915,699 $ 13,913,371 $ 13,913,371 $ 14,953,450 $ 15,432,455 OPERATING EXPENDITURES 548.000.10
Salaries & Wages 2,766,962 2,587,276 2,587,276 2,688,501 2,796,731 548.000.20 Benefits 1,160,362 1,251,312 1,251,312 1,314,301 1,414,414 548.000.30 Supplies 300,355 321,994 321,994 334,444
334,244 548.000.40 Other Service Charges 5,059,024 5,185,175 5,185,175 4,868,480 4,965,750 548.000.50 Intergovernmental Services -----597.100.55 Operating Transfers Out 203,642 133,960
133,960 1,210,280 1,457,291 548.000.60 Capital 7,467,240 ----548.000.75 Debt Service Principal 1,409,864 1,702,563 1,702,563 1,732,527 1,760,291 548.000.83 Debt Service Interest 606,837
1,006,253 1,006,253 1,345,282 1,313,575 590.100.05 Net Increase in Restricted Assets 416,378 ----548.000.90 Interfund Payments for Service 1,291,240 1,276,967 1,276,967 1,422,716 1,422,040
TOTAL OPERATING EXPENDITURES $ 20,681,904 $ 13,465,499 $ 13,465,499 $ 14,916,531 $ 15,464,336 REVENUES LESS EXPENDITURES $ (4,766,204) $ 447,873 $ 447,873 $ 36,919 $ (31,881) BEGINNING
WORKING CAPITAL -January 1 14,027,406 4,191,201 4,191,201 4,639,074 4,675,993 ENDING WORKING CAPITAL -December 31 9,261,201 4,639,074 4,639,074 4,675,993 4,644,112 NET CHANGE IN WORKING
CAPITAL (*) $ (4,766,204) $ 447,872 $ 447,872 $ 36,919 $ (31,881) CAPITAL FUND: CAPITAL REVENUES 361.110 Investment Income -1,265 1,265 --396.101 Capital-System Development -350,000
350,000 1,000,000 1,250,000 382.200 Revenue Bond Proceeds -3,050,000 3,000,000 5,000,000 2,500,000 391.800 Intergovernmental Loan -1,020,037 1,020,037 --397.100 Operating Transfer In
---1,200,000 1,250,000 396/399 Other Revenues -----TOTAL CAPITAL REVENUES $ -$ 4,421,302 $ 4,371,302 $ 7,200,000 $ 5,000,000 CAPITAL EXPENDITURES 590.100.10 Salaries & Wages -245,725
245,725 382,143 307,857 590.100.20 Benefits -81,637 81,637 152,857 123,143 590.100.6 Construction Projects -9,160,179 9,061,901 5,670,986 4,605,586 590.100.55 Operating Transfers Out
--50,000 50,000 50,000 TOTAL CAPITAL EXPENDITURES $ -$ 9,487,541 $ 9,439,263 $ 6,255,986 $ 5,086,586 BEGINNING WORKING CAPITAL -January 1 -5,070,000 5,070,000 2,039 946,053 ENDING WORKING
CAPITAL -December 31 -3,761 2,039 946,053 859,467 NET CHANGE IN WORKING CAPITAL (*) $ -$ (5,066,239) $ (5,067,961) $ 944,014 $ (86,586) Total Change in Working Capital $ (4,766,204)
$ (4,618,366) $ (4,620,088) $ 980,933 $ (118,467) (*) Working Capital = Current Assets minus Current Liabilities 2017 Budget 2018 Budget 430 Water (includes 460 Water -Capital) City
of Auburn 2015 Actual 2016 Amended Budget 2016 Estimated 187
2017-2018 Biennial Budget Section IV: Operating Budget Department Employees 430 Water FTEs 2014 2015 2016 2017 2018 Water FTEs 24.00 23.00 23.00 23.00 23.00 TOTAL WATER FTEs 24.00 23.00
23.00 23.00 23.00 Full Time Equivalent (FTE) -1.0 FTE -In 2015, the SCADA Technician that was approved in 2014 was moved from the Water Fund to ER&R. 188
2017-2018 Biennial Budget Section IV: Operating Budget SEWER UTILITY Mission Statement Provide for efficient, environmentally sound, and safe management of the existing and future sanitary
sewer waste needs of the City of Auburn. Department Overview Some of the key administrative and engineering duties include comprehensive system planning, interaction with and regulation
of development, implementing capital improvement projects, asset management, and system budget management. Operational duties include general system maintenance, minor repair and construction,
and day-to-day operation. The City is responsible for the collection and transmission of effluent to King County trunk lines. Auburn contracts with King County for effluent treatment
and disposal. 2015 & 2016 Accomplishments • Completed the update of the utility’s hydraulic model and the Comprehensive Sewer Plan. • Completed the 2015 repair and replacement project.
• Completed the installation of generators so that all sewer pump stations now have backup power. • Upgraded the wet wells at several sewer pump stations to enable more effective access
and maintenance. • Restored cathodic protection for the buried steel drywells at City sewer pump stations. • Continued to upgrade the asset management databases through records evaluation
and field investigation. • Identified areas for further investigation regarding infiltration and inflow. • Continued to review service properties with Finance and the Innovation & Technology
department to assure each developed property connected to the system has a sewer billing account in Springbrook. • Engaged in regular preventative maintenance activities. • Incorporated
an off-road, tracked machine capable of extending jetting operations into hard-toreach manholes in easements. • Executed a system of cross training maintenance staff, enabling a more
continuous use of equipment such as closed-circuit television equipment and the jet/Vactor truck. • Trained staff in the use of National Association of Sewer Service Companies (NASSCO)
sewer line inspection standards to enhance the consistency of pipe condition data. • Completed a formal comprehensive evaluation of the components of the sewer pump stations. 2017 &
2018 Objectives • Increase the completeness and accuracy of the sewer utility assets through records review, inspection, and use of Utility GIS Inventory Technicians. • Work with Innovation
& Technology to coordinate the use of the Cartegraph and Pipelogix asset management tools. • Evaluate the City’s current vactor decant operations to determine the cost effectiveness
of our current and alternative procedures. • Begin design of sewer pump station improvements in anticipation of construction in 2019. • Assess the condition of the City’s inverted siphons,
especially at the river crossings. • Assess the condition of the City’s larger diameter lines. • Complete transfer of the monitoring, alarming, and data acquisition tasks for the 22nd
Street and R Street sewer pump stations to the City’s new Supervisory Control and Data Acquisition (SCADA) and telemetry system. • Engage in regular preventive maintenance activities.
189
2017-2018 Biennial Budget Section IV: Operating Budget Routine inspections and spot repairs of sewer pipe should result in fewer major repairs and reduce incidents of back-ups or other
major problems. Remote inspection provides the important information that determines capital projects in the following year. Manhole Inspections Inspection of manholes gives a quick
visual observation of the sewer system function. By increasing inspections potential sewer blockages, infiltration & inflow and surcharging can be observed. PERFORMANCE MEASURES -SEWER
FUND Linear Feet of Sanitary Sewer Pipe Cleaned Pipe cleaning is conducted using a high-pressure sewer jet to scour & remove debris from the inside of the pipelines. Linear Feet of Sanitary
Sewer Remotely Inspected 0 100 200 300 400 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 288 250 152 201 210 210 Linear Feet Cleaned (Thousands of Feet) 0 75 150 225 300 2013 2014 2015
2016 Est 2017 Goal 2018 Goal 179 160 152 201 210 210 Linear Feet Remotely Inspected (Thousands of Feet) 0 1,500 3,000 4,500 6,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 3,271 1,500
675 845 1,300 1,300 Manhole Inspections 190
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 431 431 431 431 431 OPERATING FUND: 461 461 461 461 461 OPERATING REVENUES 343.400 City Sewer
Service 7,820,204 7,656,353 7,656,353 7,961,900 8,001,700 343.430 Other Charges for Service 213,816 191,530 191,530 140,541 140,400 361.100 Interest Earnings 19,488 10,697 10,697 20,000
20,000 396/399 Miscellaneous Revenue 850,635 70,128 70,128 72,849 75,570 TOTAL OPERATING REVENUES 8,904,143 7,928,708 7,928,708 8,195,290 8,237,670 OPERATING EXPENDITURES 548.000.10
Salaries & Wages 1,749,830 1,758,478 1,758,478 1,742,176 1,806,731 548.000.20 Benefits 776,885 871,146 871,146 842,110 905,351 548.000.30 Supplies 94,980 130,500 130,500 136,750 136,550
548.000.40 Other Service Charges 2,370,509 2,723,275 2,723,275 2,842,890 2,893,471 548.000.50 Intergovernmental Services 4,637 9,500 9,500 9,500 9,500 597.100.55 Operating Transfers
Out 190,371 3,162,508 3,162,508 1,295,292 191,420 548.000.60 Capital 2,191,892 -0 0 0 548.000.75 Debt Service Principal 442,927 541,127 541,127 541,127 550,947 548.000.83 Debt Service
Interest 277,923 277,082 277,082 276,483 264,928 590.100.05 Net Increase in Restricted Assets 315,880 -0 0 0 548.000.90 Interfund Payments for Service 971,733 952,338 952,338 1,039,865
1,034,321 TOTAL OPERATING EXPENDITURES 9,387,567 10,425,954 10,425,954 8,726,193 7,793,219 REVENUES LESS EXPENDITURES (483,423) (2,497,246) -2,497,246 -530,903 444,451 BEGINNING WORKING
CAPITAL -January 1 13,346,282 4,262,859 4,262,859 1,765,613 1,234,710 ENDING WORKING CAPITAL -December 31 12,862,859 1,765,613 1,765,613 1,234,710 1,679,161 NET CHANGE IN WORKING CAPITAL
(*) (483,423) (2,497,246) -2,497,246 -530,903 444,451 CAPITAL FUND: CAPITAL REVENUES 361.110 Investment Income -2,303 2,303 --396.101 Capital-System Development -240,000 240,000 500,000
600,000 382.200 Revenue Bond Proceeds -----397.100 Operating Transfer (from Operations) -3,000,000 3,000,000 1,000,000 -396/399 Other Revenues -----TOTAL CAPITAL REVENUES -3,242,303
3,242,303 1,500,000 600,000 CAPITAL EXPENDITURES 590.100.10 Salaries & Wages -230,786 230,786 86,429 87,857 590.100.20 Benefits -76,412 76,412 34,571 35,143 590.100.6 Construction Projects
-3,831,262 3,731,986 1,260,900 1,241,000 590.100.55 Operating Transfers Out --50,000 50,000 50,000 TOTAL CAPITAL EXPENDITURES -4,138,460 4,089,184 1,431,900 1,414,000 BEGINNING WORKING
CAPITAL -January 1 -8,600,000 8,600,000 7,753,119 7,821,219 ENDING WORKING CAPITAL -December 31 -7,703,843 7,753,119 7,821,219 7,007,219 NET CHANGE IN WORKING CAPITAL (*) -(896,157)
(846,881) 68,100 (814,000) Total Change in Working Capital (483,423) (3,393,403) (3,344,127) (462,803) (369,549) (*) Working Capital = Current Assets minus Current L iabilities 14,564,414
2017 Budget 2018 Budget 431 Sewer (includes 461 Sewer -Capital) 2015 Actual 2016 Amended Budget 2016 Estimated 191
2017-2018 Biennial Budget Section IV: Operating Budget Department Employees 431 Sewer FTEs 2014 2015 2016 2017 2018 Sewer FTEs 10.00 10.00 10.00 10.00 10.00 TOTAL SEWER FTEs 10.00 10.00
10.00 10.00 10.00 Full Time Equivalent (FTE) 192
2017-2018 Biennial Budget Section IV: Operating Budget STORM UTILITY Mission Statement Provide environmentally sound and effective management of the surface and shallow ground water
in the City of Auburn for the protection and welfare of the public. Department Overview Key administrative and engineering duties include comprehensive system planning, compliance with
governmental regulations, review of development applications, conception and implementation of capital improvement projects, and system budget management. Key operational duties include
general system maintenance, minor repair and construction, and day-to-day operations. The City is responsible for the collection, transmission, treatment, and disposal of surface waters
to Mill Creek and the Green and White Rivers. 2015 & 2016 Accomplishments • Continued compliance with the National Pollution Discharge Elimination System (NPDES) Phase II permit elements,
including participating in public education events, inspection of public and private facilities, enforcement of maintenance standards, responding to illicit discharges, and annual reporting
to the Department of Ecology. • Completed the implementation of the NPDES Phase II requirements related to Low Impact Development and adoption of Storm Water Standards. • Completed the
update to the Comprehensive Storm Drainage Plan. • Completed the mandated reporting for the Puyallup River Watershed Fecal Coliform Total Maximum Daily Load (TMDL) as required by the
Washington State Department of Ecology (WSDOE) and the Environmental Protection Agency (EPA). • Continued the storm drainage inventory process to improve the utility records and system
maps by performing records evaluation and field investigations utilizing Global Positioning Satellite (GPS) equipment. • Continued to upgrade the asset management databases through records
evaluation and field investigation to create a risk assessment model, hydraulic model, and infrastructure map for City use. • Replaced and/or installed new storm drainage conveyance
capacity improvements in conjunction with the Arterial Street and Local Street Improvement projects. • Completed Phase 2 of the Auburn Way South conveyance improvement, thereby reducing
flooding conditions at the Burlington Northern and Santa Fe railroad underpass. • Completed construction of 30th Street NE Area Flooding Project -Phase I to relieve flooding in the vicinity
of the Auburn Municipal Airport and surrounding areas. • Continued to implement and manage the City’s West Nile Virus abatement program at the City’s constructed stormwater ponds. •
Completed the storm drainage system at the Maintenance & Operations facility to provide additional detention storage and water quality enhancements. The improvements included Low Impact
Development (LID) techniques to reduce total runoff and expanding of the decant waste facility to reduce the overall disposal cost to the utility. • Provided support to the Auburn Municipal
Airport to maintain compliance with the Washington State Department of Ecology Industrial Stormwater General Permit. • Continued management of the City’s capital project wetland mitigation
site monitoring program. 193
2017-2018 Biennial Budget Section IV: Operating Budget 2017 & 2018 Objectives • Continue to improve utility records and system maps for asset management by performing records evaluation
and field investigations. • Complete the storm drainage inventory process and utility records thereby improving the overall management of City storm assets. • Continue to improve overall
system performance by continuing the citywide ditch maintenance and pond cleaning and rehabilitation programs to remove accumulated sediment and vegetation. • Maintain compliance with
our catch basin inspection and cleaning program as mandated by the NPDES Phase II Permit. • Provide ongoing spill response and detection of illicit storm system connections and discharges
as required by the NPDES Phase II permit. • Fully implement the use of CarteGraph as a work order management system and complete the development of Standard Operating Procedures (SOPs)
for updating databases for CarteGraph and the Geographic Information System (GIS) to allow for engineering and maintenance staff to edit and track operations of the existing storm infrastructure.
• Continue to replace and/or install new storm drainage conveyance capacity improvements in conjunction with the arterial and local street improvement projects. • Continue to implement
and manage the City’s West Nile Virus abatement program at the City’s constructed stormwater ponds. • Participate in future TMDL reporting as required by the Washington State Department
of Ecology (WSDOE) and the Environmental Protection Agency (EPA). • Update the Municipal Airport Stormwater Pollution Prevention Plan and continue to provide support to maintain Industrial
Stormwater General Permit compliance. • Continue to manage the City’s capital project wetland mitigation site monitoring program. • Manage and implement a public education and outreach
program to provide illicit discharge spill kits to targeted businesses throughout the City. 194
2017-2018 Biennial Budget Section IV: Operating Budget This performance measure reflects the reprioritization of storm work forces to meet NPDES requirements to inspect and clean all
catch basins during the permit cycle. Catch Basin Inspection The NPDES permit requires the inspection of all catch basins within the City during a permit cycle period. The 2017 and 2018
goal is based on the anticipated annual average required to meet permit conditions. PERFORMANCE MEASURES -STORM DRAINAGE FUND Tons of Debris Hauled Initial projected increase due to
NPDES requirements to inspect and clean, as necessary, all catch basins within the City during the permit cycle period. The 2017 and 2018 goal is based on the annual average required
to meet permit conditions. Acres of Storm Drainage Ponds Maintained 0 400 800 1,200 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 1,064 1,035 1,026 1,050 1,200 1,200 Tons of Debris Hauled
0 200 400 600 800 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 600 600 600 605 610 610 Acres of Ponds Maintained -1,250 2,500 3,750 5,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 2,607
2,252 2,630 2,560 2,560 5,000 Catch Basin Inspection 195
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 432 432 432 432 432 OPERATING FUND: 462 462 462 462 462 OPERATING REVENUES 343.400 Storm Service
Charge 9,031,907 9,038,680 9,038,680 9,086,300 9,086,300 343.430 Other Charges for Service 550,832 112,807 112,807 156,376 156,376 361.100 Interest Earnings 24,258 13,865 13,865 15,000
15,000 396/399 Miscellaneous Revenue 3,183,271 108,674 108,674 60,951 63,226 TOTAL OPERATING REVENUES 12,790,268 9,274,026 9,274,026 9,318,627 9,320,902 OPERATING EXPENDITURES 548.000.10
Salaries & Wages 2,667,487 2,397,119 2,397,119 2,500,996 2,607,943 548.000.20 Benefits 1,163,877 1,224,350 1,224,350 1,233,452 1,328,677 548.000.30 Supplies 62,295 94,300 94,300 94,750
94,550 548.000.40 Other Service Charges 1,338,730 1,670,215 1,670,215 1,708,290 1,725,779 548.000.50 Intergovernmental Services 64,239 113,000 113,000 83,000 83,000 597.100.55 Operating
Transfers Out 198,781 2,302,980 2,302,980 1,782,752 1,501,292 548.000.60 Capital 6,250,232 ----548.000.75 Debt Service Principal 423,302 413,162 413,162 413,162 425,578 548.000.83 Debt
Service Interest 153,180 360,525 360,525 361,418 350,697 590.100.05 Net Increase in Restricted Assets 1,367,211 ----548.000.90 Interfund Payments for Service 1,337,047 1,312,518 1,312,518
1,441,066 1,444,254 TOTAL OPERATING EXPENDITURES 15,026,380 9,888,169 9,888,169 9,618,886 9,561,770 REVENUES LESS EXPENDITURES (2,236,112) (614,143) (614,143.32) (300,259) (240,868)
BEGINNING WORKING CAPITAL -January 1 16,051,080 2,691,382 2,691,382 2,077,239 1,776,980 ENDING WORKING CAPITAL -December 31 13,814,969 2,077,239 2,077,239 1,776,980 1,536,112 NET CHANGE
IN WORKING CAPITAL (*) (2,236,112) (614,143) (614,143) (300,259) (240,868) CAPITAL FUND: CAPITAL REVENUES 361.110 Investment Income -2,135 2,135 --396.101 Capital-System Development
-350,000 350,000 500,000 600,000 382.200 Revenue Bond Proceeds -----397.100 Operating Transfer (from Operations) -2,000,000 2,000,000 1,400,000 1,200,000 396/399 Other Revenues -307,806
307,806 --TOTAL CAPITAL REVENUES -2,659,941 2,659,941 1,900,000 1,800,000 CAPITAL EXPENDITURES 590.100.10 Salaries & Wages -294,980 294,980 152,143 95,714 590.100.20 Benefits -97,969
97,969 60,857 38,286 590.100.60 Construction Projects -4,390,563 2,874,649 2,426,200 1,352,000 590.100.55 Operating Transfers Out --50,000 156,000 50,000 TOTAL CAPITAL EXPENDITURES -4,783,512
3,317,598 2,795,200 1,536,000 BEGINNING WORKING CAPITAL -January 1 -11,900,000 11,900,000 11,242,343 10,347,143 ENDING WORKING CAPITAL -December 31 -9,776,429 11,242,343 10,347,143 10,611,143
NET CHANGE IN WORKING CAPITAL (*) -(2,123,571) (657,657) (895,200) 264,000 Total Change in Working Capital (2,236,112) (2,737,714) (1,271,800) (1,195,459) 23,132 (*) Working Capital
= Current Assets minus Current Liabilities 2017 Budget 2018 Budget 432 Storm Drainage (includes 462 Storm Drainage -Capital) 2015 Actual 2016 Amended Budget 2016 Estimated 196
2017-2018 Biennial Budget Section IV: Operating Budget Department Employees 432 Storm FTEs 2014 2015 2016 2017 2018 Storm FTEs 10.00 10.00 10.00 10.00 10.00 TOTAL STORM FTEs 10.00 10.00
10.00 10.00 10.00 Full Time Equivalent (FTE) 197
2017-2018 Biennial Budget Section IV: Operating Budget SEWER METRO UTILITY Department Overview The City of Auburn contracts with King County’s Wastewater Treatment Division (WTD) for
sewage treatment and disposal. The City pays King County for these services based on the County’s monthly sewer rate and the number of customers served; the cost is then passed directly
on to consumers. In 2013, the Sewer Metro Utility Fund was created in an effort to track these revenues and expenditures separately from the City-owned and operated Sewer utility. 2015
& 2016 Accomplishments • Made improvements to how the Quarterly Report of Sewerage Customers is prepared. • Identified new accounts that require special setup for accurate reporting
to King County. • Participated in King County WTD audit of sewer customer reporting. 2017 & 2018 Objectives • Continue to prepare the Quarterly Report of Sewerage Customers in a timely
manner. • Continue to identify new accounts that require special setup for accurate reporting to King County. 198
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 433 433 433 433 433 OPERATING FUND: --463 463 OPERATING REVENUES 343.531 Metro Service Charge
15,704,127 15,757,687 15,757,687 16,537,490 17,439,923 343.532 Metro Industrial Charge 586,882 575,000 575,000 700,000 750,000 361.110 Interest Earnings 1,630 700 700 1,000 1,000 399.100
Miscellaneous Revenue -----TOTAL OPERATING REVENUES $ 16,292,639 $ 16,333,387 $ 16,333,387 $ 17,238,490 $ 18,190,923 OPERATING EXPENDITURES 535.000.10 Salaries & Wages -----535.000.20
Benefits -----535.000.30 Supplies -----535.000.40 Other Service Charges -----535.000.50 Intergovernmental Services 16,034,521 16,517,200 16,317,200 17,294,700 18,250,200 535.000.60 Capital
-----535.000.75 Debt Service Principal -----535.000.83 Debt Service Interest -----535.000.90 Interfund Operating Rentals & Supplies -----TOTAL OPERATING EXPENDITURES $ 16,034,521 $ 16,517,200
$ 16,317,200 $ 17,294,700 $ 18,250,200 REVENUES LESS EXPENDITURES $ 258,118 $ (183,813) $ 16,187 $ (56,210) $ (59,277) BEGINNING WORKING CAPITAL -January 1 2,100,400 2,358,518 2,358,518
2,374,705 2,318,495 ENDING WORKING CAPITAL -December 31 2,358,518 2,174,705 2,374,705 2,318,495 2,259,218 NET CHANGE IN WORKING CAPITAL (*) $ 258,118 $ (183,813) $ 16,187 $ (56,210)
$ (59,277) (*) Working Capital = Current Assets minus Current Liabilities 2017 Budget 2018 Budget 433 Sewer Metro 2015 Actual 2016 Amended Budget 2016 Estimated 199
2017-2018 Biennial Budget Section IV: Operating Budget AIRPORT FUND Vision To identify, analyze, develop and implement value-added airport systems solutions and services. Mission To
provide the citizens and users a quality aviation facility with needed services and products in a safe and secure environment. Department Overview The Auburn Municipal Airport provides
hangar and tie-down facilities, which will accommodate over 370 based aircraft. The City has long-term land-only leases which provide for private condominiumtype aircraft hangars and
one maintenance facility. In addition, there are several businesses operating on the airfield that provide aviation-related services to the public and users of the Airport. The City
contracts for the operations and management of the Airport including aircraft tie-downs, hangars and facility leases, as well as the daily management, maintenance, and operation of the
fuel facility. 2015 & 2016 Accomplishments • Completed the transfer of management of this fund from Finance to Community Development and Public Works in 2016. • Continued to campaign
the value of the Airport to citizens and surrounding area. • Continued to advertise regionally to promote the use of the Auburn Municipal Airport as an alternative to Boeing, Renton
and Tacoma. • Continued to pursue state and federal grant opportunities. • Completed approximately 500,000 square feet of asphalt repair, rehab and seal coat of the runway, taxiway,
taxi lanes and aircraft parking areas. • Administered a Request for Proposal (RFP) process and negotiated new contract for airport management services. • Removed trees on the west side
of the airport property within the object-free area. • Completed the update to the Airport Master Plan. • Completed the Wildlife Hazard Assessment and implemented the Wildlife Hazard
Plan. • Completed the South T-Hangar Row 3 project to retrofit existing airplane hangars into enclosed hangars in order to increase cash flow and accommodate more aircraft. • Completed
the Airport Obstruction Survey/Advanced Ground Information System (AGIS) Survey. • Completed Environmental Assessment/Categorical Exclusions (CATEX) Report for north and south runway
enhancements. 2017 & 2018 Objectives • Evaluate the need for additional hangar retrofit to closed hangars. • Promote Request for Proposal for aeronautical business development at the
Airport. • Apply to the FAA for replacement of obsolete Visual Approach Slope Indicator (VASI) with new FAA-approved Precision Approach Path Indicator (PAPI) Systems. • Secure funding
for and complete the design and Construction of the Runway Enhancement project. • Continue efforts to support Jet A fuel sales at the Airport. • Complete annual repairs and maintenance
as needed. • Maintain compliance with the Airport’s Industrial Storm Water Permit requirements. 200
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 435 435 435 435 435 OPERATING FUND: 465 465 465 465 465 OPERATING REVENUES 341.930 Airport Security
Service 17,078 15,500 15,500 16,000 16,000 344.604 Flowage Fee 16,080 12,000 12,000 28,000 28,000 362.501 Property Leases 205,281 217,700 217,700 238,000 244,000 362.502 Tie Down & Hangar
Rent 491,059 502,200 502,200 525,800 536,300 362.503 Fuel Facility Rent -----369.900 Investment Income 1,238 969 969 2,500 2,500 331/334 Federal and State Grants 64,820 ----369.900 Miscellaneous
Revenue 12,532 500 500 3,000 3,000 TOTAL OPERATING REVENUES $ 808,087 $ 748,869 $ 748,869 $ 813,300 $ 829,800 OPERATING EXPENDITURES 546.000.10 Salaries & Wages 26,448 25,723 25,723
--546.000.20 Benefits 9,335 10,496 10,496 --546.000.30 Supplies 4,818 2,000 2,000 2,500 2,500 546.000.40 Other Service Charges 448,450 463,050 463,050 484,950 498,550 546.000.50 Intergovernmental
Services -150,000 150,000 --546.000.60 Capital 348,270 ----546.000.75 Debt Service Principal 151,605 189,947 189,947 165,000 175,000 546.000.83 Debt Service Interest 41,834 35,693 35,693
23,850 16,425 590.100.05 Net Increase in Restricted Assets 17,660 ----546.000.90 Interfund Payments for Service ---1,400 1,500 TOTAL OPERATING EXPENDITURES $ 1,048,420 $ 876,908 $ 876,908
$ 677,700 $ 693,975 REVENUES LESS EXPENDITURES $ (240,333) $ (128,039) $ (128,039) $ 135,600 $ 135,825 BEGINNING WORKING CAPITAL -January 1 756,938 316,604 316,604 188,565 324,165 ENDING
WORKING CAPITAL -December 31 516,605 188,565 188,565 324,165 459,990 NET CHANGE IN WORKING CAPITAL (*) $ (240,333) $ (128,039) $ (128,039) $ 135,600 $ 135,825 CAPITAL FUND: CAPITAL REVENUES
361.110 Investment Income -31 31 --465.000 Federal and State Grants -263,834 263,834 316,667 1,741,667 397.100 Operating Transfers In -150,000 150,000 --396/399 Other Revenues -14,456
14,456 --TOTAL CAPITAL REVENUES $ -$ 428,321 $ 428,321 $ 316,667 $ 1,741,667 CAPITAL EXPENDITURES 590.100.10 Salaries & Wages ---21,429 106,429 590.100.20 Benefits ---8,571 42,571 590.100.6
Construction Projects -469,911 469,911 333,334 1,704,334 590.100.55 Operating Transfers Out -----TOTAL CAPITAL EXPENDITURES $ -$ 469,911 $ 469,911 $ 363,334 $ 1,853,334 BEGINNING WORKING
CAPITAL -January 1 -200,000 200,000 158,410 111,743 ENDING WORKING CAPITAL -December 31 -158,410 158,410 111,743 76 NET CHANGE IN WORKING CAPITAL (*) $ -$ (41,590) $ (41,590) $ (46,667)
$ (111,667) Total Change in Working Capital $ (240,333) $ (169,629) $ (169,629) $ 88,933 $ 24,158 (*) Working Capital = Current Assets minus Current Liabilities 2017 Budget 2018 Budget
435 Airport (includes 465 Airport -Capital) 2015 Actual 2016 Amended Budget 2016 Estimated 201
2017-2018 Biennial Budget Section IV: Operating Budget EQUIPMENT RENTAL Mission Statement The mission of Equipment Rental is to provide all City departments with a safe and reliable
fleet and the fleet support services that each department needs to perform its mission. Department Overview Equipment Rental is responsible for the maintenance, servicing, acquisition,
and disposition of the City’s vehicle and equipment fleet. Central Stores is a component of Equipment Rental and is responsible for procuring, storing, and distributing supplies and
material for many City operations. Central Stores also maintains the City’s fuel storage and access system. 2015 & 2016 Accomplishments • Continued to improve fleet fuel economy by expanding
the use of Zonar fleet management technology and continued use of the “no idle” policy. • Continued to find ways to extend vehicle life above industry standard by performing more proactive
preventive maintenance. • Monitored the newly purchased Compressed Natural Gas (CNG) vehicle to determine if it is an efficient alternative fuel option for use in the fleet. • Continued
to develop an overall level of service/customer service plan for Equipment Rental and Central Stores. 2017 & 2018 Objectives • Investigate fuel systems for replacement in next budget
cycle. • Continue to improve fleet fuel economy using new technologies and policies. • Investigate alternative fuel options, such as propane and electric/gasoline hybrid vehicles for
fleet fuel efficiency. • Utilize customer service surveys and alternative feedback measures from customers to continue to improve overall level of service. • Expedite Equipment Rental
and Central Stores remodel project. • Develop interactive vehicle replacement schedules for a better customer experience. 202
2017-2018 Biennial Budget Section IV: Operating Budget Number of Additional Maintenance Performed during Preventative Maintenance Services Unscheduled maintenance are repairs that were
not planned. The majority of these repairs take place following a Preventative Maintenance inspection, thereby preventing a more costly repair due to system failures. A preventative
maintenance service is a systematic inspection and service of vehicles and equipment, completed at predetermined intervals, to detect mechanical problems prior to system failures, resulting
in extended lifecycles. PERFORMANCE MEASURES -EQUIPMENT RENTAL FUND Vehicle Life Cycle Averages Life cycles are based on industry standards by vehicle type and vehicle use. We have kept
our life cycles above industry standards through proactive preventative maintenance, enabling us to get the most from our vehicles with the least investment. Number of Preventative Maintenance
Services Performed 0.0 3.0 6.0 9.0 12.0 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 8.0 8.5 8.0 10.0 9.0 9.0 Average Vehicle Life Cycles 0 175 350 525 700 2013 2014 2015 2016 Est 2017
Goal 2018 Goal 497 476 524 446 460 460 Maintenance Services Performed 0 500 1,000 1,500 2,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 1,041 1,430 1,720 1,650 1,700 1,750 Unscheduled
Maintenance Performed 203
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 550 550 550 550 550 OPERATING FUND: 560 560 560.00 560 560 OPERATING REVENUES 348.500 Fuel Sales
666,108 656,396 656,396 465,700 465,700 365.100 Interfund Rentals 1,848,845 1,822,169 1,822,169 1,797,402 1,794,625 365.110 Vehicle Replacement Revenue 989,440 893,215 893,215 --361.110
Investment Income 8,345 4,048 4,048 --397.100 Operating Transfers-In 398,112 203,997 428,997 720,000 789,058 391.504 Other Financing Sources 204,710 ----388.800 Prior Year Adjustment
(1,315,701) ----395.100 Miscellaneous Revenue 64,813 ----TOTAL OPERATING REVENUES $ 2,864,674 $ 3,579,825 $ 3,804,825 $ 2,983,102 $ 3,049,383 OPERATING EXPENDITURES 548.000.10 Salaries
& Wages 599,963 593,881 593,881 681,943 713,183 548.000.20 Benefits 239,583 314,545 314,545 349,650 377,216 548.000.30 Supplies 869,602 1,341,600 1,341,600 1,074,000 1,081,000 548.000.40
Other Service Charges 322,045 377,500 377,500 427,580 435,180 548.000.50 Intergovernmental Services 237,266 1,626,392 1,626,392 --548.000.60 Capital 1,407,611 ----548.000.75 Debt Service
Principal 19,119 39,107 39,107 --548.000.83 Debt Service Interest 2,951 5,033 5,033 3,843 2,618 548.000.90 Interfund Payments for Service 217,031 212,390 212,390 231,152 220,212 590.100.05
Net Increase in Restricted Assets (1,279,927) ----TOTAL OPERATING EXPENDITURES $ 2,635,244 $ 4,510,449 $ 4,510,449 $ 2,768,168 $ 2,829,409 REVENUES LESS EXPENDITURES $ 229,429 $ (930,624)
$ (705,624) $ 214,934 $ 219,974 BEGINNING WORKING CAPITAL -January 1 5,844,690 2,974,119 2,974,119 2,268,495 2,483,429 ENDING WORKING CAPITAL -December 31 6,074,119 2,043,495 2,268,495
2,483,429 2,703,403 NET CHANGE IN WORKING CAPITAL (*) $ 229,429 $ (930,624) $ (705,624) $ 214,934 $ 219,974 CAPITAL FUND: CAPITAL REVENUES 361.110 Interest Revenue -1,652 1,652 --365.110
Vehicle Replacement Revenue ---1,703,631 1,703,631 391.504 Other Financing Sources -----397.100 Operating Transfers In -2,118,926 1,893,926 106,000 -395.100 Other Sources -----TOTAL
CAPITAL REVENUES $ -$ 2,120,578 $ 1,895,578 $ 1,809,631 $ 1,703,631 CAPITAL EXPENDITURES 548.000.75 Capital Lease -Principal ---40,297 41,522 548.000.64 Increase In Fixed Assets -Equipment
-2,907,063 2,907,063 1,137,904 845,329 548.000.65 Increase In Fixed Assets -Construction -723,002 723,002 620,000 620,000 548.000.55 Operating Transfers Out -----TOTAL CAPITAL EXPENDITURES
$ -$ 3,630,065 $ 3,630,065 $ 1,798,201 $ 1,506,851 BEGINNING WORKING CAPITAL -January 1 -3,100,001 3,100,001 1,365,513 1,376,943 ENDING WORKING CAPITAL -December 31 -1,590,513 1,365,513
1,376,943 1,573,723 NET CHANGE IN WORKING CAPITAL (*) $ -$ (1,509,488) $ (1,734,487) $ 11,430 $ 196,780 Total Change in Working Capital $ 229,429 $ (2,440,111) $ (2,440,111) $ 226,364
$ 416,754 (*) Working Capital = Current Assets minus Current Liabilities 2017 Budget 2018 Budget 550 Equipment Rental (includes 560 Equipment Rental -Capital) 2015 Actual 2016 Amended
Budget 2016 Estimated 204
2017-2018 Biennial Budget Section IV: Operating Budget Department Employees 550 Equipment Rental FTEs 2014 2015 2016 2017 2018 Equipment Rental FTEs 12.00 12.00 12.00 12.00 12.00 TOTAL
EQUIPMENT RENTAL FTEs 12.00 12.00 12.00 12.00 12.00 Full Time Equivalent (FTE) -1.0 FTE -The Mechanic Supernumerary position was deactivated in December 2015. 1.0 FTE -In 2015, the SCADA
Technician that was approved in 2014 was moved from the Water Fund to ER&R. 205
206
Police Chief Bob Lee 137 F.T.E. – 2017 138 F.T.E. -2018 Inspectional Services Commander Assistant Police Chief Investigations Commander Admin. Services Commander Police Records Manager
Patrol Patrol Sgts.(6) Patrol Officers (67) Traffic Unit Sergeant (1) Traffic (5) Parking (2) Police Department Police Services Supervisors (2) Specialists (8) Administrative Services
Sergeant F.T.E. = Full-Time Equivalent Administrative Assistants (2) Regional Task Force V-N.E.T (1) T-N.E.T (1) Auto Theft Task Force (1) Investigations Administrative Assistant Property
Crimes/S.I.U Sergeant (2) Detectives (11) Major Crimes Sergeant (1) Detectives (8) Patrol Commanders (2) Community Services Officer Community Response Team Officers (3) Crime Analyst
Animal Control Officer 2017 (1) 2018 (2) MIT Officer Evidence Technicians (2) 207
208
2017-2018 Biennial Budget Section IV: Operating Budget SOUTH CORRECTIONAL ENTITY (SCORE) The South Correctional Entity (SCORE) consolidated correctional facility was established by the
“member cities” of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac and Tukwila to provide correctional services within the jurisdiction of the member cities for the purpose of
detaining arrestees and sentenced offenders in the furtherance of public safety. 2015 & 2016 Accomplishments • SCORE successfully completed an audit to obtain certification and compliance
with the Federal and State Prison Rape Elimination Act (PREA) in 2015. • SCORE completed the Washington Association of Sheriffs and Police Chiefs Association (WASPC) accreditation for
jails. SCORE is the only jail in Washington State to attain this status. • SCORE successfully trained all corrections staff in the area of Critical Incident Training. This training educates
law enforcement officers and corrections officers in interacting with persons with mental illness. • SCORE has continued to expand and maintain contract relationships with other agencies.
2017 & 2018 Objectives • Continue to expand and improve efforts to reduce costs to member cities by entering contracts for the housing of inmates from outside agencies. • SCORE will
be working on efforts to begin replacement of critical infrastructure that has become outdated or is at the end of its life cycle. • After determining space allocation, a remodel will
occur in the front lobby to allow for expanded administrative space. • SCORE will begin to research and identify an electronic management system. 209
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 ----------Supplies
----------Intergovernmental 3,658,863 4,020,000 4,020,000 3,953,150 4,099,465 ------622,050 ----941,492 --------$3,658,863 $5,583,542 $4,020,000 $3,953,150 $4,099,465 Debt Service Interest
Interfund Payments For Service DEPARTMENT TOTAL Salaries & Wages Personnel Benefits Services & Charges Capital Outlay Debt Service Principal 001.20 SCORE Expenditures 210
2017-2018 Biennial Budget Section IV: Operating Budget POLICE DEPARTMENT Vision To be a premier law enforcement agency that is trusted, supported and respected. Mission Statement To
provide professional law enforcement services to our community. 2015 & 2016 Accomplishments • The Auburn Police Department is dedicated to allowing the citizens of Auburn to enjoy what
our parks have to offer. The quality of life at the parks improved in 2015 and 2016. All criminal behavior was addressed quickly and efficiently and all matters were investigated thoroughly
with professionalism. The Police Department worked very closely with Parks staff in addressing issues that arose, and combined resources to remedy any challenges that were presented.
In 2016, the leadership and staff of the Police and Parks Departments convened to outline summer activities and established responsibilities and assignments that aid in addressing issues.
Listening to the citizens of Auburn about their concerns and safety at the parks is of high importance and will continue during 2017 and 2018. • The Auburn Police Department has accomplished
its goal of creating a safe environment for the downtown region by adding additional bike patrols to this area. The top priority was the full-time assignment of two officers to patrol
and become ambassadors to the downtown area. Both of the officers assigned on bikes downtown have met their goals of familiarizing themselves with the business owners and citizens who
spend time there. Quickly addressing criminal activity when it presents itself part of creating an environment of safety and comfort. • Response times for Priority One calls exceeded
the four minute response time goal, at 4.2 minutes. • Crime analysis was a priority during 2015 and 2016. During the last two years, software and technology has aided us in the areas
of facial recognition and crime trends. Each week, the Crime Analysis Unit publishes a report titled Intelligence Based Policing that allows officers and detectives the ability to see
real-time information based on current confirmed criminal intelligence, in order to investigate and combat crime in each patrol district. Each officer in patrol utilizes this information
to patrol their district effectively using current information. • Developing the leaders of the future was a priority goal during 2015 and 2016. Training new leaders is a substantial
step for the Auburn Police Department as in decades past; on the job training was the preferred method of leadership development. Over the last two years all command staff, sergeants
and supervisors have attended several hours of leadership training. More importantly, all leadership staff at the Police Department have attended the three-week course Leadership in
Police Organizations. This course is based on the current leadership course being offered to new Army cadets at the United States Military Academy. • Developing trust and support from
the citizens of Auburn will always be a high priority. There are several ways to gain respect and trust, and in 2015 and 2016 the utilization of social media was one method employed.
Over the last two years, the Auburn Police Department Facebook page has been a highly effective way to communicate with the public and involve them with their police department. There
is always good work being conducted by the men and women of the Auburn Police Department -now these moments are captured and placed on the Facebook page for all to see. During 2015 and
2016, thousands of viewers were added to the followers list. The Auburn Police Department leadership and staff have attended several community meetings and gatherings. National Night
Out is a program the Police Department is very involved in, and the department dedicates several staff members to attend multiple gatherings throughout the City. Over 65 events were
attended by Auburn Police Department leadership and staff in 2015 and 2016. • Landlord training is a necessary program that allows police/landlord partnerships, not to mention a relationship
that fosters an effective tool to combatting crime in our rental communities. During the years 2015 and 2016, there were two all-day trainings that were sponsored and instructed by the
Auburn Police Department’s Community Response Team. 211
2017-2018 Biennial Budget Section IV: Operating Budget • A Traffic School was developed in 2015 and 2016 and a final draft ordinance was prepared in mid-2016. This ordinance went to
City Council in June and July of 2016 for full consideration and implementation and was approved. The first traffic school class was held on November 10, 2016 with nine students in attendance.
• The Community Response Team (CRT) works closely with City code enforcement officers. The City has added an additional code enforcement officer that is more proactive than reactive.
One area of cooperation was addressing issues with the homeless population. Identifying persons experiencing homelessness and providing them helpful resources is very challenging. Many
homeless people establish encampments to reside and call home. The CRT police officers, working hand in hand with code enforcement and parks staff, have made a significant reduction
in homeless camps and encouraged the residents to seek assistance or other alternatives. Establishing cooperation with property owners has also aided in this effort. Homeless camps have
been reduced during the last two years. • In 2015, the Auburn Police Department received $38,050 to fund the Sex Offender Contact Program. A total of 159 registered sex offenders were
contacted by Auburn Police Officers during 2015. In 2016, the Auburn Police Department received $35,839 to continue the program. By the end of 2016, 146 sex offenders were contacted
by Auburn police officers. These contacts of offenders have resulted in 31 cases being filed due to offenders being out of compliance with their registration restrictions. • The Auburn
Police Department is dedicated to investigating and enforcing the law regarding driving under the influence (DUI). Removing impaired drivers from Auburn’s roadways is a large part of
making the roadways safe for everyone. In 2015, the Auburn Police Department received $12,200 to fund DUI emphasis programs. During this same year, 182 impaired drivers were arrested
and had charges referred to the City Prosecutor’s office. In 2016, the Auburn Police Department received another $7,700 and by the end of year 2016, had arrested 155 drivers for DUI.
2017 & 2018 Objectives • Downtown Auburn is the heart of the City and is going through some major changes and improvements. Part of the improvement is the increased feeling of safety
and quality of life. The Auburn Police Department continues to play an important role, along with several other City and local partnerships, in ensuring that these improvements are lasting.
The Police Department will continue to enhance our efforts in the downtown area to address crime and other quality of life issues. A problem-solving approach, along with our relationships
with residents and business owners, will combine to make this a success. • Les Gove Park continues to offer several services and experiences to all of the citizens of Auburn. The new
Youth/Teen Center was completed in 2016 and the Auburn Police Department continues to be involved with youth programs that foster a healthy relationship with teens in the area. Mentoring
and coaching from Auburn officers is part of the department’s values of Courage, Honor, Integrity and Professionalism. Additionally, the feeling of safety throughout the park is something
that the Police Department will always be striving for through addressing crime and adherence to City ordinances that relate to park rules and regulations. • The Auburn Police Department
will continue to seek grant funding from the Washington State Department of Transportation to conduct additional Driving Under the Influence (DUI) emphasis patrols. • The Police Department
will continue to pursue the effort of sex offender contacts and will attempt to obtain grant funding in this area. • A position in the Innovation and Technology Department was recently
reclassified to conduct research and development of new law enforcement-specific technology. In 2017 and 2018, the Police Department will seek improvements utilizing technology in the
areas of, but not limited to: license plate readers, video cameras, evidence management systems and crime scene technology. 212
2017-2018 Biennial Budget Section IV: Operating Budget • Crime analysis is a vital part of the Auburn Police Department. Constantly upgrading and improving our efforts to collect data
and utilizing the information to deploy personnel and combat criminal activity is required. The Police Department will continue to improve and find new innovative ways to use crime data
to address crime in Auburn. • In order to improve and sustain the Auburn Police Department’s trust and transparency with the citizens they serve, Division Commanders will be assigned
as liaisons for specific identified minority groups within the city. Their mission will be to create a working and trusting relationship with the formal and informal leaders within these
groups to address issues and concerns. Acting as a conduit, the Division Commander will provide information and answer questions and concerns about the operation of the Police Department.
• The Police Department has an excellent working relationship with several landlords and rental property owners. Although we have not made connections with all of them, the annual landlord
trainings seem to glean a healthy turnout to learn new ideas and meet the officers in their areas. The Police Department will build on this effort and attempt to hold more trainings
throughout each year to reach a broader base of landlords and rental property owners. • The City has developed Community Picnics to serve as venues for existing community meetings that
were held in specific neighborhoods. Community Picnics are to be held throughout the summer months of each year and are based in the same areas of police patrol districts. The Auburn
Police Department will play a major role in these picnics utilizing our Community Response Team member, Community Programs, District Patrol Sergeants and Sector Commanders. 213
2017-2018 Biennial Budget Section IV: Operating Budget 214
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 11,594,325
12,383,654 12,364,254 13,175,855 13,480,777 4,332,796 4,544,860 4,544,860 5,151,606 5,526,909 Supplies 219,770 307,790 307,790 353,172 325,200 3,255,272 3,925,350 3,925,350 4,144,350
4,424,232 Intergovernmental 16,331 20,500 20,500 20,500 20,500 ---189,519 204,618 2,667,285 2,631,498 2,631,498 2,932,256 2,983,959 $22,085,780 $23,813,652 $23,794,252 $25,967,258 $26,966,195
Capital Outlay Interfund Payments For Service DEPARTMENT TOTAL Expenditures Salaries & Wages Personnel Benefits Services & Charges 001.21 Police Department Employees 001 Police FTEs
2014 2015 2016 2017 2018 Police FTEs 126.00 129.00 131.00 137.00 138.00 TOTAL POLICE FTEs 126.00 129.00 131.00 137.00 138.00 Full Time Equivalent (FTE) 3.0 FTEs -The 2015/2016 Adopted
Budget included the addition of a Police Records Specialist, a Bicycle Officer, and a Major Crimes Detective. 2.0 FTEs -Effective in 2016, 2.0 FTEs were added to the Police Department
via Budget Amendment #4, Ordinance No. 6571. These positions include an additional Bicycle Officer and a Community Response Team Officer. 1.0 FTE -The 2017/2018 Budget includes the addition
of an additional Animal Control Officer effective in 2018, which will be partially funded by MIT (Muckleshoot Indian Tribe). 6.0 FTEs -The 2017/2018 Budget includes the addition of 6
additional Officers effective in 2017, which will partially be funded by COPS grant monies and increase in cable taxes. 215
2017-2018 Biennial Budget Section IV: Operating Budget SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally
restricted. The Police Department is responsible for the budget in the following special revenue fund: Fund 117-The Drug Forfeiture Fund accounts for drug money that has been forfeited.
The expenditure of funds is restricted to drug enforcement activity. 2015 & 2016 Accomplishments • The Auburn Police Department continued its support to the Tahoma Narcotics Enforcement
Team (TNET) by maintaining one narcotics detective. TNET is a Drug Enforcement Administration (DEA) task force. In addition, we supplied one detective to the Seattle High Intensity Drug
Trafficking Areas/Valley Narcotics Enforcement Team (HIDTA/VNET) Task Force. • TNET is a regional DEA task force that operates out of the Tacoma office. In 2015 and 2016, TNET had 122
arrests. Methamphetamine continues to be the most confiscated drug with heroin quickly closing in. TNET received $2,313,069 in forfeited assets in 2015 and 2016. • VNET is a Drug Enforcement
Administration regional HIDTA task force that operates out of the Federal Way office. Methamphetamine is also the leading drug seized, with heroin and cocaine respectively following.
In 2015, VNET seized approximately $1.6 million in assets, a significant increase from 2014. • Auburn’s Special Investigation Unit (SIU) is staffed with two Narcotic Detectives and one
Sergeant. During this last budget cycle, the unit operated with one Detective for several months due to turnover and new detectives being assigned. • Narcotic Activity Reporting System
(NARS) are completed by citizens and forwarded electronically to the SIU. These are followed up with investigations by trained officers and SIU Detectives. The Uniform Drug Suppression
Team (UDST) was increased by newly trained officers. This team investigated 136 NARS reports. • The SIU significantly increased the use of covert surveillance cameras during this budget
cycle. The Police Department purchased two additional cameras and borrowed several other cameras on loan from neighboring and federal agencies for specific investigations. 2017 & 2018
Objectives • Continue providing a detective position to the Tahoma DEA and Seattle HIDTA/VNET task forces. • Provide training and stability for the SIU Narcotics Detectives. Currently,
the two Narcotics Detectives assigned to SIU have very little experience due to rotational assignments. We will strive to provide them with appropriate advanced training to give them
the confidence to safely deal with this type of illicit behavior. • Continue to investigate tips regarding drug activity via NARS. 216
2017-2018 Biennial Budget Section IV: Operating Budget SPECIAL REVENUE FUND 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 539,821
443,824 443,824 357,897 193,981 28,650 36,400 36,400 31,000 31,000 663 700 700 1,100 1,100 91,373 60,000 150,000 55,000 55,000 $ 660,507 $ 540,924 $ 630,924 $ 444,997 $ 281,081 99,660
110,952 110,952 116,721 117,057 38,572 44,074 44,074 37,795 39,664 Supplies 43,239 33,500 33,500 25,500 25,500 27,416 71,000 71,000 71,000 71,000 Intergovernmental ----------7,797 13,500
13,500 --443,824 267,897 357,897 193,981 27,860 $ 660,507 $ 540,924 $ 630,924 $ 444,997 $ 281,081 Ending Fund Balance Total Expenditures Personnel Benefits Services & Charges Capital
Outlay Interfund Payments For Service Expenditures Salaries & Wages Investment Income Confiscated & Forfeited Property Total Revenues Beginning Fund Balance Intergovernmental (TNET)
117 Drug Forfeiture Fund Revenues 217
218
Parks, Arts and Recreation Director Daryl Faber 53 F.T.E. Recreation Programs Manager Parks, Arts and Recreation Department Administrative Assistant Parks Maintenance (12) F.T.E. = Full-Time
Equivalent Special Events & Farmers Market Specialist Arts Coordinator Recreation Program Coordinator (5) Registration Clerk (2) Maintenance Specialist (2) Special Events Coordinator
Teen Coordinator Facility Assistant 0.5 F.T.E. Mechanic Parks Planning & Development Manager Arts & Events Manager Theater Operations Coordinator Maintenance Manager Office Assistant
Maintenance Worker (4) Cemetery Supervisor Curator of Education Museum Director Office Assistant Program Specialist Recreation Coordinator Senior Center Supervisor Facility Assistant
0.5 F.T.E. Golf Course Manager Golf Course Field Supervisor Maintenance Worker (4) Assistant Golf Professional 219
220
2017-2018 Biennial Budget Section IV: Operating Budget PARKS, ARTS AND RECREATION DEPARTMENT Mission Statement The Parks, Arts and Recreation Department is committed to protecting the
City of Auburn’s natural beauty through a vibrant system of parks, open space, and trails while enhancing the quality of life for our citizens by providing outstanding recreational and
cultural opportunities. Department Overview The Parks, Arts, and Recreation Department focuses on providing a variety of facilities and programs for residents of all ages and interests
including parks, recreation programs, arts and cultural activities, senior center services, a museum and historic farm, cemetery, and golf course. The department works closely with the
Auburn School District, Green River College, and other cultural and youth-serving agencies in Auburn to provide facilities and services to citizens. We continue to focus on providing
programs, community events and facilities, protecting our environment, and preserving historical and cultural opportunities in our community. Arts & Events Division 2015 & 2016 Accomplishments
• Hosted a successful 50th anniversary celebration of the Veterans Day Parade with special elements, including multiple flyovers, participation from a Medal of Honor recipient, distribution
of challenge coins, Vietnam Veterans activities, and a Tribute Banner program. • Rebranded the former Auburn Days/AugustFest festival to AuburnFest to create an exciting new summer festival
which includes a parade, car show, fun run and lively festival at Les Gove Park. • Added the Auburn Community Teen Players production to the mix of summer productions at the Auburn Avenue
Theater. • Added four new public art pieces to the City's collection – Community/Confluence, Silverware Ostrich, Origami Fuchsia, and Watch My Tail. • Initiated Benchmarks, a community
art project placing community-decorated benches throughout the City. • Applied for and received a $200,000 grant from 4Culture/King County Council to go toward the renovation costs of
the Old Post Office into the new Auburn Arts & Culture Center. • Implemented the acceptance of Electronic Benefits Transfer (EBT) transactions at the Auburn International Farmers Market.
2017 & 2018 Objectives • Continue to refine sponsor opportunities and solicit sponsorships for major special events. • Continue to work with community partners on joint programming for
arts and events. • Continue to diversify performing arts offerings and build a broad audience base for performing arts programs. • Develop a comprehensive plan for the creation of an
Auburn Arts & Culture Center within the Old Post Office building. 221
2017-2018 Biennial Budget Section IV: Operating Budget Golf Course Division 2015 & 2016 Accomplishments • Increased revenue and play by more than 10% versus the 2014 season. • Increased
league and tournament play by more than 15% and 1,000 participants. • Improved website for members & league event information. • Entered into new concessionaire agreement with Bogey’s
Public House and assisted in the remodel of the restaurant facility. • Completed irrigation and drainage projects on the third and eleventh holes. • Completed extensive replacement of
antiquated irrigation system which included 20 new irrigation satellites and a central computer that will aid in water conservation and irrigation quality. 2017 & 2018 Objectives • Increase
men’s & ladies’ club memberships by 5% and participation in club events by 10%. • Increase general public & league play by 5%, outside tournament play by 5%, and winter play by 10%.
• Develop additional marketing opportunities and golf menu specials with Bogey’s Restaurant. • Increase merchandise sales and cart rental revenue by 5%. • Expand email database by 5%.
• Expand social media marketing with Costco, Golf Now, and The Golf Channel. • Continue to better utilize golf course tee times – offering text message, email, and Facebook specials
during slow times. • Expand Customer Appreciation tournament series to include a major northwest amateur event each year. • Expand the junior program to include participation in PGA
Junior League Golf. • Rebuild the First and Tenth greens and their surrounds. • Replace the chemical storage building. Senior Activity Center Division 2015-2016 Accomplishments • Increased
online registration of senior participants to 16.45% in 2015 and 38% in 2016 by providing on-site training and informational materials. • Tours given to first-time visitors increased
43% between 2014 and 2015 and 42% between 2015 and 2016. • Participation in the Hiking/Walking Program increased 10% between 2014 and 2015. The numbers remained the same between 2015
and 2016; however, 39 of the total 89 participants were new to the program in 2016. • Expanded evening hours from three to four nights per week between 5-9pm. • With the opening of the
Community Center in 2016 we have increased the number of options available to seniors. We went from three options per week to twenty classes per week plus the fitness room. 2017-2018
Objectives • Identify new in-house programs/activities for participants who visit the center daily but are not engaging in currently offered programs/activities. • Increase programming
for minority populations by 5%. • Develop new senior fitness and arts programs to be offered at the Community and Events Center during the day. • Continue to refine sponsor opportunities
and solicit sponsorships for special events. 222
2017-2018 Biennial Budget Section IV: Operating Budget • Work as a member of the Blue Ribbon Committee of Auburn to explore partnership and funding opportunities to bring behavioral
health programs to the participants of the Senior Center. Recreation Division 2015 & 2016 Accomplishments • In 2015, increased online registrations by 35%, and by an additional 5% in
2016. • Transitioned online registration software from CLASS to ACTIVE at the end of 2015, creating a better customer user experience. • Conducted 106 birthday parties in 2015 and 89
in 2016. • Developed an after-school transportation plan in conjunction with the Auburn School District. • Increased participation on the rock climbing wall by introducing a number of
new programs for a variety of ages. • Hosted the first Geocaching Adventure with 175 participants. • Over 13,000 volunteer hours were completed annually by volunteers supporting recreation
programs. 2017 & 2018 Objectives • Increase participation in adult fitness and wellness programs by 100% over 2016 participation. • Sell an average of 200 fitness memberships monthly.
• Increase percentage of total registrations made online to 50%. • Average 75 teens participating each day at The Rec teen center. • Increase participation in youth athletic programs
by 10%. • Promote a healthy Auburn community with an AmeriCorps position in 2017 to coordinate healthy cooking classes. White River Valley Museum and Mary Olson Farm Division 2015 &
2016 Accomplishments • Purchased and installed new point-of-sale (POS) and inventory system, and trained staff members on its use. • Refined and promoted additional sponsorship opportunities
for Hops & Crops Brew Festival. Obtained a presenting sponsor and are growing that relationship for upcoming years. • Continued the review of the artifact collection to remove items
of poor quality or duplicates. Approximately 5% of the collection has been processed. • Permit, design, and begin building a foot bridge over Olson Creek at the Mary Olson Farm. 2017
& 2018 Objectives • Using grant funding, renovate the museum lobby to improve safety and visibility. • Seek grant funding to renovate the museum garage into a classroom. • Review an
additional 10% of the artifact collection and remove items of poor quality or duplicates. 223
2017-2018 Biennial Budget Section IV: Operating Budget Participation in department-wide classes and special events continues to grow. A new strategic approach to marketing recreation
services is enhancing our ability to reach new customers. Facility Rentals The increasing popularity of the Senior Center, Parks and Recreation Administration Building and other park
facilities for weddings, reunions, and community events has increased usage and revenue. The opening of a new community and events center and a remodeled teen center will continue to
increase both usage and revenue. PERFORMANCE MEASURES -PARKS, ARTS & RECREATION DEPARTMENT Volunteer Hours The Parks, Arts, and Recreation Department relies on volunteers to be youth
sports coaches, museum docents, senior center hosts, and to serve in a variety of other positions. As participation in department sponsored programs increases, so does the need for additional
volunteers. Classes & Special Events -Number of Participants 0 15,000 30,000 45,000 60,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 40,293 49,289 43,942 45,000 46,000 47,000 Volunteer
Hours 0 50,000 100,000 150,000 200,000 250,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 185,470 222,206 218,145 220,000 225,000 230,000 Participation in Classes & Special Events $0
$100,000 $200,000 $300,000 $400,000 $500,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal $288,000 $381,094 $385,739 $447,248 $348,000 $358,000 Facility Rental Revenue 224
2017-2018 Biennial Budget Section IV: Operating Budget Power Cart Rentals and Merchandise Sales are loosely tied to the number of rounds played. As rounds have increased over the past
few years, power cart and merchandise revenues have increased as well. The new power cart fleet purchased from 2014 through 2016 will allow for increased cart revenue over the upcoming
budget cycle. Power Cart & Merchandise Revenue PERFORMANCE MEASURES -GOLF COURSE FUND Operating Revenue Total operating revenue is the quickest way to measure the performance of the
golf course from year to year. Economic conditions and weather have a significant effect on facility revenues in the golf industry. Since the recession in 2009, economic conditions have
continued to be somewhat of a drag on golf industry revenues while the weather has had a more significant impact in our area. Green Fee Revenue Green fees have started to show improvement
over the past few years. Improved weather, and an aggressive marketing campaign, allowed for a significant increase in rounds and revenues in 2015. Assuming average weather, and modest
rate increases, green fee revenues should continue to grow through the next budget cycle. 1,300,000 1,400,000 1,500,000 1,600,000 1,700,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal
$1,456,361 $1,445,925 $1,623,525 $1,525,000 $1,579,000 $1,589,000 Total Revenue $0 $300,000 $600,000 $900,000 $1,200,000 $1,500,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal $1,032,882
$1,032,983 $1,151,129 $1,075,000 $1,130,000 $1,200,000 Green Fee Revenue 0 125,000 250,000 375,000 500,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal $368,479 $375,144 $421,412 $385,000
$395,000 $405,000 Power Cart & Merchandise Revenue 225
2017-2018 Biennial Budget Section IV: Operating Budget Department Budget 2015 Actual 2016 Adju sted Budget 2016 Estimate 2017 Budget 2018 Budget 2,015 2,016 2,016 2,017 2,018 3,812,528
4,096,069 4,091,569 4,227,716 4,371,507 1,591,553 1,742,746 1,742,746 1,826,369 1,956,134 Supplies 859,915 923,950 923,950 960,100 964,550 1,961,581 2,286,540 2,291,040 2,468,566 2,502,954
Intergovernmental -----38,583 15,000 15,000 115,000 115,000 50,887 54,210 54,210 57,694 61,607 27,111 22,229 22,229 20,005 16,092 2,475,055 2,443,460 2,443,460 2,600,437 2,672,762 $
10,817,212 $11,584,205 $11,584,205 $12,275,887 $12,660,606 Debt Service Interest Debt Service Principal Interfund Payments For Service DEPARTMENT TOTAL Salaries & Wages Personnel Benefits
Services & Charges Capital Outlay 001.33 Parks Expenditures Department Employees 001 Parks, Ar ts and Recreation 2014 2015 2016 2017 2018 Parks FTEs 37.00 37.00 40.00 40.00 40.00 Golf
FTEs 8.00 8.00 7.00 7.00 7.00 TOTAL PARKS, ART & RECREATION 45.00 45.00 47.00 47.00 47.00 Full Time Equivalent (FTE) 2.0 FTEs -Effective in 2016, 2.0 FTEs were added to the Parks, Arts
and Recreation Department via Budget Amendment No. 4, Ordinance No. 6571. These positions include a Maintenance Specialist and a Special Events & Farmer's Market Specialist. 1.0 FTE
-Effective Q4-2016, the Golf Operations Assistant position was reclassed to a Registration Clerk/Office Assistant for the Recreation Center. 226
2017-2018 Biennial Budget Section IV: Operating Budget SPECIAL REVENUE FUNDS Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally
restricted. The Parks, Arts, & Recreation Department is responsible for the budget in the following special revenue fund: Fund 120 -Recreation Trails Fund, which accounts for gas tax
revenues, with funds restricted for use in trail improvement projects. 2015 & 2016 Accomplishments • Accounted for Motor Vehicle Fuel Tax (MVFT) revenues receipted into this fund. 2017
& 2018 Objectives • Accumulate funds to provide for future trail improvements. 227
2017-2018 Biennial Budget Section IV: Operating Budget Special Revenue Fund 201 5 Ac tual 201 6 Adjus ted Budget 201 6 Es timate 201 7 Budget 201 8 Budget 2,01 5 2,01 6 2,01 6 2,01 7
2,01 8 35,956 42,528 42,528 49,658 56,998 Motor Vehicle Fuel Tax 6,51 0 7,1 00 7,1 00 7,200 7,200 63 30 30 1 40 1 40 $ 42,529 $ 49,658 $ 49,658 $ 56,998 $ 64,338 -----42,529 49,658 49,658
56,998 64,338 $ 42,529 $ 49,658 $ 49,658 $ 56,998 $ 64,338 E nding Fund Balance Total Expenditures Operating Trans fers Out Inves tment Income Total Revenues Beginning Fund Balance 120
Recreation Trails Revenues Expenditures 228
2017-2018 Biennial Budget Section IV: Operating Budget MUNICIPAL PARKS CONSTRUCTION Fund 321 – Municipal Parks Construction accumulates a portion of adult recreation fees for capital
improvements at City parks. The Parks, Arts & Recreation Department is responsible for the budget in this fund. 2015 & 2016 Accomplishments • Completed the Parks, Arts & Recreation Open
Space Plan. • Completed construction of the Lea Hill Restroom. • Replaced playgrounds at Dykstra Park and Isaac Evans Park. • Installed exercise equipment at Isaac Evans Park. • Completed
park tree inventory. • Trail improvements at Isaac Evans Park, Mill Pond, Game Farm Park and PSE Trail. • Drainage improvements at Game Farm Park. • Completed construction of new Auburn
Community and Events Center and the REC Teen Center. • Finalized the Les Gove Master Plan; demolished the Herr property and made landscaping improvements to the property; irrigated and
graded the south lawn area of the park. • Finalized engineering for the H Street Extension project. • Constructed a livestock/pedestrian bridge at Mary Olson Farm. • Refurbished turf
area at the YMCA baseball/soccer field complex. 2017 & 2018 Objectives • Develop Master Plan for 104th Avenue property along the Green River, Lakeland Hills Nature Area, and newly acquired
property in the southwest portion of Game Farm Park to include renovated Parks Maintenance shop. • Construct KOMPAN mini soccer field (funded) and upgrade dirt infield at Brannan Field
#1 to synthetic field turf (Recreation and Conservation Office grant pending). • Acquire Watts Property at Mary Olson Farm. • Initiate Remodel of Old Post Office into Auburn Arts & Culture
Center in downtown Auburn. • Continue improvements at Les Gove Park: construct new restroom facility, close Deals Way, lighted crescent, turf improvements, add new section of trail.
• Construct play area at Sunset Park. • Replace playgrounds at Roegner Park and Lakeland Hills Park. • Improve interior lighting at Game Farm Park. • Construct walking path at Rotary
Park. 229
2017-2018 Biennial Budget Section IV: Operating Budget Capital Projects Fund 201 5 Ac tual 201 6 Adjus ted Budget 201 6 Es timate 201 7 Budget 201 8 Budget 2,01 5 2,01 6 2,01 6 2,01
7 2,01 8 527,770 663,940 663,940 453,426 282,1 1 6 1 37,690 1 25,000 1 25,000 1 25,000 1 25,000 32,640 ----2,208,31 9 741 ,681 741 ,681 268,1 00 50,000 1 81 ,520 621 ,906 1 1 5,000 631
,906 -Intergovernmental S ervice (GRCC) -----Recreational Clas s es 1 0,409 1 1 ,1 00 1 1 ,1 00 1 1 ,1 00 1 1 ,000 1 97 600 500 500 500 42,944 44,300 44,300 45,1 90 46,090 -200,000 -270,000
------464,866 6,002,037 5,777,037 835,000 432,000 $ 3,606,355 $ 8,41 0,564 $ 7,478,558 $ 2,640,222 $ 946,706 1 6,586 ----7,007 ----49 21 0,000 21 0,000 1 0,000 1 0,000 2,91 8,772 7,829,951
6,81 5,1 32 2,348,1 06 862,000 663,940 370,61 3 453,426 282,1 1 6 74,706 $ 3,606,355 $ 8,41 0,564 $ 7,478,558 $ 2,640,222 $ 946,706 E nding Fund Balance Total Expenditures Capital Outlay
Expenditures Mis cellaneous Revenue Operating Trans fers In Total Revenues 321 Munic ipal P ark . Cons truc tion Revenues S alaries & Wages Pers onnel Benefits S ervices & Charges Inves
tment Income Rentals & Leas es Contributions & Donations Beginning Fund Balance Property Taxes (Prop 2 L evy) Federal Grants S tate Grants Interlocal Grants 230
2017-2018 Biennial Budget Section IV: Operating Budget CEMETERY Mission Mountain View Cemetery shall be a sacred place to comfort and strengthen the community through responsible stewardship
and compassionate ministry. To fulfill this mission we will: • Be attentive by listening and understanding. • Be respectful by being courteous, prompt, and caring. • Be professional
by creating and maintaining beautiful grounds. • Be thorough in documenting records. • Be dedicated to protecting the faith and trust the community has placed in us. 2015 & 2016 Accomplishments
• Completed third and final stage of replacing failing concrete niche caps with granite. • Added new 95 niche columbarium in Forest Walk Cremation Garden. • Implemented new cemetery
records management software. • Increased revenue through improved marketing plan. 2017 & 2018 Objectives • Improve existing cemetery grounds and buildings in accordance with Cemetery
Master Plan. • Provide quality support services to bereaved families, public, and death care service providers. • Explore financing options for construction of a new outdoor mausoleum.
231
2017-2018 Biennial Budget Section IV: Operating Budget By developing cremation gardens in prominent, well-traveled locations, and investing in their aesthetic qualities, we will see
the benefit in terms of increased sales and higher product values. Added to this are the benefits of lower labor requirements and land conservation. Revenue From Lot Sales The most important
asset of Mountain View Cemetery is the landscape. Decisions on how and where to memorialize are largely based on emotion, tempered by practical considerations. A variety of product choices,
community events, and local advertising, will all help drive sales revenue. PERFORMANCE MEASURES -CEMETERY FUND Interments We will continue to focus on new section design to incorporate
new ideas and products. Existing property of older sections will be reexamined and planned for additional inventory as appropriate. Inurnments 0 50 100 150 200 2013 2014 2015 2016 Est
2017 Goal 2018 Goal 115 123 108 125 130 135 Interments -50 100 150 200 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 118 127 129 130 135 140 Inurnments $0 $115,000 $230,000 $345,000 $460,000
$575,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal $374,994 $389,221 $448,598 $450,500 $475,000 $500,000 Lot Sale Revenue 232
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 436 436 436 436 436 OPERATING FUND: 466 466 466 466 466 OPERATING REVENUES 343.601 S ettings 46,065
44,000 44,000 45,000 46,000 343.602 Openings & Clos ings 218,017 210,000 210,000 211,000 212,000 343.603 Recordings 15,200 13,000 13,000 13,500 14,000 343.604 L iners 92,567 85,000 85,000
86,000 87,000 343.607 Vas es 25,184 16,000 16,000 21,000 22,000 343.609 Lot S ales 448,434 330,000 370,000 350,000 350,000 343.61 0 Vault Ins tallation 19,030 15,000 15,000 16,000 17,000
343.61 1 Other 13,565 15,000 15,000 15,000 15,000 343.61 2 Marker S ales 206,405 150,000 210,000 170,000 170,000 361 .1 1 0 Inves tment Income 607 300 300 800 800 397.1 00 Operating
Trans fers In 30,000 300,000 300,000 200,000 250,000 369.81 0 Mis cellaneous Revenue (181,199) ----TOTAL OPERATING REVENUE S $ 933,875 $ 1,178,300 $ 1,278,300 $ 1,128,300 $ 1,183,800
OPERATING E XPENDITURES 536.000.1 0 S alaries & Wages 423,213 453,837 453,837 475,628 490,317 536.000.20 Benefits 198,561 258,783 258,783 258,734 277,463 536.000.30 S upplies 190,163
191,300 191,300 221,700 221,700 536.000.40 Other S ervice Charges (364,105) 151,700 151,700 156,750 157,980 536.000.50 Intergovernmental S ervices ---1,332 1,033 536.000.60 Capital 17,301
0 0 --536.000.90 Interfund P ayments for S ervice 65,460 50,740 50,740 47,833 48,898 590.1 00.05 Other Us es 322,183 ----TOTAL OPERATING EXPENDITURE S $ 852,776 $ 1,106,360 $ 1,106,360
$ 1,161,977 $ 1,197,391 REVENUES LESS EXPENDITURES 81,099 71,940 171,940 (33,677) (13,591) BEGINNING WORKING CAPITAL -January 1 294,547 105,646 105,646 277,586 243,909 ENDING WORKING
CAPITAL -December 31 375,647 177,586 277,586 243,909 230,318 NE T CHANGE IN WORKING CAPITAL (*) $ 81,099 $ 71,940 $ 171,940 $ (33,677) $ (13,591) CAPITAL FUND: CAPITAL REVENUES 361 .1
1 0 Inves tment Income -----397.1 00 Operating Trans fers In -----396/399 Other Revenues -----TOTAL CAPITAL REVENUE S $ -$ -$ -$ -$ -CAPITAL E XPENDITURES Net Change In Res tricted Net
As s ets ---590.1 00.6 Cons truction P rojects -12,699 12,699 --590.1 00.55 Operating Trans fers Out -----TOTAL CAPITAL EXPENDITURE S $ -$ 12,699 $ 12,699 $ -$ -BEGINNING WORKING CAPITAL
-January 1 -270,000 170,000 157,301 157,301 ENDING WORKING CAPITAL -December 31 -257,301 157,301 157,301 157,301 NE T CHANGE IN WORKING CAPITAL (*) $ -$ (12,699) $ (12,699) $ -$ -Total
Change in Working Capital $ 81,099 $ 59,241 $ 159,241 $ (33,677) $ (13,591) (*) Working Capital = Current Assets minus Current Liabilities 201 7 Budget 201 8 Budget 436 Cemetery (includes
466 Cemetery -Capital) 201 5 Actual 201 6 Amended Budget 201 6 E s timated 233
2017-2018 Biennial Budget Section IV: Operating Budget Department Employees 436 Cemetery FTEs 2014 2015 2016 2017 2018 Cemetery FTEs 5.00 5.00 6.00 6.00 6.00 TOTAL CEMETERY FTEs 5.00
5.00 6.00 6.00 6.00 Full Time Equivalent (FTE) 1.0 FTE -Effective in 2016, 1.0 FTE was added to the Cemetery via Budget Amendment No. 4, Ordinance No. 6571. This positon is the Administrative
Assistant. 234
Innovation and Technology Department F.T.E. = Full Time EquivalentDirector of Innovation and Technology Paul Haugan 17 F.T.E. GIS/Database Specialist (2) Customer Support Manager Systems
Analyst (4) Network Services Manager IT Administrative Assistant Support Specialist (3) Network Engineer (2) Systems/Security Analyst Assistant Director Of Innovation and Technology
235
236
2017-2018 Biennial Budget Section IV: Operating Budget INNOVATION AND TECHNOLOGY Mission Statement To be the technology partner of choice for the City of Auburn by helping departments
create, build, and maintain the most innovative, reliable and cost-effective technology solutions and to meet our customers' growing needs by providing best in class technical support
and leadership. To be the technology thought leaders for the City, to provide innovative technology solutions, to be rapidly responsive to customer needs, to think regionally and to
act locally, and to always place the needs of our citizens as our top priority. Department Overview The Innovation and Technology Department (IT) oversees all technology for the City
and is comprised of three functional divisions: Geographic Information Systems (GIS), Desktop, and Network Support, which includes software, server, desktop and storage services. The
department also supports and negotiates communications-related vendors and telecommunications services and leases. The department manages and administers support to over 430 City staff,
providing technical support for all departments within the City including the Executive branch, provides direct support for software and hardware technology for over 200 software applications,
2,500 hardware devices on multiple software platforms, and at twelve City locations. The technology support includes printers, copiers, web services, computers, telephones, software
applications, video conferencing systems, technology in our police and field maintenance vehicles, GIS, web services, and City communications systems. The Innovation and Technology Department
also provides various levels of contracted remote and onsite technical services and support for the Cities of Algona and Pacific as well as Valley Regional Fire Service GIS services,
on a cost recovery basis. Auburn’s IT Department is also a Board member for the Community Connectivity Consortium, a regional group of cities and counties formed to develop a high speed
fiber optic communication and data backbone that circles Lake Washington and connects the cities on a shared high speed network. 2015 & 2016 Accomplishments • Created a three-year Technology
Strategic Plan. • Engaged Microsoft Enterprise Agreement for core operating system and Office Suite management. • Expanded and upgraded 800 Mhz public safety radio to Annex and Police
headquarters. • Implemented text archiving for records retention. • Implemented Enterprise Security Awareness Training program. • Implemented Enterprise Technology training for all staff.
• Implemented Business Continuity project (replaced Disaster Recovery model) at Sabey Data Center. • Implemented the City’s Open Data Portal – Socrata. • Participated in the Community
Connectivity Consortium—A regional fiber partnership to expand infrastructure. • Brought drone technology to City operations. • Added Springbrook Interactive Voice Response (IVR). •
Updated aerial imagery. • Provided staff speaking engagements – Environmental Systems Research Institute (ESRI), Urban and Regional Information Systems Association (URISA), White House
Police Data Initiative. • Performed forms automation kickoff. • Migrated Parks, Arts and Recreation department to Active.Net payment and reservation system. • Completed major application
projects: Golf Now, E-Builder, Public Stuff, Cartegraph upgrade, Laserfiche upgrade, and Spillman upgrade. 237
2017-2018 Biennial Budget Section IV: Operating Budget • Performed a “soup to nuts” security assessment. • Extended fiber optics to Riverwalk. 2017 & 2018 Objectives • Expand eGovernment
services through online and internal citizen technology engagement. • Increase staff access, knowledge, and skills in the utilization of technology. • Continue to work with City staff
to expand Auburn’s OpenGov projects. • Provide for the public good by advancing development and access to new technologies and information including fiber, wireless, and economic development
options. • Continue to expand fiber connectivity both in the City of Auburn and regionally to increase the economic development and continuity of our City and provide cost-saving benefits.
• Continue to look for federal, state, and private funding solutions that can be used to enhance technology use in the City for staff and residents. • Continue to work with the Auburn
School District to find ways to increase technology to benefit the community. • Continue to expand wireless broadband services to low-income students. • Continue to gain efficiencies
through the use of technology. • Work to integrate applications (especially GIS) for predicative analysis. • Continue development of Smarter Cities strategic vision. 238
2017-2018 Biennial Budget Section IV: Operating Budget The purpose of the Enterprise GIS activity is to create, maintain, store, manipulate, analyze and distribute a collection of geospatial
related data and information to City departments and the public. Enterprise Network Services The purpose of the Enterprise Network Services program is to provide a stable, adaptive network
infrastructure and business applications to City departments and manage data so that it is available, secure and accessible. PERFORMANCE MEASURES -INNOVATION AND TECHNOLOGY Customer
Service Management Innovation & Technology provides 24/7 support of City computer systems. Requests for services are tracked through our Help Desk. Our Service Level Agreement (SLA)
is to respond within 30 minutes during regular business hours of 7am -5pm. Off hours, we provide assistance as soon as possible for emergent issues. Enterprise Geospatial Information
Services (eGIS) 0% 20% 40% 60% 80% 100% 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 82% 71% 72% 74% 75% 80% Percentage of Calls completed in SLA 0 1,000,000 2,000,000 3,000,000 4,000,000
5,000,000 6,000,000 7,000,000 8,000,000 2013 2014 2015 2016 Est 2017 Goal 2018 Goal 1,769,015 3,210,126 3,999,123 5,000,000 7,000,000 Number of Hits on GIS Portal Site 8,000,000 0% 20%
40% 60% 80% 100% 120% 2013 2014 -N/A 2015 2016 Est 2017 Goal 2018 Goal 99.85% 99.78% 99.93% 99.99% 99.99% Percentage of Time the Network is Available 239
2017-2018 Biennial Budget Section IV: Operating Budget 2017-2018 Working Capital Budget 518 518 518 518 518 OPERATING FUND: 568 568 568 568 568 OPERATING REVENUES 348.800 Interfund Operating
Charges 4,240,336 4,325,090 4,325,090 4,406,506 4,626,831 341.800 Intergovernmental Services 119,148 148,835 148,835 80,000 80,000 361.110 Investment Income 5,474 3,088 3,088 5,000 5,500
397.110 Operating Transfers In 102,807 137,950 137,950 579,916 743,196 291.750 Contributed Capital 64,584 ----369.900 Miscellaneous Revenue (581,995) ----TOTAL OPERATING REVENUES 3,950,354
4,614,963 4,614,963 5,071,422 5,455,527 OPERATING EXPENDITURES 518.000.10 Salaries & Wages 1,202,314 1,412,112 1,412,112 1,523,340 1,592,263 518.000.20 Benefits 516,537 589,742 589,742
669,959 724,497 518.000.30 Supplies 350,830 367,830 367,830 429,600 396,000 518.000.40 Other Service Charges 1,567,412 2,228,121 2,228,121 2,117,430 2,084,330 518.000.55 Operating Transfer
Out --2,000,000 --518.000.60 Capital 619,937 ----590.100.05 Net Increase in Restricted Assets (578,538) ----518.000.90 Interfund Payments for Service 96,792 96,190 96,190 105,070 104,553
TOTAL OPERATING EXPENDITURES 3,775,285 4,693,995 6,693,995 4,845,399 4,901,643 REVENUES LESS EXPENDITURES 175,070 (79,032) (2,079,032) 226,023 553,884 BEGINNING WORKING CAPITAL -January
1 3,530,126 2,308,449 2,308,449 229,416 455,439 ENDING WORKING CAPITAL -December 31 3,705,195 2,229,416 229,416 455,439 1,009,323 NET CHANGE IN WORKING CAPITAL (*) 175,070 (79,032) (2,079,032)
226,023 553,884 CAPITAL FUND: CAPITAL REVENUES 361.110 Investment Income -412 412 --397.110 Operating Transfer In -442,150 1,942,150 -205,000 TOTAL CAPITAL REVENUES -442,562 1,942,562
-205,000 CAPITAL EXPENDITURES 590.100.10 Salaries & Wages --590.100.20 Benefits --590.100.6 Construction Projects -1,579,579 1,579,579 682,900 1,033,800 535.000.55 Intergovernmental
Services ---400 500 TOTAL CAPITAL EXPENDITURES -1,579,579 1,579,579 683,300 1,034,300 BEGINNING WORKING CAPITAL -January 1 -1,400,000 1,400,000 1,762,983 1,079,683 ENDING WORKING CAPITAL
-December 31 -262,983 1,762,983 1,079,683 250,383 NET CHANGE IN WORKING CAPITAL (*) -(1,137,017) 362,983 (683,300) (829,300) Total Change in Working Capital 175,070 (1,216,049) (1,716,049)
(457,277) (275,416) (*) Working Capital = Current Assets minus Current Liabilities 2017 Budget 2018 Budget 518 Innovation & Technology (includes 568 IT -Capital) 2015 Actual 2016 Amended
Budget 2016 Estimated 240
2017-2018 Biennial Budget Section IV: Operating Budget Department Employees 518 Innovation and Technology Department FTEs 2014 2015 2016 2017 2018 Innovation and Technology Department
FTEs 15.00 16.00 16.00 17.00 17.00 TOTAL IT FTEs 15.00 16.00 16.00 17.00 17.00 Full Time Equivalent (FTE) 1.0 FTE -The 2017/2018 Budget includes and additional Network Engineer Position.
1.0 FTE -The 2015/2016 Adopted Budget included the addition of an IT Support Lead. Effective in 2015, the IT Support Lead position was reclassified as a Systems Analyst and the Network
Engineer position was reclassified to a Network Services Manager. 241
242
2017-2018 Biennial Budget Section V: Budget Details SECTION V: BUDGET DETAILS The following tables, charts and other information is intended to provide further detail and explanation
to the summary budget data presented in other sections of this document. Tables and Graphs in Order of Presentation • 2017 Budgeted Revenue by Type, All Funds (Table) • 2017 Budgeted
Expenditures by Object, All Funds (Table) • 2018 Budgeted Revenue by Type, All Funds (Table) • 2018 Budgeted Expenditures by Object, All Funds (Table) • Relationship between Fund and
City Structure (Table) • 2017 & 2018 – Budgeted Expenditures by Administrative Structure (Table) • 2017 – Budgeted General Fund Expenditures by Department (Graph) • 2018 – Budgeted General
Fund Expenditures by Department (Graph) • 2017 & 2018 – Budgeted General Fund Expenditures by Cost Center (Table) • 2017 & 2018 – Budgeted Interfund Operating Transfers (Table) 243
2017-2018 Biennial Budget Section V: Budget Details 2017 Budgeted Revenue by Type, All Funds Licenses & Charges for Fines & Permits Services Forfeitures $ 51,745,600 $ 2,338,700 $ 5,919,680
$ 3,923,680 $ 876,100 Arterial Street 583,000 -1,134,965 --Local Street 1,750,000 ----Hotel/Motel Tax 110,000 ----Arterial Street Preservation 2 ,048,600 -1 ,402,100 --Drug Forfeiture
--3 1,000 --Housing & Community Development --7 10,000 --Recreational Trails 7,200 ----Business Improvement Area 55,000 ----Cumulative Reserve -----Mitigation Fees ---1 ,512,000 -1998
Library Bond -----City Hall Annex 2010 A&B Bond -----Local Revitalization 2010 C&D Bond 250,000 ----SCORE Debt Service --1,485,518 --LID #350 -----Golf /Cemetery 2016 Refunding -----Municipal
Parks Construction 125,000 -900,006 11,100 -Capital Improvements 2,800,000 -293,000 --Local Revitalization -----Water ---14,730,511 -Sewer ---8,102,441 -Sewer Metro ---17,237,490 -Storm
Drainage ---9,242,676 -Solid Waste --87,300 14,816,200 -Airport --3 16,667 44,000 -Cemetery ---9 27,500 -Insurance -----Workers' Compensation ---961,300 -Facilities ---3 ,380,200 -Innovation
& Technology --80,000 5,519,106 -Equipment Rental ---2,169,331 -FIDUCIARY FUNDS Fire Pension --75,000 --PERMANENT FUNDS Cemetery Endowment Care ---35,000 -59,474,400 $ 2,338,700 $ 12,435,236
$ 82,612,535 $ 876,100 $ TOTAL BUDGET CAPITAL PROJECTS ENTERPRISE FUNDS INTERNAL SERVICE FUNDS GENERAL FUND DEBT SERVICE SPECIAL REVENUE FUNDS Fund Taxes Intergov't 244
2017-2018 Biennial Budget Section V: Budget Details 2017 Budgeted Revenue by Type, All Funds (continued) Miscellaneous Interfund Other Beginning Total Revenue Transfers Sources Fund
Balance Resources $ 1,006,800 $ 84,000 $ 25,000 $ 16,191,731 $ 82,111,291 Arterial Street 102,600 7 18,511 -1,632,556 $ 4 ,171,632 Local Street 9 ,100 1 50,000 -1,401,882 $ 3,310,982
Hotel/Motel Tax 400 --8 4,044 $ 194,444 Arterial Street Preservation 4,900 300,000 -1,378,878 $ 5,134,478 Drug Forfeiture 56,100 --357,897 $ 444,997 Housing & Community Development ---5
4,905 $ 764,905 Recreational Trails 1 40 --49,658 $ 56,998 Business Improvement Area 200 --48,516 $ 103,716 Cumulative Reserve 20,500 --7,546,199 $ 7 ,566,699 Mitigation Fees 8,200 --4,274,362
$ 5 ,794,562 1998 Library Bond -283,850 --$ 283,850 City Hall Annex 2010 A&B Bond -1,290,075 393,117 -$ 1 ,683,192 Local Revitalization 2010 C&D Bond 60 222,510 116,501 -$ 5 89,071 SCORE
Debt Service 1 10,038 -4 37,918 -$ 2,033,474 LID #350 7 ,499 --1 1,706 $ 19,205 Golf Debt Service -554,393 --$ 554,393 Municipal Parks Construction 315,690 835,000 -453,426 $ 2,640,222
Capital Improvements 27,544 51,570 -7,347,302 $ 10,519,416 Local Revitalization 600 --3 25,651 $ 326,251 Water 1 ,060,000 1 ,200,000 5,162,939 4,641,113 $ 26,794,563 Sewer 520,000 1,000,000
72,849 9,518,732 $ 1 9,214,022 Sewer Metro 1,000 --2,374,705 $ 19,613,195 Storm Drainage 515,000 1 ,400,000 60,951 1 3,319,582 $ 2 4,538,209 Solid Waste 9,000 --3,849,877 $ 18,762,377
Airport 7 69,300 --346,975 $ 1,476,942 Cemetery 800 200,000 -434,887 $ 1 ,563,187 Insurance 1 ,500 --1,312,689 $ 1,314,189 Workers' Compensation 95,600 --787,022 $ 1,843,922 Facilities
82,300 --1,330,105 $ 4,792,605 Innovation & Technology 5,000 5 79,916 -1,992,399 $ 8 ,176,421 Equipment Rental 1 ,797,402 826,000 -3,634,008 $ 8,426,741 FIDUCIARY FUNDS Fire Pension
9,000 --2,417,899 $ 2,501,899 PERMANENT FUNDS Cemetery Endowment Care 2,800 --1 ,720,479 $ 1,758,279 6,539,073 $ 9,695,825 $ 6,269,275 $ 88,839,185 $ 269,080,329 $ TOTAL BUDGET CAPITAL
PROJECTS ENTERPRISE FUNDS INTERNAL SERVICE FUNDS GENERAL FUND DEBT SERVICE SPECIAL REVENUE FUNDS Fund 245
2017-2018 Biennial Budget Section V: Budget Details 2017 Budgeted Expenditures by Object, All Funds (10 & 20) (30) (40) (50) (60) Personnel Supplies Services Intergov't Capital $ 38,242,484
$ 1,685,872 $ 13,131,808 $ 7,441,031 $ 324,519 Arterial Street 285,000 -260,000 4,661 1,958,965 Local Street 148,568 -680 666 2,256,000 Hotel/Motel Tax 44,800 2,700 52,900 10,000 -Arterial
Street Preservation 368,000 ---4,400,470 Drug Forfeiture 154,516 25,500 71,000 --Housing & Community Development 100,000 -362,450 -250,000 Recreational Trails -----Business Improvement
Area -4,200 50,800 --Cumulative Reserve ---200,000 -Mitigation Fees ---1,365,081 -1998 Library Bond -----City Hall Annex 2010 A&B Bond -----Local Revitalization 2010 C&D Bond -----SCORE
Debt Service -----LID #350 -----Golf /Cemetery 2016 Refunding -----Municipal Parks Construction --10,000 -2,348,106 Capital Improvements ---1,612,547 1,109,570 Local Revitalization ----326,251
Water 4,537,802 334,444 4,868,480 1,260,280 5,670,986 Sewer 2,705,286 136,750 2,842,890 1,354,792 1,260,900 Sewer Metro ---17,294,700 -Storm Drainage 3,947,448 94,750 1,708,290 2,021,752
2,426,200 Solid Waste 473,324 33,000 13,546,965 363,600 -Airport 30,000 2,500 484,950 -333,334 Cemetery 734,362 221,700 156,750 1,332 -Insurance 225,750 -4,230 --Workers' Compensation
440,962 -409,815 --Facilities 1,013,001 150,220 1,556,687 646,338 -Innovation & Technology 2,640,399 463,250 2,683,630 400 682,900 Equipment Rental 1,031,593 1,074,000 427,580 -1,757,904
FIDUCIARY FUNDS Fire Pension 170,717 -7,000 --PERMANENT FUNDS Cemetery Endowment Care -----57,294,012 $ 4,228,886 $ 42,636,905 $ 33,577,180 $ 25,106,105 $ TOTAL BUDGET ENTERPRISE FUNDS
INTERNAL SERVICE FUNDS CAPITAL PROJECTS DEBT SERVICE SPECIAL REVENUE FUNDS GENERAL FUND Fund 246
2017-2018 Biennial Budget Section V: Budget Details 2017 Budgeted Expenditures by Object, All Funds (continued) (70 & 80) (90) Interfund Ending Total Debt Service Interfund Srv. Transfers
Fund Balance Budget $ 77,699 $ 7,224,093 $ 1,360,476 $ 12,623,309 $ 82,111,291 Arterial Street 209,511 72,020 4,661 1,376,814 $ 4 ,171,632 Local Street -11,259 666 8 93,143 $ 3,310,982
Hotel/Motel Tax -(10,000) 10,000 8 4,044 $ 194,444 Arterial Street Preservation ---3 66,008 $ 5,134,478 Drug Forfeiture ---193,981 $ 444,997 Housing & Community Development ---52,455
$ 764,905 Recreational Trails ---56,998 $ 56,998 Business Improvement Area ---48,716 $ 103,716 Cumulative Reserve -( 200,000) 200,000 7,366,699 $ 7 ,566,699 Mitigation Fees -(1,315,081)
1 ,315,081 4,429,481 $ 5 ,794,562 1998 Library Bond 283,850 ---$ 283,850 City Hall Annex 2010 A&B Bond 1,683,192 ---$ 1 ,683,192 Local Revitalization 2010 C&D Bond 589,071 ---$ 5 89,071
SCORE Debt Service 2,033,474 ---$ 2,033,474 LID #350 7 ,246 --11,959 $ 19,205 Golf /Cemetery 2016 Refunding 554,393 ---$ 554,393 Municipal Parks Construction ---282,116 $ 2,640,222 Capital
Improvements -(1,612,547) 1,612,547 7,797,299 $ 10,519,416 Local Revitalization ----$ 326,251 Water 3,077,809 1 62,436 1,260,280 5,622,046 $ 26,794,563 Sewer 817,610 ( 305,427) 1,345,292
9,055,929 $ 1 9,214,022 Sewer Metro ---2,318,495 $ 19,613,195 Storm Drainage 774,580 (497,686) 1,938,752 12,124,123 $ 2 4,538,209 Solid Waste -1 11,587 -4 ,233,901 $ 18,762,377 Airport
188,850 1 ,400 -435,908 $ 1,476,942 Cemetery -46,501 1,332 4 01,210 $ 1 ,563,187 Insurance ---1,084,209 $ 1,314,189 Workers' Compensation ---9 93,145 $ 1,843,922 Facilities -( 505,554)
646,338 1,285,575 $ 4,792,605 Innovation & Technology -190,631 400 1,514,811 $ 8 ,176,421 Equipment Rental 44,140 231,152 -3,860,372 $ 8,426,741 FIDUCIARY FUNDS Fire Pension ---2,324,182
$ 2,501,899 PERMANENT FUNDS Cemetery Endowment Care ---1,758,279 $ 1,758,279 10,341,425 $ 3,604,784 $ 9,695,825 $ 82,595,207 $ 269,080,329 $ TOTAL BUDGET ENTERPRISE FUNDS INTERNAL SERVICE
FUNDS CAPITAL PROJECTS DEBT SERVICE SPECIAL REVENUE FUNDS GENERAL FUND Fund 247
2017-2018 Biennial Budget Section V: Budget Details 2018 Budgeted Revenue by Type, All Funds Licenses & Charges for Fines & Permits Services Forfeitures $ 51,789,430 $ 2,419,950 $ 5,859,350
$ 3,992,580 $ 885,300 Arterial Street 585,000 -4,410,000 --Local Street 1,750,000 ----Hotel/Motel Tax 1 13,300 ----Arterial Street Preservation 2,061,500 -1,000,940 --Drug Forfeiture
--3 1,000 --Housing & Community Development --460,000 --Recreational Trails 7,200 ----Business Improvement Area 55,000 ----Cumulative Reserve -----Mitigation Fees ---1 ,512,000 -1998
Library Bond -----City Hall Annex 2010 A&B Bond -----Local Revitalization 2010 C&D Bond 250,000 ----SCORE Debt Service --1,484,031 --LID #350 -----Golf /Cemetery 2016 Refunding -----Municipal
Parks Construction 125,000 -50,000 11,000 -Capital Improvements 2,400,000 -1,437,000 --Local Revitalization -----Water ---15,203,431 -Sewer ---8,142,100 -Sewer Metro ---1 8,189,923 -Storm
Drainage ---9,242,676 -Solid Waste --88,600 15,968,250 -Airport --1,741,667 44,000 -Cemetery ---933,000 -Insurance -----Workers' Compensation ---1,008,100 -Facilities ---3,342,600 -Innovation
& Technology --80,000 5,769,631 -Equipment Rental ---2,169,331 -FIDUCIARY FUNDS Fire Pension --75,000 --PERMANENT FUNDS Cemetery Endowment Care ---37,000 -59,136,430 $ 2,419,950 $ 16,717,588
$ 85,565,622 $ 885,300 $ TOTAL BUDGET CAPITAL PROJECTS ENTERPRISE FUNDS INTERNAL SERVICE FUNDS GENERAL FUND DEBT SERVICE SPECIAL REVENUE FUNDS Fund Taxes Intergov't 248
2017-2018 Biennial Budget Section V: Budget Details 2018 Budgeted Revenue by Type, All Funds (continued) Miscellaneous Interfund Other Beginning Total Revenue Transfers Sources Fund
Balance Resources $ 1,035,900 $ 8 4,300 $ 25,000 $ 12,623,309 $ 78,715,119 Arterial Street 180,600 1,039,817 -1,376,814 $ 7,592,231 Local Street 9 ,100 1 50,000 -8 93,143 $ 2,802,243
Hotel/Motel Tax 400 --8 4,044 $ 197,744 Arterial Street Preservation 4,900 --3 66,008 $ 3 ,433,348 Drug Forfeiture 56,100 --193,981 $ 281,081 Housing & Community Development ---52,455
$ 512,455 Recreational Trails 1 40 --56,998 $ 64,338 Business Improvement Area 200 --48,716 $ 103,916 Cumulative Reserve 20,500 --7,366,699 $ 7,387,199 Mitigation Fees 8,200 --4,429,481
$ 5,949,681 1998 Library Bond -282,150 --$ 2 82,150 City Hall Annex 2010 A&B Bond -1,290,078 385,042 -$ 1,675,120 Local Revitalization 2010 C&D Bond 60 226,109 113,426 -$ 589,595 SCORE
Debt Service 109,928 -427,335 -$ 2,021,294 LID #350 7,812 --11,959 $ 19,771 Golf Debt Service -554,367 --$ 554,367 Municipal Parks Construction 4 6,590 432,000 -282,116 $ 946,706 Capital
Improvements 27,857 5,000 -7,797,299 $ 11,667,156 Local Revitalization ----$ -Water 1,310,000 1,250,000 2,669,024 5,622,046 $ 26,054,501 Sewer 620,000 -7 5,570 9,055,929 $ 17,893,599
Sewer Metro 1,000 --2,318,495 $ 20,509,418 Storm Drainage 615,000 1 ,200,000 63,226 12,124,123 $ 2 3,245,025 Solid Waste 9,000 --4 ,233,901 $ 20,299,751 Airport 7 85,800 --435,908 $
3,007,375 Cemetery 800 250,000 -4 01,210 $ 1,585,010 Insurance 1 ,500 --1,084,209 $ 1 ,085,709 Workers' Compensation 95,600 --9 93,145 $ 2,096,845 Facilities 82,800 450,000 -1,285,575
$ 5,160,975 Innovation & Technology 5,500 9 48,196 -1,514,811 $ 8 ,318,138 Equipment Rental 1,794,625 789,058 -3,860,372 $ 8,613,386 FIDUCIARY FUNDS Fire Pension 9,000 --2,324,182 $
2,408,182 PERMANENT FUNDS Cemetery Endowment Care 2,900 --1,758,279 $ 1 ,798,179 6,841,812 $ 8,951,075 $ 3,758,623 $ 82,595,207 $ 266,871,607 $ TOTAL BUDGET CAPITAL PROJECTS ENTERPRISE
FUNDS INTERNAL SERVICE FUNDS GENERAL FUND DEBT SERVICE SPECIAL REVENUE FUNDS Fund 249
2017-2018 Biennial Budget Section V: Budget Details 2018 Budgeted Expenditures by Object, All Funds (10 & 20) (30) (40) (50) (60) Personnel Supplies Services Intergov't Capital $ 40,019,992
$ 1,656,850 $ 14,039,528 $ 8,017,659 $ 319,618 Arterial Street 551,000 -260,000 3,615 5,541,000 Local Street 148,817 -700 516 2,255,998 Hotel/Motel Tax 46,125 2,800 54,475 1 0,300 -Arterial
Street Preservation 225,000 -1 50,000 -2,505,440 Drug Forfeiture 156,721 25,500 7 1,000 --Housing & Community Development 105,996 -362,450 --Recreational Trails -----Business Improvement
Area -4,200 50,800 --Cumulative Reserve ---250,000 -Mitigation Fees ---1,219,817 -1998 Library Bond -----City Hall Annex 2010 A&B Bond -----Local Revitalization 2010 C&D Bond -----SCORE
Debt Service -----LID #350 -----Golf /Cemetery 2016 Refunding -----Municipal Parks Construction --10,000 -862,000 Capital Improvements ---1,783,148 2 ,232,000 Local Revitalization -----Water
4,642,145 334,244 4,965,750 1,507,291 4,605,586 Sewer 2,835,082 136,550 2,893,471 2 50,920 1 ,241,000 Sewer Metro ---18,250,200 -Storm Drainage 4 ,070,620 9 4,550 1,725,779 1,634,292
1,352,000 Solid Waste 497,703 33,400 14,587,795 458,750 -Airport 149,000 2,500 498,550 -1 ,704,334 Cemetery 767,780 221,700 157,980 1,033 -Insurance 237,000 -4,230 --Workers' Compensation
447,468 -415,215 --Facilities 1,062,361 140,220 1,917,962 646,939 -Innovation & Technology 2,792,157 429,650 2,650,830 500 1,033,800 Equipment Rental 1,090,399 1,081,000 435,180 -1,465,329
FIDUCIARY FUNDS Fire Pension 171,225 -7,000 --PERMANENT FUNDS Cemetery Endowment Care -----$ 60,016,591 $ 4 ,163,164 $ 45,258,695 $ 34,034,980 $ 25,118,105 Fund GENERAL FUND ENTERPRISE
FUNDS CAPITAL PROJECTS DEBT SERVICE SPECIAL REVENUE FUNDS INTERNAL SERVICE FUNDS TOTAL BUDGET 250
2017-2018 Biennial Budget Section V: Budget Details 2018 Budgeted Expenditures by Object, All Funds (continued) (70 & 80) (90) Interfund Ending Total Debt Service Interfund Srv. Transfers
Fund Balance Budget $ 77,699 $ 6 ,943,494 $ 1,785,204 $ 5,855,075 $ 78,715,119 Arterial Street 208,818 75,244 3,615 948,939 $ 7,592,231 Local Street -11,723 516 383,973 $ 2,802,243 Hotel/Motel
Tax -(10,300) 1 0,300 8 4,044 $ 197,744 Arterial Street Preservation ---552,908 $ 3 ,433,348 Drug Forfeiture ---2 7,860 $ 281,081 Housing & Community Development ---44,009 $ 512,455
Recreational Trails ---64,338 $ 64,338 Business Improvement Area ---48,916 $ 103,916 Cumulative Reserve -(250,000) 250,000 7,137,199 $ 7,387,199 Mitigation Fees -( 1,169,817) 1,169,817
4,729,864 $ 5,949,681 1998 Library Bond 282,150 ---$ 2 82,150 City Hall Annex 2010 A&B Bond 1,675,120 ---$ 1,675,120 Local Revitalization 2010 C&D Bond 589,595 ---$ 589,595 SCORE Debt
Service 2 ,021,294 ---$ 2,021,294 LID #350 7 ,246 --12,525 $ 19,771 Golf /Cemetery 2016 Refunding 554,367 ---$ 554,367 Municipal Parks Construction ---7 4,706 $ 946,706 Capital Improvements
-(1,783,148) 1,783,148 7,652,008 $ 11,667,156 Local Revitalization ----$ -Water 3,073,866 (85,251) 1,507,291 5,503,579 $ 26,054,501 Sewer 8 15,875 792,901 241,420 8,686,380 $ 17,893,599
Sewer Metro ---2,259,218 $ 20,509,418 Storm Drainage 776,275 (107,038) 1,551,292 1 2,147,255 $ 2 3,245,025 Solid Waste -114,279 -4,607,824 $ 20,299,751 Airport 191,425 1 ,500 -4 60,066
$ 3,007,375 Cemetery -47,865 1,033 3 87,619 $ 1,585,010 Insurance ---844,479 $ 1 ,085,709 Workers' Compensation ---1,234,162 $ 2,096,845 Facilities -(503,128) 646,939 1,249,682 $ 5,160,975
Innovation & Technology -190,295 500 1,220,406 $ 8 ,318,138 Equipment Rental 44,140 220,212 -4,277,126 $ 8,613,386 FIDUCIARY FUNDS Fire Pension ---2,229,957 $ 2,408,182 PERMANENT FUNDS
Cemetery Endowment Care ---1,798,179 $ 1 ,798,179 $ 10,317,870 $ 4,488,831 $ 8,951,075 $ 74,522,296 $ 266,871,607 Fund GENERAL FUND ENTERPRISE FUNDS CAPITAL PROJECTS DEBT SERVICE SPECIAL
REVENUE FUNDS INTERNAL SERVICE FUNDS TOTAL BUDGET 251
2017-2018 Biennial Budget Section V: Budget Details Relationship between Fund and City Structure The table below provides a cross-reference of the relationships between individual funds
and City structure. City funds are represented along the horizontal axis of the table while the City structural divisions lie along the vertical axis. Boxes indicate how money from various
City funds is allocated to support distinct City administrative divisions. Only those administrative divisions with multiple allocations are illustrated. Housing Arterial Local Drug
& Comm Solid Workers Equip. Fire General Streets Streets Forfeit Dvlpmnt Water Sewer Storm Waste Airport Cemetery Comp Facilities IT Rental Pension TO: Fund Fund Fund Fund Fund Fund
Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Administration Community Development Equipment Rental Facilities Finance
Human Resources Innovation & Technology Legal Parks, Arts & Recreation Police Public Works
Streets FROM FUND: 252
2017-2018 Biennial Budget Section V: Budget Details Budgeted Expenditures by Administrative Structure Perhaps the most common way of viewing the organization of the City is by administrative
structure. The table on the following page presents the budget from this perspective. Expenditures are accounted for on the basis of where the authority for the expenditure lies. The
administrative structure is based upon the reporting relationships – what people and functions are accountable to which department. The criteria of organizing a City administratively
are based on the grouping of specific work tasks or skills into groups with similar or related characteristics. This creates more efficiency, eliminates duplication of effort, and allows
the diversity of City functions to be managed consistently. For example, it is more efficient for the accounts of the City to be handled centrally where trained staff can be provided.
Likewise, it is more efficient to share engineering skills than for each utility to have separate engineering staff. The administrative structure of the City consists of the Mayor and
eight department heads. The larger departments are then subdivided into divisions. Administrative or Support Departments: Mayor and Council: Provides overall administration to the entire
City. Also includes expenditures related to the operation of the City Council. Administration: This department coordinates the priorities of the Mayor and City Council and ensures that
they are addressed and implemented throughout the City organization for the benefit of its residents and businesses. This department also houses Economic Development, Human and Community
Services, Emergency Management, Property Management and Facilities, and Public Affairs and Marketing. Human Resources: This department provides centralized personnel and risk management
services to all City departments and oversees the Worker’s Compensation self-insurance fund. Finance: Provides centralized budgeting and financial reporting services to all City departments
as well as other administrative services, such as City utility billing. Legal: Provides centralized legal and City Clerk services to all City departments. Community Development & Public
Works: The Community Development division provides citywide land use planning and environmental protection, environmental services, permitting, and inspection services. The Public Works
division includes Engineering Services; Water, Sewer, and Storm utilities; Equipment Rental; and Streets. Police: Provides for all police services in the City of Auburn and jail services
at the South Correctional Entity (SCORE). Parks, Arts and Recreation: Provides recreational services and maintenance of park facilities. The Parks Department also provides senior citizen
services and manages the Mountain View Cemetery and the Auburn Golf Course. Innovation & Technology: Provides management, oversight, and support of all technology within the City including
GIS, desktop, and network applications. 253
2017-2018 Biennial Budget Section V: Budget Details Budgeted Expenditures by Administrative Structure 2015 2016 2016 2017 2018 Actual Adj Budget Est Actual Budget Budget MAYOR & COUNCIL:
Mayor and Council $ 912,825 $ 1,135,833 $ 976,866 $ 1,143,418 $ 1,208,743 912,825 1,135,833 976,866 1,143,418 1,208,743 ADMINISTRATION DIRECTOR: Administration $ 2,397,246 $ 2,680,269
2,789,236 $ 2,489,758 $ 2,558,242 Hotel/Motel Tax $ 77,015 $ 227,500 227,500 $ 110,400 $ 113,700 Housing & Community Development $ 417,312 $ 1,155,398 1,155,398 $ 712,450 $ 468,446 Facilities
$ 3,083,609 $ 4,544,048 4,579,048 $ 3,507,030 $ 3,911,293 Multimedia $ 998,886 $ 1,054,787 1,054,787 $ 1,132,911 $ 1,161,789 6,974,067 9,662,002 9,805,968 7,952,549 8,213,470 HUMAN RESOURCES
DIRECTOR: Human Resources $ 3,290,785 $ 3,687,443 3,762,443 $ 3,876,125 $ 3,932,170 Worker's Compensation $ 450,767 $ 854,310 854,310 $ 850,777 $ 862,683 3,741,552 4,541,754 4,616,753
4,726,902 4,794,853 FINANCE DIRECTOR: Finance $ 1,221,253 $ 1,300,773 1,300,773 $ 1,409,534 $ 1,459,831 Non-Departmental $ 5,325,231 $ 5,489,627 4,039,627 $ 4,204,190 $ 5,215,143 Cumulative
Reserve $ 430,106 $ 1,953,298 1,953,298 $ 200,000 $ 250,000 Mitigation Fees $ 1,202,463 $ 3,940,845 2,974,898 $ 1,365,081 $ 1,219,817 Debt Service Funds $ 3,013,384 $ 2,926,775 2,574,824
$ 5,151,226 $ 5,129,772 Capital Improvements $ 2,385,783 $ 9,359,926 8,684,926 $ 2,722,117 $ 4,015,148 Local Revitalization $ 94,150 $ 464,551 140,000 $ 326,251 $ -Solid Waste $ 12,690,426
$ 13,534,900 13,204,910 $ 14,528,476 $ 15,691,927 Insurance $ 125,131 $ 218,900 218,900 $ 229,980 $ 241,230 Fire Pension $ 177,672 $ 170,658 170,658 $ 177,717 $ 178,225 Cemetery Endowment
Care $ 30,000 $ --$ -$ -26,695,599 39,360,253 35,262,814 30,314,572 33,401,093 CITY ATTORNEY: Legal $ 1,938,714 $ 2,194,830 2,194,830 $ 2,276,603 $ 2,364,650 1,938,714 2,194,830 2,194,830
2,276,603 2,364,650 COMMUNITY DEV. & PUBLIC WORKS DIRECTOR: Community Development $ 3,907,332 $ 4,731,841 4,731,841 $ 4,584,597 $ 4,816,225 Public Works $ 2,620,478 $ 2,809,335 2,811,835
$ 3,547,418 $ 3,715,032 Streets $ 3,016,275 $ 3,466,563 3,466,563 $ 3,760,044 $ 3,863,742 Arterial Street $ 7,081,597 $ 18,805,638 17,592,176 $ 2,794,818 $ 6,643,292 Local Street $ 2,412,794
$ 2,864,398 2,835,308 $ 2,417,839 $ 2,418,270 Arterial Street Preservation $ 4,047,922 $ 4,996,571 3,566,413 $ 4,768,470 $ 2,880,440 Business Improvement Area $ 53,947 $ 55,000 55,000
$ 55,000 $ 55,000 Water $ 20,681,904 $ 22,953,039 22,904,761 $ 21,172,517 $ 20,550,922 Sewer $ 9,387,567 $ 14,564,414 14,515,138 $ 10,158,093 $ 9,207,219 Storm Drainage $ 15,026,380
$ 14,671,681 13,205,767 $ 12,414,086 $ 11,097,770 Sewer Metro $ 16,034,521 $ 16,517,200 16,317,200 $ 17,294,700 $ 18,250,200 Airport1 $ 1,048,420 $ 1,346,819 1,346,819 $ 1,041,034 $
2,547,309 Equipment Rental $ 2,635,244 $ 8,140,514 8,140,514 $ 4,566,369 $ 4,336,260 87,954,380 115,923,014 111,489,334 88,574,985 90,381,681 POLICE CHIEF: SCORE (jail) $ 3,658,863 $
5,583,542 4,020,000 $ 3,953,150 $ 4,099,465 Police $ 22,085,780 $ 23,813,652 23,794,252 $ 25,967,258 $ 26,966,195 Drug Forfeiture $ 216,684 $ 273,027 273,027 $ 251,016 $ 253,221 25,961,327
29,670,221 28,087,279 30,171,424 31,318,881 PARKS DIRECTOR: Parks, Arts & Recreation $ 10,817,212 $ 11,584,205 11,584,205 $ 12,275,887 $ 12,660,606 Recreational Trails $ -$ --$ -$ -Municipal
Parks $ 2,942,415 $ 8,039,951 7,025,132 $ 2,358,106 $ 872,000 Cemetery $ 852,776 $ 1,119,059 1,119,059 $ 1,161,977 $ 1,197,391 14,612,403 20,743,215 19,728,396 15,795,970 14,729,997
INNOVATION & TECHNOLOGY DIRECTOR: Innovation and Technology $ 3,775,285 $ 7,773,574 8,273,574 $ 5,528,699 $ 5,935,943 3,775,285 7,773,574 8,273,574 5,528,699 5,935,943 RESERVES: General
Fund 19,566,766 11,266,731 16,191,731 12,623,309 5,855,075 Special Revenue Funds 21,051,048 14,236,453 16,828,897 14,868,339 14,022,050 Debt Service Funds 13,278 30,508 11,706 11,959
12,525 Capital Funds 13,119,474 7,021,915 8,126,379 8,079,415 7,726,714 Enterprise Funds Utilities 41,774,934 31,690,541 33,704,009 33,354,494 33,204,256 Airport 516,605 346,975 346,975
435,908 460,066 Cemetery 375,647 434,887 434,887 401,210 387,619 Internal Service Funds 14,498,889 9,591,224 9,056,224 8,738,112 8,825,855 Fiduciary Funds 2,512,557 2,417,899 2,417,899
2,324,182 2,229,957 Permanent Funds 1,686,280 1,720,479 1,720,479 1,758,279 1,798,179 115,115,477 78,757,613 88,839,186 82,595,207 74,522,296 TOTAL AL L FUNDS $ 287,681 ,628 $ 309,762,308
$ 309,275,001 $ 269,080,329 $ 266,871 ,607 1Management of the Airport enterprise fund was transferred from the Finance Department to the Community Development & Public Works Department
in 2015. 254
2017-2018 Biennial Budget Section V: Budget Details Budgeted General Fund Expenditures by Department & Cost Center The next table presents a summary of General Fund expenditures by cost
center. A cost center identifies specific activities within an administrative unit of the City. Since these cost centers correspond to specific programs operated by the City, this page
summarizes the program budgets of the General Fund. In 2017, the total public safety budget, which includes Police, Jail, Municipal Court, Probation, and Civil Service, is 46.8% of the
total General Fund. Police services make up 37.4% of the General Fund; the largest police program being Patrol & Operations. Jail services at the South Correctional Entity (SCORE) account
for 5.7%, while Municipal Court, Probation, and Civil Services total 3.8%. Parks, Arts and Recreation account for 17.7% of the General Fund, with 8.2% dedicated to recreation and park
facilities, and 1.3% to senior services. The balance of the General Fund budget supports a variety of services – 5.4% has been allocated to street maintenance; 5.1% to Public Works and
engineering services; 6.6% to Community Development services which include permitting, land use planning, and building code administration; and the remaining 18.4% is made up of general
government services such as Legal, Finance, and Administration. The pie charts below and on the next page depict General Fund expenditures for 2017 and 2018 by department. Mayor & Council
1.6% Administration 3.6%Human Resources 5.6% Finance 2.0% Legal 3.3% Community Development 6.6% SCORE (jail) 5.7% Police 37.4% Public Works Parks, Arts & 5.1% Recreation 17.7% Streets
5.4% Non-Departmental 6.1% General Fund Expenditures by Department 2017 255
2017-2018 Biennial Budget Section V: Budget Details Mayor & Council 1.7% Administration 3.5% Human Resources 5.4% Finance 2.0% Legal 3.2% Community Development 6.6% SCORE (jail) 5.6%
Police 37.0% Public Works Parks, Arts & 5.1% Recreation 17.4% Streets 5.3% Non-Departmental 7.2% General Fund Expenditures by Department 2018 256
2017-2018 Biennial Budget Section V: Budget Details Budgeted General Fund Expenditures by Cost Center 2015 2016 2016 2017 2018 Actual Adj Budget Est Actual Budget Budget MAYOR & COUNCIL:
City Council $ 392,759 $ 470,977 $ 440,977 $ 449,470 $ 463,998 Mayor $ 520,066 664,856 $ 535,889 693,948 744,745 912,825 1,135,833 $ 976,866 1,143,418 1,208,743 ADMINI STRATION: Administration
$ 524,129 553,425 $ 553,425 579,361 596,796 Emergency Management $ 219,609 218,413 $ 218,413 212,924 221,460 Community Services $ 314,400 356,450 $ 356,450 463,298 494,480 Economic Development
$ 430,950 687,851 $ 687,851 594,433 603,858 Human Services $ 908,157 864,130 $ 973,097 639,742 641,648 2,397,246 2,680,269 $ 2,789,237 2,489,758 2,558,242 HUMAN RESOURCES: Municipal
Court $ 2,239,983 2,280,889 $ 2,355,889 2,502,954 2,509,145 Personnel & Administration $ 964,199 1,296,321 $ 1,296,321 1,229,893 1,275,691 Civil Service Commission $ 81,908 90,233 $
90,233 123,278 127,334 Wellness $ 4,696 20,000 $ 20,000 20,000 20,000 3,290,785 3,687,443 $ 3,762,443 3,876,125 3,932,170 FINANCE: Administration $ 304,991 368,879 $ 368,879 411,372
427,609 Budgeting & Accounting $ 915,285 931,894 $ 931,894 998,162 1,032,222 Pet Licensing 1 $ 977 -$ ---1,221,253 1,300,773 $ 1,300,773 1,409,534 1,459,831 LEGAL: City Clerk $ 610,467
734,833 $ 734,833 706,441 732,092 Administration $ 725,957 777,014 $ 777,014 777,880 796,186 Prosecution & Criminal $ 602,290 682,983 $ 682,983 792,282 836,372 1,938,714 2,194,830 2,194,830
2,276,603 2,364,650 COMMUNITY DEVELOPMENT: Pet Licensing 1 $ 9,427 51,200 $ 51,200 57,400 57,400 Building & Permits $ 2,107,715 2,404,578 $ 2,404,578 2,156,285 2,262,881 Administration
$ 1,790,190 2,276,063 $ 2,276,063 1,746,577 1,856,551 Environmental Services 2 $ --$ -390,735 405,793 Planning 2 $ --$ -233,600 233,600 3,907,332 4,731,841 $ 4,731,841 4,584,597 4,816,225
SCORE (JAIL): SCORE $ 3,658,863 4,020,000 $ 4,020,000 3,953,150 4,099,465 SCORE Debt Service $ -1,563,542 $ ---3,658,863 5,583,542 $ 4,020,000 3,953,150 4,099,465 POLICE: Administration
$ 5,438,946 6,163,034 $ 6,163,034 6,457,816 6,827,691 Patrol & Operations $ 11,530,883 12,261,312 $ 12,241,912 13,716,705 14,027,933 Investigations $ 3,060,163 3,055,350 $ 3,055,350
3,435,148 3,508,442 Community Programs $ 871,143 1,005,242 $ 1,005,242 1,016,293 1,037,423 Records $ 1,080,145 1,193,881 $ 1,193,881 1,199,828 1,309,189 Jail $ -20,000 $ 20,000 20,000
20,000 Animal Control $ 104,499 114,834 $ 114,834 121,468 235,517 22,085,780 23,813,652 $ 23,794,252 25,967,258 26,966,195 PUBLIC WORKS: Engineering 2,620,478 2,809,335 $ 2,811,835 3,547,418
3,715,032 2,620,478 2,809,335 $ 2,811,835 3,547,418 3,715,032 257
2017-2018 Biennial Budget Section V: Budget Details Budgeted General Fund Expenditures by Cost Center (continued) 2015 2016 2016 2017 2018 Actual Adj Budget Est Actual Budget Budget
PARKS, ARTS & RECREATION: Cultural Arts 544,202 666,243 $ 666,243 600,103 611,666 Special Events 392,723 566,881 $ 566,881 570,280 584,367 Administration 1,259,500 1,237,588 $ 1,237,588
1,477,354 1,531,708 Senior Center 893,305 902,066 $ 902,066 920,789 968,830 Recreation Administration & Programs 1,982,289 2,150,781 $ 2,150,781 2,354,123 2,441,025 Theater 646,244 662,161
$ 662,161 628,037 642,887 Museum 417,586 454,981 $ 454,981 480,837 494,262 Parks Facilities 2,926,537 2,954,794 $ 2,954,794 3,412,871 3,498,584 Golf Maintenance & Operations 891,175
996,071 $ 996,071 896,936 930,215 Golf Finance Administration 356,208 432,037 $ 432,037 372,537 379,614 Golf Pro Shop 507,443 560,602 $ 560,602 562,020 577,448 10,817,212 11,584,205
$ 11,584,205 12,275,887 12,660,606 STREETS: Maintenance & Operations 2,596,043 2,987,667 $ 2,987,667 3,228,744 3,303,340 Administration 420,232 478,896 $ 478,896 531,300 560,402 3,016,275
3,466,563 $ 3,466,563 3,760,044 3,863,742 NON-DEPARTMENTAL: Transfers & Miscellaneous 5,325,231 5,489,627 4,039,627 4,193,190 5,215,143 Ending Fund Balance 19,566,766 11,266,731 16,191,731
12,623,309 5,855,075 24,891,997 16,756,358 20,231,358 16,816,499 11,070,218 TOTAL GENERAL FUND $ 80,758,760 $ 79,744,645 $ 81 ,664,202 $ 8 2,100,291 $ 78,715,1 19 1 The Pet Licensing
function was moved to the Community Development & Public Works Department in April 2015. 2 Effective July 2016, the Community Development Administration division was separated into the
Administration, Environmental Services, and Planning divisions. 258
2017-2018 Biennial Budget Section V: Budget Details Budgeted Interfund Operating Transfers The next table presents a summary of transfers between funds for items such as payment of debt
service and transfers in support of capital construction projects. Transfer Out Transfer In Transfer Out Transfer In 001 General Fund $ ( 283,850) $ ( 282,150) 229 1998 Library Debt
Service 283,850 282,150 001 General Fund (554,393) (554,367) 276 2005/2006A LTGO 554,393 554,367 001 General Fund (50,000) (25,000) 518 Innovation and Technology 5 0,000 2 5,000 001
General Fund (12,000) (17,000) 518 Innovation and Technology 12,000 17,000 001 General Fund (45,000) (15,000) 518 Innovation and Technology 4 5,000 15,000 001 General Fund (84,933) (
85,112) 518 Innovation and Technology 8 4,933 85,112 001 General Fund -(45,000) 518 Innovation and Technology -4 5,000 001 General Fund -(250,000) 518 Innovation and Technology -250,000
001 General Fund (30,000) -518 Innovation and Technology 3 0,000 -001 General Fund (30,000) ( 3,000) 518 Innovation and Technology 3 0,000 3 ,000 001 General Fund (31,950) ( 9,585) 518
Innovation and Technology 31,950 9 ,585 001 General Fund (25,560) (25,560) 518 Innovation and Technology 2 5,560 2 5,560 001 General Fund -( 19,170) 518 Innovation and Technology -19,170
001 General Fund (25,000) -518 Innovation and Technology 2 5,000 -001 General Fund (10,000) -518 Innovation and Technology 10,000 -001 General Fund (38,340) (25,560) 518 Innovation and
Technology 3 8,340 2 5,560 001 General Fund (45,000) -518 Innovation and Technology 4 5,000 -001 General Fund (31,950) 518 Innovation and Technology 31,950 -001 General Fund -( 130,000)
518 Innovation and Technology -130,000 001 General Fund (62,500) (93,700) 550 Equipment Rental 6 2,500 9 3,700 001 General Fund -(205,000) 568 Innovation and Technology -205,000 102
Arterial Street (1,861) (1,865) 518 Innovation and Technology 1,861 1 ,865 102 Arterial Street ( 700) ( 210) 518 Innovation and Technology 700 2 10 102 Arterial Street ( 560) ( 560)
518 Innovation and Technology 560 560 102 Arterial Street -( 420) 518 Innovation and Technology -420 102 Arterial Street ( 840) ( 560) 518 Innovation and Technology 840 560 102 Arterial
Street ( 700) -518 Innovation and Technology 700 -103 Local Street ( 266) ( 266) 518 Innovation and Technology 266 266 103 Local Street ( 100) (30) 518 Innovation and Technology 1 00
30 103 Local Street (80) (80) 518 Innovation and Technology 80 80 Transfer from F103 to F518 to Pay for IS.0050 -eDocument Scanning and Workflow Transfer from F102 to F518 to Pay for
IS.0066 -Centralized Cash Receipting System Transfer from F103 to F518 to Pay for IS.0042 -Network Engineer Transfer from F103 to F518 to Pay for IS.0045 -CRM System Transfer from F102
to F518 to Pay for IS.0050 -eDocument Scanning and Workflow Transfer from F102 to F518 to Pay for IS.0051 -GIS Imagery Transfer from F102 to F518 to Pay for IS.0061 -Cyber Security Management
Transfer from General Fund to F568 to Pay for POL.0023 -6 Commissioned Police Officers Transfer from F102 to F518 to Pay for IS.0042 -Network Engineer Transfer from F102 to F518 to Pay
for IS.0049 -CRM System Transfer from General Fund to F550 to Adjust ER&R Allocations Transfer from General Fund to F518 to Pay for IS.0051 -GIS Imagery Transfer from General Fund to
F518 to Pay for IS.0053 -Website Refresh Transfer from General Fund to F518 to Pay for -IS.0060 -SMART Board Transfer from General Fund to F518 to Pay for IS.0046 -Legal CMS Transfer
from General Fund to F518 to Pay for IS.0049 -CRM System Transfer from General Fund to F518 to Pay for -IS.0050 -eDocument Scanning and Workflow Transfer from General Fund to F518 to
Pay for IS.0061 -Cyber Security Management Transfer from General Fund to F518 to Pay for IS.0065 -800 MHz Coverage @Lea Hill Substation Transfer from General Fund to F518 to Pay for
IS.0066 -Centralized Cash Receipting System Transfer from General Fund to F518 to Pay for POL.0023 -6 Commissioned Police Officers Transfer from General Fund to F518 to Pay for IS.0043
-Senior Center A /V Upgrade Transfer from General Fund to F518 to Pay for IS.0044 -Digital Parity Transfer from General Fund to F518 to Pay for IS.0045 -EPlan Check Monitor Upgrade Transfer
from General Fund to F518 to Pay for IS.0040 -City Clerk LIMS Replacement Transfer from General Fund to F518 to Pay for IS.0041 -Drone Program Administration Transfer from General Fund
to F518 to Pay for IS.0042 -Network Engineer Transfer from General Fund to F229 to Pay for Library Debt Service Transfer from General Fund to F276 to Pay for Golf/Cemetery Debt Service
Transfer from General Fund to F518 to Pay for ASD.0011 -Auburn Magazine Fund No Fund Name 2017 2018 Description 259
2017-2018 Biennial Budget Section V: Budget Details Budgeted Interfund Operating Transfers (continued) Transfer Out Transfer In Transfer Out Transfer In 103 Local Street -(60) 518 Innovation
and Technology -60 103 Local Street ( 120) (80) 518 Innovation and Technology 1 20 80 103 Local Street ( 100) -518 Innovation and Technology 1 00 -104 Hotel/Motel Tax (10,000) (10,300)
001 General Fund 10,000 10,300 122 Cumulative Reserve $ ( 200,000) $ ( 250,000) 436 Cemetery 200,000 250,000 124 Mitigation Fees (50,000) -102 Arterial Street 5 0,000 -124 Mitigation
Fees (50,000) (70,000) 102 Arterial Street 5 0,000 7 0,000 124 Mitigation Fees (50,000) (57,000) 102 Arterial Street 5 0,000 5 7,000 124 Mitigation Fees (25,000) -102 Arterial Street
2 5,000 -124 Mitigation Fees ( 189,000) -102 Arterial Street 189,000 -124 Mitigation Fees ( 100,000) -102 Arterial Street 100,000 -124 Mitigation Fees -( 100,000) 102 Arterial Street
-100,000 124 Mitigation Fees -( 100,000) 102 Arterial Street -100,000 124 Mitigation Fees -(20,000) 102 Arterial Street -2 0,000 124 Mitigation Fees ( 124,305) ( 124,013) 102 Arterial
Street 124,305 1 24,013 124 Mitigation Fees (25,000) (25,000) 102 Arterial Street 2 5,000 2 5,000 124 Mitigation Fees (85,206) (84,804) 102 Arterial Street 8 5,206 8 4,804 124 Mitigation
Fees -( 190,000) 102 Arterial Street -190,000 124 Mitigation Fees (20,000) -102 Arterial Street 2 0,000 -124 Mitigation Fees -(235,000) 102 Arterial Street -235,000 124 Mitigation Fees
(20,000) -328 Capital Improvements 2 0,000 -124 Mitigation Fees -(34,000) 102 Arterial Street -3 4,000 124 Mitigation Fees (50,000) -321 Municipal Parks 5 0,000 -124 Mitigation Fees
(50,000) (50,000) 321 Municipal Parks 5 0,000 5 0,000 124 Mitigation Fees (200,000) -321 Municipal Parks 200,000 -124 Mitigation Fees (20,000) -321 Municipal Parks 2 0,000 -124 Mitigation
Fees (75,000) -321 Municipal Parks 7 5,000 -124 Mitigation Fees ( 150,000) 321 Municipal Parks 150,000 -124 Mitigation Fees -(75,000) 321 Municipal Parks -7 5,000 124 Mitigation Fees
(31,570) ( 5,000) 328 Capital Improvements 31,570 5 ,000 328 Capital Improvements (645,037) (645,039) 230 City Hall Annex Bonds 645,037 645,039 Transfer from F104 to General Fund for
Community Support (Grant Program) Fund No Fund Name 2017 2018 Description Transfer from F103 to F518 to Pay for IS.0051 -GIS Imagery Transfer from F103 to F518 to Pay for IS.0061 -Cyber
Security Management Transfer from F103 to F518 to Pay for IS.0066 -Centralized Cash Receipting System Transfer from F122 to F436 for Cash Flow Needs, If Needed Transfer Transportation
Impact Fees to F102 for ASBD12 -M Street NE (E Main St. to 4th St. NE) Transfer Transportation Impact Fees to F102 for ASBD02 -AWS Improvements, Hemlock to SE Academy Drive Transfer
Transportation Impact Fees to F102 for ASBD14 -Evergreen Heights Safe Routes to School Transfer Transportation Impact Fees to F102 for ASBD15 -A Street SE & Lakeland Hills Way SE Transfer
Transportation Impact Fees to F102 for ASBD17 -Lake Tapps Parkway ITS Expansion Transfer Transportation Impact Fees to F102 for ASBD18 -Lea Hill Segment 1 (R St. NE to 105th Place) Transfer
Transportation Impact Fees to F102 for ASBD20 -West Valley Highway Improvements (SR-18 to 15th St. SW) Transfer Transportation Impact Fees to F102 for ASBD24 -Auburn Regional Growth
Center Access Improvements Transfer Transportation Impact Fees to F102 for ASBD27 -S. 272nd /277th St. Corridor & Trail Improvements Transfer Transportation Impact Fees to F102 for C201A0
-M St. Underpass Debt Service Transfer Transportation Impact Fees to F102 for C207A0 -A Street NW Corridor -Phase 1 Transfer Transportation Impact Fees to F102 for CP0611 -Harvey Road
& 8th Street NE Debt Service Transfer Transportation Impact Fees to F102 for CP0911 -F Street SE Improvements Transfer Transportation Impact Fees to F102 for CP1218 -Auburn Way S. Corridor
Safety Improvements Transfer Transportation Impact Fees to F102 for CP1513 -22nd St. NE and I St. NE Intersection Transfer Transportation Impact Fees to F328 for CP0767 -Mohawks Plastics
Transfer Traffic Mitigation Fees to F102 for ASBD25 -Stewart Road (Lake Tapps Parkway Corridor) Transfer Parks Impact Fees to F321 for CP1605 -Les Gove Park Improvements Transfer Parks
Impact Fees to F321 for GPBD03 -Miscellaneous Parks Improvements Transfer Parks Impact Fees to F321 for GPBD06 -Sunset Park Transfer Parks Impact Fees to F321 for GPBD08 -Game Farm Park
Improvements Transfer Parks Impact Fees to F321 for GPBD12 -Brannan Park Synthetic Field Transfer Parks Impact Fees to F321 for GPBD14 -Les Gove Restroom Facility Transfer Parks Impact
Fees to F321 for GPBD15 -Lakeland Hills Playground Replacement Transfer Wetland Mitigation Fees to F328 for Citywide Wetland Mitigation Transfer REET 1 Funds to F230 for City Hall Annex
Debt Service 260
2017-2018 Biennial Budget Section V: Budget Details Budgeted Interfund Operating Transfers (continued) Transfer Out Transfer In Transfer Out Transfer In 328 Capital Improvements ( 125,000)
-321 Municipal Parks 125,000 -328 Capital Improvements -(250,000) 505 Facilities -250,000 328 Capital Improvements -(200,000) 505 Facilities -200,000 328 Capital Improvements ( 155,000)
( 155,000) 550 Equipment Rental 155,000 155,000 328 Capital Improvements (300,000) -105 Arterial Street Preservation 300,000 -328 Capital Improvements ( 222,510) ( 226,109) 231 Local
Revitalization Debt Srv 222,510 226,109 328 Capital Improvements (20,000) -321 Municipal Parks 2 0,000 -328 Capital Improvements $ (25,000) $ ( 150,000) 321 Municipal Parks 2 5,000 150,000
328 Capital Improvements $ -$ ( 100,000) 321 Municipal Parks -100,000 328 Capital Improvements $ (25,000) $ -321 Municipal Parks 2 5,000 -328 Capital Improvements $ -$ (27,000) 321 Municipal
Parks -2 7,000 328 Capital Improvements $ (30,000) $ (30,000) 321 Municipal Parks 3 0,000 3 0,000 328 Capital Improvements $ (20,000) $ -321 Municipal Parks 2 0,000 -328 Capital Improvements
$ (45,000) $ -321 Municipal Parks 4 5,000 -430 Water ( 1,000,000) ( 1,250,000) 460 Water Capital 1 ,000,000 1 ,250,000 430 Water (16,880) ( 16,916) 518 Innovation and Technology 16,880
16,916 430 Water ( 6,350) (1,905) 518 Innovation and Technology 6 ,350 1 ,905 430 Water ( 5,080) ( 5,080) 518 Innovation and Technology 5 ,080 5 ,080 430 Water -(3,810) 518 Innovation
and Technology -3 ,810 430 Water ( 7,620) ( 5,080) 518 Innovation and Technology 7 ,620 5 ,080 430 Water ( 6,350) -518 Innovation and Technology 6 ,350 -430 Water ( 155,000) ( 155,000)
550 Equipment Rental 155,000 155,000 430 Water (13,000) (19,500) 550 Equipment Rental 13,000 19,500 431 Sewer ( 100,000) -460 Water Capital 100,000 -431 Sewer ( 1,000,000) -461 Sewer
Capital 1,000,000 -431 Sewer (13,292) (13,320) 518 Innovation and Technology 13,292 13,320 431 Sewer ( 5,000) (1,500) 518 Innovation and Technology 5 ,000 1 ,500 431 Sewer ( 4,000) (
4,000) 518 Innovation and Technology 4 ,000 4 ,000 431 Sewer -( 3,000) 518 Innovation and Technology -3 ,000 431 Sewer ( 6,000) ( 4,000) 518 Innovation and Technology 6 ,000 4 ,000 431
Sewer ( 5,000) -518 Innovation and Technology 5 ,000 -Transfer REET 1 Funds to F550 for Special Assessment for Capital Projects Fund No Fund Name 2017 2018 Description Transfer REET
1 Funds to F321 for GPBD13 -Mary Olson Farm -Watts Property Acquisition Transfer REET 1 Funds to F505 for FAC.0014 -City Hall Structural Repairs Transfer REET 1 Funds to F505 for FAC.0015
-City Hall Roof Replacement Transfer REET 2 Funds to F105 for Project Funding Transfer REET 2 Funds to F321 for GPBD08 -Game Farm Park Improvements Transfer REET 2 Funds to F231 for
Local Revitalization Fund Debt Service Transfer REET 2 Funds to F321 for GPBD11 -Lakeland Hills Nature Area Transfer REET 2 Funds to F321 for GLF.0029 -Rebuild the First Green Transfer
REET 2 Funds to F321 for GLF.0029 -Rebuild the First Green Transfer REET 2 Funds to F321 for GLF.0030 -Rebuild the Tenth Green Transfer REET 2 Funds to F321 for GLF.0031 -Fairway Drainage
Improvement Transfer REET 2 Funds to F321 for GLF.0032 -Chemical Storage Building Transfer REET 2 Funds to F321 for GLF.0033 -Sand Storage Cover Structure Transfer Funds from F430 Water
Operations to F460 Water Capital Subfund Transfer from F430 to F518 for IS.0042 -Network Engineer Transfer from F430 to F518 for IS.0049 -CRM System Transfer from F430 to F518 for IS.0050
-eDocument Scanning & Workflow Transfer from F430 to F518 for IS.0051 -GIS Imagery Transfer from F430 to F518 for IS.0061 -Cyber Security Management Transfer from F430 to F518 for IS.0066
-Centralized Cash Receipting System Transfer from F430 to F550 for Special Assessment for Capital Projects Transfer from F430 to F550 to Adjust ER&R Allocations Transfer from F431 to
F460 for Utilities Field Operations Center Transfer Funds from F431 Sewer Operations to F461 Sewer Capital Subfund Transfer from F431 to F518 for IS.0042 -Network Engineer Transfer from
F431 to F518 for IS.0049 -CRM System Transfer from F431 to F518 for IS.0050 -eDocument Scanning and Workflow Transfer from F431 to F518 for IS.0051 -GIS Imagery Transfer from F431 to
F518 for IS.0061 -Cyber Security Management Transfer from F431 to F518 for IS.0066 -Centralized Cash Receipting System 261
2017-2018 Biennial Budget Section V: Budget Details Transfer Out Transfer In Transfer Out Transfer In 431 Sewer ( 155,000) ( 155,000) 550 Equipment Rental 155,000 155,000 431 Sewer (
7,000) (10,600) 550 Equipment Rental 7 ,000 10,600 432 Storm Drainage (74,000) (74,000) 001 General Fund 7 4,000 7 4,000 432 Storm Drainage ( 100,000) -460 Water Capital Projects 100,000
-432 Storm Drainage ( 1,400,000) ( 1,200,000) 462 Storm Drainage Capital 1 ,400,000 1 ,200,000 432 Storm Drainage ( 15,152) ( 15,184) 518 Innovation and Technology 15,152 15,184 432
Storm Drainage ( 5,700) (1,710) 518 Innovation and Technology 5 ,700 1,710 432 Storm Drainage ( 4,560) ( 4,560) 518 Innovation and Technology 4 ,560 4 ,560 432 Storm Drainage -( 3,420)
518 Innovation and Technology -3 ,420 432 Storm Drainage ( 6,840) ( 4,560) 518 Innovation and Technology 6 ,840 4 ,560 432 Storm Drainage ( 5,700) -518 Innovation and Technology 5 ,700
-432 Storm Drainage $ -$ ( 19,058) 550 Equipment Rental -19,058 432 Storm Drainage $ ( 155,000) $ ( 155,000) 550 Equipment Rental 155,000 155,000 432 Storm Drainage $ ( 15,800) $ (23,800)
550 Equipment Rental 15,800 2 3,800 436 Cemetery $ ( 532) $ ( 533) 518 Innovation and Technology 532 533 436 Cemetery $ ( 200) $ ( 60) 518 Innovation and Technology 200 60 436 Cemetery
$ (160) $ (160) 518 Innovation and Technology 1 60 1 60 436 Cemetery $ -$ (120) 518 Innovation and Technology -1 20 436 Cemetery $ ( 240) $ (160) 518 Innovation and Technology 240 1
60 436 Cemetery $ ( 200) $ -518 Innovation and Technology 200 -460 Water Capital (50,000) (50,000) 103 Local Street 5 0,000 5 0,000 461 Sewer Capital (50,000) (50,000) 103 Local Street
5 0,000 5 0,000 462 Storm Drainage Capital (50,000) (50,000) 103 Local Street 5 0,000 5 0,000 462 Storm Drainage Capital ( 106,000) -560 Equipment Rental Capital 106,000 -505 Facilities
(645,038) (645,039) 230 City Hall Annex Bonds 645,038 645,039 505 Facilities (1,300) (1,900) 550 Equipment Rental 1 ,300 1 ,900 518 Innovation and Technology ( 400) ( 500) 550 Equipment
Rental 400 500 Total Transfers $ (9,695,825) $ 9,695,825 $ (8,951,075) $ 8,951,075 Transfer from F432 to F460 for Utilities Field Operations Center Fund No Fund Name 2017 2018 Description
Transfer from F431 to F550 for Special Assessment for Capital Projects Transfer from F431 to F550 to Adjust ER&R Allocations Transfer from F432 to General Fund for Median Maintenance
Transfer Funds from F432 Storm Drainage Operations to F462 Storm Drainage Capital Subfund Transfer from F432 to F518 for IS.0049 -CRM System Transfer from F432 to F518 for IS.0042 -Network
Engineer Transfer from F432 to F518 for IS.0050 -eDocument Scanning and Workflow Transfer from F432 to F518 for IS.0051 -GIS Imagery Transfer from F432 to F518 for IS.0061 -Cyber Security
Management Transfer from F432 to F518 for IS.0066 -Centralized Cash Receipting System Transfer from F432 to F550 for STM.0007 -Mini Excavator Transfer from F432 to F550 for Special Assessment
for Capital Projects Transfer from F432 to F550 to Adjust ER&R Allocations Transfer from F436 to F550 for IS.0042 -Network Engineer Transfer from F436 to F550 for IS.0049 -CRM System
Transfer from F436 to F550 for IS.0050 -eDocument Scanning & Workflow Transfer from F436 to F550 for IS.0051 -GIS Imagery Transfer from F436 to F550 for IS.0061 -Cyber Security Management
Transfer from F436 to F550 for IS.0066 -Centralized Cash Receipting System Transfer from F460 to F103 for Utility Trench Mitigation Transfer from F461 to F103 for Utility Trench Mitigation
Transfer from F462 to F103 for Utility Trench Mitigation Transfer from F462 to F560 for STM.0007 -Mini Excavator Transfer from F505 to F230 for Utilities Debt Service Transfer from F505
to F550 to Adjust ER&R Allocations Transfer from F518 to F550 to Adjust ER&R Allocations 262
2017-2018 Biennial Budget Section VI: Program Improvements SECTION VI: PROGRAM IMPROVEMENTS BY CITY DEPARTMENTS This section of the budget presents in detail, the program improvements
that have been recommended by the Mayor and City Council during budget deliberations. Each program improvement consists of the following: Program Title The name of the improvement as
proposed by the department. Contact Person The director of the department requesting the improvement. For Year Indicates which year or years the improvement will be implemented into
the budget. 2017 Cost Estimated cost by the department to implement the program improvement in 2017. 2018 Cost Estimated cost by the department to implement the program improvement in
2018. Department Name The department requesting the improvement. Funding Source Indicates the fund(s) that have been budgeted to pay for the improvement. Description of Improvement A
brief summary of the program improvement. Alternatives This portion of the proposal describes potential alternatives to the proposed program to assist in evaluating the proposal’s merits.
Advantages of Approval The advantages of the proposal relative to the alternatives. Implications of Denial A description of what will occur if the proposal is not approved. Cost of Improvement
Shows the budget for the proposal by line item as well as the fund name or type that will fund the proposal. 263
2017-2018 Biennial Budget Section VI: Program Improvements 2017-2018 Program Improvements by Department The following table summarizes the program improvements that have been included
in the 2017-2018 budget. The recommended levels of funding are indicated under the Total Costs columns. PROGRAM IMPROVEMENTS 2017 2018 Total Total No. Request Department FTE New Program
Title (Request ID) Duration Costs Costs GENERAL FUND 1 ASD.0010 Administration Market & Economic Pro Forma Studies Ongoing $ 1 5,000 $ 1 5,000 2 ENG.0017 Engineering Survey Scanning
Equipment and Software One-Time 8 2,500 2 ,500 3 ENG.0018 Engineering 1 Traffic Signal Technician Ongoing 1 21,953 1 26,776 4 ENG.0019 Engineering Consultant Services Ongoing 1 7,500
1 7,500 5 LGL.0003 Legal 1 City Prosecutor Ongoing 1 31,897 1 40,033 6 PLN.0045 Community Development Auburn Way South Corridor Plan One-Time 7 5,000 1 00,000 7 POL.0023 Police 6 6 Commissioned
Police Officers Ongoing 1 ,115,906 1 ,445,328 8 POL.0026 Police Taser Gun Issue Limited -3 7,200 9 POL.0031 Police 1 Animal Control Officer -MIT Ongoing -1 84,520 10 POL.0032 Police
Alive and Free Ongoing 3 0,000 3 0,000 11 PRK.0043 Parks, Arts & Recreation Replace Large Tractor Mower One-Time 7 5,000 -12 PRK.0044 Parks, Arts & Recreation Replace Large Tractor Mower
in 2018 One-Time -7 5,000 13 PRK.0045 Parks, Arts & Recreation Replace Small Mower with Blower One-Time 3 0,000 -14 PRK.0046 Parks, Arts & Recreation Replace 2nd of Two Small Mowers
One-Time -3 0,000 15 PRK.0047 Parks, Arts & Recreation Replace Play Equipment at Roegner Park One-Time 4 0,000 -16 PRK.0048 Parks, Arts & Recreation Replace Equipment at Lakeland Hills
Park One-Time -4 0,000 17 PRK.0049 Parks, Arts & Recreation Increase in Seasonal Maintenance Budget Ongoing 4 0,000 4 0,000 18 PRK.0050 Parks, Arts & Recreation Senior Center Temporary
Staff Ongoing 1 5,000 1 5,000 19 STR.0005 Streets Seasonal Maintenance Worker -Streets Ongoing 2 0,800 2 0,800 GENERAL FUND TOTAL 9.0 $ 1 ,810,556 $ 2,319,657 OTHER FUNDS 20 ASD.0011
Multimedia Auburn Magazine Limited $ 5 0,000 $ 2 5,000 21 ERR.0007 Equipment Rental M&O Master Planning Limited 50,000 5 0,000 22 FAC.0014 Facilities City Hall Exterior Structural Repairs
One-Time -250,000 23 FAC.0015 Facilities City Hall Roof Replacement One-Time -2 00,000 24 GLF.0029 Municipal Parks Rebuild the First Green and Surrounds One-Time 2 5,000 -25 GLF.0030
Municipal Parks Rebuild the 10th Green and Surrounds One-Time -27,000 26 GLF.0031 Municipal Parks Fairway Drainage Improvement Limited 30,000 3 0,000 27 GLF.0032 Municipal Parks Chemical
Storage Building One-Time 20,000 -28 GLF.0033 Municipal Parks Topdressing Sand Storage Cover One-Time 4 5,000 -29 PRK.0041 Capital Improvements Les Gove Campus Security Cameras One-Time
20,000 -30 IS.0041 Innovation & Technology Drone Program Administration Ongoing 4 5,000 15,000 31 IS.0042 Innovation & Technology 1 Network Engineer Ongoing 1 32,916 133,196 32 IS.0043
Innovation & Technology Sr. Center AV Upgrade/Replacement One-Time -45,000 33 IS.0044 Innovation & Technology Digital Parity/Broadband Expansion Ongoing -250,000 34 IS.0045 Innovation
& Technology E-Plan Check Monitor Upgrade One-Time 30,000 -35 IS.0049 Innovation & Technology CRM System Ongoing 50,000 15,000 36 IS.0050 Innovation & Technology eDocument Scanning and
Workflow Limited 40,000 4 0,000 37 IS.0053 Innovation & Technology Website Refresh One-Time 2 5,000 -38 IS.0060 Innovation & Technology SMART Board Interactive Display One-Time 10,000
-39 IS.0061 Innovation & Technology Cyber Security Management Ongoing 60,000 4 0,000 40 IS.0065 Innovation & Technology 800MHz Coverage Expansion -Lea Hill One-Time 4 5,000 -41 IS.0066
Innovation & Technology Centralized Cash Receipting Software One-Time 50,000 -42 STM.0007 Equipment Rental Mini Excavator Machine One-Time 106,000 1 9 , 058 OTHER FUNDS TOTAL 1.0 $ 8
33,916 $ 1,139,254 TOTAL ALL FUNDS 10.0 $ 2,644,472 $ 3,458,911 264
2017-2018 Biennial Budget Section VI: Program Improvements No. 1 ASD.0010 Program Title: Contact Person: For Year: Dana Hinman 2017 & 2018 Department Name: Funding Source: Administration
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 15,000 General Fund 15,000 Proprietary Funds Proprietary Funds Other Funds Other Funds
Total Revenue: $ 15,000 Total Revenue: $ 15,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services 15,000
Professional Services 15,000 Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other Total
Cost: $ 15,000 Total Cost: $ 15,000 Implications of Denial: This type of documentation is essential when trying to showcase Auburn as a place to do business. By denial of this request
the Economic Development Department is unable to effectively recruit notable developers and /or businesses as it relates to desirable assets, or target markets identified by the City.
Description of Improvement: These funds would be used to update previously commissioned studies, and/or commission new studies by agencies who are experts in their field. Past studies
include the Hotel Feasibility Study and Senior Housing Market Study, while future studies could include but are not limited to a GSA Labor Study, and/or Downtown Office Absorption Study.
Alternatives: Do not fund. Advantages of Approval: Having current studies on hand allows the Economic Development Department the ability to respond (timely, and effectively) to prospective
developers and/or businesses looking to develop, expand and/or relocate in Auburn. This type of data can influence a company's decision making process, and accelerate the time in which
they are able to deliver a product to the market. REQUEST FOR PROGRAM IMPROVEMENT Market/Economic Pro Forma Studies 2017 Cost: 2018 Cost: $15,000 $15,000 265
2017-2018 Biennial Budget Section VI: Program Improvements No. 2 ENG.0017 Program Title: Contact Person: For Year: Kevin Snyder 2017 & 2018 Department Name: Funding Source: Engineering
General Fund, Utility Funds, Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 20,625 General Fund 625 Proprietary Funds 61,875
Proprietary Funds 1,875 Other Funds Other Funds Total Revenue: $ 82,500 Total Revenue: $ 2,500 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment
Minor Equipment Professional Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance 2,500 Repairs & Maintenance 2,500 Machinery & Equipment
80,000 Machinery & Equipment Other Other Total Cost: $ 82,500 Total Cost: $ 2,500 Implications of Denial: If this request isn't funded, the Survey Group will continue to use the Leica
1203 robotic station and Carlson software ,resulting in additional costs and delays in providing survey services as the Leica 1203 robotic station will no longer be supported by the
manufacturer after 2016, which makes replacement parts and repairs slow and expensive. Also, the Survey Group will continue to use the Carlson software for processing field data instead
of utilizing AutoCAD, which results in extra steps required to transfer the Carlson data into AutoCAD, which is the City's design software platform. Description of Improvement: This
request will replace the City's current total robotic station with an updated robotic station that also has scanning capabilities. The City's Survey Group has evaluated and tested several
different equipment and software packages and determined that the Leica Nova MS-60 Multi-Station and associated Software would best serve the City's needs. Alternatives: Continue using
the current Leica 1203 robotic station, which will no longer be supported by the manufacturer after 2016 and to also continue using the Carlson Software, which requires more time to
process survey data. Advantages of Approval: The City's current survey equipment and software doesn't have scanning capability and doesn't connect directly to the City's design software
platform, AutoCAD. Scanning technology allows for collection of data without having to set a rod at every data point. The primary use by the City's survey crew will be to perform field
surveys to support capital projects. The benefits of using the scanner are: 1) Allows for data collection without entering traffic. This is a dramatic safety improvement for and also
results in less traffic impacts; 2) Allows for less "return-trips" to collect additional data. REQUEST FOR PROGRAM IMPROVEMENT Survey Scanning Equipment and Software 2017 Cost: 2018
Cost: $82,500 $2,500 266
2017-2018 Biennial Budget Section VI: Program Improvements No. 3 ENG.0018 Program Title: Contact Person: For Year: Kevin Snyder 2017 & 2018 Department Name: Funding Source: Engineering
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 121,953 General Fund 126,776 Proprietary Funds Proprietary Funds Other Funds Other Funds
Total Revenue: $ 121,953 Total Revenue: $ 126,776 Expenditures: Expenditures: Wages 73,817 Wages 78,693 Benefits 43,135 Benefits 48,083 Supplies Supplies Minor Equipment 5,000 Minor
Equipment Professional Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery &
Equipment Other Other Total Cost: $ 121,953 Total Cost: $ 126,776 Implications of Denial: The inability to provide appropriate responses to emergency events and incidents due to lack
of staff could create significant safety risks to the public and liability to the City. -Lower level of service for preventative maintenance potentially resulting in safety concerns.
-Reduced emphasis on improving traffic signal timing and coordination plans resulting in continued delays. -Reduced emphasis on proactive safety improvements. Description of Improvement:
This request is for a new Traffic Signal Technician position to be filled in 2017. Currently the City employs two technicians to cover a rapidly growing infrastructure. Staff focus on
meeting minimum safety mandates, keping the system functioning, and supporting City and private development construction affecting existing facilities or building new facilities. The
Federal Highway Administration and Institute of Transportation Engineers recommends a ratio of between 25-50 Traffic Signals/Field Devices per Technician. The City of Auburn is currently
at a ratio of 74 to one not including communications infrastructure or construction support responsibilities. The current critically low staffing level reduces staffs ability to respond
to basic safety and maintenance needs. Alternatives: The alternative to adding this position is to continue to accept a lower level of service in responding to traffic signal issues,
preventative maintenance, and coordinating construction issues. Additionally, an undue burden will continue to be placed on staff to maintain the system appropriately across a broad
geographical area. Another alternative is to utilize more contracting with the Counties or private contractors in order to maintain minimum safety requirements; however, this has an
added cost to the General Fund budget. Advantages of Approval: -Improved traffic signal coverage to capably maintain the safety of the transportation network. -Improved preventative
maintenance on a consistent basis, leading to fewer disruptions and signal failures. -More time to spend on proactively improving traffic signal timing and coordination citywide leading
to fewer delays. -Enhanced workload and resource management capacity. -Improved coordination with capital and development project design and construction efforts. REQUEST FOR PROGRAM
IMPROVEMENT Traffic Signal Technician 2017 Cost: 2018 Cost: $121,953 $126,776 267
2017-2018 Biennial Budget Section VI: Program Improvements No. 4 ENG.0019 Program Title: Contact Person: For Year: Kevin Snyder 2017 & 2018 Department Name: Funding Source: Engineering
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 17,500 General Fund 17,500 Proprietary Funds Proprietary Funds Other Funds Other Funds
Total Revenue: $ 17,500 Total Revenue: $ 17,500 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services 17,500
Professional Services 17,500 Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other Total
Cost: $ 17,500 Total Cost: $ 17,500 Implications of Denial: Denial would reduce the existing level of service by delaying or not providing the products and services delivered by the
consultant services as follows: 1) Longer wait times for Plat and other document reviews when workload demands exceed staff resources; and 2) Longer wait times for capital projects implementation
because staff that typically work on capital projects would need to provide the required services that could not be provided by consultants; and 3) Public safety may be impacted by lack
of specialized technical analysis that City staff is not qualified to provide. Description of Improvement: This program improvement would increase the amount budgeted for non-project
related Consultant Services from $12,500.00 to $30,000.00. These consultant services are utilized when tasks exceed the expertise or resource availabiliy of staff. Typically, these services
include survey support work, appraisals and property negotiations, specialized technical evaluations such as geotechnical and structural engineering, environmental assessments, and other
services as the needs arise. The increase in budget is reflective of the actual amounts expended in previous years for the consultant services and also reflects the anticipated needs
in 2017 and 2018. Alternatives: To maintain the current level of service the City would need to to hire more staff that have very specialized areas of expertise. This would require several
additional positions and the need for the staff members would be intermittent. Advantages of Approval: The advantage to increasing the budget for non-project related consultant services
is that the City will be able to continue its current level of service related to engineering services to internal and external customers. REQUEST FOR PROGRAM IMPROVEMENT Consultant
Services (Survey, ROW, On-Call Support) 2017 Cost: 2018 Cost: $17,500 $17,500 268
2017-2018 Biennial Budget Section VI: Program Improvements No. 5 LGL.0003 Program Title: Contact Person: For Year: Dan Heid 2017 & 2018 Department Name: Funding Source: Legal General
Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 131,897 General Fund 140,033 Proprietary Funds Proprietary Funds Other Funds Other Funds Total
Revenue: $ 131,897 Total Revenue: $ 140,033 Expenditures: Expenditures: Wages 86,067 Wages 91,751 Benefits 43,331 Benefits 48,282 Supplies Supplies Minor Equipment 2,500 Minor Equipment
Professional Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment
Other Other Total Cost: $ 131,897 Total Cost: $ 140,033 Implications of Denial: Without an additional prosecutor, the legal department may need to considering instituting filing guidelines
in the event that criminal case filings increase with the hiring of additional police officers. Instituting filing guidelines would mean that certain minimum conditions would have to
be met before the City would considering filing charges in some types of cases. For example, the prosecutor may decline to file misdemeanor theft charges when the value of the stolen
property does not exceed a certain amount. Description of Improvement: In 2015, the City of Auburn filed 3,342 misdemeanor cases in the King County District Court. Although Auburn's
filings are comparable to those of other cities, the City of Auburn prosecution team has the fewest number of prosecutors and the fewest number of support staff. Additionally, over the
last three years the Auburn Police Department has increased the number of commissioned officers from 105 in 2014, to 111 in 2016, and is looking to add several more, the result of which
will be an increased caseload for an already very busy prosecution department. Alternatives: Continue as is. The legal department has already implemented case management software in
order to streamline its processes and increase efficiency. Advantages of Approval: An additional prosecutor will allow the legal department to continue provide a high level of prosecution
services. It will also provide the prosecutors with much needed in-house (out of court) office time necessary for them to more thoroughly work up their cases and prepare for trial. REQUEST
FOR PROGRAM IMPROVEMENT City Prosecutor 2017 Cost: 2018 Cost: $131,897 $140,033 269
2017-2018 Biennial Budget Section VI: Program Improvements No. 6 PLN.0045 Program Title: Contact Person: For Year: Kevin Snyder 2017 & 2018 Department Name: Funding Source: Community
Development General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 75,000 General Fund 100,000 Proprietary Funds Proprietary Funds Other Funds
Other Funds Total Revenue: $ 75,000 Total Revenue: $ 100,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional
Services 55,000 Professional Services 80,000 Other Services & Charges 20,000 Other Services & Charges 20,000 Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery
& Equipment Other Other Total Cost: $ 75,000 Total Cost: $ 100,000 Implications of Denial: 1) AWS will continue to look and function the same as it does today; 2) AWS will continue to
provide a negative first impression of Auburn; 3) AWS will continue to provide a negative impression to those who routinely travel through Auburn. Description of Improvement: This corridor
experiences an extremely high volume of traffic, yet it is widely accepted that it has a tired appearance, is not pedestrian friendly, and that the commuter experience is generally associated
with getting through the corridor rather than engaging with the businesses and public spaces. In 2017 develop and implement an outreach and engagement strategy that targets land and
business owners along the Corridor. In 2018 develop a schematic plan for the future of AWS that includes policy language, implementation actions, and visual displays to define the vision.
Also, develop implementation tools that help guide the city, landowners and business owners to understand the public and private investments necessary, how they should be prioritized,
and how to achieve the desired outcomes. Alternatives: 1) This project is assigned to existing City staff (a Planner) along with their other duties; 2) The project is assigned to a new
hire (e.g. a Planner). Advantages of Approval: With consultant help, level of service pertaining to permit and project review timeframes will remain as is. A plan will be developed that
leads to a makeover of AWS. Once the plan is implemented AWS will help improve the image and economic vitality of Auburn. REQUEST FOR PROGRAM IMPROVEMENT Auburn Way South Corridor Plan
2017 Cost: 2018 Cost: $75,000 $100,000 270
2017-2018 Biennial Budget Section VI: Program Improvements No. 7 POL.0023 Program Title: Contact Person: For Year: Bob Lee 2017 & 2018 Department Name: Funding Source: Police General
Fund, Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 1,115,906 General Fund 1,110,328 Proprietary Funds Proprietary Funds
335,000 Other Funds Other Funds Total Revenue: $ 1,115,906 Total Revenue: $ 1,445,328 Expenditures: Expenditures: Wages 428,887 Wages 483,654 Benefits 225,077 Benefits 255,229 Supplies
76,272 Supplies 12,000 Minor Equipment Minor Equipment Professional Services Professional Services 19,122 Other Services & Charges 196,150 Other Services & Charges 209,955 Repairs &
Maintenance Repairs & Maintenance 130,000 Machinery & Equipment 189,519 Machinery & Equipment 335,368 Other Other Total Cost: $ 1,115,906 Total Cost: $ 1,445,328 REQUEST FOR PROGRAM
IMPROVEMENT 6 Commissioned Police Officers 2017 Cost: 2018 Cost: $1,115,906 $1,445,328 Implications of Denial: Potential for continued high crime rate: Our CAD Incidents were second
only to Kent in 2015. Our officer workload is the highest of any neighboring agency in south King County. Remain re-active rather than Pro-Active. Description of Improvement: Increased
staff will enable the deployment of dedicated staff to address Downtown crime /citizen perceptions; as well as Les Gove Campus security issues. Some of this staff will be dedicated to
targeted enforcement of individuals/locations identified as being involved in criminal activities. We will add one additional bicycle officer to enhance that unit to 4 bicycle officers.
Re-establish Pro-Act unit that was disbanded back in 2008 due to the economic downturn. Add 1 Day Shift K-9 Officer and 1 Major Crimes Detective. This decision package also includes:
3 patrol vehicles for general patrol use, 3 Pro-Active Detectives vehicles for undercover operations and unmarked patrol vehicle operations (in 2018), 1 bicycle for bicycle patrol officer,
body cameras (in 2018). Alternatives: Continue to assign staff in overtime assignments to address noted issues. Advantages of Approval: Dedicated bicycle patrol to patrol Downtown and
City Parks, re-establish a Pro-Act unit that dedicates itself to targeting our most prolific offenders and the crimes they commit, Day Shift K-9 Officer and 1 additional Detective. 271
2017-2018 Biennial Budget Section VI: Program Improvements No. 8 POL.0026 Program Title: Contact Person: For Year: Bob Lee 2018 Department Name: Funding Source: Police General Fund 2017
Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund 37,200 Proprietary Funds Proprietary Funds Other Funds Other Funds Total Revenue: $ -Total
Revenue: $ 37,200 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment 37,200 Professional Services Professional Services Other
Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other Total Cost: $ -Total Cost: $ 37,200 REQUEST
FOR PROGRAM IMPROVEMENT Taser Gun Issue 2017 Cost: 2018 Cost: $0 $37,200 Implications of Denial: We would continue to replace Taser guns as they break though there seems to be more frequent
failures with the older guns. Description of Improvement: Taser 60 pricing plan to replace all of our older Taser X26 units with the new Taser X26P. The premium plan will cost $31.00
a month per officer, which includes a new gun, holster, battery and 4 cartridges of our choosing each year. We will be invoiced $37,200 annually for 5 years. The cost is figured for
100 officers since some of our officers already have the new X26P. Alternatives: Full one-time purchase of about $130,000.00 which would not include the 5 year warranty and cartridges
and new battery each year. Advantages of Approval: Upgrade to the newer Taser which lasts longer and is a much better quality than what we currently carry. As our older Tasers are starting
to break more frequently, replacement is inevitable. 4 cartridges per year within the program would save the department and city over time. 272
2017-2018 Biennial Budget Section VI: Program Improvements No. 9 POL.0031 Program Title: Contact Person: For Year: Bob Lee 2018 Department Name: Funding Source: Police General Fund 2017
Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund 184,520 Proprietary Funds Proprietary Funds Other Funds Other Funds Total Revenue: $ -Total
Revenue: $ 184,520 Expenditures: Expenditures: Wages Wages 56,700 Benefits Benefits 41,660 Supplies Supplies 4,900 Minor Equipment Minor Equipment 2,200 Professional Services Professional
Services Other Services & Charges Other Services & Charges 4,810 Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment 74,250 Other Other Total Cost:
$ -Total Cost: $ 184,520 REQUEST FOR PROGRAM IMPROVEMENT Animal Control Officer -MIT 2017 Cost: 2018 Cost: $0 $184,520 Implications of Denial: Animal control calls for service currently
exceed our service level. One ACO currently does not provide seven day a week coverage. Therefore citizens have a delayed response to their animal related requests. Description of Improvement:
This program consists of combining resources for both the City of Auburn and the Muckleshoot Indian Tribe. The tribe has agreed to fund 1/3 of the operating costs and one time expenditures
associated with adding an additional Animal Control Officer to the Auburn Police Department. This new officer will be considered enhances services that would serve both communities.
Alternatives: Continue with current resources of one Animal Control Officer, and not provide any services to the Muckleshoot Indian Tribe. Advantages of Approval: The advantage for this
improvement would be increasing our animal control services using two Animal Control Officers. Currently, commissioned officers respond to an estimated 40% of the current calls for service
related to animals. Most of the commissioned staff lack training, knowledge and resources to respond effectively to these types of calls and usually serve on a temporary basis only until
the ACO arrives back to work. 273
2017-2018 Biennial Budget Section VI: Program Improvements No. 10 POL.0032 Program Title: Contact Person: For Year: Bob Lee 2017 & 2018 Department Name: Funding Source: Police General
Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 30,000 General Fund 30,000 Proprietary Funds Proprietary Funds Other Funds Other Funds Total Revenue:
$ 30,000 Total Revenue: $ 30,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services 30,000 Professional
Services 30,000 Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other Total Cost: $ 30,000
Total Cost: $ 30,000 REQUEST FOR PROGRAM IMPROVEMENT Alive and Free 2017 Cost: 2018 Cost: $30,000 $30,000 Implications of Denial: We will not be able to meet the demands of youth in
need of services to prevent gang and youth violence. Description of Improvement: Additional $30,000 will be combined with a $30,000 contribution from Renton PD for 2017 & 2018. This
will provide for an additional full-time outreach worker to identify and engage youth at risk of joining gangs or participating in other violence. Outreach workers go to where the youth
are and provide a bridge, connecting youth and families with services and support. Outreach workers routinely meet with the Auburn School District, AYR and the Auburn Police Department
to address these concerns. Alternatives: There are no other alternatives. Advantages of Approval: This will allow additional positive impacts on our youth by ensuring outreach workers
cultivating relationships with youth and families through the intake process. If a youth is not engaging in the referred services, the outreach worker plays a key role in reaching out
to the youth and involving the youth in various programs. 274
2017-2018 Biennial Budget Section VI: Program Improvements No. 11 PRK.0043 Program Title: Contact Person: For Year: Daryl Faber 2017 Department Name: Funding Source: Parks, Arts, & Recreation
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 75,000 General Fund Proprietary Funds Proprietary Funds Other Funds Other Funds Total
Revenue: $ 75,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services
Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment 75,000 Machinery & Equipment Other Other Total Cost: $ 75,000 Total
Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Replace Large Tractor Mower 2017 Cost: 2018 Cost: $75,000 $0 Implications of Denial: Continue to lose productivity with breakdowns. As the mower
gets older, it is only a matter of time before we have some of the bigger ticket items, like a new motor, that will need to be replaced. Replacement parts are no longer manufactured
for this model, making it difficult to find available inventory and delaying the repair process. Description of Improvement: Replace the 2nd of five large tractor mowers (we replaced
the oldest one last year) in year 2017. This mower was purchased in 2000 and currently has over 375,000 hours on it. Alternatives: Continue to use the current mower even though it has
exceeded its lifetime expectancy of 10-12 years. Advantages of Approval: Cut down on yearly maintenance costs. Cut down on lost productivity, as the number of breakdowns continue to
increase yearly, which costs valuable maintenance time as the operator must return the mower to the shop for repairs. 275
2017-2018 Biennial Budget Section VI: Program Improvements No. 12 PRK.0044 Program Title: Contact Person: For Year: Mike Miller 2018 Department Name: Funding Source: Parks, Arts, & Recreation
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund 75,000 Proprietary Funds Proprietary Funds Other Funds Other Funds Total
Revenue: $ -Total Revenue: $ 75,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services
Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment 75,000 Other Other Total Cost: $ -Total Cost:
$ 75,000 REQUEST FOR PROGRAM IMPROVEMENT Replace Large Tractor Mower in 2018 2017 Cost: 2018 Cost: $0 $75,000 Implications of Denial: Continue to have larger repair costs and reduced
productivity due to increased breakdowns as the equipment ages. Description of Improvement: Replace the third of five large tractor mowers. The mower we will need to replace was purchased
in 2002, and the mowers are expected to last 10-15 years. Alternatives: Continue to push the mower past its life expectancy, which increases the operating cost and costs us valuable
labor time with increased break downs. Advantages of Approval: Be more efficient with the work crew due to fewer break downs. 276
2017-2018 Biennial Budget Section VI: Program Improvements No. 13 PRK.0045 Program Title: Contact Person: For Year: Daryl Faber 2017 Department Name: Funding Source: Parks, Arts, & Recreation
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 30,000 General Fund Proprietary Funds Proprietary Funds Other Funds Other Funds Total
Revenue: $ 30,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services
Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment 30,000 Machinery & Equipment Other Other Total Cost: $ 30,000 Total
Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Replace Small Mower with Blower Attachment 2017 Cost: 2018 Cost: $30,000 $0 Implications of Denial: Continue to lose valuable labor time with
increased break downs as the blower unit continues to age. Description of Improvement: Replace the oldest of our two small tractor mowers with a blower attachment. This piece of equipment
is used to assist in gathering and removing leaves from the parks as well as keeping trails clean. It was purchased in 1994. Alternatives: Continue to use a piece of equipment that has
outlived its useful life and continues to have frequent breakdowns. Advantages of Approval: A new unit will help keep the crew running efficiently with fewer breakdowns. 277
2017-2018 Biennial Budget Section VI: Program Improvements No. 14 PRK.0046 Program Title: Contact Person: For Year: Mike Miller 2018 Department Name: Funding Source: Parks, Arts, & Recreation
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund 30,000 Proprietary Funds Proprietary Funds Other Funds Other Funds Total
Revenue: $ -Total Revenue: $ 30,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services
Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment 30,000 Other Other Total Cost: $ -Total Cost:
$ 30,000 REQUEST FOR PROGRAM IMPROVEMENT Replace 2nd of Two Small Mowers (in 2018) 2017 Cost: 2018 Cost: $0 $30,000 Implications of Denial: Continue to lose valuable staff time with
increased breakdowns as the equipment continues to age past its recommended useful life. Description of Improvement: Replace 2nd of two small tractor mowers with a blower attachment.
This piece of equipment saves valuable time by helping with the gathering and removal of leaves in the fall as well as cleaning off trails. Alternatives: Continue using a piece of equipment
that has out lived its useful life. Advantages of Approval: Fewer bereakdowns equates to a more productive staff and less money spent annually on repairs. This unit was purchased in
1996. 278
2017-2018 Biennial Budget Section VI: Program Improvements No. 15 PRK.0047 Program Title: Contact Person: For Year: Daryl Faber 2017 Department Name: Funding Source: Parks, Arts, & Recreation
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 40,000 General Fund Proprietary Funds Proprietary Funds Other Funds Other Funds Total
Revenue: $ 40,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment 40,000 Minor Equipment Professional Services Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other Total Cost: $ 40,000 Total
Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Replace Play Equipment at Roegner Park 2017 Cost: 2018 Cost: $40,000 $0 Implications of Denial: Continue to remove equipment as it is deemed
unsafe for use. Description of Improvement: Roegner Park's play equipment is over 20 years old, and is one of the last wooden play structures left in Auburn. We remove pieces of equipment
as the wood deteriorates to the point of no longer being safe. Alternatives: Continue to remove equipment as it deteriorates until there is nothing left in the playground for the children
to play on. Advantages of Approval: Give the children new and safe equipment to play on at Roegner Park. 279
2017-2018 Biennial Budget Section VI: Program Improvements No. 16 PRK.0048 Program Title: Contact Person: For Year: Mike Miller 2018 Department Name: Funding Source: Parks, Arts, & Recreation
General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund 40,000 Proprietary Funds Proprietary Funds Other Funds Other Funds Total
Revenue: $ -Total Revenue: $ 40,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment 40,000 Professional Services Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other Total Cost: $ -Total Cost:
$ 40,000 REQUEST FOR PROGRAM IMPROVEMENT Replace Play Equipment at Lakeland Hills Park 2017 Cost: 2018 Cost: $0 $40,000 Implications of Denial: Continue to answer complaints about not
providing an updated piece of equipment. This play equipment hasn't reached the point of being unsafe. However, it is outdated and gets very little use because the children don't find
it interesting or challenging. Description of Improvement: The play equipment at Lakeland Hills is outdated and outlived its useful life. We continue to get requests from the Lakeland
Hills Communitty to update this play structure. Alternatives: Leave existing play equipment and continue to receive complaints. The structures at Lakeland Hills and Roegner Park are
the two last wooden structures in our Park system. Advantages of Approval: Give the children in the Lakeland Hills Community a new and safe play structure to play on. This is the original
playground when the Park was built in 1994. 280
2017-2018 Biennial Budget Section VI: Program Improvements No. 17 PRK.0049 Program Title: Contact Person: For Year: Daryl Faber 2017 & 2018 Department Name: Funding Source: Parks, Arts,
& Recreation General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 40,000 General Fund 40,000 Proprietary Funds Proprietary Funds Other Funds
Other Funds Total Revenue: $ 40,000 Total Revenue: $ 40,000 Expenditures: Expenditures: Wages 40,000 Wages 40,000 Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment
Professional Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment
Other Other Total Cost: $ 40,000 Total Cost: $ 40,000 REQUEST FOR PROGRAM IMPROVEMENT Increase in Seasonal Maintenance Budget 2017 Cost: 2018 Cost: $40,000 $40,000 Implications of Denial:
If we cannot maintain this level of staffing, the quality of the parks will decline as we use more staff time to take care of the litter, garbage and restroom cleaning that is required.
We will also have less visits to the Regional Parks on busy weekends, as the seasonal staff will be stretched to cover more area with less people. Last year the budget was exceeded in
order to mainatin the level of service that is necesaary. Description of Improvement: The hourly wage for Seasonal Maintenace laborers increased last year from $12 per hour up to a max
of $16.32 per hour. To cover 12 positions at 960 hours per position at the $16.31 per hour we need $188,000 in wages. Additionally, we need an additional $10,000 to cover another temporary
position for the 3 months of summertime, as the parks have gotten busier and we have added 4 new small neighborhood parks to the list of parks we maintain in the last 2 years. Alternatives:
Hire more FTE or cut back on other park maintenance, as we would use more FTE labor to perform the tasks that the Temporary Seasonal Staff performs. Advantages of Approval: We are already
operating with the minimum number of employees to keep the parks at the level of quality that the community expects. Starting in March, staff works from 6:00am -10:45pm seven days per
week. New playgroundsand improvements are attracting more users to the Parks. The increase in has created more litter, more garbage cans to be emptied and more frequent cleaning of the
restrooms. This request is also for one additional seasonal position to spend just at Les Gove Park from 10:30 -7:00pm from June -September during the busy summer times. 281
2017-2018 Biennial Budget Section VI: Program Improvements No. 18 PRK.0050 Program Title: Contact Person: For Year: Daryl Faber 2017 & 2018 Department Name: Funding Source: Parks, Arts,
& Recreation General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 15,000 General Fund 15,000 Proprietary Funds Proprietary Funds Other Funds
Other Funds Total Revenue: $ 15,000 Total Revenue: $ 15,000 Expenditures: Expenditures: Wages 12,707 Wages 12,737 Benefits 2,293 Benefits 2,263 Supplies Supplies Minor Equipment Minor
Equipment Professional Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery &
Equipment Other Other Total Cost: $ 15,000 Total Cost: $ 15,000 REQUEST FOR PROGRAM IMPROVEMENT Senior Center Temporary Staff 2017 Cost: 2018 Cost: $15,000 $15,000 Implications of Denial:
Fewer hiking and other van trips will be offered. These trips are offset by user fees. The Senior Center will be closed one night that it is currently open. Description of Improvement:
Added 27.5 hrs per week for clerical front desk help. Increased Recreation Leader II (Van Driver) hours to 48 hours per month. Expanded the travel program, requiring two vans due to
increased participation. The Senior Center is also expanding from being open three nights per week to four. In addition, a decrease in Senior Volunteers who are able to manage the electronic
registration system requires a decreased use of volunteers for this task and an increase in paid staff. Alternatives: Limit hours of being open for activities that are popular in the
evening. Advantages of Approval: Provides paid quality staff for expanded trips. Adds one evening to the existing schedule that was previously paid for by Recreation staff during the
construction. 282
2017-2018 Biennial Budget Section VI: Program Improvements No. 19 STR.0005 Program Title: Contact Person: For Year: Kevin Snyder 2017 & 2018 Department Name: Funding Source: Community
Development & Public General Fund 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund 20,800 General Fund 20,800 Proprietary Funds Proprietary Funds Other
Funds Other Funds Total Revenue: $ 20,800 Total Revenue: $ 20,800 Expenditures: Expenditures: Wages 20,800 Wages 20,800 Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment
Professional Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment
Other Other Total Cost: $ 20,800 Total Cost: $ 20,800 REQUEST FOR PROGRAM IMPROVEMENT Seasonal Maintenance Worker -Streets 2017 Cost: 2018 Cost: $20,800 $20,800 Implications of Denial:
Without seasonal employees it would put further stress on the Street Division and cause longer response times to issues such as graffiti removal and pothole repair. Description of Improvement:
Hire two seasonal employees to assist with traffic control, painting, asphalt repair, graffiti removal and other seasonal demands. Alternatives: Hiring seasonals will allow Street Maintenance
workers to do more street repairs and increase response time for pothole and graffiti requests. Advantages of Approval: Hiring seasonals will allow Street Maintenance workers to do more
street repairs and increase response time for pothole and graffiti requests. 283
2017-2018 Biennial Budget Section VI: Program Improvements No. 20 ASD.0011 Program Title: Contact Person: For Year: Dana Hinman 2017 & 2018 Department Name: Funding Source: Multimedia
Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 50,000 Proprietary Funds 25,000 Other Funds
Other Funds Total Revenue: $ 50,000 Total Revenue: $ 25,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services
50,000 Professional Services 25,000 Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other
Total Cost: $ 50,000 Total Cost: $ 25,000 REQUEST FOR PROGRAM IMPROVEMENT Auburn Magazine 2017 Cost: 2018 Cost: $50,000 $25,000 Implications of Denial: As the magazine establishes itself,
more advertising dollars will be received that will help to offset the costs of the magazine, eventually eliminating net production costs all together. Without support for the magazine
the City will miss out on what could potentially be a source of revenue. Description of Improvement: The Auburn Magazine is a very popular communication tool with the community. The
publisher will also be producing a separate tourism and marketing piece in 2017 to work in conjunction with Tourism's branding effort. Alternatives: Do not increase funding for this
existing line item. Advantages of Approval: By increasing advertisers that support the magazine, our goal is to reduce and eventually eliminate net production costs. 284
2017-2018 Biennial Budget Section VI: Program Improvements No. 21 ERR.0007 Program Title: Contact Person: For Year: Kevin Snyder 2017 & 2018 Department Name: Funding Source: Community
Development & Public Equipment Rental 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 50,000 Proprietary Funds 50,000
Other Funds Other Funds Total Revenue: $ 50,000 Total Revenue: $ 50,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional
Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other 50,000
Other 50,000 Total Cost: $ 50,000 Total Cost: $ 50,000 Implications of Denial: We would have to do multiple individual program improvements as the need arises. Description of Improvement:
Planning effort for future M&O needs including land usage and building needs for the next 20 years. Alternatives: None. Advantages of Approval: This would give us the ability to appropriately
plan for future logistical and financial needs for the M&O facility. This planning effort would allow us to schedule and identify funding for needed improvements instead of doing multiple
individual program improvements. REQUEST FOR PROGRAM IMPROVEMENT M&O Master Planning 2017 Cost: 2018 Cost: $50,000 $50,000 285
2017-2018 Biennial Budget Section VI: Program Improvements No. 22 FAC.0014 Program Title: Contact Person: For Year: Dana Hinman 2018 Department Name: Funding Source: Facilities Facilities
2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds Other Funds Other Funds 250,000 Total Revenue: $ -Total
Revenue: $ 250,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services Other Services
& Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance 250,000 Machinery & Equipment Machinery & Equipment Other Other Total Cost: $ -Total Cost: $ 250,000 Implications
of Denial: Leave as is -the deterioration will only get worse over time. Description of Improvement: Repair structural deterioration. Alternatives: Split the program over two years.
Advantages of Approval: Prolong the life of the building. REQUEST FOR PROGRAM IMPROVEMENT City Hall Exterior Structural Repairs 2017 Cost: 2018 Cost: $0 $250,000 286
2017-2018 Biennial Budget Section VI: Program Improvements No. 23 FAC.0015 Program Title: Contact Person: For Year: Dana Hinman 2018 Department Name: Funding Source: Facilities Facilities
2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds Other Funds Other Funds 200,000 Total Revenue: $ -Total
Revenue: $ 200,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services Other Services
& Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance 200,000 Machinery & Equipment Machinery & Equipment Other Other Total Cost: $ -Total Cost: $ 200,000 Implications
of Denial: Deal with leaks as they surface. Description of Improvement: Replace exisiting roof (deterioration is present). Alternatives: Budget for next cycle. Advantages of Approval:
Avoid costly leaks. REQUEST FOR PROGRAM IMPROVEMENT City Hall Roof Replacement 2017 Cost: 2018 Cost: $0 $200,000 287
2017-2018 Biennial Budget Section VI: Program Improvements No. 24 GLF.0029 Program Title: Contact Person: For Year: Daryl Faber 2017 Department Name: Funding Source: Municipal Parks
Municipal Parks 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds Other Funds 25,000 Other Funds Total
Revenue: $ 25,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services
Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other 25,000 Other Total Cost: $ 25,000 Total
Cost: $ -Implications of Denial: The denial would continue the complaints from patrons, and the area would still be difficult to manage during the shoulder months (October through March).
Description of Improvement: The first green is an old push-up green that does not have subsurface drainage. This green and the surrounds are wet and mushy throughout the shoulder months.
The sod from these areas would be stripped by staff and later reused. A contractor would be hired to create and install subsurface and surface drainage. The contractor would cut and
fill the areas required using native and import materials. The final shaping would be performed by the contractor. The site would then be ready for the Auburn golf course staff to complete
the irrigation installation and lay the sod. New cart path paving along the west side of the project would be installed by another contractor. Alternatives: The alternative would be
to continue sanding as we have done for many years. Advantages of Approval: The green and surrounds would be firm and manageable throughout the year. Patrons would not have to look for
their $4.00 ball and possibly lose it in the target area. The staff has rebuilt fifteen of the eighteen greens and their surrounds; this new green would be consistent with these other
rebuilt greens and surrounds. REQUEST FOR PROGRAM IMPROVEMENT Rebuild the First Green and Surrounds 2017 Cost: 2018 Cost: $25,000 $0 288
2017-2018 Biennial Budget Section VI: Program Improvements No. 25 GLF.0030 Program Title: Contact Person: For Year: Daryl Faber 2018 Department Name: Funding Source: Municipal Parks
Municipal Parks 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds Other Funds Other Funds 27,000 Total
Revenue: $ -Total Revenue: $ 27,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services
Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other 27,000 Total Cost: $ -Total Cost:
$ 27,000 Implications of Denial: -The object to maintaining quality golf greens is to keep them firm and smooth. -The tenth green sits in a low area, with poor drainage, and poor soil
conditions. -During the shoulder months, patrons will continue to putt on a rough surface full of footprints resulting from this soft condition. Description of Improvement: The 10th
green is an original push-up green with poor surface drainage and no subsurface drainage. The surrounds have the same flaw. This green is difficult to manage throughout the shoulder
months (October through March). During this period, the green and surrounds are soft and mushy. This area is one of our biggest complaints from patrons. The sod would be cut and saved.
A contractor would then cut and fill the site to proper grades, install subsurface drainage, and grade all import materials to a finished product. Staff would install the required irrigation
sprinklers, and lat the sod. The down time for this green would be less than ten days. Alternatives: This is a low area that will always be wet until new grades are established. Staff
would continue to sand, aerate and roll the surface during the shoulder months. Advantages of Approval: -Patrons would enjoy a year-round smooth surface to putt on. -Staff would be able
to manage this area throughout all seasons. -This green would match the other sixteen that have been rebuilt and the course would play more consistently. REQUEST FOR PROGRAM IMPROVEMENT
Rebuild the 10th Green and Surrounds 2017 Cost: 2018 Cost: $0 $27,000 289
2017-2018 Biennial Budget Section VI: Program Improvements No. 26 GLF.0031 Program Title: Contact Person: For Year: Daryl Faber 2017 & 2018 Department Name: Funding Source: Municipal
Parks Municipal Parks 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds Other Funds 30,000 Other Funds
30,000 Total Revenue: $ 30,000 Total Revenue: $ 30,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services
Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other 30,000 Other 30,000
Total Cost: $ 30,000 Total Cost: $ 30,000 Implications of Denial: -These holes would continue to get complaints from golfers--at times these holes are nearly unplayable. -These holes
would continue to be difficult to maintain during the shoulder months. Description of Improvement: This object of this project is to apply topdressing sand to the first five fairways
to firm up these landing areas, so these holes are playable year round. Sand would be applied with a three yard topdressing machine, which we have. One-tenth of an inch of sand would
be applied bi-weekly throughout the fairways listed above. These fairways would start to show improvement once dressed with four inches of sand. Alternatives: One or two of these fairways
could be rebuilt each season, the cost would be about 30% less. Each hole would be taken out of play for two months during the end of the season, and golfers would have to play a temporay
hole. Advantages of Approval: -The surfaces of these fairways would become firm and playable year round. -The staff would be able to mow and groom these holes year round. REQUEST FOR
PROGRAM IMPROVEMENT Fairway Drainage Improvement 2017 Cost: 2018 Cost: $30,000 $30,000 290
2017-2018 Biennial Budget Section VI: Program Improvements No. 27 GLF.0032 Program Title: Contact Person: For Year: Daryl Faber 2017 Department Name: Funding Source: Municipal Parks
Municipal Parks 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds Other Funds 20,000 Other Funds Total
Revenue: $ 20,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services
Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other 20,000 Other Total Cost: $ 20,000 Total
Cost: $ -Implications of Denial: The chemical storage area would not be OSHA-approved. Description of Improvement: The present container, purchased in 1986, is not OSHA-approved and
has exceeded its useful life. The container leaks and has poor ventilation. The replacement would be an OSHA-approved chemical container, eight feet wide and twenty feet long. Alternatives:
We could move the chemicals to a storage area that is not OSHA-approved. Advantages of Approval: The chemicals we use (fertilizer, fungicides and herbicides) would be stored in a dry,
ventilated and self-contained unit. REQUEST FOR PROGRAM IMPROVEMENT Chemical Storage Building 2017 Cost: 2018 Cost: $20,000 $0 291
2017-2018 Biennial Budget Section VI: Program Improvements No. 28 GLF.0033 Program Title: Contact Person: For Year: Daryl Faber 2017 Department Name: Funding Source: Municipal Parks
Municipal Parks 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds Other Funds 45,000 Other Funds Total
Revenue: $ 45,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional Services
Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other 45,000 Other Total Cost: $ 45,000 Total
Cost: $ -Implications of Denial: The sand we use will continue to have weed seed contamination, and will be difficult to spread during periods of wet weather. Description of Improvement:
The topdressing sand is presently stored outside in concrete bunkers. The materials are exposed to the elements. An outdoor cover much like the cover M&O uses for their sanding and asphalt
materials is what we are looking for. The structure would be about 60 feet wide, 35 feet deep and 16 feet in height. The cover would keep the materials drier and more useable. Alternatives:
The alternative would be to keep things the way they are, order as needed and at times cover the materials with a tarp. Advantages of Approval: The advantages would be: -The sanding
materials would be dry and spread uniformly. -There would be less contamiation (weed seeds and leaves). REQUEST FOR PROGRAM IMPROVEMENT Topdressing Sand Storage Cover 2017 Cost: 2018
Cost: $45,000 $0 292
2017-2018 Biennial Budget Section VI: Program Improvements No. 29 PRK.0041 Program Title: Contact Person: For Year: Daryl Faber 2017 Department Name: Funding Source: Parks, Arts, & Recreation
Capital Improvements 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds Other Funds 20,000 Other Funds
Total Revenue: $ 20,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment 20,000 Machinery & Equipment Other Other Total Cost: $ 20,000
Total Cost: $ -Increased law enforcement presence will continue to be required to help ensure community safety. Most vandalism and crime occurs when officers are not present or at night.
This will assist in solving that problem. Implications of Denial: Description of Improvement: Add a security camera system with infrared to both interior of park and the north parking
lots. New high definition cameras with zoom technology will aid the Police Department, increase community safety and decrease crime at our premier park campus. Alternatives: Maintain
existing security level, which does not cover many areas of the park and does not have infrared capabilites. Advantages of Approval: Les Gove Park has had a heightened level of both
crime and the appearance of crime. The new camera observation devices will provide zoom capabilites as well as infrared technology. Three observation areas will be able to cover the
majority of the park space. This addition will decrease the need for on-site officers and allow for "playback" after a crime is committed. Includes offsite monitoring, web and smartphone
viewing where staff and officers can aid in crime prevention. REQUEST FOR PROGRAM IMPROVEMENT Les Gove Campus Security Cameras 2017 Cost: 2018 Cost: $20,000 $0 293
2017-2018 Biennial Budget Section VI: Program Improvements No. 30 IS.0041 Program Title: Contact Person: For Year: Paul Haugan 2017 & 2018 Department Name: Funding Source: Innovation
& Technology Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 45,000 Proprietary Funds 15,000
Other Funds Other Funds Total Revenue: $ 45,000 Total Revenue: $ 15,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional
Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance 15,000 Machinery & Equipment Machinery & Equipment Other
45,000 Other Total Cost: $ 45,000 Total Cost: $ 15,000 REQUEST FOR PROGRAM IMPROVEMENT Drone Program Administration 2017 Cost: 2018 Cost: $45,000 $15,000 Implications of Denial: Approving
this package keeps our city on pace with the abilities of other Police Departments in our region and provides opportunities to exchange information with them. It also offers civil use
capabilities for environmental analysis we don't have today. If denied, we will have to rely on consultation services to get the images we need to provide accurate analysis and PD support.
Description of Improvement: Several Departments have identified a need to utilize aerial drones for their business. CDPW needs flyovers for Environmental Services, Admin Services has
need to use drones for capturing video of City events, Police has need for accident recreation and officer safety and HR/Risk Management has suggested drones would be a way to reduce
risk for inspections of towers. This request is to establish a Drone program to support city civil use and for general support for Public Safety. The FAA has begun to define the requirements
that City's must adhere to in order to utilize these devices. IT has begun the process of certifying the City and the first Drone Pilot program. This request is to provide a funding
stream to establish the program and to provide ongoing support. Alternatives: Drones offer the city an opportunity to view and image places and things that humans cannot in a manner
that is safe and cost effective. The alternative is to wait for the technology to be less expensive or depend on a consultant. Advantages of Approval: Drones offer the opportunity to
gather information that is otherwise costly or impractical with humans or regular planes. Technology has advanced to where these can provide better information in a cost effective, safer
manner. 294
2017-2018 Biennial Budget Section VI: Program Improvements No. 31 IS.0042 Program Title: Contact Person: For Year: Paul Haugan 2017 & 2018 Department Name: Funding Source: Innovation
& Technology Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 132,916 Proprietary Funds 133,196
Other Funds Other Funds Total Revenue: $ 132,916 Total Revenue: $ 133,196 Expenditures: Expenditures: Wages 86,067 Wages 88,649 Benefits 43,250 Benefits 44,547 Supplies Supplies Minor
Equipment 3,600 Minor Equipment Professional Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery &
Equipment Machinery & Equipment Other Other Total Cost: $ 132,916 Total Cost: $ 133,196 REQUEST FOR PROGRAM IMPROVEMENT Network Engineer 2017 Cost: 2018 Cost: $132,916 $133,196 Implications
of Denial: In order to continue to support the City's network, communications, business continuity, data center, and both public and private Wi-Fi, additional staff is needed. The implications
are simple. Continuing degradation of service, inability to implement and/or further manage Wi-Fi and lack of capacity to further expand and manage the City's existing fiber optic infrastructure.
The tasks that are not being addressed affect the City as a whole and have a direct impact on the health of the network infrastructure. This can cause the city a loss of productivity
for city staff. Description of Improvement: The City has expanded, and continues to grow the underlying technology infrastructure that all the City's applications and services rely on.
This expansion has created a significant amount of additional work that will require the addition of a Network Engineer. This position will also support the further expansion of the
wireless network in alignment with Council Strategic Goal # 2: Achieving Digital Parity. Alternatives: Managing the City's network is daunting. Maintenance tasks and work orders are
falling behind. The alternative is outsourcing some management services resulting in higher costs, slower response times and service limitations. Advantages of Approval: By adding a
Network Engineer, this will allow us to start to catch up on some overdue maintenance, continue the network expansion and work more closely on network and information security. This
position would also be the primary person responsible for expanding our public Wi-Fi to support Council Strategic Goal # 2: Digital Parity Wi-Fi and fiber through the city of Auburn.
This position would also be available for new projects and tasks as assigned as the city moves into more technology initiatives that help our citizens. 295
2017-2018 Biennial Budget Section VI: Program Improvements No. 32 IS.0043 Program Title: Contact Person: For Year: Paul Haugan 2018 Department Name: Funding Source: Innovation & Technology
Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds 45,000 Other Funds Other Funds
Total Revenue: $ -Total Revenue: $ 45,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment 45,000 Other Other Total Cost: $ -Total
Cost: $ 45,000 REQUEST FOR PROGRAM IMPROVEMENT Sr. Center AV Upgrade/Replacement 2017 Cost: 2018 Cost: $0 $45,000 Implications of Denial: The current system is quite dated and is continuing
to experience failures. Renters limit use of the facility as attendees become frustrated since it is known to have poor sound with many limitations. Description of Improvement: The Senior
Center provides opportunities for meeting events on a regular basis for Auburn citizens. The Audio Visual system upgrade will provide a replacement for the aging system and improved
sound for the entire complex. All areas will have paging capability and independent or combined room sound as required with easy touch panel controls. Proposed solution encompasses addressing
the ambient acoustics of the environment and providing a presentation projector. Upgrading the system will enhance the rent ability of the facility and could positively impact the income
stream for Parks and Recreation. Alternatives: Standalone systems have been utilized from various sources, however, the preferred method would be to have an internal system that is available
and fine-tuned for the building. Advantages of Approval: Providing a system that is designed for the facility, is user friendly and addresses the needs of the senior citizens and the
rental occupants. This upgrade will provide a greater listening and viewing experience to increase the utilization of these rooms as rentals. 296
2017-2018 Biennial Budget Section VI: Program Improvements No. 33 IS.0044 Program Title: Contact Person: For Year: Paul Haugan 2018 Department Name: Funding Source: Innovation & Technology
Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds Proprietary Funds 250,000 Other Funds Other
Funds Total Revenue: $ -Total Revenue: $ 250,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment 250,000 Other Other Total Cost: $ -Total
Cost: $ 250,000 REQUEST FOR PROGRAM IMPROVEMENT Digital Parity/Broadband Expansion 2017 Cost: 2018 Cost: $0 $250,000 Implications of Denial: The City would be unable to achieve Councils
Strategic Goal # 2: Achieving Digital Parity. The City's adoption of Smarter City initiatives would be delayed. Description of Improvement: Council developed a long range strategic plan
in November of 2015. Strategic Goal # 2: Achieving Digital Parity by X% by 2020 is a keystone element of the strategic plan as it provides direction and vision that encompasses all aspects
of life in the City of Auburn. Helping our residents connect to the digital economy and the world in general, and in keeping with our belief that internet access is a fundamental human
right, this request is for funding to expand Access Auburn, the City's free internet service. The focus of this funding is to move Access Auburn into the residential neighborhoods of
the City and encompasses fiber optic infrastructure expansion and wireless broadband expansion. As this is expected to a multiyear project, this funding is designated for the 2017/2018
budget years. Alternatives: The alternative to declining this request is that we would not meet the Council's Strategic vision of providing broadband access to the residents of the City
of Auburn. Advantages of Approval: Providing broadband access to the residents of Auburn enables all residents to participate in the digital economy. Job searches, 24/7 access for students,
access to medical services and interaction with other people and the City are all benefits found by enabling access. In addition this moves the City closer to being recognized as a Connected
Community which helps in attracting families, in supporting economic development, in assisting law enforcement and all City operations. 297
2017-2018 Biennial Budget Section VI: Program Improvements No. 34 IS.0045 Program Title: Contact Person: For Year: Paul Haugan 2017 Department Name: Funding Source: Innovation & Technology
Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 30,000 Proprietary Funds Other Funds Other Funds
Total Revenue: $ 30,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment 30,000 Minor Equipment Professional Services Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other Total Cost: $ 30,000 Total
Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT E-Plan Check Monitor Upgrade 2017 Cost: 2018 Cost: $30,000 $0 Implications of Denial: The City would not accrue the benefits of electronic plan
review. Staff would need more breaks to rest their eyes. In effect, we would be going on a 500 mile road trip and stopping at the 400 mile marker. Full deployment of electronic plan
review has become an expectation of the customer and the industry norm. Factors that limit the City's ability to fully utilize this technology hamper our ability to ensure fast and positive
customer experiences. Description of Improvement: This request is to upgrade the monitors used by staff that are involved with electronic plan checking to larger, easier to read monitors.
These new monitors will lower the visual stress from working at smaller, lower resolution monitors and will make it easier to conduct plan checks in a fully engaged electronic format.
Electronic plan review has become the standard in most jurisdictions and most customers are seeking more ways to take advantage of this option since it allows for faster movement of
information between the City and the customer, reduces the need to print multiple plan sets which can cost hundreds to thousands of dollars, and to eliminate the need to hire permit
runners to deliver and pick up hard copy plan sets and comments. Alternatives: Continue to use lower resolution monitors, increased staff visual eye stress, lower productivity caused
by more rest stops during working hours, loss of efficiency and increased printing to compare documents when needed. Advantages of Approval: Electronic plan review is the future direction
of the department. Adding these larger, higher resolution monitors will help support better ergonomics for staff and assist in making the new plan check processes easier to adopt and
less stressful. 298
2017-2018 Biennial Budget Section VI: Program Improvements No. 35 IS.0049 Program Title: Contact Person: For Year: Paul Haugan 2017 & 2018 Department Name: Funding Source: Innovation
& Technology Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 50,000 Proprietary Funds 15,000
Other Funds Other Funds Total Revenue: $ 50,000 Total Revenue: $ 15,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional
Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance 15,000 Machinery & Equipment Machinery & Equipment Other
50,000 Other Total Cost: $ 50,000 Total Cost: $ 15,000 REQUEST FOR PROGRAM IMPROVEMENT CRM System 2017 Cost: 2018 Cost: $50,000 $15,000 Implications of Denial: The City won't have the
data needed to drive change and make decisions as it relates to citizens, businesses and partners. Description of Improvement: This would be a system designed to manage citizen interactions
including complaints, comments, requests and much more. This system (and strategy) would be a combination of a 311 system, a constituency tracking system and potentially tie into systems
like GIS, Neighborhood Meeting tools and asset management. A system like this is designed around tracking, routing and enabling citizens and management with procedures to interact in
a solution focused manner. Alternatives: Continue to use multiple systems to track data that do not talk with each other. Maintain the status quo. Advantages of Approval: The biggest
advantages are a centralized system that integrates with existing systems and the ability to track data that would be used for action and decision making. In addition the system would
provide Executive leadership a more real time insight into constituent issues and provide a methodology for Citizens to interact more closely with City staff. 299
2017-2018 Biennial Budget Section VI: Program Improvements No. 36 IS.0050 Program Title: Contact Person: For Year: Paul Haugan 2017 & 2018 Department Name: Funding Source: Innovation
& Technology Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 40,000 Proprietary Funds 40,000
Other Funds Other Funds Total Revenue: $ 40,000 Total Revenue: $ 40,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional
Services 40,000 Professional Services 40,000 Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment
Other Other Total Cost: $ 40,000 Total Cost: $ 40,000 REQUEST FOR PROGRAM IMPROVEMENT eDocument Scanning and Workflow 2017 Cost: 2018 Cost: $40,000 $40,000 Implications of Denial: Staff
continue to use old, manual processes to match their business needs. Description of Improvement: Finance has asked IT to work with current enterprise systems to build an interface so
documents can be scanned, processed through workflows, attached and quality controlled in an automated fashion. Implementing an enterprise document scanning solution not only fits with
our IT strategic plan, but it also helps departments increase efficiency and productivity in their daily processes. This system and process will include, but not be limited to electronic
forms, webforms, digital signatures, workflows, task management, scanning and professional services. Alternatives: Continue the manual process of scanning and uploading documents into
enterprise systems and/or department drives. Advantages of Approval: This process will automate a completely manual process. In addition, all documents will be centrally stored with
their native application rather than spread across the network. This also provides document workflow, process automation and eliminates the need for paper. An example is the ability
to scan invoices and attach them directly to Eden accounting software, thereby giving users the ability to immediately access actual invoices from Eden rather than searching through
files. 300
2017-2018 Biennial Budget Section VI: Program Improvements No. 37 IS.0053 Program Title: Contact Person: For Year: Paul Haugan 2017 Department Name: Funding Source: Innovation & Technology
Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 25,000 Proprietary Funds Other Funds Other Funds
Total Revenue: $ 25,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services 25,000 Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other Other Total Cost: $ 25,000 Total
Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Website Refresh 2017 Cost: 2018 Cost: $25,000 $0 Implications of Denial: The majority of the website stays the same and current staff work on
minor changes like re-organizing content. However, in-house staff don't have the expertise to build a citizen portal, so the changes would be basic. Description of Improvement: A typical
website refresh is done every five years and is usually done from the ground up. Our last redesign on auburnwa.gov was done in 2012 so it is time for a refresh. This refresh would include
an updated layout, new images, reorganized content and a centralized portal for online services. This project would also include creating a website taskforce that includes citizens,
business leaders and City staff. Alternatives: Delay the refresh for two years and make minor changes during that time. Advantages of Approval: As the City moves more towards Citizen
integration and participation for various departments, this refresh will bring together these capabilities in a planned Citizen Portal-type of design while maintaining the excellent
communication and information environment that the City website supports. 301
2017-2018 Biennial Budget Section VI: Program Improvements No. 38 IS.0060 Program Title: Contact Person: For Year: Paul Haugan 2017 Department Name: Funding Source: Innovation & Technology
Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 10,000 Proprietary Funds Other Funds Other Funds
Total Revenue: $ 10,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment 10,000 Machinery & Equipment Other Other Total Cost: $ 10,000
Total Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT SMART Board Interactive Display for Police 2017 Cost: 2018 Cost: $10,000 $0 Implications of Denial: None. Description of Improvement: A
SMART board is an interactive whiteboard that uses touch detection for user input. The Police Department would like to install a unit in the Briefing room. This will allow for more interactive
shift briefings. Alternatives: Police will continue to use the traditional whiteboard in the Briefing Room. Advantages of Approval: Collaboration and interaction are key elements in
policing. SMART Board usage during daily briefings will greatly increase communication and collaboration between officers. During major investigations, collaboration sessions can be
recorded and shared/reviewed by other personnel who were not present, increasing the flow of intelligence. 302
2017-2018 Biennial Budget Section VI: Program Improvements No. 39 IS.0061 Program Title: Contact Person: For Year: Paul Haugan 2017 & 2018 Department Name: Funding Source: Innovation
& Technology Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 60,000 Proprietary Funds 40,000
Other Funds Other Funds Total Revenue: $ 60,000 Total Revenue: $ 40,000 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional
Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance 40,000 Machinery & Equipment 60,000 Machinery & Equipment
Other Other Total Cost: $ 60,000 Total Cost: $ 40,000 REQUEST FOR PROGRAM IMPROVEMENT Cyber Security Management 2017 Cost: 2018 Cost: $60,000 $40,000 Implications of Denial: The Information
Technology world has been locked in a struggle for many years with multiple bad actors continually trying to break into our systems and gather data (both personal and company), steal
banking information, and otherwise compromising essential equipment and services. This is not meant to portray a doom and gloom picture. The intent is to bring a level of awareness of
the need for a higher level of information security. Not adding this service leaves us vulnerable. Description of Improvement: Information Technology requests to add a Cyber Security
service to our Information Security practice. A Information Security Management system will provide 24/7 monitoring of our network, communications and operating system and will provide
actionable information on cyber threats in real time. This will assist in staying ahead of the advanced cyber threat landscape that is evolving. Alternatives: Continue to operate as
we are. Advantages of Approval: Adding automated cyber threat intelligence and monitoring adds a very important piece to our Information Security needs. Currently we are in a completely
reactive mode -if we get hacked or compromised in any fashion, the damage is already done and we are in a damage control mode. Adding automated cyber defense and threat management improves
the 8 hours of current awareness time to 24-hour, around the clock, 7 days per week situational awareness. We can then be more responsive when dealing with threats -essentially proactive
rather than reactive. 303
2017-2018 Biennial Budget Section VI: Program Improvements No. 40 IS.0065 Program Title: Contact Person: For Year: Paul Haugan 2017 Department Name: Funding Source: Innovation & Technology
Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 45,000 Proprietary Funds Other Funds Other Funds
Total Revenue: $ 45,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services Professional
Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment 45,000 Machinery & Equipment Other Other Total Cost: $ 45,000
Total Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Police -800 MHz Coverage Expansion -Lea Hill Substation 2017 Cost: 2018 Cost: $45,000 $0 Implications of Denial: Officers at the substation
would not have 800 MHz radio coverage at the substation. Not receiving dispatch calls, emergency calls or operational communications would continue in the status quo. Continue to wait
until 2020 to begin the process of upgrading the system at Lea Hill Substation. Description of Improvement: Auburn Police recently opened a substation in the Lea Hill area. It was discovered
after opening that the location and general area are substantially subpar in radio coverage. This funding is to purchase and install equipment to boost the signal strength of the 800
MHz radio system so the area and substation have the coverage needed for effective Law Enforcement use. Alternatives: Leave the substation as is with no radio coverage. Officers would
need to use their cell phones to communicate. The 800 MHz radio system is scheduled for upgrade in 2020, which could include the Lea Hill Substation. Advantages of Approval: Having effective
and available radio coverage at the substation means officers would be able to receive dispatch and operational communications. It would eliminate the need to drive a patrol car to another
area that has radio coverage. It would also negate the need for officers to use cell phones for dispatch and operational communication. 304
2017-2018 Biennial Budget Section VI: Program Improvements No. 41 IS.0066 Program Title: Contact Person: For Year: Paul Haugan 2017 & 2018 Department Name: Funding Source: Innovation
& Technology Innovation & Technology 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 50,000 Proprietary Funds Other
Funds Other Funds Total Revenue: $ 50,000 Total Revenue: $ -Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional Services
Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment Machinery & Equipment Other 50,000 Other Total
Cost: $ 50,000 Total Cost: $ -REQUEST FOR PROGRAM IMPROVEMENT Centralized Cash Receipting System Software 2017 Cost: 2018 Cost: $50,000 $0 Implications of Denial: With the impending
expiration of technical support and upgrades, the City runs the risk of a catastrophic loss of the cash receipting system with a server failure for the general government services identified
above. Additionally functional operational integration with certain City management systems may cease to function as those management systems advance technologically. Description of
Improvement: The City currently uses CLASS cash receipting software for licensing (pets and business), permit fees, and miscellaneous accounts receivable. This software will no longer
be supported at the conclusion of 2017. The improvement sought is for a replacement cash receipting software system. Alternatives: There are two alternatives. The first option is to
remain with the CLASS cash receipting software. The second option is to purchase a replacement cash receipting system software. Advantages of Approval: A new cash receipting software
would be more technically up to date, offer technical support and the ability to integrate with multiple management systems (i.e. permitting, finance, clerk's office), and payment processing
stations and devices. 305
2017-2018 Biennial Budget Section VI: Program Improvements No. 42 STM.0007 Program Title: Contact Person: For Year: Kevin Snyder 2017 & 2018 Department Name: Funding Source: Community
Development & Public Equipment Rental 2017 Cost of Improvement 2018 Cost of Improvement Revenues: Revenues: General Fund General Fund Proprietary Funds 106,000 Proprietary Funds 19,058
Other Funds Other Funds Total Revenue: $ 106,000 Total Revenue: $ 19,058 Expenditures: Expenditures: Wages Wages Benefits Benefits Supplies Supplies Minor Equipment Minor Equipment Professional
Services Professional Services Other Services & Charges Other Services & Charges Repairs & Maintenance Repairs & Maintenance Machinery & Equipment 106,000 Machinery & Equipment 19,058
Other Other Total Cost: $ 106,000 Total Cost: $ 19,058 REQUEST FOR PROGRAM IMPROVEMENT Mini Excavator Machine 2017 Cost: 2018 Cost: $106,000 $19,058 Implications of Denial: Crews will
not be able to clean and clear some storm ditches in the right-of-way or in easements where space is severely restricted and/or due to soft ground conditions without this piece of equipment.
We also will not be able to access some of our facilities during a storm event due to remote locations, limited access and fallen debris. Description of Improvement: Mini excavator machine
with trailer, buckets and a mower head. This type of machine will be used by many City divisions. Small excavators are easy to operate, and can maneuver in very small spaces allowing
staff to be more efficient in completing tasks. Alternatives: We can continue to rent a machine day by day. Advantages of Approval: The advantages of owning our own mini excavator are
that it will allow us to complete more work using in-house resources, to respond more quickly to emergencies and with the proper equipment, and provide us with more flexibility in completing
projects. It can take additional time to schedule a rental machine during normal working conditions, but can be difficult to rent during emergency events. 306
2017-2018 Biennial Budget Section VII: Capital Planning SECTION VII: CAPITAL PLANNING, PROGRAMMING AND BUDGETING The capital budget authorizes and provides the basis of control of expenditures
for the acquisition of significant City assets and construction of all capital facilities. This section describes and summarizes the 2017-2018 budgets for capital outlays, which are
expenditures resulting in the acquisition of or addition to existing capital assets. Capital assets are defined as land, improvements to land, easements, buildings, building improvements,
vehicles, machinery, equipment, infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful lives extending beyond a single reporting
period. The City of Auburn maintains a comprehensive six-year Capital Facilities Plan (CFP) which is updated annually and incorporates the capital facility improvements in the City’s
biennial budget process. It is considered a companion document to the budget document. This section of the budget summarizes the Capital Facilities Plan (CFP) showing capital projects
budgeted for 2017 and 2018 along with the capital facilities plan for these projects in the following four years. Projects are listed in the following seven sections: Transportation
projects, Water Utility projects, Sanitary Sewer projects, Storm Drainage projects, Parks, Arts and Recreation projects, General Municipal projects and Community Improvements, and Other
Proprietary Fund projects. Each section includes a map highlighting the general location of significant projects, a brief discussion of the projects budgeted for 2017 and 2018, a six-year
summary of projects showing the cost and funding source, and two graphs – one showing a comparison of revenue sources for 2017 vs. 2018, and another showing the projected six-year expenditure
level. For more detail, reference should be made to the Capital Facilities Plan (2017 – 2022) that is printed as a separate document. It contains an executive summary along with three
chapters. Chapter 1 explains the purpose of the CFP, statutory requirements, and methodology. Chapter 2 outlines the Goals and Policies related to the provision of capital facilities.
Chapter 3 outlines the proposed capital projects, which include the financing plan and reconciliation of project capacity to level of service (LOS) standards. Following the financing
plan are individual worksheets showing the project detail. For reconciliation purposes, it is important to note that in many instances the total project cost will include amounts allocated
for salaries, benefits and interfund charges. Each worksheet, in addition to the project financing, includes a project description, progress summary, and impact on future operating budgets
once the project is completed. 307
2017-2018 Biennial Budget Section VII: Capital Planning 2017 /2018 Capital Budget: The following tables summarize the capital facility expenditures and planned funding sources in the
2017-2018 budget. Total FUNDING SOURCES -2017 Fund Federal State Local Other Sources Balance Sources Sources Sources REET Sources By Fund Transportation Projects $ 3,466,370 $ 2,537,065
$ -$ -$ 300,000 $ 3,318,511 $ 9,621,946 Water Projects 2,827,586 63,400 ---3,295,000 6,185,986 Sewer Projects 1,361,900 -----1,361,900 Storm Drainage Projects 2,619,200 -----2,619,200
Parks and Recreation Projects 95,000 250,000 268,100 681,906 290,000 993,100 2,578,106 General Municipal Projects and Community Improvements 326,251 -93,000 200,000 1,787,547 516,570
2,923,368 Other Proprietary Fund Projects 46,667 300,000 16,667 ---363,334 Total Funding by Source $ 10,742,974 $ 3,150,465 $ 377,767 $ 8 81,906 $ 2 ,377,547 $ 8,123,181 $ 2 5,653,840
EXPENDITURES -2017 Transportation Projects $ 9,621,946 Water Projects 6,185,986 Sewer Projects 1,361,900 Storm Drainage Projects 2,619,200 Parks and Recreation Projects 2,578,106 General
Municipal Projects and Community Improvements 2,923,368 Other Proprietary Fund Projects 363,334 Total Capital Projec ts $ 2 5,653,840 Total FUNDING SOURCES -2018 Fund Federal State Local
Other Funding Balance Sources Sources Sources REET Sources By Fund Transportation Projects $ 1,902,500 $ 5 ,410,940 $ -$ -$ -$ 4,117,818 $ 11,431,258 Water Projects 3,886,586 1,050,000
---100,000 5,036,586 Sewer Projects 1,364,000 -----1,364,000 Storm Drainage Projects 1,486,000 -----1,486,000 Parks and Recreation Projects 125,000 -50,000 -307,000 380,000 862,000 General
Municipal Projects and Community Improvements --1,147,000 290,000 2,266,148 470,000 4,173,148 Other Proprietary Fund Projects 111,667 1,650,000 91,667 ---1,853,334 Total Funding by Source
$ 8 ,875,753 $ 8,110,940 $ 1,288,667 $ 290,000 $ 2,573,148 $ 5,067,818 $ 2 6,206,326 EXPENDITURES -2018 Transportation Projects $ 11,431,258 Water Projects 5,036,586 Sewer Projects 1,364,000
Storm Drainage Projects 1,486,000 Parks and Recreation Projects 862,000 General Municipal Projects and Community Improvements 4,173,148 Other Proprietary Fund Projects 1,853,334 Total
Capital Projec ts $ 2 6,206,326 CAPITAL PROJECTS SUMMARY 2017 2018 308
2017-2018 Biennial Budget Section VII: Capital Planning 309
2017-2018 Biennial Budget Section VII: Capital Planning 310
2017-2018 Biennial Budget Section VII: Capital Planning Transportation Projects Twenty-six capital projects totaling $9,621,946 are budgeted for 2017 and twenty-two capital projects
totaling $11,431,258 are budgeted for 2018. The significant projects include the following: The F Street SE Non-Motorized Improvements project ($40,000 in 2017 and $2,502,000 in 2018)
will improve mobility and safety along the corridor and will complete a gap in the non-motorized network between Auburn’s Downtown and the Les Gove Community Campus. (See Map – “A”)
The Auburn Way North Preservation Phase 2 project ($120,000 in 2017 and $1,508,000 in 2018) will grind and overlay Auburn Way North from 22nd Street NE to 8th Street NE, remove unused
driveways and upgrade all curb ramps and pedestrian signals to meet ADA requirements. (See Map – “B”) The 15th Street NE/NW Preservation Project ($1,500,000 in 2017) will restore 7.57
lane miles of pavement, upgrade 30 curb ramps to meet current ADA standards, as well as remove unused driveway openings as an upgrade to non ADA compliant pedestrian facilities. (See
Map – “C”) The B Street NW Reconstruction project ($1,470,000 in 2017) will reconstruct the failed pavement section between 37th Street NW and North 49th Street NW. (See Map – “D”)
The 22nd Street NE & I Street NE Intersection project ($1,175,000 in 2018) will provide funding to construct a modern roundabout to replace the current 4-way stop controlled intersection.
(See Map – “E”) The Lake Tapps Parkway ITS Expansion project ($900,000 in 2017) will fund the design, coordination, permitting and construction of a new Intelligent Transportation
System (ITS) infrastructure along Lake Tapps Parkway from Lakeland Hills Way to East Valley Highway. (See Map – “F”) The “Save our Streets” (SOS) Program ($2,400,000 in 2017 and $2,400,000
in 2018) will consist of a number of different contracts focused on the preservation of local (unclassified) streets within the City. These contracts will include work such as crack
sealing, asphalt patching, pre-leveling, and asphalt overlays and roadway reconstruction. The Annual Arterial Street Preservation Program ($500,000 in 2017 and $900,000 in 2018) will
consist of regular pavement maintenance and/or rehabilitation of various classified streets citywide that may include a combination of overlays, rebuilds, and spot repairs. 311
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate
2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 123,276 -Federal (Grants) 6,562,702 -State --Traffic Impact Fees 1,269,853 25,000 25,000 25,000
25,000 25,000 25,000 150,000 Other Sources 383,381 -Subtotal 8,339,212 25,000 25,000 25,000 25,000 25,000 25,000 150,000 Capital Costs: Design 2,247,331 -Right of Way 821,341 -Environmental
269,900 25,000 25,000 25,000 25,000 25,000 25,000 150,000 Construction 5,000,640 -Subtotal 8,339,212 25,000 25,000 25,000 25,000 25,000 25,000 150,000 Ant icipated Impact on Future Operat
ing Budgets (Annual Maintenance Cost): $25,830 Capacity Project: YES Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund --Federal (Grants) 862,016 -State 8,834,297 -Traffic Impact Fees 4,557,391 124,305 124,013 123,720 123,428
123,135 122,843 741,444 Traffic Mitigation Fees 660,000 -REET 1,140,000 -PWFT 3,284,857 -Other (Other Agencies) 3,126,104 -Subtotal 2 2,464,665 124,305 124,013 123,720 123,428 123,135
122,843 741 ,444 Capital Costs: Design 2,688,924 -Right of Way 3,358,443 -Construction 16,021,908 -Long Term Debt 395,390 124,305 124,013 123,720 123,428 123,135 122,843 741,444 Subtotal
2 2,464,665 124,305 124,013 123,720 123,428 123,135 122,843 741 ,444 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $21 ,827 Project No: c222a0 (TIP#6) Capacity
Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial
Street Fund 408,507 -Federal (Grants) 1,020,701 -State 4,000,000 -Traffic Impact Fees 935,519 -Street Preservation Fund 105 -200,000 200,000 Other 2,300,000 -Subtotal 8,664,727 200,000
----200,000 Capital Costs: Design 1,415,300 -Right of Way 1,336,870 -Construction 5,912,557 200,000 200,000 Subtotal 8,664,727 200,000 -----200,000 Ant icipated Impact on Future Operat
ing Budgets (Annual Maintenance Cost): $27,250 Project No: c201a0 (TIP#5) Project Name: S 272nd/277th St Corridor Capacity & Non-Motorized Trai l Improvements This project includes preliminary
engineering, design, right-of-way acquisition and construction of major widening on S 277th Street, including the addition of three lanes, one westbound and two eastbound, a Class 1
trail, and storm improvements. The project length is nine-tenths of a mile. Construction of a grade separated railroad crossing of M St SE at the BNSF Stampede Pass tracks. Project was
completed in 2014; ongoing budget is for Public Works Trust Fund Loan debt payment scheduled through 2041. Project Name: A Street NW, Phase 1 (3rd St NW to 14th St NW) Project No: c207a0
(TIP#1) Construct a new multi-lane arterial from 3rd Street NW to 14th Street NW. This project will improve mobility and is tied to corridor development. It is consistent with the Comprehensive
Plan and completes a missing link of a north/south arterial corridor. The project length is approximately three-quarters of a mile. The City purchased right-ofway from the northern property
owner. If the property develops, some or a portion of those funds may be reimbursed to the City (total cost was $251,000). Project Name: M Street Grade Separat ion (3rd St SE to 8th
St SE) 312
2017-2018 Biennial Budget Section VII: Capital Planning Project No: asbd02 (TIP#9) Capacity Project: YES Anticipated Year of Completion: 2022 Prior Budget Budget Est imate Est imate
Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund -Federal (Grants) 1,720,000 4,580,000 8,650,000 14,950,000 State -Traffic
Impact Fees 100,000 50,000 140,000 385,000 675,000 1,250,000 Other (MIT) 100,000 50,000 140,000 1,385,000 675,000 2,250,000 Subtotal 200,000 100,000 --2,000,000 6,350,000 10,000,000
18,450,000 Capital Costs: Design 200,000 100,000 2,000,000 3,000,000 -5,100,000 Right of Way 3,350,000 -3,350,000 Construction -10,000,000 10,000,000 Subtotal 200,000 100,000 --2,000,000
6,350,000 10,000,000 18,450,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2018 Prior Budget
Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 40,000 -150,000 ----150,000 Federal (Grants)
480,000 40,000 2,162,000 2,202,000 State -Traffic Impact Fees 130,000 190,000 190,000 Other Sources -Subtotal 650,000 40,000 2,502,000 ----2,542,000 Capital Costs: Design 600,000 40,000
40,000 Right of Way 50,000 -Construction 2,502,000 2,502,000 Subtotal 650,000 40,000 2,502,000 ----2,542,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
$4,100 Capacity Project: YES Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021
2022 Total Arterial Street Fund --------Federal (Grants) 280,000 1,000,000 1,280,000 State -Traffic Impact Fees 50,000 70,000 250,000 370,000 Other Sources -Subtotal -50,000 350,000
1 ,250,000 ---1 ,650,000 Capital Costs: Design 50,000 350,000 400,000 Right of Way 100,000 100,000 Construction 1,150,000 1,150,000 Subtotal -50,000 350,000 1 ,250,000 ---1 ,650,000
Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $1 ,500 Project Name: M Street NE (E. Main St . to 4th St . NE) Project No: asbd12 (TIP#11) Project No: cp1416
(TIP#10) The F St SE project includes pavement rehabilitation, installation of curbs, gutters, bike lanes, sidewalks, ADA improvements, utility undergrounding, LED street lighting, new
two way center left turn-lane, crash attenuation at the supports for the BNSF railroad bridge, initiation of Auburn Staff Bike share pilot program, wayfinding signage and a "Bicycle
Boulevard" designation of roadway connections between Auburn City Hall and the Les Gove Park Campus. This project improves mobility and safety along the corridor and will complete a
gap in the non-motorized network between Auburn's Downtown and the Les Gove Community Campus. The major infrastructure improvements are approximately 0.3 miles long and the "Bicycle
Boulevard" improvements are just over a mile long. Project Name: Auburn Way S Improvements (Hemlock St SE to Academy Dr SE) Project Name: F Street SE Non-Motorized Improvements (Downtown
to Les Gove) This project will construct a four-lane street section that includes sidewalks, gutters, landscaping and streetlights on M St NE between south of E Main St and 4th St NE.
Widen Auburn Way S between Hemlock St SE and Academy Dr SE to accommodate two general purpose lanes in each direction, center turn lanes, access management medians, U-turns, curb, gutter,
sidewalk, illumination, transit stop improvements, new traffic signals, Intelligent Transportation Systems, streetscape and storm improvements. The project length is approximately two
miles. 313
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate
2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund --------Federal (Grants) -PWFT 1,527,300 -Traffic Impact Fees 811,617 85,206 84,805 84,402 84,000
83,598 83,196 505,207 Other (Other Funds) -Subtotal 2,338,917 85,206 84,805 84,402 84,000 83,598 8 3,196 505,207 Capital Costs: Design 327,500 -Right of Way 200,400 -Construction 1,203,900
-Long Term Debt 607,117 85,206 84,805 84,402 84,000 83,598 83,196 505,207 Subtotal 2,338,917 85,206 84,805 84,402 84,000 83,598 8 3,196 505,207 Ant icipated Impact on Future Operat ing
Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources:
Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 50,000 125,000 ---175,000 Federal (Grants) -425,000 ---425,000 PWFT -Traffic Impact Fees -Other Sources -Subtotal --50,000
550,000 ---600,000 Capital Costs: Design 50,000 50,000 Right of Way 50,000 50,000 Construction 500,000 500,000 Subtotal --50,000 550,000 ---600,000 Ant icipated Impact on Future Operat
ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources:
Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 320,000 20,000 20,000 Federal (Grants) -State -Traffic Mitigation 150,000 -Other (Other Agencies) -Subtotal 470,000 20,000
-----20,000 Capital Costs: Design 46,856 -Right of Way -Construction 423,144 20,000 20,000 Subtotal 470,000 20,000 -----20,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Project was completed in 2010. Ongoing budget is for Public Works Trust Fund Loan debt payments scheduled through 2028. Reconstruct the existing traffic signals
at C St NW and W Main Street . The new C St NW signal will provide protected left-turn phasing for C Street, and will provide additional safety related to the railroad pre-emption. Project
Name: Main Street Signal Upgrades Project Name: Harvey Rd. & 8th St . NE Intersect ion Improvements Project No: cp1406 (TIP#21) Project Name: Auburn Way North /1 st St NE Signal Improvements
Project No: asbd05 (TIP#19) This project will construct a new traffic signal with controller cabinet and battery backup along with necessary intersection improvements. Project No: cp0611
(TIP#17) 314
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 125,000 125,000 250,000 Federal (Grants) 1,250,000 1,250,000 State -Traffic Mitigation -Other (MIT) 125,000
125,000 250,000 Subtotal --250,000 1 ,500,000 ---1 ,750,000 Capital Costs: Design -250,000 250,000 Right of Way -Construction 1,500,000 1,500,000 Subtotal --250,000 1 ,500,000 ---1 ,750,000
Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $10,000 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate
Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 51,230 5,000 5,000 Federal (Grants) -State -Traffic Mitigation -REET -Other
Sources -Subtotal 51 ,230 5,000 -----5,000 Capital Costs: Design 51,230 5,000 5,000 Right of Way -Construction -Subtotal 51 ,230 5,000 -----5,000 Ant icipated Impact on Future Operat
ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding
Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund -Federal (Grants) -State -Traffic Impact 20,000 20,000 20,000 20,000 20,000 100,000 REET -Other Sources -Subtotal
--20,000 20,000 20,000 20,000 100,000 Capital Costs: Design -Right of Way -Environmental 20,000 20,000 20,000 20,000 20,000 100,000 Construction -Subtotal --20,000 20,000 20,000 20,000
20,000 100,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project No: asbd27 (TIP#29) Project Name: A Street SE Safety Improvements Study Project
No: cp1110 (TIP#27) Study the A Street SE corridor between 6th Street SE and Lakeland Hills Way SE including 41st St SE from D St SE to C St SE. The study will review the safety and
access needs of the traveling public and the adjacent properties. Project Name: Riverwalk Drive SE Non-Motorized Improvements Project No: asbd26 (TIP#23) This project is planned as a
partnership between the City of Auburn and the Muckleshoot Indian Tribe to improve pedestrian safety by constructing sidewalks, street lighting, and related storm improvements on Riverwalk
Drive SE between Auburn Way S and Howard Road SE. This project will close a major gap in the sidewalk system and ties into the proposed improvements on Auburn Way South. Project Name:
South 277th Wet land Mit igat ion This project will complete the environmental monitoring requirements related to the S 277th St corridor widening project between Auburn Way North and
l St NE. 315
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 75,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Federal (Grants) -State -Local -REET -Other
Sources -Subtotal 75,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Capital Costs: Design 5,000 10,000 10,000 10,000 10,000 10,000 10,000 60,000 Right of Way -Construction
70,000 90,000 90,000 90,000 90,000 90,000 90,000 540,000 Subtotal 75,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017
2018 2019 2020 2021 2022 Total Arterial Street Fund 100,000 100,000 100,000 100,000 300,000 Federal (Grants) -State -Local -REET -Other Sources -Subtotal 100,000 -100,000 -100,000 -100,000
300,000 Capital Costs: Design 10,000 10,000 10,000 10,000 30,000 Right of Way -Construction 90,000 90,000 90,000 90,000 270,000 Subtotal 100,000 -100,000 -100,000 -100,000 300,000 Ant
icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate
Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 2,910 -Federal (Grants) 2,639,782 -State -Traffic Impact Fees 304,455 20,000 20,000
REET -Other Sources -Subtotal 2,947,147 20,000 -----20,000 Capital Costs: Design 618,933 -Right of Way 100,000 -Construction 2,228,214 20,000 20,000 Subtotal 2,947,147 20,000 -----20,000
Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 This project will improve access management, including U-turns, upgrade transit stops and street lighting,
widen to accommodate turn-lanes and pedestrian and bicycle facilities, upgrade pavement markings, install pedestrian signals and audible pedestrian push buttons, and upgrade traffic
signals to change the phasing and to improve the visibility of the signal heads. Project Name: Citywide Arterial Bicycle & Safety Improvements Project No: asbd07 (TIP#31) This is a bi-annual
program to fund bicycle and safety improvements on classified roadways. Projects are prioritized annually based upon field studies. Project Name: Auburn Way South (SR-164) Corridor Safety
Improvements Project Name: Citywide Pedestrian Accessibi l ity and Safety Program Project No: asbd08, cp1615 (TIP#30) This is an annual program to fund pedestrian access and safety improvement
projects at locations throughout the City. Projects are prioritized annually based on pedestrian demands, existing deficiencies, and citizen requests. Project No: cp1218 (TIP#43) 316
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2021 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 100,000 30,000 30,000 30,000 30,000 220,000 Federal (Grants) 120,000 120,000 120,000 120,000 480,000 State
-Traffic Mitigation Fees -REET 100,000 -Other Sources 50,000 -Subtotal 150,000 100,000 150,000 150,000 150,000 150,000 -700,000 Capital Costs: Design 15,000 10,000 15,000 15,000 15,000
15,000 70,000 Right of Way -Construction 135,000 90,000 135,000 135,000 135,000 135,000 630,000 Subtotal 150,000 100,000 150,000 150,000 150,000 150,000 -700,000 Ant icipated Impact
on Future Operat ing Budgets (Annual Maintenance Cost): $5,000 Capacity Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate
2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund -Federal (Grants) 82,950 711,000 711,000 State -Traffic Impact Fees 22,050 189,000 189,000 REET
-Other Sources -Subtotal 105,000 900,000 -----900,000 Capital Costs: Design 105,000 -Right of Way -Construction 900,000 900,000 Subtotal 105,000 900,000 -----900,000 Ant icipated Impact
on Future Operat ing Budgets (Annual Maintenance Cost): $5,000 Capacity Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate
2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund -Federal (Grants) -State -Traffic Impact Fees 50,000 25,000 25,000 REET -Other Sources -Subtotal
50,000 25,000 -----25,000 Capital Costs: Design 50,000 25,000 25,000 Right of Way -Construction -Subtotal 50,000 25,000 -----25,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Project Name: A Street SE & Lakeland Hi l ls Way SE Intersect ion Safety & Capacity Imp. Project Name: ITS Dynamic Message Signs Project No: asbd16 (TIP#50) This
project funds the design and construction of Dynamic Message Signs at various locations throughout the City. Dynamic message signs are an important Intelligent Transportation System
(ITS) tool for providing information to roadway users. Priority locations for sign placement are based on the Comprehensive Transportation Plan ITS map and include Auburn Way N, Auburn
Way S, W Valley Highway, E Valley Highway and Lea Hill Road. Project No: asbd15 (TIP#52) This project will study traffic operations, safety, and prepare a preliminary design for intersection
improvements. Project Name: Lake Tapps Parkway ITS Expansion Project No: asbd17 (TIP#51) The project funds the design, coordination, permitting, and construction of new Intelligent Transportation
System (ITS) infrastructure along Lake Tapps Parkway from Lakeland Hills Way to East Valley Highway, and along East Valley Highway to Lakeland Hills Way. The proposed ITS infrastructure
includes conduit, fiber, VMS signage, cameras, network communication upgrades, and weather stations along the route. 317
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 50,000 150,000 150,000 Federal (Grants) -State -Traffic Impact Fees -REET -Other Sources -Subtotal 50,000
150,000 -----150,000 Capital Costs: Design 50,000 -Right of Way -Construction 150,000 150,000 Subtotal 50,000 150,000 -----150,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018
2019 2020 2021 2022 Total Arterial Street Fund 52,000 238,000 290,000 Federal (Grants) 208,000 952,000 1,160,000 State -Traffic Impact Fees -REET -Street Preservation Fund 105 -Subtotal
--260,000 1 ,190,000 ---1 ,450,000 Capital Costs: Design 260,000 260,000 Right of Way -Construction 1,190,000 1,190,000 Subtotal --260,000 1 ,190,000 ---1 ,450,000 Ant icipated Impact
on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund -Federal (Grants) 200,000 300,000 1,420,000 1,920,000 State -Traffic Impact Fees 50,000 57,000 400,033
507,033 REET -Other Sources 50,000 53,000 449,967 552,967 Subtotal -300,000 410,000 2,270,000 ---2,980,000 Capital Costs: Design 300,000 200,000 500,000 Right of Way 210,000 210,000
Construction 2,270,000 2,270,000 Subtotal -300,000 410,000 2,270,000 ---2,980,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Auburn
Way South and 12th Street SE Intersect ion Improvements Project No: cp1114 (TIP#53) The project will design and construct multi-modal intersection improvements at the AWS/12th Street
SE intersection. The improvements will include pedestrian access, bicycle lanes, signal phasing and timing, and ITS upgrades. Project Name: Evergreen Heights Safe Routes to School Improvements
Project No: asbd14 (TIP#56) The project will widen S 316th Street from 52nd Avenue S to the west of the Evergreen Elementary School frontage to accommodate the addition of bike lanes
and sidewalks along the north side of the street , matching the existing roadway cross-section to the east of the school. The S 316th Street improvements include the vertical realignment
of the existing roadway along the school frontage which creates sight-distance problems associated with the school driveways and at the intersection with 56th Avenue S. The 56th Avenue
S approach to S 316th Street will be realigned to the east to remove the offset between the street approach and school driveway, and a roundabout will be constructed at the S 316th Street/56th
Avenue S intersection replacing the existing all-way stop-control. Other project elements include street lighting and required storm water system improvements. Project Name: Auburn Way
South (SR-164) Sidewalk Improvements Project No: asbd23 (TIP#55) The project will construct missing sidewalks along both sides of Auburn Way South. The existing sidewalks currently end
to the east of the intersection with 17th Street SE and restart to the west of the intersection with Muckleshoot Plaza. The sidewalk gap extends for approximately 1,700 feet. 318
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 125,000 125,000 Federal (Grants) -State -Traffic Impact Fees -REET 150,000 -Street Preservation Fund 105
150,000 50,000 50,000 Subtotal 300,000 175,000 -----175,000 Capital Costs: Design 30,000 -Right of Way -Construction 270,000 175,000 175,000 Subtotal 300,000 175,000 -----175,000 Ant
icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2020 Prior Budget Budget Est imate Est imate Est imate
Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund -Federal (Grants) 400,000 464,000 3,120,000 3,984,000 State -Traffic Impact Fees 100,000
116,000 780,000 996,000 REET -Other Sources -Subtotal --500,000 580,000 3,900,000 --4,980,000 Capital Costs: Design 500,000 330,000 830,000 Right of Way 250,000 250,000 Construction
3,900,000 3,900,000 Subtotal --500,000 580,000 3,900,000 --4,980,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated
Year of Completion: 2021 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund -Federal
(Grants) 1,950,000 8,000,000 9,950,000 State -Traffic Impact Fees 580,000 100,000 500,000 2,000,000 2,600,000 REET -Other Sources -Subtotal 580,000 100,000 --2,450,000 10,000,000 -12,550,000
Capital Costs: Design 150,000 100,000 1,950,000 2,050,000 Right of Way 430,000 500,000 500,000 Construction 10,000,000 10,000,000 Subtotal 580,000 100,000 --2,450,000 10,000,000 -12,550,000
Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $18,300 Project Name: Auburn Way South Corridor Imp., Fir St SE to Hemlock St SE Project No: cp1511 (TIP#58)
In partnership with a city utility project, this project will complete pavement, sidewalk, and street lighting improvements on M St SE between 3rd St SE and E Main St. Project Name:
Auburn Regional Growth Center Access Improvements Project No: asbd24 (TIP#59) The project will improve the 3rd Street NW/NE/4th Street NE corridor through downtown Auburn. The project
elements include the realignment of side street approaches, associated traffic signal upgrades, at the signalized intersections along the corridor, and illumination, ADA, and pavement
rehabilitation along the corridor. The improvements will improve traffic operations at the intersection with A Street NW by removing the need to operate the north/south approaches with
split phase due to the existing offset, will add a northbound left-turn movement at the intersection with Auburn Avenue, and realign the intersection of 4th St NE with Auburn Way North
to eliminate another split phase operation signal, improving circulation and access. Project Name: Lea Hi l l Segment 1 (R St NE to 105th Pl SE) Project No: asbd18 (TIP#64) Widen the
existing roadway to provide a four-lane cross section pedestrian and bicycle facilities. The project includes widening the Green River Bridge. 319
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 55,000 -Federal (Grants) 608,295 183,965 183,965 State -Traffic Mitigation Fees -Street Preservation Fund
105 87,240 -Subtotal 750,535 183,965 -----183,965 Capital Costs: Design 145,500 -Right of Way 66,400 -Construction 538,635 183,965 183,965 Subtotal 750,535 183,965 -----183,965 Ant icipated
Impact on Future Operat ing Budgets (Annual Maintenance Cost): $2,500 Capacity Project: YES Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est
imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 25,000 -Federal (Grants) 200,000 940,000 940,000 State -Traffic Impact Fees 55,000 235,000
235,000 Other Sources (Fund 105) -Subtotal 280,000 -1 ,175,000 ----1 ,175,000 Capital Costs: Design 280,000 -Right of Way -Construction 1,175,000 1,175,000 Subtotal 280,000 -1 ,175,000
----1 ,175,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2020 Prior Budget Budget Est imate
Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund -Federal (Grants) 400,000 2,000,000 2,400,000 State -Traffic Impact
Fees 100,000 100,000 500,000 700,000 Other Sources (Fund 105) -Subtotal --100,000 500,000 2,500,000 --3,100,000 Capital Costs: Design 100,000 500,000 600,000 Right of Way -Construction
2,500,000 2,500,000 Subtotal --100,000 500,000 2,500,000 --3,100,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: West Val ley Highway
Improvements (SR-18 to 15th Street NW) Project No: asbd20 (TIP#72) This project scope includes pavement rehabilitation and re-channelization, pedestrian and bicycle facility improvements,
improved roadway lighting, required storm system improvements, intersection signal replacement at 15th St SW, and Intelligent Transportation System Improvements. Project No: cp1513 (TIP#69)
This project includes the design and construction of a modern roundabout at the 22nd Street NE and I Street NE intersection. This is currently a 4-way stop controlled intersection. Project
Name: A Street SE & 37th Street SE Intersect ion Improvements Project No: cp1502 (TIP#68) Widen the intersection for a U-turn, install an interconnected traffic signal, overlay the intersection,
and upgrade curb ramps. Project Name: 22nd Street NE & I St NE Intersect ion 320
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Arterial Street Fund 66,000 66,000 Federal (Grants) -State -Traffic Mitigation Fees 34,000 34,000 Other Sources (Fund 105)
-Subtotal --100,000 ----100,000 Capital Costs: Design -Right of Way -Construction 100,000 100,000 Subtotal --100,000 ----100,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018
2019 2020 2021 2022 Total Street Preservation Fund 105 26,480 176,370 176,370 Federal (Grants) 97,900 652,100 652,100 Utility Tax -Other Sources -Subtotal 124,380 828,470 -----828,470
Capital Costs: Design 124,380 -Right of Way -Construction 828,470 828,470 Subtotal 124,380 828,470 -----828,470 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
$0 Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021
2022 Total Street Preservation Fund 105 -Property Tax -Utility Tax 4,585,037 500,000 900,000 836,720 1,017,560 1,800,000 1,800,000 6,854,280 REET2 -Other Sources 132,000 -Subtotal 4,717,037
500,000 900,000 836,720 1 ,017,560 1 ,800,000 1 ,800,000 6,854,280 Capital Costs: Design 200,000 50,000 50,000 36,720 117,560 120,000 120,000 494,280 Right of Way -Construction 4,517,037
450,000 850,000 800,000 900,000 1,680,000 1,680,000 6,360,000 Subtotal 4,717,037 500,000 900,000 836,720 1 ,017,560 1 ,800,000 1 ,800,000 6,854,280 Ant icipated Impact on Future Operat
ing Budgets (Annual Maintenance Cost): $0 Project Name: Lake Tapps Parkway Preservat ion Project No: cp1523 (TIP#22) The Lake Tapps Parkway Preservation project will complete a patch
and overlay of pavement between the Auburn/Sumner city limit and Lakeland Hills Way including all required ADA improvements to curb ramps, sidewalks, and pedestrian signals. Project
No: various (TIP#35) This is a City of Pacific project to widen the Stewart Road (Lake Tapps Parkway) Corridor. This is the final segment of widening in the City of Pacific which will
tie in with the City of Sumner's planned final widening segment and new bridge over the White river. Completion of this corridor widening is expected to significantly relieve traffic
congestion in Auburn along the A St SE and C St SE corridors. Project Name: Annual Arterial Street Preservat ion Project No: asbd25 (TIP#73) Description: Implement regular pavement maintenance
and/or rehabilitation of various classified streets Citywide. These projects may include overlays, rebuilds, spot repairs, or a combination of these. This program is funded through a
1% utility tax that was adopted by Council in 2008. Project Name: Stewart Road (Lake Tapps Parkway Corridor) 321
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Street Preservation Fund 105 --Property Tax -Utility Tax 274,318 100,000 100,000 100,000 100,000 100,000 100,000 600,000 REET2
-Other Sources -Subtotal 274,318 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Capital Costs: Design 23,738 10,000 10,000 10,000 10,000 10,000 10,000 60,000 Right of Way -Construction
250,580 90,000 90,000 90,000 90,000 90,000 90,000 540,000 Subtotal 274,318 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018
2019 2020 2021 2022 Total Street Preservation Fund 105 -120,000 618,280 738,280 Federal (Grants) 889,720 889,720 Utility Tax -Other Sources -Subtotal -120,000 1 ,508,000 ----1 ,628,000
Capital Costs: Design 120,000 120,000 Right of Way -Construction 1,508,000 1,508,000 Subtotal -120,000 1 ,508,000 ----1 ,628,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018
2019 2020 2021 2022 Total Street Preservation Fund 105 -111,220 863,920 975,140 Federal (Grants) 111,220 863,920 975,140 Utility Tax -Other Sources -Subtotal --222,440 1 ,727,840 ---1
,950,280 Capital Costs: Design 222,440 222,440 Right of Way -Construction 1,727,840 1,727,840 Subtotal --222,440 1 ,727,840 ---1 ,950,280 Ant icipated Impact on Future Operat ing Budgets
(Annual Maintenance Cost): $0 Project No: various, spbd03 (TIP#36) Project Name: Auburn Way N Preservat ion Phase 2 (8th St NE to 22nd St NE) Project No: spbd04 (TIP#46) This project
will grind and overlay Auburn Way N from 8th Street NE to 22nd Street NE, remove unused driveways, and upgrade all curb ramps and pedestrian signals to meet ADA requirements. Project
Name: Auburn Way N Preservat ion Phase 3 (8th St NE to 4th St SE) Project No: spbd05 (TIP#47) This project will grind and overlay Auburn Way N from approximately 8th Street NE to approximately
4th St SE, remove unused driveways, and upgrade all curb ramps and pedestrian signals to meet ADA requirements. Implement regular maintenance of various classified streets by sealing
newly formed cracks. Sealing the cracks will prolong the life of the pavement by stopping water from draining into the subbase of the road. Project Name: Annual Arterial Crack Seal Program
322
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Street Preservation Fund 105 300,734 1,470,000 1,470,000 Federal (Grants) -Utility Tax -Other Sources -Subtotal 300,734 1 ,470,000
-----1 ,470,000 Capital Costs: Design 300,734 -Right of Way -Construction 1,470,000 1,470,000 Subtotal 300,734 1 ,470,000 -----1 ,470,000 Ant icipated Impact on Future Operat ing Budgets
(Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017
2018 2019 2020 2021 2022 Total Street Preservation Fund 105 67,500 450,000 450,000 Federal (Grants) 67,500 750,000 750,000 Utility Tax -REET 2 300,000 300,000 Subtotal 135,000 1 ,500,000
-----1 ,500,000 Capital Costs: Design 135,000 -Right of Way -Construction 1,500,000 1,500,000 Subtotal 135,000 1 ,500,000 -----1 ,500,000 Ant icipated Impact on Future Operat ing Budgets
(Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources:
Years 2017 2018 2019 2020 2021 2022 Total Local Street Fund 103 226,768 500,000 500,000 1,000,000 Property Tax -Sales Tax on Construction 5,653,965 1,750,000 1,750,000 1,450,000 1,450,000
1,450,000 1,450,000 9,300,000 REET2 -Other (Funds 430, 431, 432) 450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000 Subtotal 6,330,733 2,400,000 2,400,000 1 ,600,000 1 ,600,000
1 ,600,000 1 ,600,000 1 1 ,200,000 Capital Costs: Design 900,000 300,000 300,000 250,000 250,000 250,000 2 50,000 1,600,000 Right of Way -Construction 5,430,733 2,100,000 2,100,000 1,350,000
1,350,000 1,350,000 1,350,000 9,600,000 Subtotal 6,330,733 2,400,000 2,400,000 1 ,600,000 1 ,600,000 1 ,600,000 1 ,600,000 1 1 ,200,000 Ant icipated Impact on Future Operat ing Budgets
(Annual Maintenance Cost): $0 The project proposes to grind and overlay 15th Street NW/NE from the SR167 to Auburn Way N; and grind and overlay Harvey Road NE from Auburn Way N to 8th
Street NE. The project will restore 7.57 lane miles of pavement, upgrade 30 curb ramps to meet current ADA standard, as well as remove unused driveway openings as an upgrade to non ADA
compliant pedestrian facilities. The project funds the design, coordination, permitting, and construction of the pavement preservation project. Project Name: 15th Street NE/NW Preservat
ion (SR-167 to 8th Street NE) Project No: cp1521 (TIP#71) Project Name: Local Street Improvement Program Project No: various (TIP#37) The program preserves local (unclassified) streets.
The work includes crack sealing, asphalt patching, pre-leveling, asphalt overlays and roadway reconstruction. Beginning in 2013, funding sources include annual sales tax on construction.
Project Name: B St NW Reconstruct ion (37th St NW to 49th St NW) Project No: cp1520 (TIP#70) The project will reconstruct the failed pavement section between 37th ST NW and north of
49th St NW. 323
2017-2018 Biennial Budget Section VII: Capital Planning Prior Budget Budget Est imate Est imate Est imate Est imate 2017-2022 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund (Fund 102) 1,250,923 500,000 673,000 618,000 230,000 130,000 2 00,000 2,351,000 Local Street Fund (Fund 103) 226,768 500,000 500,000 ----1,000,000 Street Preservation
(Fund 105) 6 31,954 2,466,370 729,500 863,920 ---4,059,790 Federal (Grants) 12,621,846 2,537,065 5,410,940 6,894,920 8,910,000 12,700,000 8,650,000 45,102,925 State 12,834,297 -------REET
1,390,000 300,000 -----300,000 PWTFL 4,812,157 -------Property Tax (Fund 103) --------Sales tax on Const. (Fund 103) 5,653,965 1,750,000 1,750,000 1,450,000 1,450,000 1,450,000 1,450,000
9,300,000 Utility Tax (Fund 105) 4,859,355 600,000 1,000,000 936,720 1,117,560 1,900,000 1,900,000 7,454,280 Other (Funds 430, 431, 432) 450,000 150,000 150,000 150,000 150,000 150,000
150,000 900,000 Other (Other Agencies) 6,091,485 100,000 178,000 574,967 140,000 1,385,000 6 75,000 3,052,967 Other (Traffic Mitigation Fees) 8 10,000 -34,000 ----34,000 Other (Traffic
Impact Fees) 8,815,885 718,511 1,005,818 1,119,155 2,172,428 2,636,733 926,039 8,578,684 Subtotal 60,448,635 9,621 ,946 1 1 ,431 ,258 12,607,682 14,169,988 20,351 ,733 13,951 ,039 82,133,646
Capital Costs: Design 10,720,426 1,120,000 2,327,440 1,151,720 4,362,560 3,405,000 4 00,000 12,766,720 Right of Way 6,363,454 -210,000 400,000 500,000 3,350,000 -4,460,000 Environmental
269,900 25,000 45,000 45,000 45,000 45,000 45,000 250,000 Construction 42,092,348 8,267,435 8,640,000 1 0,802,840 9,055,000 13,345,000 13,300,000 63,410,275 Long Term Debt 1,002,507
209,511 208,818 208,122 207,428 206,733 2 06,039 1,246,651 Subtotal 6 0,448,635 9,621 ,946 1 1 ,431 ,258 12,607,682 14,169,988 20,351 ,733 13,951 ,039 82,133,646 TOTAL CAPITAL COSTS
and FUNDING SOURCES -TRANSPORTATION 324
2017-2018 Biennial Budget Section VII: Capital Planning $0 $1,500 $3,000 $4,500 $6,000 Fund Balance Federal Grants Sales Tax on Construction Util ity Tax Traffic Impact & Mitigation
Fees Other Funds Other Local Agencies Thousands Transportation Projects 2017 /2018 Revenue Sources 2017 2018 $0 $6 $12 $18 $24 2017 2018 2019 2020 2021 2022 Millions Transportation Projects
Projected Capital Expenditures 325
2017-2018 Biennial Budget Section VII: Capital Planning 326
2017-2018 Biennial Budget Section VII: Capital Planning Water Utility Projects Fifteen capital projects totaling $6,185,986 are budgeted for 2017 and fourteen capital projects totaling
$5,036,586 are budgeted for 2018. The significant projects include the following: The Coal Creek Springs Transmission Main Replacement ($63,400 in 2017 and $1,300,000 in 2018) will
provide full replacement of the 24” transmission main crossing the White River. (See Map – “A”) Coal Creek Springs Rehabilitation project ($800,000 in 2018) will fund the design phase
to rehabilitate the Coal Creek Springs middle collector to improve the capacity of the springs. (See Map – “B”) Fulmer Well Field Improvements Project ($800,000 in 2017) will install
new well pumps in Wells 2 and 6 and new Supervisory Control and Data Acquisition (SCADA) system. (See Map – “C”) The Water Meter & Billing System Improvements Project ($3,095,000 in
2017 and $100,000 in 2018) will complete implementation and construction of selected improvements in automated metering technology, generally referred to as Advanced Metering Infrastructure
(AMI). Benefits include more accurate meter reads, daily information for quicker detection of leaks, and improved efficiency of billing operations. 327
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 520,422 800,000 800,000 Bond Proceeds 999,893 -State -Local -Other (PWTF loan) -Subtotal 1 ,520,315 800,000 -----800,000
Capital Costs: Design 1,079,062 -Right of Way -Construction 441,253 800,000 800,000 Subtotal 1 ,520,315 800,000 -----800,000 Capacity Project: YES Anticipated Year of Completion: Beyond
2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 252,586 252,586 252,586 934,805 934,805
934,805 3 ,562,173 Bond Proceeds -State -Local -Other -Subtotal -252,586 252,586 252,586 934,805 934,805 934,805 3,562,173 Capital Costs: Water Supply Charges 252,586 252,586 252,586
934,805 934,805 934,805 3,562,173 Right of Way -Construction -Subtotal -252,586 252,586 252,586 934,805 934,805 934,805 3,562,173 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018
2019 2020 2021 2022 Total Water Fund -800,000 2 ,600,000 3,400,000 Bond Proceeds -State -Local -Other -Subtotal --800,000 ---2,600,000 3,400,000 Capital Costs: Design 800,000 800,000
Right of Way -Construction 2,600,000 2,600,000 Subtotal --800,000 ---2,600,000 3,400,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Financing to purchase
water from adjacent purveyors to meet projected demand based on agreements with Cascade Water Alliance. Council approved the agreements for permanent and reserve wholesale supply in
September 2013. A new agreement with Tacoma was executed in 2014. Budget reflects purchase of permanent supply; reserve supply is not anticipated to be purchased and is not included.
Project Name: Cascade Water Al l iance Water Purchase Project No: wabd06 Project Name: Coal Creek Springs Rehabi l itat ion Project No: wabd07 Rehabilitation of the Coal Creek Springs
middle collector will improve capacity of the springs resulting in greater utilization of the water right. Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
Restoration of these wells to full productivity will reduce the need to purchase regional water from Tacoma, a significant annual operating savings. Project Name: Fulmer Wel l Field
Improvements Phase 1: Evaluate Wells 2, 6 and 7 and the Fulmer Field Corrosion Control Treatment Facility to assess the supply and treatment capacity of the existing facilities and infrastructure.
The evaluation will include an assessment of individual and total well supply capacities, along with a review of the treatment facility operating and control parameters. The evaluation
will also incorporate recommendations for facility improvements. Budget for 2017 will provide funding for Phase II: Install well pumps in Wells 2 and 6, new clearwell pumps, and new
a Supervisory Control and Data Acquisition (SCADA) system. Project No: cp1107 328
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 39,000 39,000 Bond Proceeds -State -Local -Other -Subtotal --39,000 ----39,000 Capital Costs: Design 39,000 39,000
Right of Way -Construction -Subtotal --39,000 ----39,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion:
Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 300,000 1,000,000 300,000 1,000,000
300,000 1,000,000 3,900,000 Bond Proceeds -State -Local -Other -Subtotal -300,000 1 ,000,000 300,000 1 ,000,000 300,000 1 ,000,000 3,900,000 Capital Costs: Design 300,000 300,000 300,000
900,000 Right of Way -Construction 1,000,000 1,000,000 1,000,000 3,000,000 Subtotal -300,000 1 ,000,000 300,000 1 ,000,000 300,000 1 ,000,000 3,900,000 Ant icipated Impact on Future
Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding
Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 90,000 600,000 690,000 Bond Proceeds -State -Local -Other -Subtotal --90,000 600,000 ---690,000 Capital Costs: Design 90,000
90,000 Right of Way -Construction 600,000 600,000 Subtotal --90,000 600,000 ---690,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $600 Project No: wabd09
Program to fund capacity-related improvements to the water distribution system to address low pressures during peak hour demand and fire flows. Design is expected to be completed in
one year, followed by construction of those improvements in the subsequent year The Algona well has been temporarily abandoned and all related facilities removed. This project will have
the well properly decommissioned by a State of Washington-licensed well driller, once the water rights have been transferred to an alternate source. Project Name: Algona Wel l 1 Decommissioning
Project No: wabd08 Project Name: Annual Distribut ion System Improvements Program Project Name: Green River Pump Stat ion Emergency Power Project No: wabd10 Construction of facility
improvements to house an emergency generator and associated electrical equipment. 329
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 150,000 150,000 300,000 Bond Proceeds -State -Local -Other -Subtotal -150,000 -150,000 ---300,000 Capital Costs:
Design -Right of Way -Construction 150,000 150,000 300,000 Subtotal -150,000 -150,000 ---300,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity
Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 300,000 1,000,000 300,000 1,000,000 300,000 2,900,000 Bond Proceeds -State -Local -Other -Subtotal --300,000 1 ,000,000 300,000 1 ,000,000 300,000 2,900,000 Capital Costs:
Design 300,000 300,000 300,000 900,000 Right of Way -Construction -1,000,000 1,000,000 2,000,000 Subtotal --300,000 1 ,000,000 300,000 1 ,000,000 300,000 2,900,000 Ant icipated Impact
on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 519,430 10,000 10,000 Bond Proceeds -State -Local -Other -Subtotal 519,430 10,000 -----10,000 Capital Costs: Design
46,260 -Right of Way -Construction 473,170 10,000 10,000 Subtotal 519,430 10,000 -----10,000 Project Name: Muckleshoot Indian Tribe Master Meters Project No: cp1411 Install master meters
at Muckleshoot Indian Tribe properties to ease account administration. Project No: wabd11 Program for inspection and redevelopment of supply wells and springs necessary to ensure production
at maximum capacity for efficient utilization. Project Name: Wel l Inspect ion and Redevelopment Program Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0
Project Name: Water Repair & Replacements Project No: wabd02 Program to fund distribution system repair and replacement projects required for meeting peak demands and reducing system
losses. Projects will be coordinated with the Local Street Program and other utility projects. 330
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000 Bond Proceeds -State -Local -Other-Transfers In
(Sewer/Storm) -Subtotal 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000 Capital Costs: Design -Right of Way -Construction 500,000 500,000 500,000 500,000 500,000 500,000
500,000 3,000,000 Subtotal 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project:
NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 75,000
625,000 625,000 Bond Proceeds -State -Local -Other -Subtotal 75,000 625,000 -----625,000 Capital Costs: Design 75,000 -Right of Way -Construction 625,000 625,000 Subtotal 75,000 625,000
-----625,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est
imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund -Bond Proceeds 3,314,407 3 ,095,000 100,000 3 ,195,000 State -Local -Other -Subtotal
3,314,407 3 ,095,000 100,000 ----3,195,000 Capital Costs: Design 70,752 -Right of Way -Construction 3,243,655 3 ,095,000 100,000 3,195,000 Subtotal 3,314,407 3 ,095,000 100,000 ----3,195,000
Complete the implementation and construction of selected improvements in automated metering technology, generally referred to as Advanced Metering Infrastructure (AMI). Benefits include
more accurate meter reads, daily information for quicker detection of leaks, and improved efficiency of billing operations. Project Name: Water Meter & Bi l l ing System Improvements
Project No: cp1317 Water main improvements in coordination with the Local Street Preservation Program and general arterial street improvements. Project No: wabd03 Replace 5 pressure
reducing valve stations in the Lea Hill area. Existing stations are old, difficult to access and are typically flooded. They do not have sump pumps or proper drainage to remove water
that enters the stations. Maintaining the stations is difficult. This is a potential safety and health issue. Project Name: Street Ut i l ity Improvements Project No: wabd01 Ant icipated
Impact on Future Operat ing Budgets (Annual Maintenance Cost): This project should decrease the future operating budget through earlier leak detection, reduction in meter inaccuracies
and increasing efficiency in billing operations. Project Name: Lea Hi l l PRV Stat ion Improvements 331
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 100,000 100,000 Bond Proceeds -State -Local -Other 200,000 200,000 Subtotal -300,000 -----300,000 Capital Costs:
Design -Right of Way -Construction 300,000 300,000 Subtotal -300,000 -----300,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO
Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 595,000
10,000 10,000 Bond Proceeds -State -Local -Other -Subtotal 595,000 10,000 -----10,000 Capital Costs: Design 140,000 -Right of Way -Construction 455,000 10,000 10,000 Subtotal 595,000
10,000 -----10,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate
Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 1,130,000 10,000 10,000 Bond Proceeds -State -Local -Other -Subtotal 1 ,130,000
10,000 -----10,000 Capital Costs: Design 155,000 -Right of Way -Construction 975,000 10,000 10,000 Subtotal 1 ,130,000 10,000 -----10,000 Ant icipated Impact on Future Operat ing Budgets
(Annual Maintenance Cost): $0 Project Name: Ut i l it ies Field Operat ions Center Project No: wabd04 Construct building for utilities field staff use and storage of field equipment.
Project Name: West Hi l l Springs Improvements Project No: cp1417 Install flow control valve for automatic shutdown, replace meter, and upgrade reservoir hatches. This project was identified
during the Department of Health Sanitary Survey as a health and safety concern. Project Name: Auburn Way South -Muckleshoot Plaza to Dogwood Project No: cp1218 Water main improvements
constructed in conjunction with Auburn Way South Corridor Improvements. 332
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 250,000 250,000 Bond Proceeds -State -Local -DWSRF Loan 200,000 63,400 1,050,000 1,113,400 Subtotal 200,000 63,400
1 ,300,000 ----1 ,363,400 Capital Costs: Design 200,000 63,400 63,400 Right of Way -Construction 1,300,000 1,300,000 Subtotal 200,000 63,400 1 ,300,000 ----1 ,363,400 Ant icipated Impact
on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 100,000 250,000 250,000 Bond Proceeds -State -Local -Other -Subtotal 100,000 -250,000 ----250,000 Capital Costs:
Design 100,000 -Right of Way -Construction 250,000 250,000 Subtotal 100,000 -250,000 ----250,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity
Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water
Fund 460,216 10,000 10,000 Bond Proceeds -State -Local -Other -Subtotal 460,216 10,000 -----10,000 Capital Costs: Design 48,046 -Right of Way -Construction 412,170 10,000 10,000 Subtotal
460,216 10,000 -----10,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Coal Creek Springs Transmission Main Replacement Project No: cp1603
The facilities evaluation study conducted in 2013-2014 found a suspected leak on the 24" steel transmission main crossing the White River. The approximate location was determined, but
further investigation is required to assess the degree and magnitude of the potential leak. This project will provide for full replacement of the river crossing. Project Name: F Street
SE Non-Motorized Improvements Project No: cp1416 Water main improvements constructed in conjunction with F Street SE street improvements. Project Name: M Street SE Storm Improvements
Project No: cp1511 Water main improvements constructed in conjunction with Auburn Way South Corridor Improvements. 333
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Bond Proceeds -State -Local -Other -Subtotal -50,000 50,000 50,000
50,000 50,000 50,000 300,000 Capital Costs: Design -Right of Way -Construction 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Subtotal -50,000 50,000 50,000 50,000 50,000 50,000 300,000
Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate
Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 40,000 285,000 285,000 Bond Proceeds -State -Local -Other -Subtotal 40,000 -285,000 ----285,000
Capital Costs: Design 40,000 -Right of Way -Construction 285,000 285,000 Subtotal 40,000 -285,000 ----285,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
$0 Capacity Project: NO Anticipated Year of Completion: 2020 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022
Total Water Fund 50,000 430,000 480,000 Bond Proceeds -State -Local -Other -Subtotal --50,000 -430,000 --480,000 Capital Costs: Design 50,000 50,000 Right of Way -Construction 430,000
430,000 Subtotal --50,000 -430,000 --480,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Reservoir Repair and Replacements Project No:
wabd12 General reservoir maintenance and minor improvements. Project Name: 22nd Street NE & I Street NE Intersect ion Project No: cp1513 Water main improvements constructed in conjunction
with 22nd Street NE and I Street NE intersection improvements. Project Name: Auburn Regional Growth Center Access Improvements Project No: wabd14 Water main improvements constructed
in conjunction with Urban Center Access Improvements to address water system needs on A Street NW. 334
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 10,000 20,000 125,000 155,000 Bond Proceeds -State -Local -Other -Subtotal -10,000 20,000 125,000 ---155,000 Capital
Costs: Design 10,000 20,000 30,000 Right of Way -Construction 125,000 125,000 Subtotal -10,000 20,000 125,000 ---155,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance
Cost): $0 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Water Fund 3,940,068 2 ,827,586 3 ,886,586 2
,977,586 3,214,805 2 ,784,805 5 ,384,805 2 1,076,173 Bond Proceeds 4,314,300 3 ,095,000 100,000 ----3 ,195,000 State --------Local --------DWSRF Loan 200,000 63,400 1,050,000 ----1 ,113,400
Other -200,000 -----200,000 Subtotal 8,454,368 6,185,986 5,036,586 2,977,586 3,214,805 2,784,805 5,384,805 25,584,573 Capital Costs: Design 1,954,120 373,400 1,299,000 300,000 300,000
300,000 300,000 2,872,400 Water Supply Charges -252,586 252,586 252,586 934,805 934,805 934,805 3,562,173 Right of Way --------Construction 6,500,248 5 ,560,000 3 ,485,000 2 ,425,000
1,980,000 1,550,000 4,150,000 1 9,150,000 Subtotal 8,454,368 6,185,986 5,036,586 2,977,586 3,214,805 2,784,805 5,384,805 25,584,573 TOTAL CAPITAL COSTS and FUNDING SOURCES -WATER Water
main improvements constructed in conjunction with M ST NE widening. Project Name: M Street NE Widening Project No: wabd13 335
2017-2018 Biennial Budget Section VII: Capital Planning $0 $1 $2 $3 $4 Working Capital Bond Proceeds Other Sources DWSRF Loan Millions Water Utility Projects 2017 /2018 Revenue Sources
2017 2018 $0 $2 $4 $6 $8 2017 2018 2019 2020 2021 2022 Millions Water Utility Projects Projected Capital Expenditures 336
2017-2018 Biennial Budget Section VII: Capital Planning 337
2017-2018 Biennial Budget Section VII: Capital Planning 338
2017-2018 Biennial Budget Section VII: Capital Planning Sanitary Sewer Projects Eight capital projects totaling $1,361,900 are budgeted for 2017 and eight capital projects totaling $1,364,000
are budgeted for 2018. The significant projects include the following: The Siphon Assessment project ($524,000 in 2017) will inspect each of the three sewer siphons to determine its
condition and help set future inspection and cleaning protocols. (See Map – “A”) The Large Diameter Pipe Assessment Project ($400,000 in 2018) will clean and internally inspect all
pipe owned by the City that is larger than 18 inches in diameter. The Street Utility Improvements Project ($200,000 in both 2017 and 2018) will replace sewer lines in coordination
with the Local Street Preservation program and the Arterial Street Preservation program. The B Street NW Reconstruction project ($360,000 in 2017) will install approximately 1200 LF
of 12” sewer line and associated manholes. (See Map – “B”) 339
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 60,000 360,000 360,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal 60,000 360,000 -----360,000 Capital
Costs: Design 60,000 30,000 30,000 Right of Way -Construction 330,000 330,000 Subtotal 60,000 360,000 -----360,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance
Cost): $0 Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020
2021 2022 Total Sewer Fund 3 ,750,502 -300,000 1 ,500,000 300,000 1,500,000 300,000 3,900,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal 3,750,502 -300,000 1 ,500,000 3 00,000
1 ,500,000 300,000 3,900,000 Capital Costs: Design 502,575 -200,000 150,000 200,000 150,000 200,000 900,000 Right of Way -Construction 3,247,927 -100,000 1,350,000 100,000 1,350,000
100,000 3,000,000 Subtotal 3,750,502 -300,000 1 ,500,000 3 00,000 1 ,500,000 300,000 3,900,000 Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est
imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 600,000 200,000 200,000 2 00,000 200,000 200,000 200,000 1,200,000 Federal
-Bond Proceeds -Local -REET -Other -Subtotal 600,000 200,000 200,000 200,000 2 00,000 200,000 200,000 1 ,200,000 Capital Costs: Design 90,000 30,000 30,000 30,000 30,000 30,000 30,000
180,000 Right of Way -Construction 510,000 170,000 170,000 170,000 170,000 170,000 170,000 1,020,000 Subtotal 600,000 200,000 200,000 200,000 2 00,000 200,000 200,000 1 ,200,000 Ant
icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Sanitary Sewer Repair & Replacement Project No: sebd01 Repair and replace broken sewer mains
and other facilities. These lines will be identified through television inspection and routine cleaning. This particular program includes proposed projects which do not have an approved
Project Management Plan, or are not associated with the SOS or other transportation improvements. Anticipated projects include bi-annual, stand-alone, repair and replacement projects
for sewer lines which are broken, misaligned, "bellied" or otherwise require an inordinate amount of maintenance effort or present a risk of backup or trench failure, and facilities
which generate consistent odor complaints. Additionally, system improvements which enhance the ability to maintain service are included here. Ant icipated Impact on Future Operat ing
Budgets (Annual Maintenance Cost): This should decrease the operating budget by correcting the problems that require operation staff's attention. Project Name: B Street NW Reconstruct
ion Project As part of the reconstruction of the street, install approximately 1200 LF of 12" sewer line and associated manholes. Connect a system currently served by a small pump station
to the extension and eliminate the station. Project No: cp1520 Project Name: Street Ut i l ity Improvements Project No: sebd02 Sewer line replacement in coordination with the Local street
Preservation Program and Arterial Preservation Program improvements. 340
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 150,000 150,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal --150,000 ----150,000 Capital Costs: Design
150,000 150,000 Right of Way -Construction -Subtotal --150,000 ----150,000 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate
Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 1,177,904 10,000 350,000 360,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal 1 ,177,904
10,000 ----350,000 360,000 Capital Costs: Design 107,904 1,000 350,000 351,000 Right of Way -Construction 1,070,000 9,000 9,000 Subtotal 1 ,177,904 10,000 ----350,000 360,000 Capacity
Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 20,000 80,000 80,000 80,000 80,000 80,000 80,000 480,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal 20,000 80,000 80,000 80,000 80,000 80,000 80,000 480,000 Capital
Costs: Design 1,000 8,000 8,000 8,000 8,000 8,000 8,000 48,000 Right of Way -Construction 19,000 72,000 72,000 72,000 72,000 72,000 72,000 432,000 Subtotal 20,000 80,000 80,000 80,000
80,000 80,000 80,000 480,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): This project could decrease the future operating budget by reducing the number
of sewer lines that require frequent maintenance staff attention. Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): This project could decrease the future operating
budget by reducing the need for staff to respond to loose manholes or lids. Project Name: Vactor Decant Faci l ity Project No: cp1512 This project consists of the replacement of aging
or problematic sewer lines at nine different sites throughout the City. This project consists of a study/analysis to assess the City’s vactor disposal method and identify a cost-effective
alternative to the status quo. Project Name: Manhole Ring and Cover Replacement Project No: sebd04 As manholes and roads age and their condition deteriorates, access covers and the rings
in which they sit can become loose and/or misoriented, and can become a road hazard requiring maintenance staff attention and increasing the City's liability. This annual project will
replace approximately 50 sewer manhole rings and covers to maintain access to the sewer system and to decrease the likelihood of the manholes becoming road hazards. Some of these replacements
may be in conjunction with other City capital projects. Project Name: 2015 Sewer Repair and Replacement Project No: sebd03 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance
Cost): This project could decrease the future operating budget by reducing the expenses associated with hauling saturated waste to the County landfill. 341
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 141,000 5 00,000 1 68,000 900,000 141,000 1,850,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal --141 ,000
500,000 168,000 900,000 141 ,000 1 ,850,000 Capital Costs: Design 141,000 50,000 168,000 90,000 141,000 590,000 Right of Way -Construction 450,000 810,000 1,260,000 Subtotal --141 ,000
500,000 168,000 900,000 141 ,000 1 ,850,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior
Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 524,000 524,000 Federal -Bond Proceeds -Local -REET
-Other -Subtotal -524,000 -----524,000 Capital Costs: Design 524,000 524,000 Right of Way -Construction -Subtotal -524,000 -----524,000 Ant icipated Impact on Future Operat ing Budgets
(Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017
2018 2019 2020 2021 2022 Total Sewer Fund 177,000 10,000 10,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal 177,000 10,000 -----10,000 Capital Costs: Design 177,000 10,000 10,000
Right of Way -Construction -Subtotal 177,000 10,000 -----10,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Siphon Assessment Project
No: sebd06 Currently, the City does not have the required equipment to complete inspections of the three sewer siphons (2 across the Green River, 1 under the railroad tracks at H and
6th NW) located within its collection system. Their condition is unknown. This project would inspect each siphon to determine its condition and help set future inspection/cleaning protocols.
The siphons would be inspected prior to cleaning to determine what their in situ condition is, then if required the lines would be cleaned and re-inspected. Based on the debris level
and condition of the pipes, future activities can be planned. Project Name: Pump Stat ion Condit ion Assessment Project No: cp1609 The assessment will evaluate the physical condition
of existing sewage pump stations and equipment. The purpose of the assessment is to predict future serviceability and anticipated longevity for development of future CIPs and the City's
asset management program. This assessment will also be used to further define the scope of the Pump Station Replacement/Improvement project. Project Name: Sewer Pump Stat ion Replacement/Improvement
Project No: sebd05 Three sewer pump stations, the 8th Street Pump Station, Valley Meadows Pump Station, and 22nd Street Pump Station have been identified as needing renovation, replacement,
and/or relocation based on condition, safety concerns, and to accommodate growth. The scope of these improvements has not yet been developed, but will be based on the Pump Station Condition
Assessment project scheduled for 2016. Rehabilitation costs for the 3 pump stations have been estimated over a 6-year period. 342
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 400,000 400,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal --400,000 ----400,000 Capital Costs: Design
400,000 400,000 Right of Way -Construction -Subtotal --400,000 ----400,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated
Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 24,000 88,000 88,000
Federal -Bond Proceeds -Local -REET -Other -Subtotal 24,000 -88,000 ----88,000 Capital Costs: Design 24,000 8,800 8,800 Right of Way -Construction 79,200 79,200 Subtotal 24,000 -88,000
----88,000 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021
2022 Total Sewer Fund 388,283 27,900 27,900 Federal -Bond Proceeds -Local -REET -Other -Subtotal 388,283 27,900 -----27,900 Capital Costs: Design 55,000 1,000 1,000 Right of Way -Construction
333,283 26,900 26,900 Subtotal 388,283 27,900 -----27,900 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): This project saves money and avoids damage to the
new roadway that could occur if the pipe was not replaced and experienced a failure of blockage. Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): This project
saves money and avoids damage to the new roadway that could occur if the pipe was not replaced and experienced a failure of blockage. Project Name: Large Diameter Pipe Assessment Project
No: sebd07 City staff is not equipped to efficiently clean and inspect sewer pipes with a diameter larger than 18 inches. This project would clean and internally inspect all pipe owned
by the City that is larger than 18 inches in diameter. This is approximately 39,300 feet, ranging in diameter from 20 inches up to 36 inches. Project Name: F Street SE Non-Motorized
Improvements Project No: cp1416 Replace approximately 420 LF of 15"-18" diameter clay pipe as part of the F Street SE Non-Motorized Improvements project. Constructing this project in
association with a road improvement project saves money and avoids damage to the new roadway that could occur if the pipe was not replaced and experienced a failure or blockage. Project
Name: M Street SE Storm Improvements Project No: cp1511 Replace approximately 800 LF of aging sewer pipe with root intrusion issues with new 8" PVC in conjunction with storm and road
improvements. Constructing this project in association with a road improvement project saves money and avoids damage to the new roadway that could occur if the pipe was not replaced
and experienced a failure or blockage. 343
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 5,000 45,000 50,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal --5,000 45,000 ---50,000 Capital Costs:
Design 5,000 5,000 10,000 Right of Way -Construction 40,000 40,000 Subtotal --5,000 45,000 ---50,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity
Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Sewer
Fund 150,000 150,000 Federal -Bond Proceeds -Local -REET -Other -Subtotal -150,000 -----150,000 Capital Costs: Design 25,000 25,000 Right of Way -Construction 125,000 125,000 Subtotal
-150,000 -----150,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources:
Years 2017 2018 2019 2020 2021 2022 Total Sewer Fund 6,197,689 1 ,361,900 1,364,000 2,325,000 748,000 2,680,000 1,071,000 9,549,900 Federal --------Bond Proceeds --------Local --------REET
--------Other --------Subtotal 6,197,689 1 ,361 ,900 1 ,364,000 2,325,000 7 48,000 2,680,000 1 ,071 ,000 9,549,900 Capital Costs: Design 1,017,479 629,000 942,800 2 43,000 406,000 278,000
729,000 3,227,800 Right of Way --------Construction 5,180,210 732,900 421,200 2,082,000 342,000 2,402,000 342,000 6,322,100 Subtotal 6,197,689 1 ,361 ,900 1 ,364,000 2,325,000 7 48,000
2,680,000 1 ,071 ,000 9,549,900 Project Name: Pump Stat ion Telemetry Improvements Project No: sebd09 Install new SCADA and communication equipment for the 22nd Street and R Street Pump
Station. Project Name: M Street NE Widening Project No: sebd08 Sewer line replacements in conjunction with street improvements. TOTAL CAPITAL COSTS and FUNDING SOURCES -SEWER344
2017-2018 Biennial Budget Section VII: Capital Planning $0 $500 $1,000 $1,500 $2,000 Working Capital Thousands Sanitary Sewer Projects 2017 /20118 Revenue Sources 2017 2018 $0 $1 $2
$3 $4 2017 2018 2019 2020 2021 2022 Millions Sanitary Sewer Projects Projected Capital Expenditures 345
2017-2018 Biennial Budget Section VII: Capital Planning 346
2017-2018 Biennial Budget Section VII: Capital Planning Storm Drainage Projects Eight capital projects totaling $2,619,200 are budgeted for 2017 and nine capital projects totaling $1,486,000
are budgeted for 2018. The most significant projects are as follows: The Eastridge Manor Outfall Replacement Project ($315,000 in 2017 and $700,000 in 2018) will replace the existing
deteriorated outfall with new High Density Polyethylene (HDPE). Two existing outfalls may be combined into a single outfall and improvements to the Golf Course conveyance system may
be needed. (See Map – “A”) The 37th Street NW Storm Improvement Project ($40,000 in 2017 and $251,000 in 2018) will increase existing pipes to provide additional capacity to alleviate
current periodic flooding conditions the vicinity of “I” St. NW. This would also provide relief to the flooding experienced on the Interurban Bike Trail. (See Map – “B”) The M Street
Storm Improvement Project ($265,200 in 2017) will install a replacement pipe with greater capacity from 3rd Street SE to Main Street to alleviate periodic flooding in this area. (See
Map – “C”) The Pipeline Repair and Replacement Project ($1,000,000 in 2017 and $100,000 in 2018) will include projects identified as those requiring replacement of existing infrastructure.
These projects support street repairs and other utility replacement programs requiring coordination. (See Map – “D”) 347
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage Fund 399,452 265,200 265,200 Bond Proceeds -State -Local -REET -Other -Subtotal 399,452 265,200 -----265,200
Capital Costs: Design 90,000 -Right of Way -Construction 309,452 265,200 265,200 Subtotal 399,452 265,200 -----265,200 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance
Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021
2022 Total Storm Drainage Fund 40,000 251,000 291,000 Bond Proceeds -State -Local -REET -Other -Subtotal -40,000 251 ,000 ----291 ,000 Capital Costs: Design 40,000 20,000 60,000 Right
of Way -Construction 231,000 231,000 Subtotal -40,000 251 ,000 ----291 ,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated
Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage Fund 559,000
1,000,000 100,000 844,000 1 00,000 1,000,000 100,000 3,144,000 Bond Proceeds -State -Local -REET -Other (Other Agency) -Subtotal 559,000 1 ,000,000 100,000 844,000 100,000 1 ,000,000
100,000 3,144,000 Capital Costs: Design 75,000 100,000 75,000 1 00,000 75,000 100,000 525,000 Right of Way -Construction 559,000 925,000 769,000 925,000 2,619,000 Subtotal 559,000 1
,000,000 100,000 844,000 100,000 1 ,000,000 100,000 3,144,000 Project Name: Pipel ine Repair & Replacement Program Project No: sdbd03 This program provides funding for projects involving
replacement of existing infrastructure. These projects support street repairs and other utility replacement programs, requiring coordination. Typically, design for R&R projects is completed
in one year, followed by construction the following year. Project Name: M Street SE Storm Improvement This project will install a replacement pipe of greater capacity from 3rd Street
SE to Main Street to alleviate periodic flooding in this area as a result of upstream flows conveyed in replaced lines upstream associated with earlier projects. Project No: cp1511 This
project will increase existing pipes to provide additional capacity to alleviate current periodic flooding conditions in the vicinity of "I" St. NW. This will also provide relief to
the flooding experienced on the Interurban Bike Trail. Project Name: 37th St . NW Storm Improvement Project No: sdbd05 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance
Cost): Repair and replacement of aging infrastructure should reduce operating costs 348
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage Fund 158,000 100,000 100,000 100,000 1 00,000 100,000 100,000 600,000 Bond Proceeds -State -Local -REET -Other
-Subtotal 158,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Capital Costs: Design 5,000 -Right of Way -Construction 153,000 100,000 100,000 100,000 1 00,000 100,000 100,000
600,000 Subtotal 158,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated
Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage Fund 44,489 315,000
700,000 1,015,000 Bond Proceeds -State -Local -REET -Other -Subtotal 44,489 315,000 700,000 ----1 ,015,000 Capital Costs: Design 44,489 130,000 40,000 170,000 Right of Way 185,000 185,000
Construction 660,000 660,000 Subtotal 44,489 315,000 700,000 ----1 ,015,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated
Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage Fund 750,000 75,000
825,000 Bond Proceeds -State -Local -REET -Other -Subtotal -750,000 75,000 ----825,000 Capital Costs: Design -Right of Way 750,000 750,000 Construction 75,000 75,000 Subtotal -750,000
75,000 ----825,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Vegetat ion Sort ing Faci l ity Evaluation to determine benefits and costs
of acquiring property to use as a vegetation sorting facility prior to disposal or reuse of materials from storm drainage maintenance activities (e.g., pond and ditch cleaning). In addition,
evaluate potential for use by other City departments and by neighboring jurisdictions as a regional facility. If evaluation shows a reasonable benefit/cost ratio, budget includes property
acquisition and site improvements to construct the vegetation sorting facility. Project No: sdbd12 Project Name: Eastridge Manor Out fal l Replacement Project No: cp1316 Replace the
existing deteriorated outfall with new High Density Polyethylene (HDPE). Two existing outfalls may be combined into a single outfall. Improvements to the Golf Course conveyance system
may be needed. Project Name: Street Ut i l ity Improvements Project No: sdbd04 Storm drainage conveyance improvements in coordination with Arterial Preservation and Local Street Preservation
improvements. 349
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage Fund 139,000 150,000 289,000 Bond Proceeds -State -Local -REET -Other -Subtotal -139,000 150,000 ----289,000
Capital Costs: Design 139,000 150,000 289,000 Right of Way -Construction -Subtotal -139,000 150,000 ----289,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
$0 Capacity Project: NO Anticipated Year of Completion: 2020 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022
Total Storm Drainage Fund 20,000 53,000 244,000 317,000 Bond Proceeds -State -Local -REET -Other -Subtotal --20,000 53,000 244,000 --317,000 Capital Costs: Design 20,000 53,000 73,000
Right of Way -Construction 244,000 244,000 Subtotal --20,000 53,000 244,000 --317,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project:
NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage
Fund 1,294,241 10,000 10,000 Bond Proceeds 599,583 -Federal -State -Local 300,000 -Other -Subtotal 2,193,824 10,000 -----10,000 Capital Costs: Design 204,932 -Right of Way -Construction
1,988,902 10,000 10,000 Subtotal 2,193,834 10,000 -----10,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Hi l lside Drainage Assessment
Project No: sdbd07 Project Name: S. 330th St . & 46th Pl . S. Storm Improvement Project No: sdbd13 Improve existing drainage conditions for the West Hill annexation areas. This project
includes improvements near 330th St. and 46th Pl. S. where public storm drainage currently discharges within a large open ditch. The improvement will re-route the drainage within the
right-of-way to the existing outfall. Project Name: 30th Street NE Area Flooding, Phase 1B Project No: cp1522 This project will complete the Phase 1 project by completing the downstream
system not completed in Phase 1A. Phase 1A replaced the existing 30-inch diameter pipe generally located along the 30th St. NE alignment toward I St. NE to improve drainage conditions
in and around the north end of the Auburn Municipal Airport. Phase 1B will complete the remainder of the project by constructing the downstream system to the existing Brannan Park pump
station. The existing drainage system includes pipes that discharge over hillsides. While a preliminary inventory and mapping of locations has been completed, field-locating and detailed
inspection is warranted to define deficiencies. 350
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage Fund 48,970 40,000 400,000 440,000 Bond Proceeds -Federal -State -Local -Other -Subtotal 48,970 -40,000 400,000
---440,000 Capital Costs: Design 48,970 40,000 20,000 60,000 Right of Way -Construction 380,000 380,000 Subtotal 48,970 -40,000 400,000 ---440,000 Ant icipated Impact on Future Operat
ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources:
Years 2017 2018 2019 2020 2021 2022 Total Storm Drainage Fund 50,000 405,000 455,000 Bond Proceeds -Federal -State -Local -Other -Subtotal --50,000 405,000 ---455,000 Capital Costs:
Design 50,000 55,000 105,000 Right of Way -Construction 350,000 350,000 Subtotal --50,000 405,000 ---455,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
Maintenance should decrease as a result of this project. Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 2,504,152 2,619,200 1,486,000 1,802,000 444,000 1,100,000 200,000 7,651,200 Bond Proceeds 599,583 -------Federal --------State --------Local 300,000 -------REET --------Other
--------Subtotal 3,403,735 2 ,619,200 1 ,486,000 1 ,802,000 444,000 1 ,100,000 200,000 7,651 ,200 Capital Costs: Design 393,391 384,000 420,000 203,000 1 00,000 75,000 100,000 1,282,000
Right of Way -935,000 -----935,000 Construction 3,010,354 1,300,200 1,066,000 1,599,000 344,000 1,025,000 100,000 5,434,200 Subtotal 3,403,745 2 ,619,200 1 ,486,000 1 ,802,000 444,000
1 ,100,000 200,000 7,651 ,200 Project Name: Academy Drive, SE 312th St . SE, & D St . SE Storm Improvements Project No: cp1312 Project replaces existing storm system infrastructure.
Funding is from the 2015-2016 Pipeline Repair and Replacement Program. Project includes pipeline replacement in Academy Drive, a new pipeline within 312th St. SE to provide a "missing
link", and the extension of a pipeline to the Velvet Square storm pond to allow the pond to be abandoned. Project Name: Riverwalk Drive SE Non-Motorized Improvements Project No: sdbd14
TOTAL CAPITAL COSTS and FUNDING SOURCES -STORM DRAINAGE As part of a non-motorized improvement project along Riverwalk Drive SE between Howard Road and Auburn Way South, construct large
diameter storm piping to replace existing ditch, and expand Riverwalk ponds to accommodate increased capacity. 351
2017-2018 Biennial Budget Section VII: Capital Planning $0 $1 $2 $3 $4 Working Capital Millions Storm Drainage 2017 /2018 Revenue Sources 2017 2018 $0 $750 $1,500 $2,250 $3,000 2017
2018 2019 2020 2021 2022 Thousands Storm Drainage Projects Projected Capital Expenditures 352
2017-2018 Biennial Budget Section VII: Capital Planning 353
2017-2018 Biennial Budget Section VII: Capital Planning 354
2017-2018 Biennial Budget Section VII: Capital Planning Parks, Arts and Recreation Projects Sixteen projects totaling $2,578,106 are budgeted for 2017 and nine capital projects totaling
$862,000 are budgeted for 2018. The most significant projects include following: The Les Gove Park Improvements Project ($481,906 in 2017 and $100,000 in 2018) will provide funding
for the design and implementation of recommendations from the completed Les Gove Master Plan that will increase user safety, encourage public use and community connectivity. (See Map
– “A”) The Brannan Park Synthetic Infield Project ($436,200 in 2017) will upgrade the existing dirt infield to synthetic turf to increase playability during inclement weather. (See
Map – “B”) The Sunset Park Project ($400,000 in 2017) will expand the playground area to include a spray park and additional play activities. (See Map – “C”) The Les Gove Restroom
Facility Project ($400,000 in 2017) will provide funding to construct a new restroom facility at Les Gove Park. (See Map – “D”) 355
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: YES Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate
2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Other (KC Prop 2) 64,614 125,000 125,000 125,000 125,000 1 25,000 125,000
750,000 REET 1 -Other -Park Impact Fee -Subtotal 64,614 125,000 125,000 125,000 125,000 125,000 125,000 750,000 Capital Costs: Design -Acquisition 46,414 125,000 125,000 125,000 125,000
1 25,000 125,000 750,000 Construction 18,200 -Subtotal 64,614 125,000 125,000 125,000 125,000 125,000 125,000 750,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance
Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021
2022 Total Municipal Parks Constr. Fund -Federal -State 218,100 218,100 Local 75,000 75,000 Other (KC Prop 2) 48,100 48,100 Other -Park Impact Fee 75,000 60,000 135,000 Other (Donations)
20,000 20,000 Subtotal -436,200 -60,000 ---496,200 Capital Costs: Design 18,500 18,500 Right of Way -Construction 417,700 60,000 477,700 Subtotal -436,200 -60,000 ---496,200 Ant icipated
Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: YES Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate
2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local 125,000 125,000 REET 1 125,000 125,000 Other (KC Prop 2) -Subtotal
-250,000 -----250,000 Capital Costs: Design -Property Acquisition 250,000 250,000 Construction -Subtotal -250,000 -----250,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Upgrade the existing dirt infield to synthetic turf to increase playability during inclement weather. The Parks Department submitted an application for a Youth
Sports Facilities Grant (YAF) from RCO in May 2016 for the synthetic infield. In addition, a King County Youth Athletic Facilities Grant application was submitted to cover City matching
funds for the YAF grant. Additional improvements to the park include replacing the degraded concrete curbing around the perimeter of the parking lot. Project Name: Park Acquisit ions/Development
Land acquisitions to occur based on demand and deficiencies including parks, open space, trails and corridors. Project No: gpbd04 Project Name: Mary Olson Farm -Wat ts Property Acquisit
ion Project No: gpbd13 Acquire approximately 16 acres in the southern portion of tax parcel which is located east of the Mary Olson Farm property. The purpose of the acquisition is to
create interpretive and educational opportunities in a plateau area that has historical significance within the steep forested ravine. The area was once a gathering place for Native
Americans preparing to embark on fishing expeditions. The City was recently awarded a King County Conservation Futures grant to acquire the property. Project Name: Brannan Park Synthet
ic Inf ield Project No: gpbd02 356
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local 115,000 431,906 431,906 Other (KC Prop 2) 260,000 100,000 100,000 Other
(Parks Impact Fee) 50,000 50,000 Subtotal 375,000 481 ,906 100,000 ----581 ,906 Capital Costs: Design 15,000 -Property Acquisition -Construction 360,000 481,906 100,000 581,906 Subtotal
375,000 481 ,906 100,000 ----581 ,906 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $5,000 Capacity Project: NO Anticipated Year of Completion: 2018 Prior
Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local -Other (KC
Prop 2) 30,000 30,000 60,000 Other (Park Impact & Mitigation) -Subtotal -30,000 30,000 ----60,000 Capital Costs: Design 5,000 5,000 10,000 Right of Way -Construction 25,000 25,000 50,000
Subtotal -30,000 30,000 ----60,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior
Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund 50,000 50,000 50,000 50,000 5 0,000
50,000 300,000 Federal -State 50,000 50,000 50,000 50,000 5 0,000 50,000 300,000 Local -REET 2 -Other (Parks Impact Fee) 10,922 50,000 50,000 50,000 50,000 50,000 50,000 300,000 Subtotal
10,922 150,000 150,000 150,000 150,000 150,000 150,000 900,000 Capital Costs: Design -Right of Way -Construction 10,922 150,000 150,000 150,000 150,000 1 50,000 150,000 900,000 Subtotal
10,922 150,000 150,000 150,000 150,000 150,000 150,000 900,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project No: gpbd03 Minor park improvements
including shelters, roofs, playgrounds, irrigation and restrooms. Project Name: Les Gove Park Improvements Project Name: Rotary Park Improvements Project No: gpbd07 Coordinate improvements
with neighborhood and Rotary Club of Auburn to add walking path. Project No: cp1605 Based on completed Les Gove Master Plan, design and implement recommendations that will increase user
safety, encourage public use and community connectivity. Project Name: Miscel laneous Parks Improvements 357
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State 1 ,500,000 1 ,500,000 Local -Other (Park Impact Fee) 20,000 20,000 REET 2 20,000
20,000 Subtotal -40,000 -1 ,500,000 ---1 ,540,000 Capital Costs: Design 40,000 40,000 Right of Way -Construction 40,000 1,460,000 1,500,000 Subtotal -40,000 -1 ,500,000 ---1 ,540,000
Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate
Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund 25,000 25,000 Federal -State -Local 50,000 50,000 Other (KC Prop 2) 25,000 25,000
Other (Contribution) -Subtotal -100,000 -----100,000 Capital Costs: Design 5,000 5,000 Right of Way -Construction 95,000 95,000 Subtotal -100,000 -----100,000 Ant icipated Impact on
Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local -Other (Park Impact Fee) 200,000 200,000 Other (Contribution) 200,000 200,000
Subtotal -400,000 -----400,000 Capital Costs: Design 15,000 15,000 Right of Way -Construction 385,000 385,000 Subtotal -400,000 -----400,000 Ant icipated Impact on Future Operat ing
Budgets (Annual Maintenance Cost): $10,000 This project will provide for trail system maintenance, play structure replacement and riverbank stabilization. This project will provide for
trail system maintenance, play structure replacement and riverbank stabilization. Project Name: Roegner Park Project No: gpbd10 Project Name: Game Farm Park Improvements Project No:
gpbd08 Project Name: Sunset Park Project No: gpbd06 Improve interior lighting and pathways and provide access from the newly acquired property on southwest corner of the park. Replace
synthetic turf on two full sized soccer fields. 358
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local -REET 2 25,000 150,000 175,000 Other (Contribution) -Subtotal -25,000 150,000
----175,000 Capital Costs: Design 25,000 25,000 Right of Way -Construction 150,000 150,000 Subtotal -25,000 150,000 ----175,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $5,000 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018
2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal 250,000 250,000 State -Local -Other (KC Prop 2) -Other (Park Impact Fee) 150,000 150,000 Subtotal -400,000 -----400,000
Capital Costs: Design 50,000 50,000 Right of Way -Construction 350,000 350,000 Subtotal -400,000 -----400,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
$0 Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022
Total Municipal Parks Constr. Fund 75,000 75,000 Federal -State -Local -Other (KC Prop 2) -Other (Park Impact Fee) 75,000 75,000 Subtotal --150,000 ----150,000 Capital Costs: Design
10,000 10,000 Right of Way -Construction 140,000 140,000 Subtotal --150,000 ----150,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Construct new restroom
to replace the dated facility at Les Gove Park. Project Name: Lakeland Hi l ls Playground Replacement Project No: gpbd15 Replace aging playground at Lakeland Hills. Project Name: Lakeland
Hi l ls Nature Area Project No: gpbd11 Complete Master Plan to include the development and construction of an environmental community park. Trails, fencing, parking and visitor amenities
are included in the project. Project Name: Les Gove Restroom Faci l ity Project No: gpbd14 359
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local -REET 2 100,000 100,000 Other (Park Impact Fee) -Subtotal --100,000 ----100,000
Capital Costs: Design 20,000 20,000 Right of Way -Construction 80,000 80,000 Subtotal --100,000 ----100,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
$0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022
Total Municipal Parks Constr. Fund -Federal -State -Local -REET 2 25,000 25,000 Other (Park Impact Fee) -Subtotal -25,000 -----25,000 Capital Costs: Design -Right of Way -Construction
25,000 25,000 Subtotal -25,000 -----25,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2018 Prior
Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local -REET 2 27,000
27,000 Other (Park Impact Fee) -Subtotal --27,000 ----27,000 Capital Costs: Design -Right of Way -Construction 27,000 27,000 Subtotal --27,000 ----27,000 Ant icipated Impact on Future
Operat ing Budgets (Annual Maintenance Cost): $0 Install drainage improvements to remedy poor surface and subsurface drainage. Drainage improvements will include cutting and filling
the site to proper grades, installing subsurface drainage, and grading all imported materials to a finished product. Sod will be cut and saved, and irrigation will be installed by golf
course staff. Improve drainage at the entrance and in the parking lot at Game Farm Park. For years the entrance to the park and parking lots have flooded during heavy rain events. Alternatives
need to be explored to divert stormwater in the necessary direction to avoid flooding these areas and affecting access to the park and sports complex. Project Name: First Green & Surrounds
Rebui ld Project No: gpbd17 Eliminate closed contours through the design and installation of drainage improvements. Drainage improvements will include cutting and filling the site to
proper grades, installing subsurface drainage, and grading all imported materials to a finished product. Sod will be cut and saved, and irrigation will be installed by golf course staff.
Project Name: 10th Green & Surrounds Rebui ld Project No: gpbd18 Project Name: Game Farm Drainage Improvements Project No: gpbd16 360
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local -REET 2 30,000 30,000 60,000 Other (Park Impact Fee) -Subtotal -30,000
30,000 ----60,000 Capital Costs: Design -Right of Way -Construction 30,000 30,000 60,000 Subtotal -30,000 30,000 ----60,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance
Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021
2022 Total Municipal Parks Constr. Fund -Federal -State -Local -REET 2 20,000 20,000 Other (Park Impact Fee) -Subtotal -20,000 -----20,000 Capital Costs: Design -Right of Way -Construction
20,000 20,000 Subtotal -20,000 -----20,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior
Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -Federal -State -Local -REET 2 45,000
45,000 Other (Park Impact Fee) -Subtotal -45,000 -----45,000 Capital Costs: Design -Right of Way -Construction 45,000 45,000 Subtotal -45,000 -----45,000 Ant icipated Impact on Future
Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Fairway Drainage Improvement Project No: gpbd19 Apply top dressing sand to the first five fairways in order to firm up
these landing areas so that the holes are playable year round. Sand will be applied with a three yard topdressing machine. Sand will be applied bi/weekly at a tenth of an inch of sand
throughout the fairways. Fairways will start to show improvements once four inches of sand are applied. Project Name: Chemical Storage Container Project No: gpbd20 Replace the existing
chemical storage container with a new Occupational Safety and Health Administration (OSHA) approved container. The new container will be 8-feet wide by 20-feet long. Project Name: Topdressing
Sand Storage Cover Structure Project No: gpbd21 Construct a structure for topdressing material, which is currently being stored in outdoor bunkers. The new structure will be similar
to what Public Works M&O uses for their sanding and asphalt materials. The structure will be approximately 60-feet wide X 35-feet deep X 16-feet tall. 361
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund 20,000 20,000 Federal -State -Local -REET 2 -Other (Park Impact Fee) -Subtotal -20,000 -----20,000
Capital Costs: Design -Right of Way -Construction 20,000 20,000 Subtotal -20,000 -----20,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Prior Budget
Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Municipal Parks Constr. Fund -95,000 125,000 50,000 50,000 5 0,000 50,000
420,000 Federal -250,000 -----250,000 Local 115,000 681,906 -----681,906 State -268,100 50,000 1 ,550,000 50,000 5 0,000 50,000 2,018,100 Other (Park Impact Fee) 10,922 545,000 125,000
110,000 50,000 5 0,000 50,000 930,000 Other (KC Prop 2) 324,614 228,100 255,000 125,000 125,000 1 25,000 125,000 983,100 REET 1 -125,000 -----125,000 REET 2 -165,000 307,000 ----472,000
Other TBD & Contributions -220,000 -----220,000 Subtotal 450,536 2,578,106 862,000 1 ,835,000 275,000 275,000 275,000 6,100,106 Capital Costs: Design 15,000 118,500 35,000 40,000 ---193,500
Property Acquisition 46,414 375,000 125,000 125,000 125,000 1 25,000 125,000 1,000,000 Right of Way --------Construction 389,122 2,084,606 702,000 1 ,670,000 150,000 1 50,000 150,000
4,906,606 Subtotal 450,536 2,578,106 862,000 1 ,835,000 275,000 275,000 275,000 6,100,106 Install infrared security cameras to both the interior areas of the park, and the northern parking
lots. There will be three observations areas that will cover a majority of the approximate 25 -acres of park area. The system has off-site monitoring capabilities, which includes both
web and smartphone viewing. The HD level cameras has zoom technology that will aid the Police Department, improve public safety, and decrease crime in and around the Les Gove Community
Campus. Project Name: Les Gove Campus Security Cameras Project No: gpbd22 TOTAL CAPITAL COSTS and FUNDING SOURCES -MUNICIPAL PARKS 362
2017-2018 Biennial Budget Section VII: Capital Planning $0 $300 $600 $900 $1,200 $1,500 Municipal Parks Fund Federal, State & Local Grants Park Impact Fees King County Prop 2 REET Other
Thousands Parks, Arts & Recreation Projects 2017 /2018 Revenue Sources 2017 2018 $0 $750 $1,500 $2,250 $3,000 2017 2018 2019 2020 2021 2022 Thousands Parks , Arts & Recreation Projects
Projected Capital Expenditures 363
2017-2018 Biennial Budget Section VII: Capital Planning 364
2017-2018 Biennial Budget Section VII: Capital Planning General Municipal and Community Improvement Projects Twelve Community Improvement Projects totaling $1,365,331 are budgeted for
2017 and ten projects totaling $1,821,109 are budgeted for 2018. Seven General Municipal Building Projects totaling $1,558,037 are budgeted for 2017 and eight projects totaling $2,352,039
are budgeted for 2018. The “Community Improvement Projects” include the following: The Auburn Environmental Park Boardwalk –Phase 2 project ($35,000 in 2017 and $800,000 in 2018) will
construct a combination of surface trail and elevated boardwalk trail from the current terminus at the Bird Viewing Tower to a connection with the Interurban Trail. (See Map – “B”)
The Citywide ADA & Sidewalk Improvements Project ($200,000 in both 2017 and 2018) will fund citywide accessibility improvements to the public right-of way sidewalk system including adding/upgrading
curb ramps, removing barriers to access and completing gaps. Annual Traffic Signal Replacement & Improvements ($175,000 in both 2017 and 2018) will fund replacement for traffic signal
and Intelligent Transportation System equipment. This project will also fund minor safety improvements, operations improvements and Accessible Pedestrian Signal improvements. Local
Revitalization Debt Service ($222,510 in 2017 and $226,109 in 2018) for GO Bonds issued for the Downtown Promenade Improvements. The City Downtown Public Parking Lot Reconfiguration
Project ($326,251 in 2017) will reconfigure the City owned public parking lot between Safeway and Main Street to address pedestrian and vehicular circulation. (See Map – “F”) The “General
Municipal Building Projects” include the following: The Downtown Auburn Arts Center Project ($293,000 in 2017 and $637,000 in 2018) will fund renovation of the property and building
located at Auburn Avenue to create a dedicated Art Center in the downtown area. This project would increase access to the arts for all Auburn residents and visitors. (See Map – “A”)
Construction of a Vehicle Maintenance Bay ($250,000 in 2017 and $220,000 2018) for heavy equipment and large vehicles to improve efficiency and the ability to perform inspections and
maintenance on more than one large vehicle at a time. (See Map – “C”) The M&O Fuel Tank Replacement Project ($70,000 in 2017 and $250,000 in 2018) will replace three 10,000-gallon
underground tanks that were installed in 1989 with new above ground tanks. This project will provide future costs savings to the City due to reduced maintenance and inspections costs.
(See Map – “D”) City Hall Exterior Structural Repairs ($250,000 in 2018) will provide funding to repair structural deterioration. (See Map – “E”) City Hall Annex Debt Service ($645,037
in 2017 and $645,039 in 2018) for GO Bonds issued for the City Hall Annex. 365
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Capital Improvement Fund 328 172,493 -Federal -State -Local -REET 400,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Other -Subtotal 572,493 200,000 200,000 200,000 200,000 200,000 200,000 1 ,200,000 Capital Costs: Design -Right of Way -Construction 572,493 200,000 200,000 200,000 200,000 200,000 200,000
1,200,000 Subtotal 572,493 200,000 200,000 200,000 200,000 200,000 200,000 1 ,200,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project:
NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Capital
Improvement Fund 328 -Federal -State -Local -REET 175,000 175,000 175,000 200,000 200,000 200,000 200,000 1,150,000 Other -Subtotal 175,000 175,000 175,000 200,000 200,000 200,000 200,000
1 ,150,000 Capital Costs: Design -Right of Way -Construction 175,000 175,000 175,000 200,000 200,000 200,000 200,000 1,150,000 Subtotal 175,000 175,000 175,000 200,000 200,000 200,000
200,000 1 ,150,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate
Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Capital Improvement Fund 328 -Federal -State -Local -REET 78,283 -Other (Traffic Impact)
516,106 20,000 20,000 Subtotal 594,389 20,000 -----20,000 Capital Costs: Design 170,706 -Right of Way -Construction 423,683 20,000 20,000 Subtotal 594,389 20,000 -----20,000 Ant icipated
Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Citywide ADA & Sidewalk Improvements This project funds citywide accessibility improvements to the public
right-of-way sidewalk system including adding/upgrading curb ramps, removing barriers to access and completing gaps. Improvements are programmed annually based on the criteria adopted
in the City's Public Right-of-Way Accessibility Transition Plan. Project No: various, gcbd01 Project Name: Annual Traf f ic Signal Replacement & Improvements Project No: various, gcbd07
This project funds end of life capital replacement for traffic signal and Intelligent Transportation System equipment including cabinets, video detection cameras, field network devices,
traffic cameras, battery backup components, and other related equipment. This project also funds minor safety improvements, operations improvements, and Accessible Pedestrian Signal
Improvements based on the criteria adopted in the City's Public Right-of-Way Accessibility Transition Plan. The project consists of developing a wetland mitigation plan and conducting
construction within the Goedecke South Property owned by the Sewer Utility in order to compensate for the loss of approximately 1.6-acre wetlands on the Mohawk Plastics property. The
project was approved under an existing agreement approved by Resolution No. 4196, June 2007. The project was completed in 2010 and is currently within the 10-year monitoring period,
which involves annual maintenance, monitoring and reporting. Staff anticipates to receive early release from the monitoring period in 2016 or 2017. Project Name: Mohawks Plast ics Site
Mit igat ion Project Project No: cp0767 366
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Capital Improvement Fund 328 -Federal -State -Local -REET 194,000 100,000 150,000 150,000 150,000 150,000 150,000 850,000 Other
(Traffic Impact) -Subtotal 194,000 100,000 150,000 150,000 150,000 150,000 150,000 850,000 Capital Costs: Design -Right of Way -Construction 194,000 100,000 150,000 150,000 150,000 150,000
150,000 850,000 Subtotal 194,000 100,000 150,000 150,000 150,000 150,000 150,000 850,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project:
NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: 2 Years 2017 2018 2019 2020 2021 2022 Total Capital
Improvement Fund 328 -Federal -State -Local -REET 133,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000 Other -Subtotal 133,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs: Design -Right of Way -Construction 133,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000 Subtotal 133,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000 Ant icipated
Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2021 Prior Budget Budget Est imate Est imate Est imate Est imate
2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Federal -State -Local -REET -Other -Wetland Mitigation 4,355 31,570 5,000 5,000 5,000 5,000 51,570 Subtotal 4,355 31
,570 5,000 5,000 5,000 5,000 -51 ,570 Capital Costs: Design 10,000 10,000 Right of Way -Construction 4,355 21,570 5,000 5,000 5,000 5,000 41,570 Subtotal 4,355 31 ,570 5,000 5,000 5,000
5,000 -51 ,570 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Neighborhood Traf f ic Calming Program This project will implement neighborhood
traffic calming strategies including street lighting, speed cushions, signage, speed radar signs, mini roundabouts, chicanes, traffic circles, and other approved traffic calming devices.
Projects will be selected annually based on neighborhood meetings, public surveys, and engineering studies. Project Name: City Wet land Mit igat ion Projects Project No: cp1315 This
project designs and constructs off-site wetland mitigation in the Auburn Environmental Park for participating development projects as approved through the City's development review process.
Design, construction, monitoring, and maintenance of the mitigation is funded through wetland mitigation fees collected by the City. Project No: gcbd06 Project Name: Publ ic Art Project
No: gcbd05 The City designates $30,000 annually toward the purchase of public art, for placement at various locations throughout the City. 367
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Capital Improvement Fund 328 -Federal -State 550,000 5 50,000 Local 250,000 250,000 REET 40,000 35,000 35,000 Other -Subtotal
40,000 35,000 800,000 ----835,000 Capital Costs: Design 40,000 35,000 35,000 Right of Way -Construction 800,000 800,000 Subtotal 40,000 35,000 800,000 ----835,000 Ant icipated Impact
on Future Operat ing Budgets (Annual Maintenance Cost): $10,000 Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate
2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Capital Improvement Fund 328 -Federal -State -Local -REET 25,000 35,000 60,000 Other -Subtotal -25,000 35,000 ----60,000
Capital Costs: Design 25,000 25,000 Right of Way 35,000 35,000 Construction -Subtotal -25,000 35,000 ----60,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost):
$0 Capacity Project: NO Anticipated Year of Completion: 2019 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022
Total Capital Improvement Fund 328 -Federal -State -Local -REET 100,000 100,000 100,000 3 00,000 Other -Subtotal -100,000 100,000 100,000 ---300,000 Capital Costs: Design -Right of Way
-Construction 100,000 100,000 100,000 300,000 Subtotal -100,000 100,000 100,000 ---300,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name:
Auburn Environmental Park Boardwalk -Phase 2 Project Name: Citywide Bridge Rai l ing Replacements Project No: gcbd08 Project No: cp1611 The Auburn Environmental Park (AEP) provides vegetated
natural open space within an urbanized area. The AEP provides opportunities for local economic development, water quality improvement, storm water detention, flood control, fish and
wildlife enhancement, visual resources, public education, and passive recreation, including walking trails and bird viewing amenities. In 2012, the City completed the construction of
approximately 1,200 lineal feet of the first phase (Phase 1) of an elevated boardwalk trail in the Auburn Environmental Park (AEP). This trail extended from West Main Street through
existing wetlands in the AEP terminating at the base of the Bird Viewing Tower constructed in 2009. As part of the construction of the elevated boardwalk, the City also installed interpretative
signage, bench seating, limited new vehicle parking on Western Avenue and over two acres of wetland species of trees, plants and shrubs. Phase 2 of the elevated boardwalk trail would
construct a combination of approximately 2,000 lineal feet of surface trail and elevated boardwalk trail from the current terminus at the Bird Viewing Tower to a connection with the
Interurban Trail. The Phase 2 project will further previous and current Councils’ visions of the AEP providing passive recreation and environmental education opportunities for all Auburn
citizens. Phase 1: Develop a citywide wayfinding design and strategy. This phase will include a pedestrian strategy for downtown and a vehicular strategy that would be deployed citywide.
The design effort will include identification of key locations to install wayfinding signage as well as the look and appearance of signage. Phase 2: Produce and deploy wayfinding signage
consistent with the design developed in phase 1. This project will fund the refinishing/replacement of bridge railings for the 15th ST NW Bridges over the BNSF and UP Railroads and the
Auburn Way South Bridge over R Street SE. Project Name: Wayf inding Program Project No: gcbd03 368
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Capital Improvement Fund 328 -Federal -State -Local -REET 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Other -Subtotal
-100,000 100,000 100,000 100,000 100,000 100,000 600,000 Capital Costs: Design -Right of Way -Construction 100,000 100,000 100,000 100,000 100,000 100,000 600,000 Subtotal -100,000 100,000
100,000 100,000 100,000 100,000 600,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2018 Prior
Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Local Revitalization Fund 330 -Federal -State 93,000 597,000
6 90,000 Local 200,000 40,000 240,000 REET -Other -Subtotal -293,000 637,000 ----930,000 Capital Costs: Design 93,000 93,000 Right of Way -Construction 200,000 637,000 837,000 Subtotal
-293,000 637,000 ----930,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $95,000 Capacity Project: NO Anticipated Year of Completion: 2015 Prior Budget
Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Local Revitalization Fund 330 30,000 326,251 326,251 Federal -State
-Local -REET -Other -Subtotal 30,000 326,251 -----326,251 Capital Costs: Design -Right of Way -Construction 30,000 326,251 326,251 Subtotal 30,000 326,251 -----326,251 Ant icipated Impact
on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: City Downtown Publ ic Parking Lot Reconf igurat ion Project No: cpxxxx Reconfigure the City owned public parking
lot between Safeway and Main Street to address pedestrian and vehicular circulation; remove existing landscaping to allow more flexibility in the parking lot redesign; explore whether
more parking stalls can be added to the lot to aid in providing additional customer parking within Downtown Auburn; and resurface the parking lot. This project will fund street lighting
improvements in neighborhoods without existing infrastructure. Projects will be selected from prioritized list developed with neighborhood input. Project Name: Downtown Auburn Arts Center
Project No: cp1612 Renovation to the property and building located at 20 Auburn Avenue (100 Auburn Avenue)Building for the creation of a Downtown Arts Center. The renovation of this
building will allow increased access to the arts for Auburn residents and visitors. Having a dedicated Art Center alongside the Auburn Avenue Theater performing arts series has the potential
to transform Auburn into an arts tourism destination within the South Puget Sound. This project is a high priority for the City of Auburn and the purchase of this important building
was completed in 2016. Project Name: Citywide Street Light ing Improvements Project No: gcbd09 369
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: Beyond 2022 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: 3 Years 2017 2018 2019 2020 2021 2022 Total Federal -State -Local -REET 653,200 222,510 226,109 220,500 220,300 224,700 223,400 1,337,519 Other -Subtotal 653,200 222,510
226,109 220,500 220,300 224,700 223,400 1 ,337,519 Capital Costs: Design -Right of Way -Long-Term Debt Service 653,200 222,510 226,109 220,500 220,300 224,700 223,400 1,337,519 Subtotal
653,200 222,510 226,109 220,500 220,300 224,700 223,400 1 ,337,519 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year
of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Equipment Rental Fund 5,451 -Federal
-State -Local -REET 25,000 25,000 50,000 Other (Water, Sewer & Storm Funds) 75,000 75,000 150,000 Subtotal 5,451 100,000 100,000 ----200,000 Capital Costs: Design 10,000 10,000 20,000
Right of Way -Construction 5,451 90,000 90,000 180,000 Subtotal 5,451 100,000 100,000 ----200,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity
Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Equipment
Rental Fund 29,276 -Federal -State -Local -REET 62,500 55,000 117,500 Other (Water, Sewer & Storm Funds) 187,500 165,000 352,500 Subtotal 29,276 250,000 220,000 ----470,000 Capital Costs:
Design 25,000 22,000 47,000 Right of Way -Construction 29,276 225,000 198,000 423,000 Subtotal 29,276 250,000 220,000 ----470,000 Ant icipated Impact on Future Operat ing Budgets (Annual
Maintenance Cost): $0 Project No: cp1223 Build additional vehicle bay at Equipment Rental shop for heavy equipment and large vehicles to improve efficiency and remove choke points. Adding
a large vehicle bay with a large vehicle lift will enable us to perform inspections and maintenance on more than one large vehicle at a time, this becomes extremely important during
emergency operations such as snow and ice events. The City currently has 2.5 maintenance bays, this project will add one more maintenance bay for a total of 3.5 bays. Project No: cp0711
Enclose the 8 existing bays to provide necessary weather protection for street sweepers, vactors, sanding, and snow plow equipment. Construct storage shed to facilitate removal of portable
containers, improving space utilization and traffic flow throughout M&O. Project Name: Local Revital izat ion Project No: cpxxxx To pay debt service costs on 2010 General Obligation
bonds issued for the Downtown Promenade Improvements. Project Name: M&O Vehicle Storage Bay Improvements Project Name: Equipment Rental Vehicle Maintenance Bay 370
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Equipment Rental Fund -Federal -State -Local -REET 17,500 62,500 80,000 Other (Water, Sewer & Storm Funds) 52,500 187,500 240,000
Subtotal -70,000 250,000 ----320,000 Capital Costs: Design 7,000 25,000 32,000 Right of Way -Construction 63,000 225,000 288,000 Subtotal -70,000 250,000 ----320,000 Capacity Project:
NO Anticipated Year of Completion: 2017 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Equipment Rental
Fund -Federal -State -Local -REET 37,500 37,500 Other (Water, Sewer & Storm funds) 112,500 112,500 Subtotal -150,000 -----150,000 Capital Costs: Design 15,000 15,000 Right of Way -Construction
135,000 135,000 Subtotal -150,000 -----150,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: 2018
Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Equipment Rental Fund -Federal -State -Local -REET 12,500
12,500 25,000 Other (Water, Sewer & Storm funds) 37,500 37,500 75,000 Subtotal -50,000 50,000 ----100,000 Capital Costs: Design 50,000 50,000 100,000 Right of Way -Construction -Subtotal
-50,000 50,000 ----100,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Maintenance and Operat ions Master Planning Project Name: M &
O Fuel Tank Replacement Project Name: M & O Lunchroom Expansion Project No: erbd02 Expansion of the current lunchroom by redesigning the area to accommodate All-Staff meetings, provide
for a training facility, lunch room and also serve as the Department Operations Center (DOC) during an emergency event. In addition, the design will include sliding doors which will
allow the area to serve two purposes at once, for example, one half of the room being used as a DOC and the other half open to employees to use as a lunch/break room. Project No: erbd03
Use consulting services to look at current and future space needs for maintenance activities. This will encompass land, building and access needs at the existing site or other locations.
Project No: erbd01 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): This project should reduce the operating budget due to lower maintenance and inspection
costs. Replace three 10,000 gallon underground tanks with new above ground tanks. The existing tanks were installed in 1989 and are single wall fiberglass tanks. It will be a benefit
to the City to have the tanks above ground in the future due to the reduced maintenance and inspection cost. 371
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Equipment Rental Fund -Federal -State -Local -REET 250,000 2 50,000 Other -Subtotal --250,000 ----250,000 Capital Costs: Design
-Right of Way -Construction 250,000 250,000 Subtotal --250,000 ----250,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated
Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Equipment Rental Fund -Federal
-State -Local -REET 200,000 2 00,000 Other -Subtotal --200,000 ----200,000 Capital Costs: Design -Right of Way -Construction 200,000 200,000 Subtotal --200,000 ----200,000 Ant icipated
Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Capacity Project: NO Anticipated Year of Completion: Beyond 2020 Prior Budget Budget Est imate Est imate Est imate Est
imate 2017-22 Funding Sources: 3 Years 2017 2018 2019 2020 2021 2022 Total Capital Improvement Fund 328 -Federal -State -Local -REET 1,947,750 645,037 645,039 657,100 658,200 656,250
674,150 3,935,776 Other -Subtotal 1 ,947,750 645,037 645,039 657,100 658,200 656,250 674,150 3,935,776 Capital Costs: Design -Right of Way -Long-Term Debt Service 1,947,750 645,037 645,039
657,100 658,200 656,250 674,150 3,935,776 Subtotal 1 ,947,750 645,037 645,039 657,100 658,200 656,250 674,150 3,935,776 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance
Cost): $0 To pay debt service costs on General Obligation bonds issued for the City Hall Annex. Project Name: City Hal l Annex Debt Service Project No: cpxxxx Project No: msxxxx This
project will fund City Hall exterior structural repairs. Project Name: City Hal l Roof Replacement Project No: msxxxx This project will replace the existing roof at City Hall. Project
Name: City Hal l Exterior Structural Repairs 372
2017-2018 Biennial Budget Section VII: Capital Planning Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvements Fund 328 172,493 -------Equipment Rental Fund 560 34,727 -------Local Revitalization Fund 330 30,000 326,251 -----326,251 Federal --------State -93,000 1,147,000
----1,240,000 Local -200,000 290,000 ----490,000 REET 3,621,233 1,787,547 2,266,148 1,657,600 1,558,500 1,560,950 1 ,577,550 10,408,295 Other 520,461 516,570 470,000 5,000 5,000 5,000
-1,001,570 Subtotal 4,378,914 2,923,368 4,173,148 1 ,662,600 1 ,563,500 1 ,565,950 1 ,577,550 13,466,1 16 Capital Costs: Design 210,706 270,000 107,000 ----3 77,000 Right of Way --35,000
----35,000 Construction 4,168,208 2,653,368 4,031,148 1,662,600 1,563,500 1,565,950 1 ,577,550 13,054,116 Long-Term Debt Service 2,600,950 867,547 871,148 877,600 878,500 880,950 897,550
5,273,295 Subtotal 4,378,914 2,923,368 4,173,148 1 ,662,600 1 ,563,500 1 ,565,950 1 ,577,550 13,466,1 16 TOTAL CAPITAL COSTS and FUNDING SOURCES -GENERAL GOVERNMENTAL PROJECTS 373
2017-2018 Biennial Budget Section VII: Capital Planning $0 $625 $1,250 $1,875 $2,500 Local Revitalization Fund Local Grants State Grant REET Other Thousands General Municipal & Community
Projects 2017 /2018 Revenue Sources 2017 2018 $0 $1,250 $2,500 $3,750 $5,000 2017 2018 2019 2020 2021 2022 Thousands General Municipal & Community Improvement Projects Projected Capital
Expenditures 374
2017-2018 Biennial Budget Section VII: Capital Planning 375
2017-2018 Biennial Budget Section VII: Capital Planning 376
2017-2018 Biennial Budget Section VII: Capital Planning Other Proprietary Fund Projects Airport Fund: (See Map – “A”) Three capital projects totaling $363,334 are budgeted for 2017 and
two capital project totaling $1,853,334 is budgeted for 2018. The Airport Projects includes the following: The Runway Enhancement Project ($333,334 in 2017 and $1,833,334 in 2018)
will provide funding the enhancement of Runway 16/34 per the Airport Layout Plan and the Master Plan Update for increased safety and utilization The Jet Fueling Facility Project ($10,000
in 2017) will construct the necessary site improvements for a temporary 2,200 gallon fueling truck for Jet A fuel on site in 2017. The Annual Repair and Replacement of Airport Facilities
Project ($20,000 in 2017 and $20,000 in 2018) will provide funding for completing various capital repairs at the Airport. Cemetery Fund: There are no capital projects currently planned
for 2017/2018. 377
2017-2018 Biennial Budget Section VII: Capital Planning Capacity Project: NO Anticipated Year of Completion: 2018 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22
Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Airport Fund 19,488 16,667 91,667 108,334 Federal 220,253 300,000 1 ,650,000 1,950,000 State 12,161 16,667 91,667 108,334 Local
-REET -Other -Subtotal 251 ,902 333,334 1 ,833,334 ----2,166,668 Capital Costs: Design 333,334 333,334 Environmental Assessment 2 51,902 -Construction 1,833,334 1,833,334 Subtotal 251
,902 333,334 1 ,833,334 ----2,166,668 Capacity Project: NO Anticipated Year of Completion: 2021 Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years
2017 2018 2019 2020 2021 2022 Total Airport Fund 10,000 50,000 60,000 Federal -State -Local -REET -Other 350,000 350,000 Subtotal -10,000 --50,000 350,000 -410,000 Capital Costs: Design
50,000 50,000 Right of Way -Construction 10,000 350,000 360,000 Subtotal -10,000 --50,000 350,000 -410,000 Capacity Project: NO Anticipated Year of Completion: Beyod 2022 Prior Budget
Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total Airport Fund 20,000 20,000 20,000 20,000 2 0,000 20,000 120,000 Federal
-State -Local -REET -Other -Subtotal -20,000 20,000 20,000 20,000 20,000 20,000 120,000 Capital Costs: Design -Right of Way -Construction 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Subtotal -20,000 20,000 20,000 20,000 20,000 20,000 120,000 Ant icipated Impact on Future Operat ing Budgets (Annual Maintenance Cost): $0 Project Name: Jet A Fuel ing Faci l ity This
is an annual repair and replacement program for the purpose of completing repairs to site fencing, hanger doors, fueling facilities, roof repairs, etc. Project No: apbd04 Ant icipated
Impact on Future Operat ing Budgets: $0 Project Name: Runway Enhancements Project No: cp1516 Enhance Runway 16/34 per Airport Layout Plan & Master Plan Update for increased safety and
utilization. This also includes the As-built AGIS Survey that is required following the runway construction. Construct any necessary site improvements to accommodate a temporary 2,200
gallon fueling truck for Jet A fuel on site in 2017. Design and Construct a permanent 12,000 gallon Fuel Tank for Jet A service at Airport in 2020 and 2021 after the runway extension
is complete and demand for Jet A fuel is established. Project Name: Annual Repair and Replacement of Airport Faci l it ies Project No: apbd05 Ant icipated Impact on Future Operat ing
Budgets (Annual Maintenance Cost): $5,000/month to be offset by fuel sale revenues 378
2017-2018 Biennial Budget Section VII: Capital Planning Prior Budget Budget Est imate Est imate Est imate Est imate 2017-22 Funding Sources: Years 2017 2018 2019 2020 2021 2022 Total
Airport Fund 19,488 46,667 111,667 20,000 70,000 2 0,000 20,000 288,334 Federal 220,253 300,000 1 ,650,000 ----1,950,000 State 12,161 16,667 91,667 ----108,334 Local --------REET --------Other
-----350,000 -350,000 Subtotal 251 ,902 363,334 1 ,853,334 20,000 70,000 370,000 20,000 2,696,668 Capital Costs: Design -333,334 --50,000 --383,334 Environmental Assessment 2 51,902
-------Right of Way --------Construction -30,000 1 ,853,334 20,000 20,000 370,000 20,000 2,313,334 Subtotal 251 ,902 363,334 1 ,853,334 20,000 70,000 370,000 20,000 2,696,668 TOTAL CAPITAL
COSTS and FUNDING SOURCES -AIRPORT 379
2017-2018 Biennial Budget Section VII: Capital Planning $0 $450 $900 $1,350 $1,800 Airport Fund FAA Grants State Grants Thousands Other Proprietary Fund Projects 2017 /2018 Revenue Sources
2017 2018 $0 $500 $1,000 $1,500 $2,000 2017 2018 2019 2020 2021 2022 Thousands Other Proprietary Fund Projects Projected Capital Expenditures 380
2017-2018 Biennial Budget Section VIII: Appendices APPENDIX A POSITION SALARY SCHEDULE The following pages in this appendix detail the compensation ranges for all City of Auburn employees,
both affiliated and non-affiliated. The amounts listed include only base salaries, excluding benefits such as retirement, health insurance, etc. Elected Officials Minimum Maximum Mayor
N/A $142,351.44 Deputy Mayor N/A $19,584.00 Council Members N/A $14,688.00 Department Director s Minimum Maximum Administration Director $131,057.76 $161,103.36 City Attorney $131,057.76
$161,103.36 Community Development & Public Works Director $131,057.76 $161,103.36 Finance Director $131,057.76 $161,103.36 Human Resources/Risk Management Director $131,057.76 $161,103.36
Innovation & Technology Director $131,057.76 $161,103.36 Parks, Arts, & Recreation Director $131,057.76 $161,103.36 Police Chief N/A $169,308.48 381
2017-2018 Biennial Budget Section VIII: Appendices POSITION SALARY SCHEDULE Auburn Police Department The police department has both affiliated and unaffiliated positions. The charts
on this page represent the positions organized by the bargaining units. Wages reflected here are base wages only and do not include longevity, education or other premiums. Contract periods
are listed below each chart. All unaffiliated positions under the direction of the Police Chief are included with all of the City’s unaffiliated positions later in this appendix. Commanders
Minimum Maximum Police Commander N/A $130,351.44 Contract Period: January 2016 -December 2018. Commissioned Minimum Maximum Police Officer $66,934.80 $84,642.24 Police Sergeant N/A $99,488.64
Contract Period: January 2016 -December 2018. Non-Commissioned Minimum Maximum Animal Control Officer $55,758.00 $66,223.92 Evidence/Identification Technician $50,300.40 $62,057.76 Parking
Control Attendant $41,370.24 $52,118.16 Police Services Specialist $44,170.80 $55,644.72 Police Services Supervisor $52,122.96 $64,306.80 Contract Period: January 2016 -December 2018.
382
2017-2018 Biennial Budget Section VIII: Appendices POSITION SALARY SCHEDULE Teamsters Other affiliated positions within the City are represented by Teamster Local No. 117. As with some
of the non-affiliated positions, the positions classified below may have positions in more than one department. Teamsters Minimum Maximum Building Technician $55,308.00 $72,781.20 Custodian
$40,365.12 $47,581.68 Custodian Lead $45,093.60 $53,155.92 Electrician $57,471.12 $75,628.56 M&O Mechanic $60,358.56 $69,144.48 Maintenance Specialist $61,006.32 $69,886.32 Maintenance
Worker I $47,209.92 $57,797.52 Maintenance Worker I (CDL) $48,154.08 $58,953.36 Maintenance Worker II $55,804.56 $64,264.08 Maintenance Worker II (CDL) $56,920.56 $65,549.28 Meter Reader
$44,554.08 $54,547.44 Parks Mechanic $59,197.68 $67,814.64 Expected Contract Period: January 2017 -December 2019. 383
2017-2018 Biennial Budget Section VIII: Appendices POSITION SALARY SCHEDULE Non-Affiliated Employees Minimum Maximum Accountant $65,933.52 $81,047.52 Accounting Manager $89,398.56 $109,894.56
Accounting Specialist $53,872.32 $66,223.92 Administrative Specialist -M&O $48,795.60 $59,983.44 Arts & Events Manager $76,874.40 $94,496.88 Arts Coordinator $65,933.52 $81,047.52 Assistant
Chief of Police N/A $153,384.24 Assistant City Attorney $102,587.52 $126,107.04 Assistant City Engineer $102,587.52 $126,107.04 Assistant Director of Community Development Services $118,203.12
$145,302.24 Assistant Director of Engineering Services/City Engineer $118,203.12 $145,302.24 Assistant Director of Finance $118,203.12 $145,302.24 Assistant Director of Innovation &
Technology $118,203.12 $145,302.24 Assistant Director of Public Works Services $118,203.12 $145,302.24 Assistant Golf Professional $59,505.84 $73,182.48 Associate Engineer $76,874.40
$94,496.88 Budget & Business Manager $76,874.40 $94,496.88 Building Inspector $65,933.76 $81,047.52 Capitol Projects Manager $97,682.64 $120,075.84 Cemetery Supervisor $71,611.68 $88,030.08
Chief Prosecutor $89,398.56 $109,894.56 City Clerk $83,067.36 $102,109.20 City Prosecutor $76,874.40 $94,496.88 Civil Engineer -Utilities $79,949.04 $98,277.12 Code Compliance Officer
$65,933.76 $81,047.52 Communications Coordinator $65,933.52 $81,047.52 Community Services Work Crew Leader $48,795.60 $59,983.44 Compensation & Employee Relations Manager $102,587.52
$126,107.04 Construction Clerk $45,205.20 $55,310.88 Construction Inspector $65,933.76 $81,047.52 Construction Manager $76,874.40 $94,496.88 Contract Administration Specialist $53,872.32
$66,223.92 Contract Administration Specialist Supervisor $71,611.68 $88,030.08 Crime Analyst $65,933.52 $81,047.52 Curator of Education $59,505.84 $73,182.48 Customer Care Manager -Utilities
$89,398.56 $109,894.56 Customer Care Representative -Utilities $45,205.20 $55,310.88 Customer Care Supervisor $71,611.68 $88,030.08 Customer Support Manager $79,949.04 $98,277.12 Department
Administrative Assistant $53,872.32 $66,223.92 Deputy City Clerk $59,505.84 $73,182.48 Design Technician Supervisor $76,874.40 $94,496.88 Development Administration Specialist $53,872.32
$66,223.92 Development Engineer Manager $91,186.56 $112,092.00 Development Review Engineer $79,949.04 $98,277.12 Development Services Manager $102,587.52 $126,107.04 Domestic Violence
Victim Advocate $59,505.84 $73,182.48 384
2017-2018 Biennial Budget Section VIII: Appendices POSITION SALARY SCHEDULE Non-Affiliated Employees (cont.) Minimum Maximum Economic Development Manager $89,398.56 $109,894.56 Emergency
Management Specialist $53,872.32 $66,223.92 Emergency Manager $71,611.68 $88,030.08 Employment Manager $83,067.36 $102,109.20 Engineering Aide $61,885.44 $76,074.24 Engineering Design
Technician $71,611.68 $88,030.08 Engineering Survey Technician $61,885.44 $76,074.24 Environmental Planner $65,933.52 $81,047.52 Environmental Services Manager $76,874.40 $94,496.88
Executive Assistant to the Mayor $71,611.68 $88,030.08 Facilities Manager $83,067.36 $102,109.20 Facility Assistant $40,877.76 $49,797.84 Field Supervisor $71,611.68 $88,030.08 Financial
Analyst $71,611.68 $88,030.08 Financial Planning Manager $102,587.52 $126,107.04 Fleet/General Services Manager $83,067.36 $102,109.20 GIS & Database Specialist $61,885.44 $76,074.24
GIS Inventory Technician $53,872.32 $66,223.92 Golf Course Manager $76,874.40 $94,496.88 Human Resources Analyst $65,933.52 $81,047.52 Human Resources Assistant $53,872.32 $66,223.92
Human Resources Coordinator $65,933.52 $81,047.52 Human Services Manager $76,874.40 $94,496.88 Human Services Program Coordinator $65,933.52 $81,047.52 I&T Support Specialist $61,885.44
$76,074.24 Lead Permit Technician $61,885.44 $76,074.24 Legal Assistant $53,872.32 $66,223.92 Multimedia Assistant (.6 FTE) $24,526.66 $29,878.70 Multimedia Design Technician $61,885.44
$76,074.24 Multimedia Video Specialist $65,933.76 $81,047.52 Museum Director $76,874.40 $94,496.88 Network Engineer $76,874.40 $94,496.88 Network Services Manager $79,949.04 $98,277.12
Office Assistant $45,205.20 $55,310.88 Paralegal $59,505.84 $73,182.48 Parks Maintenance Manager $83,067.36 $102,109.20 Parks Planning & Development Manager $76,874.40 $94,496.88 Payroll
Accountant $65,933.52 $81,047.52 Payroll Specialist $53,872.32 $66,223.92 Permit Technician $53,872.32 $66,223.92 Planner $65,933.52 $81,047.52 Planner II $71,611.68 $88,030.08 Planning
Services Manager $89,398.56 $109,894.56 Plans Examiner $71,611.68 $88,030.08 Police Records Manager $76,874.40 $94,496.88 Program Specialist $53,872.32 $66,223.92 385
2017-2018 Biennial Budget Section VIII: Appendices POSITION SALARY SCHEDULE Non-Affiliated Employees (cont.) Minimum Maximum Project Engineer $91,186.56 $112,092.00 Project Survey Technician
$65,933.76 $81,047.52 Project Surveyor $76,874.40 $94,496.88 Real Property Analyst $68,830.80 $84,611.76 Records Clerk $48,795.60 $59,983.44 Recreation Manager $76,874.40 $94,496.88
Recreation Program Coordinator $65,933.52 $81,047.52 Registration Clerk/Office Assistant $45,205.20 $55,310.88 SCADA Technician $61,885.44 $76,074.24 Senior Center Supervisor $71,611.68
$88,030.08 Senior Construction Coordinator $71,611.68 $88,030.08 Senior Planner $76,874.40 $94,496.88 Sewer Utility Engineer $91,186.56 $112,092.00 Solid Waste & Recycling Supervisor
$71,611.68 $88,030.08 Solid Waste Customer Care Specialist $53,872.32 $66,223.92 Special Events & Farmers Market Specialist $53,872.32 $66,223.92 Special Events Coordinator $65,933.52
$81,047.52 Storm Drainage Technician $65,933.52 $81,047.52 Storm Drainage Utility Engineer $91,186.56 $112,092.00 Storm/Sewer Manager $83,067.36 $102,109.20 Stormwater Management Inspector
$65,933.52 $81,047.52 Street Systems Engineer $91,186.56 $112,092.00 Street/Vegetation Manager $83,067.36 $102,109.20 Survey Party Chief $65,933.52 $81,047.52 Survey Supervisor $83,067.36
$102,109.20 Systems Analyst $71,611.68 $88,030.08 Systems Security Analyst $71,611.68 $88,030.08 Teen Coordinator $65,933.52 $81,047.52 Theater Operations Coordinator $65,933.52 $81,047.52
Traffic Engineer $91,186.56 $112,092.00 Traffic Operations Engineer $91,186.56 $112,092.00 Traffic Operations Technician $76,874.40 $94,496.88 Traffic Signal Technician $65,933.52 $81,047.52
Transportation Manager $102,587.52 $126,107.04 Transportation Planner $79,949.04 $98,277.12 Utility Engineering Manager $102,587.52 $126,107.04 Utility Technician $53,872.32 $66,223.92
Water Division Manager $83,067.36 $102,109.20 Water Quality Program Coordinator $76,874.40 $94,496.88 Water Resources Technician $65,933.52 $81,047.52 Water Utility Engineer $91,186.56
$112,092.00 Web Specialist $65,933.52 $81,047.52 386
2017-2018 Biennial Budget Section VIII: Appendices APPENDIX B History of Auburn The City of Auburn, located 20 miles south of Seattle, was home to some of the earliest white settlers
in King County. Nestled in a fertile river valley, Auburn has been both a farm community and a center of business and industry for more than 150 years. Auburn is located near the original
confluence of the Green and White rivers, both of which contain runoff water from the Cascade Mountain range. The valley was originally the home of the Skopamish, Smalhkamish, and Stkamish
Indian tribes. The first white men in the region were explorers and traders who arrived in the 1830s. Settlers first came to the valley in the 1850s. On October 27, 1855, an Indian ambush
killed nine people, including women and children. In November, a military unit led by Lieutenant William Slaughter camped near what is now present-day Auburn. On December 4, 1855, a
group of Indians attacked, killing Lt. Slaughter and two other men. A new treaty was written which provided the establishment of the Muckleshoot reservation, which is the only Indian
reservation now within the boundaries of King County. The White River tribes collectively became known as the Muckleshoot tribe. White settlers, the Neely and Ballard families, began
returning to the area. In 1891, the town of Slaughter incorporated. Although many older citizens considered the town’s name as a memorial, many newer residents understandably felt uncomfortable
with it. Within two years, the town was renamed Auburn, taken from the first line of Oliver Goldsmith’s poem, The Deserted Village: “Sweet Auburn! Loveliest village of the plain.” Auburn
had been a bustling center for hop farming until 1890 when the crops were destroyed by aphids. After that, the farms were mostly dairy farms and berry farms. Nevertheless, flooding was
still a problem for Auburn farmers until the Howard Hanson Dam was built in 1962. This dam on the Green River, along with the Mud Mountain Dam on the White River, provided controlled
river management, which left the valley nearly flood-free. Another impetus to Auburn’s growth was the railroad. The Northern Pacific Railroad put a rail line through town in 1883, but
it was the Seattle-Tacoma Interurban line that allowed easy access to both cities starting in 1902. The Interurban allowed farmers to get their product to the markets within hours after
harvest. The railroad, along with better roads, caused many new companies to set up business in Auburn, among them the Borden Condensery (which made Borden’s Condensed Milk) and the
Northern Clay Company. Auburn grew through the twentieth century like many American towns. The 1920s were prosperous for citizens, but the Great Depression of the 1930s left many in
need. World War II brought great hardship to many local Japanese farmers when they were moved to internment camps and their land taken from them. At the same time, local boys were sent
to fight in the Pacific, and some died in battle. The postwar era was prosperous to Auburn, bringing more businesses and a community college to the city. In 1963, The Boeing Company
built a large facility to mill sheet metal skin for jet airliners. As time went on, many farms disappeared as the land was converted to industrial use. In the 1990s, a large “supermall”
was built in the valley, enticing consumers from all over the Puget Sound region. Auburn has made the transition from small farms to large industries, but much of the city’s history
remains. A monument in the memory of Lieutenant Slaughter, erected in 1918, still stands in a local park. The Neely Mansion, built by the son of a pioneer in 1891, has been refurbished
and is listed in the National Register of Historic Places. Auburn’s downtown still maintains a “Main Street U.S.A” appearance. Sources: Clarence B. Bagley, History of King County (Chicago:
S. J. Clarke Publishing Co, 1929) Vol. 1, 712-727. Also see: Josephine Emmons Vine, Auburn – A Look Down Main Street (City of Auburn, 1990). Auburn Hardware Store, 1915, White River
Valley Museum 387
2017-2018 Biennial Budget Section VIII: Appendices About Auburn For over 100 years the City of Auburn has been providing visitors and residents with the opportunity to discover why this
town is like no other. Auburn is the land of two rivers, home to two nations and spread across two counties. Located between Seattle and Tacoma in the shadow of Mt. Rainier, Auburn is
the perfect place to work, play and spend a lifetime. It is is a warm, embracing community where people still stop to say hello. Auburn is a community rich in history where you’ll find
new businesses mingling with old and a historic downtown getting acquainted with a new, modern facade. Auburn is centrally located between Seattle and Tacoma in the heart of the Green
River Valley with easy access to the best of both cities. Auburn is a quick 30 minute drive to all Seattle has to offer and more, and a 20 minute drive to Tacoma. Amenities like the
Pike Place Market, Benaroya Hall, Seattle Art Museum and Tacoma Chihuly Museum of Glass are all within easy reach. Sustainable Business Prices Auburn, with its close proximity and all
the advantages of Seattle and Tacoma, still has sustainable business practices. And although there is an influx of people into the Auburn community, housing prices are still affordable.
Mt. Rainier and Outdoor Lifestyle Auburn is about one hour from Mt. Rainier, Crystal Mountain and the Snoqualmie Ski Area. It is also home to several biking and walking trails, including
the White and Green River trails and the Interurban Trail. Auburn has over 30 developed parks of all sizes for the whole family to enjoy. There are two golf courses in Auburn: the Auburn
Golf Course and Washington National Golf Club. 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 nearly two dozen elementary, middle, and high schools, each one unique, but all offering a supportive learning
environment designed to foster each student’s natural abilities. Green River College, the city’s “Harvard on the Hill,” provides the serious student a quiet, natural environment in which
to study. This is a community that puts learning and education first. Urban Transportation Take the Sounder Train to Seattle. Avoid the traffic and rest, read or log onto your laptop
as you take the 20 minute ride from Auburn to Seattle to work, shop, or do business. The Sounder Train has nine morning trains and two evening trains traveling from Auburn into Seattle
and back. Sense of Community in Historic Downtown Come enjoy a sense of community in one of the oldest cities in the state of Washington. With unique architecture, combined with historic
preservation and renovations, Auburn has retained the look and feel of a real downtown. Auburn’s unique historic downtown still provides a gathering place for numerous events. 388
2017-2018 Biennial Budget Section VIII: Appendices ARTS AND CULTURE City of Auburn Arts Programs The City of Auburn offers various arts and education programs including a growing public
art collection, the City Hall Gallery, the Cheryl Sallee Gallery at the Senior Activity Center, the Community and Event Center Gallery. Featuring emerging regional artists, an Outdoor
Sculpture Gallery, and the popular BRAVO Performing Arts Series, presenting national and internationally acclaimed touring shows, from dance, theatre, and music, to amazing circus acts
and children’s shows. For more information visit www.auburnwa.gov/arts. Auburn Symphony Orchestra Auburn’s Symphony Orchestra is made up of more than 60 professional musicians, and has
received wide press coverage for its superb performances. The Auburn Symphony Orchestra is currently auditioning for a new conductor following the retirement of internationally renowned
founding conductor Stewart Kershaw, who conducted some 70 orchestras in 15 different countries throughout his career. A new conductor is expected to be selected in March 2018, following
auditions by four candidates. For more information visit www.auburnsymphony.org. Auburn Performing Arts Center The Auburn Performing Arts Center, a venue conveniently located in downtown
Auburn, reopened in October 2015 after undergoing a remodel in conjunction with construction of the new Auburn High School. Owned and subsidized by Auburn School District No. 408, the
Performing Arts Center features a 935-seat theater, and is the home of the BRAVO! Performing Arts series, the Auburn Symphony Orchestra, the Pacific Ballroom Dance Company, and the Miss
Auburn Scholarship Pageant, among other attractions. For more information visit www.auburn.wednet.edu. Auburn Avenue Theater The City of Auburn currently leases the Auburn Avenue Theater
and since 2007 has been operating the venue as a popular performing arts space featuring a variety of entertainment options including theatrical performances, children’s shows, comedy
nights, dance, music and more, right in the heart of downtown. For a full list of performances at the Auburn Avenue Theater, visit www.auburnwa.gov/arts. White River Valley Museum The
White River Valley Museum is operated as a partnership with the City of Auburn and combines history and culture to create an exciting and educational experience for visitors. Museum
collections focus on local Puget Sound history, Northwest Indian culture, Japanese immigration and the Northern Pacific Railroad. The White River Valley Museum has worked with the City
of Auburn to restore Mary Olson Farm, the most intact 1880s family farm in King County. It operates as a living history and environmental learning site. The Farm is a King County Landmark
and in the National Register of Historic Places. Significant features include an 1897 barn, a 1902 farmhouse and four runs of salmon in Olson Creek. For more information visit www.wrvmuseum.org.
389
2017-2018 Biennial Budget Section VIII: Appendices WHAT’S HAPPENING IN AUBURN YEAR ‘ROUND White River Valley Museum Exhibits open Wednesday through Sunday, 12-4pm and every first Thursday,
6-8pm. Call 253 288-7433 www.wrvmuseum.org Teen Late Night Call 253-931-3043 for dates, times and locations BRAVO Performing Arts Series September -July Auburn Performing Arts Center
and Auburn Avenue Theater Call 253-931-3043 for full schedule Avenue Kids Auburn Avenue Theater Call 253-931-3043 for full schedule Comedy Night at the Ave Auburn Avenue Theater Call
253-931-3043 for full schedule Auburn Symphony Orchestra Call 253-939-8509 for concert information SPRING & FALL King County Residential Special Recycling Event Held March/April and
September/October Auburn Riverside High School Open to households within Auburn who are served by Waste Management or Republic Services. For more information call 253-931-3038 (option
#2) or visit www.auburnwa.gov/solidwaste JANUARY Miss Auburn Scholarship Show www.missauburn.org Largest local program of Miss America in the United States. FEBRUARY Daddy Daughter Date
Night Auburn Community and Event Center Call 253-931-3043 for dates and times MARCH Auburn Senior Activity Center Rummage Sale Call 253-931-3016 for dates, times or to donate APRIL Community
Volunteer Event Call 253-931-3041 for dates, times and registration information Mountain View Cemetery Sunrise Service Easter morning Call 253-931-3028 for more information Auburn’s
Clean Sweep A perfect opportunity to give back to your community Call 253-931-3043 for more information Annual Residential Bulky Item Collection April/May Items collected curbside A
once-a-year opportunity to clean house and get rid of such bulky items as appliances, outdoor items, furniture, and lawn equipment. For more information call 253-931-3038 (option #2)
or visit www.auburnwa.gov/solidwaste MAY Kent-Auburn Tamba Sister City Dinner & Auction Location to be determined Annual fundraiser for the Sister City Committee. Call 253-931-3099 for
more information Auburn’s Memorial Day Service Mountain View Cemetery Call 253-931-3028 for time and more information Petpalooza Auburn’s award-winning pet-friendly event Call 253-931-3043
for dates, times and information JUNE Auburn Int’l Farmers Market Sundays, June-September 10am-3pm, Sound Transit Plaza A cornucopia of fresh vegetables, fruits, flowers and other products.
www.auburnfarmersmarket.org 390
2017-2018 Biennial Budget Section VIII: Appendices City of Auburn Residential Community Yard Sale Call 253-931-3038 (option #2) for dates, times and participation information Senior
Fishing Pond Mill Pond The Senior Center is hosting a Senior Fishing Derby along with the Green River Steelhead Trout Club Call 253-931-3016 for date, time and information KIDS DAY Les
Gove Park Day after last day of school for Auburn School District Children’s summer kickoff celebration which includes entertainment, information fair, arts and crafts, and other fun
activities. Call 253-931-3043 for date, time and more information. JULY Fourth of July Festival Les Gove Park 253-931-3043 Come out and enjoy Auburn’s 4th of July Festival! Activities
include a kid’s parade, games and crafts as well as bingo, a vintage car show, book sale, and free Museum admission for everyone. Soundbites City Hall Plaza Park Auburn’s newest concert
series – a lively, eclectic music series certain to quench your ears and appetite! Summer Fun in Auburn’s Parks July–August Call 253-931-3043 for more details • Kids SummerStage, Les
Gove Park, Wednesdays at 12pm • Hooked on History Kids Program, Free, White River Valley Museum, Wednesdays 10:30-11:30am. 253-288-7433 • Summer Sounds & Cinema, various parks, Fridays,
music begins at 7pm, movie at dusk AUGUST NATIONAL NIGHT OUT Held throughout the City of Auburn; First Tuesday of the month Designed to encourage neighbors to gather together to show
they are united against crime, connecting with each other and City staff. Call 253-931-3099 for more information 391
2017-2018 Biennial Budget Section VIII: Appendices AUBURNFEST Held the second Saturday in August; Les Gove Park. Featuring over 80 vendors, two entertainment stages, a beer garden, literary
showcase, hands-on art activities, a Friday night 5k, car show, parade, and more. Call 253-951-3043 for more information SEPTEMBER Hops & Crops Festival Mary Olson Farm Call 253-288-7433
for more information Ladies & Little Gents Auburn Community and Event Center Call 253-931-3043 for more information OCTOBER Auburn’s S’more Than You Imagined Festival Game Farm Wilderness
Park Enjoy an evening of storytelling, s’mores, and entertainment around a campfire. Call 253-931-3043 for more information Harvest Masquerade Ball Dinner and dancing fundraiser to support
educational programs at the White River Valley Museum For more information call 253-288-7433 or visit www.wrvmuseum.org Halloween Harvest Festival & Les Gove Park Trunkor-Treat Les Gove
Park; The REC; Auburn Community & Event Center Come out and celebrate with games and activities at and trunk or treat at Les Gove Park. Call 253-931-3043 for more information NOVEMBER
Auburn’s Veterans Day Observance & Parade Main Street Auburn’s annual Veterans Day observance features one of the largest sanctioned Veterans Day parades west of the Mississippi along
with a static display exhibit, a luncheon, military display and flyover followed by one of the State’s largest marching band competitions. Call 253-931-3043 for more information Auburn
Senior Activity Center Thanksgiving Dinner Call 253-931-3016 for more information 392
2017-2018 Biennial Budget Section VIII: Appendices DECEMBER Santa Parade/City Hall Tree Lighting Main Street; City Hall Plaza & B Street Plaza 253-931-3043 A fun-filled parade celebrating
the holidays. Parade on Main Street, immediately followed by a tree lighting ceremony at City Hall. Breakfast with Santa Auburn Community and Event Center Join Santa and his elves for
breakfast and special holiday entertainment. Call 253-931-3043 for registration information Auburn Senior Activity Center Holiday Dinner Call 253-931-3016 Tree of Giving Program November
-December Trees with stockings at Auburn City Hall and various locations around Auburn. Gift giving for the disadvantaged and disabled in the community. Call 253-931-3043 for more information
393
2017-2018 Biennial Budget Section VIII: Appendices Elected Official Regional & National Involvement Mayor Nancy Backus All Home Coordinating Board Auburn Tourism Board AWC Large City
Advisory Committee Children & Youth Advisory Board EDC Executive Committee & Treasurer King County Flood Control District Puget Sound Regional Council: Executive Board and Operations
Committee SCORE, South Correctional Entity SELA, Safe Energy Leadership Alliance South Sound Behavioral Health Coalition SWIF Valley Communications Board of Directors Sound Cities Association:
Board of Directors, Executive Committee & Public Issues Committee Sound Transit Board & Committees: ARC Internal Audit Division, Capitol Committee, Pierce County Briefings US Conference
of Mayors: Standing Committees/Tourism, Arts, Parks & Entertainment & Sports & Community Development & Housing, Taskforce: Veterans Affairs Valley Regional Fire Authority – Finance &
Board of Governance Auburn Elected Officials Front row: Yolanda Trout, Bob Baggett, Largo Wales Back row: John Holman, Rich Wagner, Mayor Nancy Backus, Claude DaCorsi, Bill Peloza 394
2017-2018 Biennial Budget Section VIII: Appendices Deputy Mayor Largo Wales (Position #1) Pierce County Regional Council King County Board of Health Seattle King County Board of Health
Environmental Health Fees Councilmember Claude DaCorsi (Position #2) National League of Cities Transportation and Infrastructure Services Committee Associated Washington Cities Federal
Legislative Committee King County Growth Management Planning Council King County Regional Transit Committee Affordable Housing Advisory Board Affordable Housing Advisory Board Committee
Chair Valley Regional Fire Authority Board of Governance South County Area Transportation Advisory Board, Alternate Member Councilmember Bill Peloza (Position #3) Valley Regional Fire
Authority Board of Governance National League of Cities Board of Directors King County Regional Policy Committee King County Metropolitan Solid Waste Management Advisory Committee King
County Metropolitan Water Pollution Abatement Advisory Committee King County Water Resource Inventory Area (WRIA 9 – Green/Duwamish & Central Puget Sound Watershed) Management Committee
Watershed Ecosystem Forum, Vice-Chair and Co-Chair King County Flood Control District Advisory Committee, Alternate Member South County Area Transportation Advisory Board Association
of Washington Cities Federal Legislative Priorities Committee Rail Transport of Hazardous Materials Ad-Hoc Committee Councilmember Yolanda Trout (Position #4) King County Domestic Violence
Initiative Regional Task Force Sound Cities Association Regional Law, Safety, and Justice Committee Councilmember John Holman (Position #5) Puget Sound Regional Council Growth Management
Policy Board Seattle King County Economic Development Council Sound Cities Association Public Issues Committee, Alternate Member National League of Cities Community & Economic Development
Committee National League of Cities First Tier Suburbs Steering Committee Washington State Forensics Investigations Council Councilmember Rich Wagner (Position #6) Puget Sound Regional
Council Transportation Policy Board Metropolitan Solid Waste Management Advisory Committee Regional Access Mobility Partnership Puyallup River Watershed Forum Pierce County Regional
Council Valley Regional Fire Authority, Alternate Member Councilmember Bob Baggett (Position #7) Pierce County Cities & Towns Association Sound Cities Association Emergency Management
Advisory Committee 395
2017-2018 Biennial Budget Section VIII: Appendices WHO TO CALL City Government: Mayor’s Office 253-931-3041 City Attorney’s Office 253-931-3030 Communications & Community Relations 253-931-4009
Finance Department 253-931-3033 Human Resources & Risk Management 253-931-3040 Innovation & Technology 253-804-5078 Parks, Arts and Recreation 253-931-3043 Planning & Development 253-931-3090
Public Works 253-931-3010 Public Safety: Fire Department (Valley Regional Fire Authority) 253-288-5800 King County District Court – South Division, Auburn 206-205-9200 Police Department
253-931-3080 South Correctional Entity (SCORE) 206-257-6200 City Resources: Auburn Golf Course 253-833-2350 Auburn Municipal Airport 253-333-6821 Auburn Senior Activity Center 253-931-3016
Mountain View Cemetery 253-931-3028 White River Valley Museum 253-288-7433 Community Resources: Animal Control 253-931-3062 Auburn Chamber of Commerce 253-833-0700 Auburn Downtown Association
253-939-3982 Auburn School District 253-931-4900 Auburn Valley Humane Society 253-249-7849 Drivers’ Licensing, Federal Way 253-661-5001 Employment Security Department, WorkSource 253-804-1177
Food Bank 253-833-8925 General Services Administration 253-931-7000 King County Superior Court, Kent 206-205-2501 King County Tax Assessor 206-296-7300 Language Line Solutions 800-752-6096
Pet Licensing 253-876-1997 Pierce County Tax Assessor 253-798-6111 Post Office 253-333-1377 Puget Sound Energy 888-225-5773 Waste Management (Residential) 253-931-3038 The Outlet Collection
-Seattle 253-833-9500 Voter Registration, King County 206-296-8683 Voter Registration, Pierce County 253-798-7430 396
2017-2018 Biennial Budget Section VIII: Appendices COMMUNITY STATISTICS This section of the budget contains a synopsis of data regarding the Auburn community. This data is presented
both to provide background information to the reader and to add insight to some of the budget goals and policies addressed in this document. June 13, 1891 Mayor-Council Non-Charter Code
City 77,060 15th Date of Incorporation Form of Government Type of Government Population Rank in Size -Washington State Assessed Valuation $8,967,119,191 Area 30.2 Square Miles Auburn
Median Age 35.3 Registered Voters 38,673 Miles of Streets 238 Miles Number of Stations (5 in Auburn, 1 in Pacific)* 6 Number of Commissioned Fire Fighting Personnel 107 Number of Non-Commissioned
Personnel 14 Total Number of Personnel and Firefighters 121 Fire Responses 351 Emergency Medical Service Responses 9,608 All Other Responses 2,569 Total Number of Responses 12,528 Number
of Stations/Precincts 3 Number of Commissioned Police Personnel 104 Number of Non-Commissioned Personnel 27 Total Number of Officers and Personnel 131 Number of Calls for Service -2016
95,612 WATER SERVICE Basic Service Charge $16.12/Month Commodity Rate: 0-7 $3.20/ccf 7.01-15 $3.91/ccf 15.01-9999 $4.44/ccf Total Water Customers -January 2017 14,872 Gallons of Water
Produced -2016 Statistic 2,488,785,910 Gallons of Water Purchased -2016 Statistic 322,456,000 Average Daily Consumption -2016 Statistic 7.33 Million Gallons Miles of Water Main 321 Miles
2016 INFORMATION FIRE PROTECTION *Beginning January 1, 2007, the Valley Regional Fire Authority began providing fire protection services for the Cities of Auburn, Algona and Pacific.
There are 6 stations total, 5 in Auburn (although one is a training station), and 1 in Pacific. POLICE PROTECTION 2017 Utility Rates: Reduced rates for low-income senior citizens and
disabled persons available. 397
2017-2018 Biennial Budget Section VIII: Appendices City Sewer -Single Family Residence $24.89/Month Metro Sewer -Single Family Residence $44.22/Month Total Sanitary Sewer Customers -January
2017 15,816 Sanitary Sewer Lines 224 Miles Single Family Residence $20.22/Month Total Storm Drainage Customers -January 2017 18,113 Storm Lines 319 Miles 1 can (35 gal)/week, curbside
$16.11/Month Number of Residential Accounts -January 2017 17,234 BUSINESS LICENSES Fee per Year $50 Business Licenses Issued -2016 Statistic 3,490 VALUE OF BUILDING PERMITS ISSUED IN
2016 $143,884,111 Developed Park Acreage 294 Total Park Acreage 989 Number of Developed Parks 34 Number of Cemetery Placements 281 Number of Rounds Played (Golf Course) 48,803 Athletic
Teams 328 Recreation Activities 2,435 Senior Center Visits 36,636 Cultural Arts & Major Special Events 203 Audience Served by Cultural Arts & Major Special Events 115,830 Museum Audience
Served 14,380 MAJOR EMPLOYERS (number of employees) The Boeing Company 5,750 The Outlet Collection 3 ,150 Auburn School District 2,458 Muckleshoot Tribal Enterprises 2,299 Green River
Community College 1 ,940 Multicare Auburn Medical Center 1,613 Emerald Downs Racetrack 1,196 Safeway Distribution Center 944 Social Security Administration 678 Zones, Inc. 645 PARKS,
ARTS AND RECREATION SEWER STORM DRAINAGE SOLID WASTE (Contracted Services) 398
2017-2018 Biennial Budget Section VIII: Appendices GENERAL DEMOGRAPHICS Persons 19 years and younger 29.0% Persons 20 -34 years 20.8% Persons 35 -54 years 26.7% Persons 55 years and
older 23.5% Male 48.4% Female 51.6% Median Household Income (City of Auburn) City of Auburn $59,347 Washington State $61,062 State 6.50% King County Metro 0.80% Transit and Traffic Congestion
(effective 4/1/01) 0.36% RTA (effective 4/1/09) 0.90% City of Auburn Local Option 0.84% City of Auburn Local Option-Criminal Justice 0.10% King County Option 0.00% TOTAL SALES TAX RATE
9.50% OTHER CITY TAXES AND TAX RATES: Natural Gas Utility Tax* 6.00% Brokered Natural Gas 5.00% Electric Utility Tax* 6.00% Telephone Utility Tax* 6.00% Cable Television Utility Tax*
6.00% Cable Television Franchise Tax 5.00% Solid Waste Utility Tax* 7.00% Water Utility Tax* 7.00% Sewer Utility Tax* 7.00% Storm Drainage Utility Tax* 7.00% Gambling Taxes** Amusement
Games** 2.00% Bingo** 5.00% Card Rooms*** 4.00% Punch Board and Pull Tabs** 10.00% SALES TAX RATE: *Includes 1.0% allocated to the Arterial Street Fund (Fund 102) for improvements. **Applied
on gross receipts net of the amount awarded as prizes. ***Applied on gross receipts. Sources of information: City of Auburn GIS, Finance, Community Deveopment, Fire, Police, Parks, Arts
and Recreation Department, US Bureau of Labor Statistics, King and Pierce County Elections Office and Washington State Office of Financial Management. 399
2017-2018 Biennial Budget Section VIII: Appendices 0 15,000 30,000 45,000 60,000 75,000 2012 2013 2014 2015 2016 Population, Housing and School Enrollment Population Housing Units Enrollment
2012 2013 2014 2015 2016 School Enrollment (1) 14,596 14,971 15,277 15,663 15,887 Rate of Unemployment (2) 7.7% 6.0% 5.3% 5.0% 4.7% Population (3) 71,240 73,235 74,630 75,545 77,060
Housing Units (3) One Unit 14,957 15,393 15,804 16,042 16,167 Two or More 10,631 10,841 10,841 10,847 10,854 Mobile Home or Special 2,618 2,630 2,631 2,637 2,630 Total Housing Units
28,206 28,864 29,276 29,526 29,651 Sources: (1) Auburn School District No. 408 -CAFR (2) U.S. Department of Labor Statistics (3) WA State Office of Financial Management Population, Housing
and School Enrollment Trends 400
2017-2018 Biennial Budget Section VIII: Appendices $0 $5,000 $10,000 $15,000 $20,000 2012 2013 2014 2015 2016 Thousands Retail Tax Collections Wholesaling Construction Services Retail
Trade Automotive Manufacturing Other Business Transportation Sales Tax Collections by Sector ( in Thousands) 2012 2013 2014 2015 2016 $772 $889 $1,009 $1,080 $1,136 3 ,019 3,136 3,309
3 ,707 3,659 425 447 502 590 5 79 3 41 335 353 3 68 3 97 269 3 16 382 3 94 321 372 409 4 91 5 49 406 967 974 955 9 88 1 ,018 778 848 988 1,020 9 95 $ 6 ,943 $ 7 ,354 $ 7 ,989 $ 8 ,695
$ 8 ,512 3 ,056 3 ,054 3 ,322 3 ,646 3 ,970 1 ,221 1 ,943 1 ,754 2 ,297 2 ,292 4 05 6 24 1 ,163 8 62 7 61 5 5 4 6 7 1 6 6 9 9 1 ,297 1 ,279 1 ,205 1 ,229 1 ,265 6 1 6 4 1 20 7 2 6 7
$ 1 3,037 $ 1 4,364 $ 1 5,623 $ 16,866 $ 1 6,967 Transportation Wholesaling Grand Total Other Business Retail Trade Auto & Gas General Merchandise Building Material Food Stores Apparel
Furniture & Electronics Manufacturing Construction Non-Store Retailers Miscellaneous Retail Trade Retail Trade Services Source: City of Auburn Finance Department Actual receipts, January
through December 401
2017-2018 Biennial Budget Section VIII: Appendices $0 $20 $40 $60 $80 2012 2013 2014 2015 2016 Millions Construction Activity By Value Commercial Residential Building Permits and Construction
Values Year Permits Value Permits Value 2012 24 $13,218,643 461 $98,212,026 2013 32 $28,357,154 464 $96,248,204 2014 64 $35,785,902 374 $83,006,914 2015 52 $36,289,295 253 $62,042,816
2016 79 $74,887,013 242 $68,997,098 Source: City of Auburn Community Development Department Data represents new construction only Commercial Building Residential Building 402
2017-2018 Biennial Budget Section VIII: Appendices $0.00 $3.00 $6.00 $9.00 $12.00 $15.00 $18.00 2012 2013 2014 2015 2016 $2.08 $2.10 $2.17 $2.08 $2.05 $14.96 $15.77 $15.63 $14.66 $14.22
Property Tax Levy Information (King County portion of Auburn) Hospital District King County Flood District Emergency Medical Services Library Valley Regional Fire Authority (VRFA) Port
of Seattle Washington State King County Ferry District King County Auburn School District City of Auburn Property Tax Levy 2012 2013 2014 2015 2016 $ % City of Auburn $ 2.08 $ 2.10 $
2.17 $ 2.08 $ 2.05 $ (0.03) -2% Auburn School District 6.14 6.62 6.50 6.14 5.83 (0.31) -5% King County 1.42 1.54 1.52 1.35 1.48 0.14 9% King County Flood District 0.12 0.13 0.15 0.14
0.13 (0.01) -7% King County Ferry District 0.00 0.00 0.00 0.00 0.00 0.00 0% Washington State 2.42 2.57 2.47 2.29 2.17 (0.12) -5% Port of Seattle 0.23 0.23 0.22 0.19 0.17 (0.02) -8% Hospital
District 0.50 0.50 0.50 0.50 0.50 0.00 0% Valley Regional Fire Authority (VRFA) 1.19 1.20 1.20 1.18 1.13 (0.05) -4% Library 0.57 0.57 0.56 0.50 0.48 (0.03) -5% Emergency Medical Services
0.30 0.30 0.34 0.30 0.28 (0.02) -7% Total Levy Rate $ 14.96 $ 15.77 $ 15.63 $ 14.66 $ 14.22 $ (0.45) -3% Auburn % to Total Levy 13.87% 13.32% 13.87% 14.19% 14.40% Demographic Information
(King & Pierce County) 2012 2013 2014 2015 2016 Change % Assessed Valuation (in 000's) $ 7,225,550 $ 6,968,719 $ 7,422,169 $ 8,366,653 $ 8,967,119 $ 600,466 9% Average Homeowner Assessed
Value $ 203,000 $ 181,000 $ 193,000 $ 242,000 $ 254,000 $ 12,000 7% City Tax on an Average Home $ 421 $ 380 $ 418 $ 504 $ 520 $ 16 4% Population 71,240 73,235 74,630 75,545 77,060 1,515
2% School Enrollment 14,596 14,971 15,277 15,663 15,887 224 1% CPI-W/Seattle, Annual growth rate 2.4% 2.4% 2.4% 2.5% 2.5% 0.0% 2% IPD/Implicit Price Deflator 1.1% 1.1% 1.1% 1.1% 1.1%
0.0% 1% Change 403
2017-2018 Biennial Budget Section VIII: Appendices $0.00 $3.00 $6.00 $9.00 $12.00 $15.00 $18.00 2012 2013 2014 2015 2016 $2.08 $2.10 $2.17 $2.08 $2.05 $13.97 $14.99 $14.81 $14.06 $13.43
Property Tax Levy Information (Pierce County portion of Auburn) Flood Control Library Valley Regional Fire Authority (VRFA) Port of Tacoma Washington State Pierce County Auburn School
District City of Auburn Property Tax Levy 2012 2013 2014 2015 2016 $ % City of Auburn $ 2.08 $ 2.10 $ 2.17 $ 2.08 $ 2.05 $ (0.03) -2% Auburn School District 6.14 6.62 6.50 6.14 5.83
$ ( 0.31) -5% Pierce County 1.42 1.58 1.56 1.48 1.43 $ (0.05) -3% Washington State 2.41 2.63 2.53 2.39 2.23 $ ( 0.15) -6% Port of Tacoma 0.18 0.18 0.18 0.18 0.18 $ ( 0.00) -1% Valley
Regional Fire Authority (VRFA) 1.19 1.21 1.20 1.18 1.13 $ (0.05) -4% Library 0.55 0.57 0.56 0.50 0.48 $ (0.03) -5% Flood Control 0.00 0.10 0.10 0.10 0.10 $ ( 0.00) -2% Total Levy Rate
$ 13.97 $ 14.99 $ 14.81 $ 1 4.06 $ 13.43 $ (0.62) -4% Auburn % to Total Levy 14.89% 14.01% 14.64% 14.80% 15.24% Demographic Information (King & Pierce County) 2012 2013 2014 2015 2016
Change % Assessed Valuation (in 000's) $ 7,225,550 $ 6 ,968,719 $ 7 ,422,169 $ 8,366,653 $ 8,967,119 $ 600,466 9% Average Homeowner Assessed Value $ 203,000 $ 181,000 $ 1 93,000 $ 242,000
$ 254,000 $ 12,000 7% City Tax on an Average Home $ 422 $ 380 $ 4 18 $ 504 $ 520 $ 16 4% Population 7 1,240 73,235 74,630 75,545 77,060 1,515 2% School Enrollment 14,596 14,971 15,277
15,663 15,887 224 1% CPI-W/Seattle, Annual growth rate 2.4% 2.4% 2.4% 2.5% 2.5% 0.0% 2% IPD/Implicit Price Deflator 1.1% 1.1% 1.1% 1.1% 1.1% 0.0% 1% Change 404
AGENDA BILL APPROVAL FORM Agenda Subject: Ordinance No. 6621 Date: October 17, 2016 Department: Finance Attachments: 2017-2018 Preliminary Budget; Ordinance No. 6621 and Schedule A Budget
Impact: $269,080,329 – 2017 $266,871,607 – 2018 Administrative Recommendation: City Council to introduce and adopt Ordinance No. 6621, establishing the City’s budget for 2017-2018. Background
Summary: Budget Process: In April, the City began the process of developing the budget for the 2017-2018 biennium. This included budget workshops as follows: -June 22: Fund and budget
process overview (workshop #1) -August 16: General, Proprietary, Capital and Special Revenue Funds (workshop #2) -August 23: General, Proprietary, Capital and Special Revenue Funds (workshop
#3) -August 30: General, Proprietary, Capital and Special Revenue Funds (workshop #4) During these presentations and workshops, Council provided policy guidance to the administration.
These included clarifying 2015-2016 accomplishments and expanding upon 2017-2018 goals and objectives. 2017-2018 Preliminary Budget: A copy of the 2017-2018 Preliminary Budget was filed
with the City Clerk, distributed to Council, and made available to the public on October 17, 2016. Ordinance No. 6621: Council’s approval of Ordinance No. 6621 will establish the City’s
2017-2018 biennial budget. As the budget has been reviewed by Council during the budget workshops, adoption of Ordinance 6621 is scheduled as follows: -October 17: First public hearing.
-November 7: Second public hearing -November 21: Council adoption. Staff recommends Council approval of Ordinance No. 6621. Staff: Coleman Meeting Date: November 21, 2016 Item Number:
APPENDIX C 405
ORDINANCE NO. 6 6 2 1 AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, ADOPTING THE 2017-2018 BIENNIAL BUDGET FOR THE CITY OF AUBURN, WASHINGTON THE CITY COUNCIL OF
THE CITY OF AUBURN, WASHINGTON, DO ORDAIN AS FOLLOWS: Section 1. That pursuant to the provisions of Chapter 35A.34, the Mayor of the City of Auburn has heretofore duly completed and
placed on file with the City Clerk of the City of Auburn a preliminary biennial budget for 2017-2018, and that notice was thereupon duly published, as required by law, stating that the
Mayor had completed and placed on file such preliminary budget and a copy would be furnished to any taxpayer who would call therefore at the office of the City Clerk, and that the City
Council of the City of Auburn would meet on November 21, 2016 at 7:00 p. m. for the purpose of fixing the budget and any taxpayer might appear at such time and be heard for or against
any part of such budget, and designated the place of such meetings as the Auburn Community and Events Center, 910 9th Street SE, Auburn, Washington; That the Mayor of the City of Auburn
duly provided a suitable number of copies of such detailed preliminary budget to meet the reasonable demands of taxpayers therefore; That the Mayor and the City Council of the City of
Auburn met at the time designated in said notice in the Auburn Community and Events Center, 910 9th Street SE, Auburn, Washington on November 21 at 7: 00 p. m.; That any and all taxpayers
of the City of Auburn were given full opportunity to be heard for or against such budget; That the City Council has conducted public hearings on October 17, 2016, November 7, 2016, and
November 21, 2016 to consider this preliminary Ordinance No. 6621 November 15, 2016 Page 1 of 5 406
budget; That at said meetings said budget was considered; and that, at the meeting held by the City Council on the 21st day of November 2016 the City Council considered modifications
of said budget and thereafter approved the 2017-2018 biennial budget for the City of Auburn as herein adopted by this Ordinance as shown on Schedule A. Section 2. Implementation. The
Mayor is hereby authorized to implement such administrative procedures as may be necessary to carry out the directives of this legislation. Section 3. Severability. The provisions of
this ordinance are declared to be separate and severable. The invalidity of any clause, sentence, paragraph, subdivision, section or portion of this ordinance, or the invalidity of the
application thereof to any person or circumstance shall not affect the validity of the remainder of this ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force five (5) days from and after its passage, approval and publication as provided by law. INTRODUCED: NOV 21
2016 PASSED: NOV 21 2016 APPROVED: NOV 21 2016 NACY BA MAYOR ATTEST: Danielle E. Daskam City Clerk Ordinance No. 6621 November 15, 2016 Page 2 of 5 407
APPROVED AS TO FORM: Li' 4E71 B. Heid City Attorney PUBLISHED dS Ordinance No. 6621 November 15, 2016 Page 3 of 5 408
Schedule A 2017 BUDGET SUMMARY-ALL FUNDS Beginning 2017 2017 Ending Fund Fund Balance Resources Expenditures Fund Balance GENERAL FUND 16, 191, 731 $ 65,919,560 $ 69,487,982 $ 12, 623,
309 Arterial Street 1, 632,558 2,539,076 2, 794, 818 1, 376,814 Local Street 1, 401, 882 1, 909, 100 2,417,839 893. 143 z Hotel/Motel Tax. _ 84,044' 110,400 _ 110, 400 _ 84,044 oLL W
Arterial Street Presenetlon 1, 378,878 3;755, 600 4,768, 470 366,008 0Z• Drug Forfeiture 357,897 87, 100 251, 016 193,981 ruer Housing 8 Community Development 54, 905 710, 000 712, 450
52,455 a Recreational Trails 49,658 7,340 56,998 UoW. m Business Improvement Area 48,516 55, 200 55,000 48, 716 Cumulative Rezone 7,546, 199 20, 500 200,000 7,366,699 Mitigation Fees
4,274,362 1, 520, 200 1, 365,081 4,429,481 1998 Library Bond 283.850. 283. 850 tuo City Hall Annex 2010 A& B Bond 1. 683, 192 1, 683. 192 w Local Revitalization 2010 C& D Bond 589. 071
589.071 0 m LID# 350 11, 706 7, 499 7,246 11, 959 W Golf/Cemetery 2016 Refunding 554.393 554393 SCORE 2009 A& B Bond 2, 033,474 2,033,474 F u Municipal Park Construction 453,426 2, 186,
796 2,358, 106 282, 116 o-Wd Capital Improements 7,347,302 3, 172, 114 2. 722, 117 7,797,299 arep, Local Revitalization 325,651 _ 600 326,251 _ -Water 4,641, 113 __ 22, 153,450 _. .
21, 172, 517 . 5,622, 046 to z Sewer 9,518,732 9,695,290 10, 158,093 9,055,929 w Sewer Metro 2, 374, 705 17, 238,490 17, 294,700 2,318, 495 cEo Storm Drainage 13,319, 582 11, 218,627
12, 414, 086 12,124, 123 o. w Solid Waste 3.849, 877 14, 912.500 14, 528. 476 4,233, 901 tu Airport 346, 975 1, 129,967 1, 041, 034 435,908 Cemetery 434887 1, 128,300 1, 161, 977 401,
210 i0n Insurance 1, 312, 689 1, 500 229, 980 1. 084. 209 w2 Workers' Compensation 787, 022 1, 056,900 850, 777 993. 145 m E Facilities 1, 330,105 3,462,500 3,507, 030 1, 285,575iLL
Innovation and Technology 1, 992, 399 6, 184,022 6, 661, 610 1, 514,811 Equipment Rental_ __ 3,634,008 __ 4, 792,733 _ _.. 4, 568, 369. . 3,860,372. oJ0 rZ8LL Fire Pension 2,417,899
84,000 177, 717 2. 324. 182 2nW LL a Cemetery Endowment Care 1; 720,479 37,800 1; 758, 279. TOTAL 88, 839, 185 $ 180, 241, 144 $ 186, 485, 122 $ 82, 595, 207 TOTAL BUDGET 269, 080, 329
269, 080, 329 Ordinance No. 6621 November 15; 2016 Page 4 of 5 409
Schedule A 2018 BUDGET SUMMARY-ALL FUNDS Beginning 2018 2018 Ending Fund Fund Balance Resources Expenditures Fund Balance GENERAL FUND 12,623, 309 $ 66, 091, 810 $ 72, 860,044 $ 5,855,075
Arterial Street 1, 376, 814 6,215,417 6,643,292 948, 939 Local Street 893, 143 1, 909,100 2,418,270 383, 973 5 Hotel/Motel Tax 84,044 _ _ _ 113, 700 ._ _ 113,700 84, 044 LwL Arterial
Street Preservation 366, 008 3.067.340 . 2,880,440 552, 908 0uj Drug Forfeiture 193, 981 87,100 253,221 27,860 it Housing& Community Development 52, 455 460,000 468,446 44. 009 J Recreational
Trails 56, 998 7,340 _ _ ___., _ _ 64: 338 a-Business Improvement Area. 48,716 _ 55,200 55,000 48, 916 Cumulative Reserve 7,366,699 20,500 250,000 7,137, 199 Mitigation Fees 4, 429,481
1, 520, 200 1, 219,817 4, 729, 864 1998 Library Bond 282,150 282, 750 6 City Hall Annex 2010 A& B Bond 1, 675,120 _ 1, 675, 120 _ 5wLocal Revitalization 2010, C& D Bond 589,595 589,595
0 m LID# 350. 11, 959 7,812 7,246 12, 525 w Golf/Cemetery 2016 Refunding 554,367 554,367 SCORE 2009 A& B Bond 2,021, 294 . .. 2,021, 294 a U Municipal Park Construction 282, 116. . .
664590 872,000 74, 706 aFw Capital lm'provements 7,797, 299 3,869, 857 4,015, 148 7,652, 008 S It Local Revitalization Water 5,622, 046 20,432,455 20,550,922 5, 503, 579 8 Sewer 9,055,929
_._ 8,837,670 _ 9,207.219 __ 8, 686; 380. w SewerMetro 2,318, 495 18, 190, 923 18,250,200 2, 259, 218 ccStormDrainage 12,124, 123. 11, 120,902 11, 097,770 12, 147, 255 w Solid Waste
4, 233, 901 16, 065,850 15,691, 927 4, 607, 824 w Airport 435, 908 2,571, 467 . 2,547,309.. _ 460,066 Cemetery _ _ .. 401: 210 1, 183, 800 1, 197,391 387, 619 wU• Insurance 1, 084, 209
1, 500 241. 230 844,479 rt w Workers' Compensation 993, 145 1, 103, 700 862,683 1234. 162 Facilities 1, 285, 575 _ 3.875,400 _ _ 3,911, 293 _ 1, 249. 682 LL Innovetlon and Technology
1, 514, 811 6,803,327 7.097,732 1. 220,406 Equipment Rental 3,860. 372 4,753,074 4,336,260 4,277, 126 rc LL LL Flre Pension 2.324, 182 84,000 178,225 2, 229, 957 FZQo 0-Cemetery. Endowmerit.Care._
__ _ . _ 1, 758: 279 ._._ 39,900. ._ . .... . 1, 798, 179 TOTAL 82,595, 207 $ 184, 276,400 $ 192, 349, 311 $ 74, 522, 296 TOTAL BUDGET 266,871, 607 266,871, 607 Ordinance No. 6621 Ndverntier
15, 2016 Page 5 of 5 410
2017-2018 Biennial Budget Section VIII: Appendices APPENDIX D GLOSSARY OF TERMS This glossary identifies terms used in this budget. Accounting terms are defined in general, non-technical
terms. For more precise definitions of these terms, the reader should refer to the State BARS manual. Account A record of additions, deletions, and balances of individual assets, liabilities,
equity, revenues and expenditures. Accrual Basis Refers to the accounting of revenues and expenditures on the basis of when they are incurred or committed, rather than when they are
made or received. All funds except the governmental funds are accounted on this basis and the governmental funds are accounted on a modified accrual basis. Administrative or Support
Departments Refers to the organizational units or departments that primarily provide services to other departments or divisions. These departments include: • Mayor and Council: Provides
overall administration to the entire City. Also includes expenditures related to the operation of the Council. • Administration: Provides centralized facilities maintenance to all City
departments. • Human Resources and Risk/Property Management: Provides centralized personnel services to all City services. • Finance: Provides centralized financial services to all City
departments. Also provides a variety of other central administrative services including customer service, printing, data processing, and billing of City utilities. • Legal: Provides
centralized legal services to all City departments. • Innovation and Technology: Provides technology services to all City departments. Appropriation Legal authorization granted by ordinance
of the City Council that approves budgets for individual funds. Arbitrage The interest revenue earned in excess of interest costs from the investment of proceeds from the sale of bonds.
Federal law requires that earnings over a certain rate be repaid to the federal government and is called arbitrage rebate. Assessed Valuation (AV) A valuation set upon real estate or
other property by a government (King County or Pierce County Tax Assessor) as a basis for levying taxes. B & O Tax Business and Occupation tax is a gross receipts tax levied on businesses.
It is based on the value of products, gross proceeds of sales or gross income of the business. Balanced Budget A budget is considered balanced when the fund's total resources of beginning
fund balance, revenues and other financing sources is equal to the total of expenditures, other financing uses and ending fund balance. BARS Budgeting, Accounting & Reporting System
(BARS); refers to the accounting rules established by the State Auditor’s Office. 411
2017-2018 Biennial Budget Section VIII: Appendices Baseline Budget The baseline budget consists of budget proposals that would be sufficient to maintain the operation of programs that
had been authorized previously, in earlier budgets. Bond A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date or dates in
the future, called the maturity date(s), together with periodic interest at a specified rate. The difference between a note and a bond is that the latter runs for a longer period of
time and requires greater legal formality. Budget A legal document that provides City officials with the authority to incur obligations and pay expenses, allocating resources among departments
and funds to reflect Council priorities and policies. Budget Amendment The method used to make revisions to the adopted budget. Adjustments are made via ordinances approved by the City
Council. Capital Assets Land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment, infrastructure, and all other tangible or intangible
assets that are used in operations and that have initial useful life extending beyond a single reporting period and a cost of $5,000 or greater. Capital Facilities Plan (CFP) A plan
that studies the manner in which the capital needs of the City can be met and establishes policies and management programs to address those needs. A published six-year plan document
is one element of the comprehensive plan required by Washington’s Growth Management Act. Capital facilities generally have long useful lives, significant costs, and tend not to be mobile.
Capital Expenditures Expenditures that result in the acquisition of, or addition to, capital assets. Capital Projects Funds A type of fund which accounts for financial resources that
are restricted, committed or assigned to expenditures for the acquisition and construction of major capital facilities (other than those financed by proprietary funds or in trust funds
for individuals, private organizations or other governments). Community Development Block Grant (CDBG) A grant received annually by the City from the Department of Housing and Urban
Development. While included in the budget for accounting purposes, specific allocation of these funds occurs in a separate process. Comprehensive Plan A long-range policy adopted by
the City to guide decisions affecting the community’s physical development. Consumer Price Index (CPI) Consumer Price Index measures a price change for a constant market basket of goods
and services from one period to the next within the same city (or in the Nation). The CPI is not a true cost of living index and should not be used for place-to-place comparisons. Councilmanic
Bonds General Obligation bonds authorized by the City Council. Debt Service Interest and principal payments on debt. 412
2017-2018 Biennial Budget Section VIII: Appendices Debt Service Funds A type of fund that accounts for the payment of outstanding long-term general obligations of the City. Department
Refers to a specific organizational unit. In Auburn, it refers to nine such units: Mayor and Council, Administration Department, Human Resources and Risk/Property Management Department,
Finance Department, Legal Department, Community Development and Public Works Department, Police Department, Parks, Arts and Recreation Department, and the Innovation and Technology Department
(see Administrative or Line Departments for descriptions). A department may be composed of one or more organizational units referred to as Divisions. Depreciation (1) Expiration in the
service life of capital assets. (2) The portion of the cost of a capital asset that is charged as an expenditure during a particular period. Division Refers to an organizational unit
below that of Department. All of the proprietary funds are administered as Divisions. Enterprise Funds A type of proprietary fund involving activities that are operated in a manner similar
to private businesses. In Auburn, the Enterprise Funds account for the City’s utilities, the cemetery, and the airport. Expenditures The cost of goods or services that use current assets.
When accounts are kept on the accrual or modified accrual basis, expenditures are recognized at the time the goods are delivered or services rendered. Fiduciary Fund A fund that accounts
for assets held by the City as a trustee. Full Time Equivalent Position (FTE) Refers to budgeted employee positions based on the number of hours for each position. A full-time position
is 1.0 FTE and represents 2,080 hours per year and a .50 position represents 1,040 hours per year. Fund A self-balancing group of accounts that includes both revenues and expenditures.
Fund Balance The difference between assets and liabilities reported in a governmental fund. Fund balances are either designated (funds that have been dedicated to a particular purpose)
or undesignated (the remaining unappropriated balance of the fund after accounting for the designated funds). General Fund A specific Governmental fund that accounts for tax-supported
activities of the City and other types of activities not elsewhere accounted. In the City budget, this fund is divided into departments. Generally Accepted Accounting Principles (GAAP)
Standards used for accounting and reporting for both private industry and governments. 413
2017-2018 Biennial Budget Section VIII: Appendices General Obligations (Debt) Refers to a type of debt that is secured by means of the tax base of the City or obligations against which
the full faith and credit of the City was pledged. Includes debt incurred by three different circumstances: 1. debt incurred by the vote of the people and retired by means of a separate
property tax levy; 2. debt approved by the City Council to be retired out of the proceeds of the regular levy (referred to as either Councilmanic bonds or an inside levy); and 3. debt
which, while secured by taxing authority, is retired by means of other revenue. Governmental Fund Types A group of funds that account for the activities of the City that is of a governmental
character, as distinguished from activities that are of a business character. Indirect Charges or Cost Allocation Refers to the process of accounting costs between funds and is usually
applied to determining the costs of administrative services provided to departments. Inside Levy The dedication of a portion of the regular property tax levy to retire Councilmanic bonds.
Interfund Payments Expenditures made to other funds for services rendered. Internal Service Funds A type of proprietary fund that accounts for goods and services that are provided as
internal services of the City. Internal service funds include the Equipment Rental, Innovation and Technology, Facilities, Workers’ Compensation and Insurance Funds. Line Departments
Line departments are those that provide services directly to the public and consist of the following departments: These departments include: • Administration Department: Includes several
divisions including Economic Development, Emergency Management, Community Services, Neighborhood Programs, Human Services and Veteran’s Services. • Finance: In addition to the administrative
and support function noted previously, also oversees the Solid Waste Divisions. • Community Development and Public Works: Includes several divisions or services including Community Development,
Environmental Services, Maintenance and Operations, Engineering, the Airport, Streets, Water, Sewer and Storm Utilities. • Police: Provides all police services and animal control services.
• Parks, Arts and Recreation: Provides recreational and senior services, maintains park facilities, and manages the Cemetery and Golf Course. Local Improvement Districts (LIDs) A legal
mechanism that finances specific capital improvements which benefit specific properties. A LID places a special assessment against the benefited property to repay debt incurred to finance
the improvements. Metro (Municipality of Metropolitan Seattle) Conveyance, treatment and disposal of all sanitary sewage collected within the Auburn sanitary sewer service area is provided
by King County based on a contract signed in 1974 with Municipality of Metropolitan Seattle. The County and Metro consolidated effective January 1, 1994. The County now performs the
services formerly performed by Metro. The county has assumed all obligations and contracts with Metro. 414
2017-2018 Biennial Budget Section VIII: Appendices Mill The property tax rate that is based on the valuation of property. A tax rate of one mill produces $1 of taxes on each $1,000 of
property valuation. Mission Statement A declaration of a unit or of the overall organization’s goal or purpose. The City of Auburn’s Mission Statement can be found immediately preceding
the Distinguished Budget Presentation Award and the Table of Contents in the Biennial Budget document. Mitigation Fees Fees paid by developers to equitably share the cost of infrastructure
improvements required for supporting the development project. Modified Accrual Basis of Accounting Refers to the method of accounting in which (a) revenues are recognized in the accounting
period of which they become available and measurable and (b) expenditures are recognized in the accounting period in which the fund liability is incurred, if measurable, except for unmatured
interest on general long-term debt and certain similar accrued obligations, which should be recognized when due. Object (as defined by the State Auditor’s BARS manual) As used in expenditure
classification, this term applies to the type of item purchased or the service obtained (as distinguished from the results obtained from expenditures). Examples are personnel benefits,
supplies, and services. Permanent Fund A fund whose resources are legally restricted to the extent that only earnings, and not principal, may be used for purposes that support the fund’s
programs. Program Improvements Program improvements are a type of budgetary action which consists of new initiatives or substantial changes to existing programs. Proprietary Funds A
group of funds that account for the activities of the City which are of a proprietary or “business” character. Public Safety A term used to identify police services. Public Works Trust
Fund (PWTF) A state program that makes available low-interest loans to help local governments with public works projects. Regular Levy The portion of the property tax that supports the
General Fund. Revenue Refers to income from all sources, i.e. property taxes, fines and fees, permits, etc. Revenue Bonds Bonds that are retired by means of revenue, usually a proprietary
fund. In a strict sense, these bonds are not secured by the tax base of the full faith and credit of the City, although sometimes general obligation bonds which are being retired by
revenue may be referred inaccurately to as revenue bonds. While the full faith and credit of the City is not pledged as security, the revenue of a utility often is. 415
2017-2018 Biennial Budget Section VIII: Appendices Special Assessments An assessment similar to a tax (but legally distinct and is separately billed), applied to property participating
in a Local Improvement District (LID) to retire the LID debt. Special Levy Separate property tax levies authorized by the voters for specific purposes. Special Revenue Fund A type of
governmental fund that accounts for the proceeds of specific revenue sources that is legally restricted for expenditures. Sub-Fund An accounting method used to account for different
aspects of a legal fund on the general ledger. This is used for managerial purposes and roll-up these funds for financial reporting purposes. The City of Auburn uses this tool for separating
out the operating and capital portions of proprietary funds. Tax Base The wealth of the community available to be taxed by various forms of City taxes; commonly thought of as the assessed
value of the community. Working Capital Working capital is generally defined as current assets minus current liabilities. Working capital measures how much in liquid assets less short-term
obligations is available to be used for budgeted expenditures. 416
2017-2018 Biennial Budget Section VIII: Appendices LIST OF ACRONYMS ACC -Auburn City Code AEP -Auburn Environmental Park AVHS -Auburn Valley Humane Society AWC -Association of Washington
Cities BARS -Budgeting, Accounting & Reporting System BIA -Business Improvement Area CAFR -Comprehensive Annual Financial Report CBA -Collective Bargaining Agreement CDBG -Community
Development Block Grant CEMP -Comprehensive Emergency Management Plan CERT -Community Emergency Response Team CFP -Capital Facilities Plan CPI -Consumer Price Index DOE -Department of
Ecology EIS -Environmental Impact Study EOC -Emergency Operations Center EPA -Environmental Protection Agency FAA -Federal Aviation Administration FTE -Full-Time Equivalent position
GAAP -Generally Accepted Accounting Principles GASB -Government Accounting Standards Board GFOA -Governmental Finance Officers Association GIS -Geographic Information System GMA -Growth
Management Act GPS -Global Positioning System HIDTA -High Intensity Drug Trafficking Areas HVAC -Heating, Ventilation and Air Conditioning IT -Innovation and Technology ITS – Intelligent
Transportation Systems KCPEC -King County Project Evaluation Committee LED -Light Emitting Diode (street signals) LEOFF -Washington's Law Enforcement Officers' and Fire Fighters' Retirement
System LID -Local Improvement District LOS -Level of Service LTAC -Lodging Tax Advisory Committee MIT -Muckleshoot Indian Tribe MVFT -Motor Vehicle Fuel Tax NPDES -National Pollution
Discharge Elimination System OPEB -Other Post-Employment Benefits PCTCC -Pierce County Transportation Coordinating Committee PERS -Washington’s Public Employees’ Retirement System PSRC
– Puget Sound Regional Council PWTF -Public Works Trust Fund RAMP -Regional Access Mobility Partnership (Pierce County) REET -Real Estate Excise Tax RFB -Request for Bid RFP -Request
for Proposal ROW -Right of Way RPEC -Regional Project Evaluation Committee (see PSRC) RTID -Regional Transportation Improvement District SCADA -Supervisory Control and Data Acquisition
417
2017-2018 Biennial Budget Section VIII: Appendices SCATBd – South County Area Transportation Board SCORE -South Correctional Entity SEPA -State Environmental Policy Act SLA -Service
Level Agreement SMART -Specific, Measurable, Attainable, Relevant and Time-bound SOP -Standard Operating Procedures SOS -Save Our Streets program SWAT -Special Weapons and Tactics TAB
-Transportation Advisory Board TADA -The Auburn Downtown Association TIP -Transportation Improvement Program TNET -Tahoma Narcotics Enforcement Team UTGO -Unlimited Tax General Obligation
bonds VNET -Valley Narcotics Enforcement Team VRFA -Valley Regional Fire Authority WASPC -Washington Association of Sheriffs and Police Chiefs WATPA -Washington Auto Theft Prevention
Agency WRIA -Water Resources Inventory Area WSDOE -Washington State Department of Ecology WSDOT -Washington State Department of Transportation 418
DOCUMENT AND FINANCIAL DATA PREPARED BY: Shelley Coleman Finance Director Bob Brooks Kevin Fuhrer Financial Planning Manager Assistant Finance Director Tamara Baker Financial Analyst
Frank Downard Financial Analyst Consuelo Rogel Financial Analyst Evelyn McOsker Administrative Assistant LEGAL PROCEDURES: Dani Daskam City Clerk 419
420
CITY OF AUBURN
WASHINGTON
2017-2018 BIENNIAL BUDGET
For Fiscal Years January 1, 2017 to December 31, 2017
and January 1, 2018 to December 31, 2018
January 1, 2017
Prepared by the Finance Department
CITY COUNCIL
Largo Wales, Bob Baggett Claude DaCorsi
Deputy Mayor
John Holman Bill Peloza Yolanda Trout Rich Wagner
DEPARTMENT DIRECTORS
Administration Director Dana Hinman
City Attorney Dan Heid
Community Development and Public Works Director Kevin Snyder
Finance Director Shelley Coleman
Human Resources and Risk Management Director Rob Roscoe
Innovation and Technology Director Paul Haugan
Parks, Arts and Recreation Director Daryl Faber
Police Chief Bob Lee
CITY OFFICIALS
Mayor
Nancy Backus
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AUBURN’S VISION FOR THE FUTURE:
As a city of regional significance, proud of its small town heritage as well as
the diversity of its people and neighborhoods,
Auburn offers an opportunity for people of all ages to enjoy life.
CITY OF AUBURN MISSION STATEMENT
To provide a service-oriented government that
meets the needs of our citizens and business community through
efficient and professional management with responsive and accessible leadership.
3
The Government Finance Officers Association of the United States and Canada (GFOA) presented a Distinguished
Budget Presentation Award to the City of Auburn, Washington for its biennial budget for the fiscal year January 1,
2015 through December 31, 2016. In order to receive this award, a governmental unit must publish a budget
document that meets program criteria as a policy document, as an operations guide, as a financial plan, and as a
communications tool.
This award is valid for one biennium only. We believe our budget continues to conform to program requirements,
and we are submitting it to the GFOA to determine its eligibility for another award.
4
TABLE OF CONTENTS
2017 – 2018 BIENNIAL BUDGET
CITY OFFICIALS ........................................................................................................................................................ 2
Auburn’s Vision and Mission Statement ......................................................................................................... 3
Distinguished Budget Presentation Award ...................................................................................................... 4
Transmittal Letter from the Mayor ................................................................................................................ 7
SECTION I: BUDGET SUMMARY ............................................................................................................................ 13
Reader’s Guide ............................................................................................................................................ 13
Financial Structure of the City Budget ........................................................................................................... 14
General Fiscal Environment .......................................................................................................................... 17
Key Issues Affecting the 2015 – 2016 Budget Process ..................................................................................... 18
2017 Budget Summary – All Funds .............................................................................................................. 23
2018 Budget Summary – All Funds .............................................................................................................. 25
Comparative Budget Summary – All Funds .................................................................................................. 27
Comparative Budget Summary – General Fund ........................................................................................... 29
Staffing Trends ............................................................................................................................................. 31
SECTION II: PROCESS/POLICIES ............................................................................................................................. 37
Basis of Budgeting ....................................................................................................................................... 37
Budget Process ............................................................................................................................................ 38
Budget Calendar ......................................................................................................................................... 39
Budget Purpose ........................................................................................................................................... 41
Budget Structure ......................................................................................................................................... 42
Components of the Budget ......................................................................................................................... 42
Capital Planning ......................................................................................................................................... 43
Budget Policies ........................................................................................................................................... 44
Citywide Goals and Strategies ..................................................................................................................... 54
2015 – 2016 Progress on Citywide Goals ..................................................................................................... 56
2017 – 2018 Budget Strategy ....................................................................................................................... 58
SECTION III: FINANCIAL PLAN .............................................................................................................................. 61
Introduction ................................................................................................................................................ 61
Analysis of 2017 – 2018 Revenues by Sources for All Funds .......................................................................... 62
Analysis of 2017 – 2018 Budgeted Expenditures for All Funds ...................................................................... 64
Revenue Analysis ........................................................................................................................................ 66
General Fund ................................................................................................................................. 66
Special Revenue Funds .................................................................................................................... 71
Capital Project Funds ..................................................................................................................... 74
Enterprise Funds ............................................................................................................................. 76
Internal Service Funds ..................................................................................................................... 79
Fiduciary Funds ............................................................................................................................... 81
Permanent Fund............................................................................................................................. 82
General Fund Six-Year Forecast ................................................................................................................... 83
Long-Term Debt Obligations and Debt Capacity .......................................................................................... 85
General Fund Fiscal Capacity ...................................................................................................................... 89
Working Capital .......................................................................................................................................... 91
SECTION IV: OPERATING BUDGET ....................................................................................................................... 95
Introduction ............................................................................................................................................... 95
Total Baseline Budget ................................................................................................................................. 96
Total General Fund Budget ......................................................................................................................... 97
Mayor and City Council.............................................................................................................................. 99
Administration ........................................................................................................................................... 105
Human Resources and Risk Management ................................................................................................... 123
Finance ......................................................................................................................................................131
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Legal ......................................................................................................................................................... 159
Community Development and Public Works .............................................................................................. 165
Police Department and SCORE (South Correctional Entity) .........................................................................207
Parks, Arts and Recreation ......................................................................................................................... 219
Innovation and Technology ....................................................................................................................... 235
SECTION V: DETAILS ............................................................................................................................................ 243
2017 Revenue by Type – All Funds ............................................................................................................ 244
2017 Expenditure by Object – All Funds..................................................................................................... 246
2018 Revenue by Type – All Funds ............................................................................................................ 248
2018 Expenditure by Object – All Funds.....................................................................................................250
Administrative Structure ............................................................................................................................ 253
Costs by Administrative Structure ............................................................................................................... 254
Departmental Expenditures by Cost Center: General Fund ........................................................................ 257
Citywide Interfund Operating Transfers ..................................................................................................... 259
SECTION VI: PROGRAM IMPROVEMENTS AS PROPOSED BY CITY DEPARTMENTS ............................................ 263
SECTION VII: CAPITAL PLANNING, PROGRAMMING, AND BUDGETING ..........................................................307
2017 – 2018 Capital Budget .......................................................................................................................308
Capital Facility Items – Transportation Projects ........................................................................................... 311
Capital Facility Items – Water Utility Projects ............................................................................................. 327
Capital Facility Items – Sanitary Sewer Projects ........................................................................................... 339
Capital Facility Items – Storm Drainage Projects ......................................................................................... 347
Capital Facility Items – Parks, Arts and Recreation Projects ......................................................................... 355
Capital Facility Items – General Municipal & Community Improvement Projects ......................................... 365
Capital Facility Items – Other Proprietary Projects ...................................................................................... 377
SECTION VIII: APPENDICES .................................................................................................................................. 381
Appendix A: Employee Position Classification Schedule .............................................................................. 381
Appendix B: History of Auburn and Community Information .................................................................... 387
Appendix C: Agenda Bill and Ordinance No. 6621 ....................................................................................405
Appendix D: Glossary ................................................................................................................................. 411
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January 1, 2017
Citizens of Auburn
c/o City of Auburn
25 West Main
Auburn, Washington 98001
Re: Transmittal of the 2017-2018 Biennial Budget
Dear Citizens of Auburn:
The City of Auburn’s Biennial Budget for 2017-2018 is presented to you here. I believe a budget is a moral
document. A budget represents who we are. It shows what our values are and it guides our vision – it is the
vision of the people you elected to be stewards of your dollars and is the guide by which we form our
policies and how we govern. This is your document. It is a written plan for how our city will operate through
the policies of the City Council and seeks to meet the needs of those that call Auburn home. The vision of
your City Council is for Auburn to be a premier community with vibrant opportunities. Our mission is to
provide a service-oriented government that meets the needs of our citizens and business community. This
budget document should illuminate how that vision and mission can become a reality.
The blueprint for this budget continues to be guided by the following priorities:
• One Auburn: Celebrate Auburn’s diverse cultures, religions and viewpoints by increasing community
awareness and information, enhancing existing partnerships and creating new partnerships. Support
existing and new programs, services and quality of life and employment opportunities for existing
and returning Auburn veterans and their families. Work in closer coordination with citizens to
recognize and support the identities and uniqueness of neighborhoods.
• Improve City Streets: Engage with Auburn residents and businesses on long-term funding and
program solutions to help fix and improve Auburn’s streets.
• Disrupt the Status Quo of City Government: Eliminate the “that’s the way we always have done it”
mentality and give City staff the responsibility, authority and accountability to innovate and create.
• Increase Citizen Engagement: Increase citizen awareness and involvement in city government, events
and activities through greater use of technology, broader engagement and increased civic education
opportunities.
• Public Safety: Continue investments in staff, technology, communication, education and other
resources to ensure that citizens and businesses are protected and secure, that there is reduced
criminal activity and that there is trust and shared responsibility for maintaining a safe community.
• Business Support Services: Increase the City’s efforts to support, learn from and assist existing
businesses to help make them and the community more successful. We have worked with businesses,
citizens, the City Council, and City staff to create a 10-year Economic Development Strategic Plan
that will guide policy decision-making and investment decisions and allow the City and community
to better measure the City’s economic performance.
• Downtown Enhancement: Continue the momentum for downtown revitalization by improving
public spaces throughout. Work with the Auburn Downtown Association, property owners and
businesses to help improve buildings and properties, market Downtown services, shopping and
enhance Downtown’s image in the community and the region.
7
• Encourage Increased Local Spending: Implement marketing and awareness programs to increase local
spending and attract new and diverse businesses to create greater retail and service opportunities to
reduce citizens’ need to travel to other communities.
• Marketing and Branding: Rebrand and market Auburn to better reflect the community and increase
positive perception among residents, businesses, regional governments and state and national
stakeholders.
• Imagine Auburn: We have completed the Imagine Auburn comprehensive planning process and we
are now implementing the strategies and actions to help realize the community’s 20+ year vision.
Since 2009, economic conditions and legislative enactments have resulted in limitations in revenue growth.
The result of these challenging economic conditions was a necessity to examine even closer our business
model. The City of Auburn budget has seen cumulative losses of about $57 million through legislative or
initiative action. Some examples of these losses include: the Streamlined Sales Tax, repeal of the motor vehicle
excise tax and property tax limitations. Whether it was realized beforehand or not, when the state and
federal government changed the rules or the voters approved certain initiatives, the result was a loss of
revenue. Less money means less service.
Through it all, the City has continued to deliver the high-quality array of services our citizens have come to
expect. The basic economic formula remains the same. City (General Fund) income is divided approximately
into thirds with property tax providing one third, sales tax a third, and utility taxes, fees and fines providing
the remaining third.
State law limits growth in property tax revenue to 1.0% per year. Sales tax revenues are forecasted to increase
modestly as the local, regional, and national economies continue to recover. Needless to say, if income goes
up less than the cost of living expenses, then the City must watch all revenues and expenditures closely.
The good news is that new businesses are springing up all over the city and existing businesses are reporting
a positive economic climate. We are hearing of expansion plans and steady growth consistently. We will
continue our focus on economic development to grow this important part of our city. The addition of new
business will have positive impacts on available revenue and the continued success of our many established
businesses will continue to provide support for City services and public facilities in the coming years.
Auburn is the center of the largest industrial complex in the northwest and strategically sits in the middle of
the major north-south and east-west routes of this region. This may show an even greater asset to Auburn
with the recent announcement that the Ports of Seattle and Tacoma will be joining forces to form the
Seaport Alliance to further strengthen the competitive advantage of our region.
The City’s General Fund continues to be budgeted conservatively. Following a steep decline in revenues
during the 2009 recession, the City’s revenue base has made a slow but steady return. Expenditure budgets
are thoroughly reviewed each year to maintain levels of service needed by our citizens.
While it is anticipated that revenues and expenditures will continue to improve, with moderate increases
over 2016, the City will still need to utilize reserves to balance the budget and to preserve vital and basic
public services. Every effort has been made to maintain an adequate ending fund balance in anticipation of
continuing adverse impacts of economic trends and possible regulatory change. Programs in this budget are
supported by offsetting revenue with few exceptions.
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THE BUDGET PROCESS
The 2017-2018 budget is the culmination of a detailed process involving city staff, the public and the City
Council. The City Council has established citywide vision and goals as stated earlier and my office has specific
areas of focus. The departments used this vision to develop the capital and program areas of the 2017-2018
budget. Budget requests were developed jointly by department directors and the myself and were presented
for review to the City Council over several workshops.
I am proud of the work we put in together to develop this budget. City staff worked tirelessly to put forward
a prioritized budget. City leadership sat together to reach consensus and develop efficiencies to further bring
down costs and maintain or grow programs in a creative way. The City Council scoured the documents line-
by-line and scrutinized every cost center to ensure that all dollars were being allocated to the best extent.
This work reflects the City’s desire to maintain essential programs at present levels of service, develop a
workable strategy to achieve Council goals, recommend modifications to meet changes in the City's
circumstances, and continue the responsible financial management of the City's resources.
THE BUDGET DOCUMENT
Each year Auburn’s Vision and Mission Statements are highlighted in the budget document. These statements,
developed jointly by the Council and City staff, describe the City’s direction and priorities. The statements
provide a framework for action and direct future activities and development within the City.
The 2017-2018 budget format presents the budget as a policy and fiscal planning tool as well as a plan for
the wise commitment of available resources. As in the past, departmental quantitative and qualitative
performance objectives are highlighted throughout the document. These objectives can be found in the
Process/Policies (Section II) and by department in the Operating Budget (Section IV) of this document. Each
department section contains key measures that best show the program performance of their particular area.
Budget organization is intended to focus the reader on the key policy issues involved in its development and
present financial data in meaningful detail while portraying the full scope of the budget and City operations.
This Letter of Transmittal presents an overview, serves as an introduction, and sets forth the policy and
strategic considerations involved in the budget’s preparation.
The Budget Summary (Section I) summarizes the 2017-2018 fiscal plan, presenting budget amounts as well as
staffing trends by department.
Budget Process/Policies (Section II) describes the purpose and process of the budget document. It also presents
a summary of the policies implemented by the budget. This section identifies City issues, goals and planned
initiatives. It includes policies and priorities that were employed in budget development along with funding
requirements.
The Financial Plan (Section III) outlines the budget as a financial plan, focusing on and analyzing the budget’s
financial data to describe how City operations will be financed and how fiscal resources will be allocated to
different functions and services. This section presents an overall summary of both revenues and expenditures,
including a discussion of General Fund revenue estimates and the basis of these estimates. Also included is a
multi-year (2017-2022) financial forecast of the General Fund based on the actions and policies of the budget.
The Operating Budget (Section IV) details City operations on a department-by-department, fund-by-fund
basis. Each department includes an organizational chart, mission statement, current year accomplishments,
and next year’s objectives. Also included are historical, current and projected financial data, staffing and
performance measures by department.
Details (Section V) depicts a more detailed view of City operations.
Program Improvements (Section VI) discusses the program improvements that are included in the budget.
The Capital Program (Section VII) summarizes the City’s 2017-2018 Capital Facilities Plan. This section
provides an overview of those projects budgeted in 2017 and 2018. For future plans in more detail, see the
City’s 2017-2022 Capital Facilities Plan, which is published as a separate document.
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2017-2018 BIENNIAL BUDGET CONSIDERATIONS
This biennial budget builds upon past experience and past budgets to protect the sound financial condition
of this City. It continues the initiatives of prior years with a priority placed on city streets, citizen engagement,
public safety, economic development and an array of programs responding to community needs.
Our Fiscal Condition
The budget has been prepared with the objective of maintaining the City’s financial condition and facilitating
achievement of City Council objectives. The General and Cumulative Reserve Funds include essential
balances; other fund balances continue to be adequate. The Utility Funds have maintained healthy working
capital balances needed to perform extensive upgrades to their systems.
Over the past several years, economic conditions have improved locally. Real estate activity and real
property values have improved, retail sales have grown significantly, and the rate of unemployment in the
City and King County is at pre-recessionary levels. In 2017 and 2018, revenues are projected to grow
modestly over 2016 levels, but at a reduced pace as the economic recovery continues to weaken.
At the same time, the City continues to support ongoing maintenance and replacement of its aging arterial
and local street infrastructure. Major financing of the City’s Arterial Street program includes dedicating 1.0%
of utility taxes toward arterial roadway improvements. In addition, the City utilizes sales taxes collected from
new construction for the local street program, commonly referred to as the Save Our Streets (SOS) program.
This is estimated to total $1.75 million annually during the 2017-2018 biennium. During the 2017-2018
biennium, the City will evaluate additional means of financing city-wide transportation needs.
The budget for the water utility includes issuance of $5.0 million of new revenue bonds in 2017 and an
additional $2.5 million in 2018 to support major capital improvement projects. Rate revenue for the water
utility will be used to repay the bonds. No new revenue bonds are anticipated for the sewer or storm
drainage utilities.
Should it be required, Mountain View Cemetery will receive some financial support during the 2017-2018
biennium from the cumulative reserve fund. To ensure the long-term maintenance and care of the cemetery,
the City maintains a Cemetery Endowment Fund. This fund receives 15% of all lot, crypt and niche sales
with proceeds legally restricted for the future maintenance and care of the cemetery. As of the end of 2018,
the fund is expected to have a balance of approximately $1.8 million.
Our economic projections for the City remain positive. New businesses continue to call Auburn home and
the City’s recent efforts to promote economic development and designation as an Innovation Partnership
Zone will help to solidify our economic standing. A number of commercial and service industry projects
currently in progress, or in the planning stages, contribute to an economic picture of ongoing development.
These include the opening of Green River Aviation Center, development of Merrill Gardens market rate
senior housing, the emergence of a new MultiCare call center, and the expansion of services, products, and
employment at Orion Industries, all of which are anticipated to have positive impacts on available revenue.
The City of Auburn is positioned to support continued economic growth. With its competitive advantages –
central location, historic downtown, transportation linkages, access to labor, and a hard-working civic-
minded community- Auburn’s economic future is strong. Over the last several years, remarkable progress has
taken place throughout the community with gains in education, business, and property development. The
newly adopted 10-year economic development strategic plan formalizes the City’s efforts to further cultivate
growth in workforce development, quality of place, real estate market, products, tax base and retail. Auburn
seeks to create an environments that supports businesses, developers and investors in a manner that benefits
the citizens and lays the groundwork for sustainable revenue growth today, and for generations to come.
To ensure stability and continuing economic security, the City has maintained adequate reserves. In
accordance with this strategy, the Cumulative Reserve Fund, which is used as the City’s savings and rainy day
fund, is projected to have a balance of $7.1 million by the end of 2018. The General Fund is projected to
end 2018 with $5.9 million in ending fund balance, or 8.0% of operating expenses as required by City policy.
Additionally, an insurance reserve of $0.8 million is maintained to meet litigation claims and $2.2 million is
maintained for certain LEOFF 1 retired firefighters.
10
Significant Budget Measures and Initiatives
Careful financial planning and management allows the City to continue meeting its goals through
implementation of a coordinated strategy by:
1. Limiting new staff and reviewing replacement staff for essential need, and limiting staff and new
programs unless that staff or program can fully support such growth either through new revenue
generation or specific cost reductions.
2. Applying the fiscal capacity of the City to meet potential future needs.
3. Using fund balance or working capital to finance capital equipment that maintains or enhances
productivity.
4. Controlling optional, discretionary expenses.
5. Providing adequate training, technology and tools to enhance productivity.
6. Maintaining a baseline of funding which continues to deliver high-quality municipal services with
special attention to:
a) Continuing support of growth management.
b) Supporting effective law, safety and justice services.
c) Delivering a diversity of recreational and cultural programs.
7. Providing staff support and funding for street maintenance, repair and improvements to meet
planning requirements and benefit from available funding opportunities.
8. Enhancing the capacity of infrastructure where funding opportunities exist by assigning priority to
providing necessary matching funds.
9. Continuing operation of the City's enterprise functions on a business basis.
10. Exploring all opportunities for economic development that will provide a return to the City.
11. Exploring all opportunities for additional services that can be supplied by the City for a fee that will
result in net positive revenue to the City, including any required personnel to deliver the service.
Budget Status
Since effective fiscal planning is carried out on a multi-year basis, this budget should be viewed in the context
of past budgets. Responsible fiscal management and the City’s current revenue levels have enabled the City
to support a baseline General Fund budget that responds to the City’s need to provide quality community
services at reasonable levels. The 2017 budget allocates $269,080,329 and the 2018 budget allocates
$266,871,607 among all budget functions and funds.
The General Fund budget for 2017 is $82,111,291 and $78,715,119 in 2018. The following charts summarize
the City’s budget by fund type. For further detail on the City’s proposed 2017-2018 budget, please refer to
the attached budget starting with Section 1.
General Fund
32.7%
Special
Revenue
Funds
9.0%
Debt Service
2.3%
Capital Projects
4.0%
Enterprise
Funds
42.0%
Other Funds
1.0%Internal
Service
Funds
9.0%
2017-2018 Citywide Budget
Supplies
2.3%
Other Services
18.4%Transfers Out
2.1%
Reserves
3.9%
Debt Service
0.1%
Intergov't
Services
8.3%
Interfund
Payments
11.7%
Capital Outlay
0.4%
Salaries &
Benefits
52.8%
2017-2018 General Fund Budget
11
CLOSING COMMENTS
As mayor, and as a citizen of Auburn, I am proud of the City’s accomplishments. The City Council has
established a vision, and has plans to revisit and revitalize it, for Auburn’s future. Building a bridge to that
vision is our challenge – and continuing dialogue with Auburn’s citizens and businesses is a firm foundation
for that bridge.
At the moment, we are emerging from an economic downturn and our city is poised for growth. We ensured
that we could weather this storm and we have. We are financially strong, we have qualified and passionate
staff at the ready and we have recently reorganized some of our most important customer service functions
so that the business we do going forward is at the highest level.
Auburn has some exciting opportunities ahead. We have the attention of those looking to locate their
business in our city, as well as those looking to move their families here. The next few years will bring much
change to our downtown, as well as to other areas within the city. Will there be some growing pains?
Absolutely! Auburn is over 120 years old, and the one constant during that time has been change.
We have grown from a sleepy little town of 12,000 back in the late 1960s to a city of regional significance
with approximately 77,000 people in 2016. Your city government is here to serve you! I am thrilled about
the opportunities that lie in front of us!
The 2017-2018 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 on City services. Increases
in programs must be managed carefully and brought on only as revenues become available. Every
opportunity to increase revenue from sales taxes must be explored and careful consideration given to each
possibility. The City, businesses and individual citizens must work hand-in-hand for all of us to succeed. We
are always going to be better together than trying to make it on our own. We partner with the Auburn
School District, Green River College, the Muckleshoot Indian Tribe and numerous regional and national
organizations to ensure that we are doing the right things for our citizens.
The City is presenting a conservative, balanced budget that meets the service requirements for Auburn’s
citizens and businesses. The objective, as always, is to provide a reasonable level of service to the Auburn
community within the framework of fiscal integrity and sound financial management.
Sincerely,
Nancy Backus
Mayor
12
2017-2018 Biennial Budget Section I: Budget Summary
SECTION I: BUDGET SUMMARY
This section summarizes the 2017-2018 Biennial Budget and provides comparisons to previous years’ revenues
and expenditures. The section begins with a Reader’s Guide which provides the reader with the general
layout of the budget document and continues with a summary of the City’s financial structure and an
overview of the City’s general fiscal environment, including legislative measures affecting City revenue. The
section then provides summarized budget data showing a breakdown of the General Fund and then all funds
combined. The reader is encouraged to refer to the Operating Budget (Section IV) for a more detailed
account of the departmental budgets. Also, an expanded explanation of revenue sources and trends can be
found in the Financial Plan (Section III).
Reader’s Guide
Understanding a governmental budget and its specialized terminology and organization can be a challenging
exercise. This Reader’s Guide has been provided to highlight the kinds of information contained in this
document and to inform the reader where to find particular information. It also provides a description of
the City’s expenditure groupings and budget account structure.
Budget Document Organization
This budget document contains legally required budget information, descriptive background information and
various illustrative graphs and tables that will be helpful to the reader’s understanding. It is divided into eight
major sections, the contents of which are explained below.
Transmittal Letter – The budget begins with a message from the Mayor of the City of Auburn presenting the
biennial budget. The letter addresses the priorities that guided the budget, the budget process and
considerations, and major changes and upcoming issues that affected policy when preparing the upcoming
budget.
Section I, Budget Summary – This section contains a broad overview of the budget and the City’s financial
structure.
Section II, Budget Process/Policies – Presents the City’s budget process and the policies that guided the
preparation of this budget document.
Section III, Financial Plan – Historical and future revenue trends are presented for each fund group as well as
a six-year revenue forecast of the General Fund.
Section IV, Operating Budget – The operating budget is organized by department with each tab representing
the funds, departments and/or divisions assigned to one of the City’s eight directors. See the table “Summary
of Financial Structure” on page 16 for a listing of the director responsible for each fund.
Section V, Details – Detailed information on city operations based on administrative, functional and financial
structures and operating transfers.
Section VI, Program Improvements – Presents, in detail, each program improvement (increase in personnel
or program expansion) contained in the current budget.
Section VII, Capital Budget – Briefly discusses each capital project authorized by the current budget and
impacts on future operating budgets.
Section VIII, Appendices - Includes employee salary schedules, “About Auburn” information, adopted
Ordinance, and glossary of terms.
13
2017-2018 Biennial Budget Section I: Budget Summary
Financial Structure of the City Budget
The City of Auburn’s accounting and budget structure is based upon Governmental Fund Accounting to
ensure legal compliance and financial management for various restricted revenues and program expenditures.
Fund accounting segregates certain functions and activities into separate self-balancing ‘funds’ created and
maintained for specific purposes (as described below). Resources from one fund used to offset expenditures
in a different fund are budgeted as either a ‘transfer in’ or ‘transfer out’.
The City of Auburn budget is organized in a hierarchy of levels, each of which is defined below:
Fund A fund is an accounting entity used to record the revenues and expenditures of a
governmental unit which is designated for the purpose of carrying on specific activities or
attaining certain objectives. For example Fund 102, the Arterial Street Fund, is designated
for the purpose of maintaining the arterial streets within the City.
Governmental Fund Types
General Fund – The General Fund is the City’s primary fund that accounts for current
government operations. This fund is used to account for all resources not required to be
accounted for in another fund. The General Fund supports police protection, parks and
recreation, planning and economic development, general administration of the City, and
any other activity for which another type of fund is not required.
Special Revenue Funds – Special Revenue Funds are used to account for revenues which are
legally or administratively restricted for special purposes. These funds receive revenues from
a variety of sources, including Federal and State grants, taxes, and service fees. These
revenues are dedicated to carrying out the purposes of the individual special revenue fund.
The City currently has ten Special Revenue Funds. Examples of restricted revenues that must
be spent on specific purposes are gas tax revenues, Federal and State grants for
transportation, community development block grants, forfeited drug funds, business
improvement assessments, hotel/motel tax, and mitigation fees.
Debt Service Funds – Debt Service Funds account for resources used to repay the principal
and interest on general purpose long-term debt not serviced by the enterprise funds. These
funds do not include contractual obligations accounted for in the individual funds.
Capital Project Funds – Capital Project Funds pay for major improvements and construction.
Revenues for capital funds are derived from contributions from operating funds and bond
proceeds. These revenues are usually dedicated to capital purposes and are not available to
support operating costs. The City has three Capital Project Funds: Municipal Parks
Construction, Capital Improvements Fund, and the Local Revitalization Fund.
Proprietary Fund Types
Enterprise Funds – Enterprise Funds are used to account for operations that are financed and
operated in a manner similar to business enterprises. They are established as fully self-
supporting operations with revenues provided primarily from fees, charges for services, or
contracts for services. The City maintains seven Enterprise Funds to account for the
operations of Water, Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport, and the
Cemetery.
Internal Service Funds – Internal Service Funds are used to account for operations similar to
those accounted for in Enterprise Funds, but these funds provide goods or services to other
14
2017-2018 Biennial Budget Section I: Budget Summary
departments on a cost reimbursement basis. The City maintains five Internal Service funds
to account for insurance activities, worker’s compensation, facilities, innovation and
technology, and fleet management.
Other Fund Types
Permanent Funds – These funds report resources that are legally restricted to the extent that
only earnings, and not principal, may be used for purposes that support the programs. The
City has one permanent fund, the Cemetery Endowment Care Fund.
Fiduciary Funds – Fiduciary, or Trust Funds, are used to account for assets held by the City
in a trustee capacity and cannot be used to support the City’s own programs. These include
pension trust, investment trust, private-purpose trust, and agency funds. The City’s pension
trust fund is the Fire Relief and Pension Fund and is budgeted on the accrual basis of
accounting where revenues are recognized when earned and expenses are recorded when
incurred. The City’s agency fund is custodial in nature and is not budgeted. The City does
not have any investment trust funds or private purpose trust funds.
Department Department designates a major unit of government services; e.g., Parks, Arts and Recreation.
Division A division is a specific line of work performed by a department or fund, and is most often
distinguished as a separate cost center within the fund or department. For example,
Emergency Management is a division within the Administration Department and includes
the costs of centralized City activities related to preparing for, responding to, and recovering
from all types of disasters.
Object The appropriation unit (object of expenditure) is the level of detail used in the budget to
sort and summarize objects of expenditure according to the type of goods or services being
purchased; e.g., salaries, supplies.
15
2017-2018 Biennial Budget Section I: Budget Summary
Summary of Financial Structure
All funds are appropriated, see Ordinance No. 6621.
Note: Fire prevention and control services were transferred from the City to the Valley Regional Fire Authority (VRFA) in 2007
(see discussion on page 20).
Fund Number & Title Responsibility Budget Description
001 General Fund Revenues Finance Director General government activities
001 General Fund Operations
Mayor & Council Mayor Mayor & Council costs
Administration Administration Director
General government administration,Emergency Mgmt.,Economic Dev.,
Community Svcs., and Public Affairs.
Human Resources HR Director General government employment, safety and court costs
Finance Finance Director General government finance costs
City Attorney City Attorney General government legal costs
Community Development CDPW Director
Community development, building permits, social service, and environmental
services.
Jail Police Chief SCORE jail costs
Police Police Chief Direct police department costs
Public Works CDPW Director General government engineering costs
Parks, Arts & Recreation Parks Director Park maintenance, golf course, recreational programs, arts and senior programs
Streets CDPW Director Street maintenance costs
Non-Departmental Finance Director Citywide expenditures, fund transfers, fund balance & one-time expenditures
Special Revenue Funds
102 Arterial Street CDPW Director MVFT and grants for arterial street projects
103 Local Street CDPW Director Sales tax on construction for local street repairs
104 Hotel/Motel Tax Administration Director Lodging tax for promotion of tourism
105 Arterial Street Preservation CDPW Director Utility Tax for arterial street preservation
117 Drug Forfeiture Police Chief Forfeited drug money used for drug enforcement
119 Housing/Commt'y Development Administration Director Community Development Block Grants (CDBG)
120 Recreational Trails Parks Director Dedicated funds for recreational trails
121 Business Improvement Area CDPW Director Financial activity of the downtown area
122 Cumulative Reserve Finance Director Governmental reserves
124 Mitigation Fees Finance Director Collection of mitigation & impact fees
Debt Service Funds
229 1998 Library Bond Finance Director Principal & Interest, 1998 bonds
230 City Hall Annex 2010 A&B Bond Finance Director Principal & Interest, 2010 bonds
231 Local Revitalization 2010 C&D Bond Finance Director Principal & Interest, 2010 bonds
238 SCORE 2009 A&B Bond Finance Director Principal & Interest, 2009 bonds
249 LID Guarantee Finance Director Reserves for security of Local Improvement Districts (LID's)
275 LID #350 Finance Director Principal & Interest, Local Improvement District
276 Golf / Cemetery 2016 Refunding Finance Director Principal & Interest, LTGO Bond Refunding
Capital Projects Funds
321 Municipal Parks Construction Parks Director Capital projects at municipal parks
328 Capital Improvements Finance Director Capital improvements - Citywide projects
330 Local Revitalization Finance Director Capital improvements - downtown urban center
Enterprise Funds
430 / 460 Water CDPW Director Operating and capital fund for water utility
431 / 461 Sewer CDPW Director Operating and capital fund for sewer utility
432 / 462 Storm Drainage CDPW Director Operating and capital fund for storm drainage utility
433 Sewer Metro CDPW Director Operating fund for King County metro sewer charge
434 Solid Waste Finance Director Operating fund for solid waste utility
435 / 465 Airport CDPW Director Operating and capital fund for municipal airport
436 / 466 Cemetery Parks Director Operating and capital fund for municipal cemetery
Internal Service Funds
501 Insurance Finance Director Insurance reserves
503 Workers' Compensation HR Director Self insured worker's compensation
505 Facilities Administration Director Operating fund for facilities and property management
518 / 568 Innovation and Technology IT & Administration Director Operating and capital fund for information services & Multimedia
550 / 560 Equipment Rental CDPW Director Operating and capital fund for equipment rental
Fiduciary/Trust Funds
611 Fire Pension Finance Director Pension fund for firemen's retirement system
Permanent Funds
701 Cemetery Endowment Care Finance Director Long-term reserves for cemetery care and improvements
16
2017-2018 Biennial Budget Section I: Budget Summary
General Fiscal Environment
Effective budget and financial policies are developed gradually over a period of time in response to long-
term fiscal and social-economic conditions. Accordingly, although this document responds to the City’s
financial policy, a strategic framework has been developed in response to multi-year fiscal pressures.
General Fund
The General Fund is the City’s largest fund and
is used to account for the majority of City
resources and services except those required by
statute or to be accounted for in another fund.
Approximately 78% of General Fund revenues
are derived from taxes, including property
taxes, sales taxes, utility taxes, and other taxes
such as admissions and gaming taxes. The
remainder of revenues is derived from sources
such as business licenses, development related
fees, intergovernmental payments such as liquor
excise taxes and profit distributions from the
State of Washington and fines from traffic
violations. General Fund revenues are
generally cyclical following the economic cycles
of the surrounding region.
The City’s general revenues were significantly
impacted by the Great Recession and the
Streamlined Sales Tax legislation. Between 2007
and 2009, sales taxes declined by about 33%
from $17.6 to $11.9 million, which was a level
not seen since 1999. Since 2009, sales taxes have
recovered somewhat but are still about 6%
below 2007 levels. The City does receive
mitigation revenue from the State which is
intended to mitigate some of the effects of the
change in tax law. Property tax assessed
valuations declined between 2009 and 2013 but
finally returned to 2009 levels in 2016 .
The recession also significantly affected revenues
available to pay for operations of the State of
Washington. For example, historically low
interest rates and the economic recession
resulted in an underfunding of the State’s
pension system. As a result, in late 2012, the
Washington State Pension Board increased the
employer share of public pension rates for the
Public Employee Retirement System Plans 2 and 3. This decision increased City benefit expenses at the same
time as local revenues were recovering from the recession. As another example, the Washington State
Legislature approved several pieces of legislation which suspended and reduced the amount of liquor profits
and excise taxes distributed to the City and instead temporarily redirected these resources to the State’s
budget. These and similar actions may recur in the future as the State continues to grapple with its financial
situation.
$8.7
$7.7 $7.5 $7.2 $6.9 $7.3
$8.2
$8.8
$9.4
$9.9
$0.0
$2.0
$4.0
$6.0
$8.0
$10.0
$12.0
2009 2010 2011 2012 2013 2014 2015 2016 2017
Estimated
2018
EstimatedBillionsProperty Assessed Valuation
Pierce Co
King Co
Property Taxes
31%
Sales Taxes
23%
Utility Taxes
18%
Other Taxes
6%
Licenses &
Permits
4%
Intergovernmental
9%
Fees & Charges
6%
Fines & Forfeits
1%Other Sources
2%
2017 -2018 General Fund Revenues
Property Taxes
31%
Sales Taxes
23%
Utility Taxes
18%
Other Taxes
6%
Licenses &
Permits
4%
Intergovernmental
9%
Fees & Charges
6%
Fines & Forfeits
1%Other Sources
2%
2017 -2018 General Fund Revenues
17
2017-2018 Biennial Budget Section I: Budget Summary
While general economic conditions in the region have improved over the past two years, and the economic
outlook for the City is generally positive, short-term challenges to the City’s overall financial condition
remain. And although the City has seen significant private investments in the community, including
development within several blocks in the downtown area that will serve as a catalyst for future
redevelopment, the City remains cautious and continues to vigilantly monitor and control its expenses in
order to live within the City’s means.
Through careful planning and past budget reductions, the City has been able to maintain current levels of
general governmental services in the post-recession period without any further labor or cost reduction
strategies.
The 2017-2018 budget presents a viable, sustainable solution. In the long-term, however, if economic
conditions do not continue to improve and/or the State further erodes the City’s financial base through
additional costs or by reducing revenues, more aggressive cost containment measures may be required,
possibly including reducing levels of service and staffing. The City will closely monitor developments in these
areas and take corrective action in the interim, if necessary.
Past Legislative Actions
There have been several legislative actions at the state level that have permanently reduced sales and other
tax revenues for the City of Auburn. These actions are summarized below, along with potential impacts
on Auburn’s revenue.
Sales Tax Exemption on Purchase and Lease of Manufacturing Equipment, Retooling of Manufacturing
Equipment, and General Research and Development (1995)
Legislation was passed to exempt the purchase and lease of manufacturing equipment from State and local
sales taxes. The next year further legislation was enacted exempting sales taxes on research and
development and on the retooling of manufacturing equipment. Estimated impact: reduction of $1.0
million per year in 2017-2018.
Initiative 695 (1999)
In November 1999, the voters of Washington State approved Initiative 695, which repeals the State’s long
standing motor vehicle excise tax (MVET) and requires future voter approval of tax and fee increases
proposed by State, county and local governments. The ruling was upheld on appeal at the Washington
State Supreme Court. The loss of the MVET eliminated an average of $750 million annually as a funding
source for local governments, transit systems and State transportation projects. The loss of MVET revenues
was approximately 2% of total General Fund revenues. During 2000, State funding was provided to assist
in offsetting the revenue losses. The City of Auburn received approximately $200,000 in 2001 and 2002.
Early in 2003, the State discontinued this funding assistance. Estimated impact: reduction of $1.0 million
per year in 2017-2018.
Initiative 747 (2001)
Another loss to City revenue is due to I-747 which limits property tax increases to the lesser of 1% or inflation
(unless the jurisdiction has “banked capacity”, which provides that the levy limit is based on the highest
amount that could have been levied since 1985-1986). I-747 was passed by Washington State voters in
November of 2001. This measure was declared unconstitutional by the King County Superior court on June
13, 2006. In November 2007, the State Supreme Court decision was to overturn I-747. Following this
decision, the Washington Legislature approved House Bill 2416 reinstating the provisions of I-747
retroactively to 2002, restoring the one percent limit on property tax increases (again, unless the jurisdiction
has banked capacity). Estimated impact: reduction of about $1.0 million per year in 2017-2018.
18
2017-2018 Biennial Budget Section I: Budget Summary
Initiative 776 (2002)
The voters approved this initiative in the fall of 2002 to repeal the $15 local option vehicle excise tax levied
in King, Snohomish and Douglas counties. The voters of these counties initially approved this tax and there
was argument whether a statewide vote could repeal a local voted tax. After several court cases and
subsequent appeals, the State Supreme Court upheld the initiative. Estimated impact: reduction of about
$600,000 per year in 2017-2018.
Streamlined Sales and Use Tax (SST) (2008)
In 2003, the Legislature enacted Senate Bill 5783 to adopt several provisions of the Streamlined Sales and
Use Tax Agreement. The agreement attempts to create a sales tax collection system that is uniform across
all states. Washington State changed from a point of sale collection process to a point of delivery collection
process in July 2008. Funding to mitigate the losses as a result of SST is currently being provided by the
State, although this funding was temporarily reduced in 2012 in an effort to balance the State budget.
Estimated impact: no projected reduction in 2017-2018, but the possibility exists for mitigation payments
to be reduced or eliminated in the future.
Key Issues Affecting the 2017-2018 Budget Process
The key issues for 2017-2018 include maintaining the City’s ability to provide current level of services in light
of modest revenue growth and continuing increases in the cost of doing business and funding our street
transportation system through continued investment in maintenance and replacement within available
resources.
As discussed earlier, growth in general City revenues is expected to remain modest. Property valuations,
which recovered to pre-recession levels in 2016, are expected to increase by 6% per year between 2016 and
2018. Additional property tax assumptions for the 2017-2018 budget include the use of remaining banked
capacity of $1.9 million over the 1% increase and new construction. This banked capacity will help support
new positions to maintain existing programs; increased budgets for professional service needs in engineering;
hiring additional temporary staff for park and street maintenance; replacing mowing equipment over 10
years old and playground equipment in Roegner and Lakeland Hills parks; and supporting existing staff’s
COLAs and benefits, most of which are contracted obligations which are increasing at a rate greater than
current revenue growth.
Sales and use tax growth was sluggish in 2016 and is projected to increase only by 1% per year in 2017 and
2018. We also anticipate sales tax on construction to maintain through biennium due to large projects
permitted and in the review stage; these revenues are transferred to Local Street Fund programs. The
annexation sales tax credit sunsets in mid-2018, which will result in overall decreases in sales tax receipts in
2018 and beyond.
While the City has managed to operate within its existing resources through past budget reductions and
continued vigilance in monitoring daily spending, the cost of doing business continues to rise. Health, dental,
and vision care costs are expected to rise by 15% in 2017 and 10% in 2018. State of Washington pension
contribution rates are expected to increase slightly in 2017 and then remain constant in 2018.
Auburn serves as a major hub for local and regional warehousing and distribution facilities. The
transportation traffic from these industries has placed a strain on the City’s network of arterial streets. The
ongoing preservation and maintenance of our transportation system has become more difficult due to the
decreased City revenues and the sizable investment needed on an ongoing basis to rehabilitate the existing
roadway network. Gridlock exists along the major arterials of the City due primarily to a failing State
highway system that has inadequate capacity for commuter traffic and forces traffic on to the City arterials.
While transit stations have been constructed in valley downtown areas to help alleviate transportation
gridlock on our highways, this does not address the City’s need for a long-term solution.
19
2017-2018 Biennial Budget Section I: Budget Summary
The City has made significant progress with its Save Our Streets (SOS) program. Nonetheless, the roadwork
improvements that remain represent the most difficult and expensive areas of the City’s transportation system
to rehabilitate as these roadways will likely require rebuilding. Since 2013, the SOS program has been funded
from sales taxes collected on new construction. During the 2017-2018 biennium, the City will continue to
evaluate alternative funding sources for these remaining segments of roadway rehabilitation. For example,
the Auburn Transportation Benefit District, established in 2011, will begin providing funds from vehicle license
fees to the City for streets-related projects beginning in 2017, The City’s Arterial Streets Preservation program
will continue to be funded from 1.0% of utility taxes on public and private utilities.
Going forward, the City’s Finance Department will closely monitor its financial condition. While the City
has been able to avoid budget reductions or a reduction in workforce in the 2017-2018 budget, should the
general economy fail to show sustained improvement in this time period, the City will likely be required to
re-evaluate its financial position and to manage its remaining resources appropriately.
The Auburn Community
The City of Auburn is located in southern King County and northern Pierce County, the two most populous
counties in the State. It is strategically located in relation to the labor and consumer markets of these two
metropolitan counties. The City serves approximately 77,060 people within its incorporated limits, and
another 35,000 to 40,000 people who reside in the adjacent unincorporated area considered to be within
the Auburn community. The City of Auburn was incorporated in 1891 and operates as a non-charter code
city under the laws of the State. The City’s total assessed valuation in 2016 was approximately $8.8 billion.
For the 2017-2018 budget, the City’s authorized FTEs total 435.6 in 2017 and 436.6 in 2018 (on a full-time
equivalency basis) providing a full-range of municipal services. These services include: police protection,
parks, arts and recreation services, land use management and development regulation, street maintenance
and construction, water services, sanitary sewage collection, storm drainage management, solid waste
collection, a general aviation airport, a municipal cemetery, and a golf course. The City’s water and sewage
utilities also serve large areas of the adjacent unincorporated area.
Other local governmental services are provided by separate governmental entities serving the Auburn area,
and these services are not included in Auburn’s budget. The Auburn School District provides public
educational services to the City. Green River College is located inside the City limits. King County provides
solid waste disposal, public transportation, regional sewage treatment, property assessment and tax
collection, some judicial services, public health services, and other county services to the City and its residents.
The King County Housing Authority, for the most part, provides housing services. Sound Transit provides
commuter rail service in the Puget Sound region, with a commuter rail/bus station located in the City of
Auburn. The King County District Court provides municipal court and probation services. Fire prevention
and control services were transferred from the City to the Valley Regional Fire Authority (VRFA) in 2007.
The VRFA is a separate municipal corporation serving the cities of Auburn, Algona, and Pacific. The VRFA
imposes its own property tax levy and fire benefit charge and is not included in the City’s budget process
except to fund residual pension and health care/disability liabilities.
Retailing has also become a significant factor in Auburn’s economy. Sales taxes represent the second largest
single source of revenue to the General Fund (with property taxes being the largest single source). Retail,
automotive and services such as restaurants, engineering, and administrative services make up nearly three-
quarters of the City’s sales tax base.1 The Outlet Collection of Seattle serves as a local and regional destination
shopping center.
1 Based upon 2015 sales tax collections
20
2017-2018 Biennial Budget Section I: Budget Summary
Other Funds
The most significant issue for the proprietary funds (which account for the activities of the City utilities,
cemetery, and airport) over the past several years has been ensuring that these entities are self-sufficient and
needed capital projects are accomplished.
Key issues and projects facing the City’s proprietary funds in the 2017-2018 budget include:
•Continued infrastructure replacement for all three utilities in coordination with street and arterial
improvements.
•Completing the implementation of the Water Utility Meter and Billing System Improvement project.
•Initiating pre-design for the Coal Creek Springs rehabilitation project.
•Assessing the condition of large diameter sewer lines.
•Continuing to improve overall stormwater system performance through citywide ditch maintenance and
pond cleaning and rehabilitation programs to remove accumulated sediment and vegetation.
•Improving existing cemetery grounds and buildings in accordance with the cemetery master plan, and
exploring funding options for construction of a new outdoor mausoleum.
•Design and construction of airport runway enhancements to increase safety and utilization.
21
2017-2018 Biennial Budget Section I: Budget Summary
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2017 and 2018.
The information presented here is intended for summary purposes only; for more detailed budget
information, please refer to Sections IV through VII of this budget document as well as the Capital Facilities
Plan.
Tables and Graphs in Order of Presentation
•2017 Budget Summary – All Funds (Table)
•2017 Budgeted Revenues by Fund, % of Total (Graph)
•2017 Budgeted Expenditures by Fund, % of Total (Graph)
•2018 Budget Summary – All Funds (Table)
•2018 Budgeted Revenues by Fund, % of Total (Graph)
•2018 Budgeted Expenditures by Fund, % of Total (Graph)
•Comparative Budget Summary, 2017-2018 – All Funds (Table)
•2017 & 2018 Budgeted Revenue – All Funds (Graph)
•2017 & 2018 Budgeted Expenditures – All Funds (Graph)
•Comparative Budget Summary, 2017-2018 – General Fund (Table)
•2017 & 2018 Budgeted Revenue – General Fund (Graph)
•2017 & 2018 Budgeted Expenditures – General Fund (Graph)
•Population vs. Staff Levels, 2008-2018 (Graph)
•Position Allocation by Funding, 2014-2018 (Table)
•Position Allocation by Department, 2014-2018 (Table)
22
2017-2018 Biennial Budget Section I: Budget Summary
Beginning 2017 2017 Ending
Fund Balance Resources Expenditures Fund Balance
$16,191,731 $65,919,560 $69,487,982 $12,623,309
Arterial Street 1,632,556 2,539,076 2,794,818 1,376,814
Local Street 1,401,882 1,909,100 2,417,839 893,143
Hotel/Motel Tax 84,044 110,400 110,400 84,044
Arterial Street Preservation 1,378,878 3,755,600 4,768,470 366,008
Drug Forfeiture 357,897 87,100 251,016 193,981
Housing & Community Development 54,905 710,000 712,450 52,455
Recreational Trails 49,658 7,340 - 56,998
Business Improvement Area 48,516 55,200 55,000 48,716
Cumulative Reserve 7,546,199 20,500 200,000 7,366,699
Mitigation Fees 4,274,362 1,520,200 1,365,081 4,429,481
1998 Library Bond - 283,850 283,850 -
City Hall Annex 2010 A&B Bond - 1,683,192 1,683,192 -
Local Revitalization 2010 C&D Bond - 589,071 589,071 -
LID #350 11,706 7,499 7,246 11,959
Golf / Cemetery 2016 Refunding - 554,393 554,393 -
SCORE 2009 A&B Bond - 2,033,474 2,033,474 -
Municipal Park Construction 453,426 2,186,796 2,358,106 282,116
Capital Improvements 7,347,302 3,172,114 2,722,117 7,797,299
Local Revitalization 325,651 600 326,251 -
Water 4,641,113 22,153,450 21,172,517 5,622,046
Sewer 9,518,732 9,695,290 10,158,093 9,055,929
Sewer Metro 2,374,705 17,238,490 17,294,700 2,318,495
Storm Drainage 13,319,582 11,218,627 12,414,086 12,124,123
Solid Waste 3,849,877 14,912,500 14,528,476 4,233,901
Airport 346,975 1,129,967 1,041,034 435,908
Cemetery 434,887 1,128,300 1,161,977 401,210
Insurance 1,312,689 1,500 229,980 1,084,209
Workers' Compensation 787,022 1,056,900 850,777 993,145
Facilities 1,330,105 3,462,500 3,507,030 1,285,575
Innovation and Technology 1,992,399 6,184,022 6,661,610 1,514,811
Equipment Rental 3,634,008 4,792,733 4,566,369 3,860,372 FIDUCIARY FUNDSFire Pension 2,417,899 84,000 177,717 2,324,182 PERMANENT FUNDSCemetery Endowment Care 1,720,479 37,800 - 1,758,279
$88,839,185 $180,241,144 $186,485,122 $82,595,207DEBT SERVICE2017 BUDGET SUMMARY - ALL FUNDS
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL
TOTAL BUDGET $269,080,329 $269,080,329
23
2017-2018 Biennial Budget Section I: Budget Summary
General Fund
36.6%
Special Revenue
Funds
5.8%Debt Service
2.9%Capital Projects
3.0%
Enterprise Funds
43.0%
Internal Service
Funds
8.6%
Other Misc.
Funds
0.1%
Budgeted Revenues by Fund -2017
General Fund
37.3%
Special Revenue
Funds
6.7%Debt Service
2.8%
Capital Projects
2.9%
Enterprise Funds
41.7%
Internal Service
Funds
8.5%
Other Misc.
Funds
0.1%
Budgeted Expenditures by Fund -2017
24
2017-2018 Biennial Budget Section I: Budget Summary
Beginning 2018 2018 Ending
Fund Balance Resources Expenditures Fund Balance
$12,623,309 $66,091,810 $72,860,044 $5,855,075
Arterial Street 1,376,814 6,215,417 6,643,292 948,939
Local Street 893,143 1,909,100 2,418,270 383,973
Hotel/Motel Tax 84,044 113,700 113,700 84,044
Arterial Street Preservation 366,008 3,067,340 2,880,440 552,908
Drug Forfeiture 193,981 87,100 253,221 27,860
Housing & Community Development 52,455 460,000 468,446 44,009
Recreational Trails 56,998 7,340 - 64,338
Business Improvement Area 48,716 55,200 55,000 48,916
Cumulative Reserve 7,366,699 20,500 250,000 7,137,199
Mitigation Fees 4,429,481 1,520,200 1,219,817 4,729,864
1998 Library Bond - 282,150 282,150 -
City Hall Annex 2010 A&B Bond - 1,675,120 1,675,120 -
Local Revitalization 2010 C&D Bond - 589,595 589,595 -
LID #350 11,959 7,812 7,246 12,525
Golf / Cemetery 2016 Refunding - 554,367 554,367 -
SCORE 2009 A&B Bond - 2,021,294 2,021,294 -
Municipal Park Construction 282,116 664,590 872,000 74,706
Capital Improvements 7,797,299 3,869,857 4,015,148 7,652,008
Local Revitalization - - - -
Water 5,622,046 20,432,455 20,550,922 5,503,579
Sewer 9,055,929 8,837,670 9,207,219 8,686,380
Sewer Metro 2,318,495 18,190,923 18,250,200 2,259,218
Storm Drainage 12,124,123 11,120,902 11,097,770 12,147,255
Solid Waste 4,233,901 16,065,850 15,691,927 4,607,824
Airport 435,908 2,571,467 2,547,309 460,066
Cemetery 401,210 1,183,800 1,197,391 387,619
Insurance 1,084,209 1,500 241,230 844,479
Workers' Compensation 993,145 1,103,700 862,683 1,234,162
Facilities 1,285,575 3,875,400 3,911,293 1,249,682
Innovation and Technology 1,514,811 6,803,327 7,097,732 1,220,406
Equipment Rental 3,860,372 4,753,014 4,336,260 4,277,126 FIDUCIARY FUNDSFire Pension 2,324,182 84,000 178,225 2,229,957 PERMANENT FUNDSCemetery Endowment Care 1,758,279 39,900 - 1,798,179
$82,595,207 $184,276,400 $192,349,311 $74,522,296DEBT SERVICE2018 BUDGET SUMMARY - ALL FUNDS
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSCAPITAL PROJECTS$266,871,607ENTERPRISE FUNDS$266,871,607INTERNAL SERVICE FUNDSTOTAL
TOTAL BUDGET
25
2017-2018 Biennial Budget Section I: Budget Summary
General Fund
35.9%
Special Revenue
Funds
7.3%Debt Service
2.8%
Capital Projects
2.4%
Enterprise Funds
42.5%
Internal Service
Funds
9.0%
Other Misc.
Funds
0.1%
Budgeted Revenues by Fund -2018
General Fund
37.9%
Special Revenue
Funds
7.4%Debt Service
2.7%
Capital Projects
2.5%
Enterprise Funds
40.8%
Internal Service
Funds
8.6%
Other Misc.
Funds
0.1%
Budgeted Expenditures by Fund -2018
26
2017-2018 Biennial Budget Section I: Budget Summary
Comparative Budget Summary
2016
2015 2016 Estimated 2017 2018
Actual Adj. Budget Actual Budget Budget
REVENUES
Taxes 57,132,656$ 54,736,400$ 56,392,958$ 59,474,400$ 59,136,430$
Charges for Services 81,023,085 77,523,665 77,950,734 82,612,535 85,565,622
Intergovernmental 14,059,785 22,133,214 20,988,268 12,435,236 16,717,588
Miscellaneous 8,701,736 5,696,686 5,541,099 4,539,073 4,391,812
Licenses and Permits 2,074,432 1,944,600 2,244,600 2,338,700 2,419,950
Fines and Penalties 938,775 796,180 796,180 876,100 885,300
Other Sources 169,833 25,000 25,000 25,000 25,000
Total Revenues 164,100,302$ 162,855,745$ 163,938,839$ 162,301,044$ 169,141,702$
EXPENDITURES
Salaries & Wages 34,547,682 37,303,135 37,218,586 38,785,308 40,160,041
Benefits 14,960,296 17,373,870 16,673,904 18,508,704 19,856,550
Supplies 3,394,253 4,314,004 4,304,114 4,228,886 4,163,164
Services & Charges 35,185,689 43,297,479 42,317,309 42,636,905 45,258,695
Intergovernmental 22,771,081 23,561,400 24,287,574 23,881,355 25,083,905
Capital Outlay 34,150,905 58,479,695 52,208,159 25,106,105 25,118,105
Debt 7,044,592 9,415,032 7,492,310 10,341,425 10,317,870
Interfund Payments 12,236,460 12,051,011 12,126,011 13,300,609 13,439,906
Total Expenditures 164,290,959$ 205,795,625$ 196,627,967$ 176,789,297$ 183,398,236$
OTHER FINANCING SOURCES (USES)
PWTF Loan Proceeds 850,402 1,020,037 1,020,037 - -
Financing Proceeds - 3,050,000 3,000,000 5,000,000 2,500,000
BAB Subsidy 785,667 776,387 776,387 1,244,275 1,233,623
Proceeds from Sale of Fixed Assets 14,000 - - - -
Transfers In 8,157,808 25,209,070 23,807,850 9,695,825 8,951,075
Transfers Out (8,157,808) (25,209,070) (23,807,850) (9,695,825) (8,951,075)
Prior Year Cash Adjustments (8,558,680) - - - -
Net Change in Restricted Assets (117,383) - - - -
Contributed Capital 5,821,857 940,000 940,000 2,000,000 2,450,000
Total Financing Sources (Uses)(1,204,138)$ 5,786,424$ 5,736,424$ 8,244,275$ 6,183,623$
Net Change in Fund Balance (1,394,795) (37,153,456) (26,952,704) (6,243,978) (8,072,911)
Fund Balances - Beginning 116,510,273 115,911,070 115,791,889 88,839,185 82,595,207
Fund Balances - Ending
Designated 7,573,342 5,258,831 5,974,778 6,244,486 6,584,769
Undesignated 107,542,135 73,498,782 82,864,407 76,350,721 67,937,527
Total Fund Balances - Ending 115,115,478$ 78,757,613$ 88,839,186$ 82,595,207$ 74,522,296$
ALL FUNDS
27
2017-2018 Biennial Budget Section I: Budget Summary
2017 / 2018 Budgeted Revenue – All Funds
2017 / 2018 Budgeted Expenditures – All Funds
Taxes
Charges for Services
Intergovernmental
Miscellaneous
Licenses and Permits
Fines and Penalties
Other Sources
Bond Proceeds & BAB
Subsidy
Contributed Capital
Transfers In
Millions
2017
2018
Salaries & Wages
Benefits
Supplies
Services & Charges
Intergovernmental
Capital Outlay
Debt
Interfund Payments
Transfers Out
Millions
2017
2018
28
2017-2018 Biennial Budget Section I: Budget Summary
Comparative Budget Summary
2016
2015 2016 Estimated 2017 2018
A c tual Adj. Budget Actual Budget Budget
REVENUES
Taxes:
Property 17,199,418$ 17,733,500$ 17,733,500$ 20,152,000$ 20,781,000$
Sales & Use 14,520,145 14,572,000 14,672,000 14,821,000 14,970,750
Utility 11,100,396 10,701,200 10,901,200 12,159,000 12,182,600
Other 4,386,203 4,308,400 4,788,400 4,613,600 3,855,080
Licenses & Permits 2,074,432 1,944,600 2,244,600 2,338,700 2,419,950
Intergovernmental 5,453,114 5,647,293 5,627,893 5,919,680 5,859,350
Charges for Services 4,296,068 3,381,180 3,981,180 3,923,680 3,992,580
Fines & Forfeitures 938,775 796,180 796,180 876,100 885,300
Miscellaneous 1,127,838 847,600 1,106,558 1,006,800 1,035,900
Total Revenues 61,096,390$ 59,931,953$ 61,851,511$ 65,810,560$ 65,982,510$
EXPENDITURES
Salaries & Wages 22,869,051 24,554,901 24,396,490 26,194,035 27,069,670
Personnel Benefits 9,707,354 10,862,399 10,136,480 12,033,449 12,935,322
Supplies 1,310,879 1,597,690 1,590,790 1,685,872 1,656,850
Services & Charges 9,729,076 13,048,371 12,422,700 13,146,808 14,054,528
Intergov't Services & Charges 5,825,140 6,101,100 6,101,100 6,080,555 6,232,455
Capital Outlay 38,583 15,000 15,000 324,519 319,618
Debt Service 306,798 1,701,903 138,361 77,699 77,699
Interfund Payments for Services 7,877,068 7,769,928 7,844,928 8,584,569 8,728,698
Total Expenditures 57,663,949$ 65,651,291$ 62,645,849$ 68,127,506$ 71,074,840$
OTHER FINANCING SOURCES (USES)
Insurance Recoveries 153,041 25,000 25,000 25,000 25,000
Transfers In
T/I from Fund 104 for Tourism Grant / Donation - 25,000 25,000 10,000 10,300
T/I from Fund 124 for Façade Improvements 51,754 61,626 61,626 - -
T/I from Fund 249 for LID 23,443 2,000 2,000 - -
T/I from Fund 328 for Arts Center Renovation - 25,000 25,000 - -
T/I from Fund 432 for Median Maintenance 74,000 74,000 74,000 74,000 74,000
T/I from various funds for Health Coalition - 33,300 33,300 - -
Transfers Out
Library GO Bond Debt Service (279,462) (285,100) (285,100) (283,850) (282,150)
Golf Course Debt Service (Fund 237)(412,204) (351,553) (351,553) - -
Golf / Cemetery Debt Service (Fund 276)- - - (554,393) (554,367)
T/O to Fund 321 for Discovery Playground (36,000) - - - -
T/O to Fund 328 for M&O Roof Project - (46,925) (46,925) - -
T/O to Fund 518/568 for Council Chamber Remodel - (350,000) (350,000) - -
T/O to Fund 518/568 for Justice Cntr Radio Comm.- (86,000) (86,000) - -
T/O to Fund 518/568 for Technology - (35,100) (35,100) (459,733) (854,987)
T/O to Fund 550/560 for Police Vehicle Replacement - (84,958) (84,958) - -
T/O to Fund 550/560 for Police Vehicle - (50,000) (50,000) - -
T/O to Fund 550/560 for Equipment - (36,986) (36,986) (62,500) (93,700)
T/O to Fund 518 for E-Builder Program (378) - - - -
Transfer to Cumulative Reserve Fund (2,800,000) (1,500,000) (1,500,000) - -
Total Financing Sources (Uses)(3,225,806)$ (2,580,696)$ (2,580,696)$ (1,251,476)$ (1,675,904)$
Net Change in Fund Balance 206,634 (8,300,035) (3,375,035) (3,568,422) (6,768,234)
Fund Balances - Beginning 19,360,132 19,566,766 19,566,766 16,191,731 12,623,309
Fund Balances - Ending 19,566,766$ 11,266,731$ 16,191,731$ 12,623,309$ 5,855,075$
GENERAL FUND
29
2017-2018 Biennial Budget Section I: Budget Summary
2017 / 2018 Budgeted Revenue – General Fund
2017 / 2018 Budgeted Expenditures – General Fund
Taxes
Licenses & Permits
Intergovernmental
Charges for Services
Fines & Forfeitures
Miscellaneous
Other Sources
Transfers In
Millions
2017
2018
Salaries & Benefits
Supplies
Other Services
Intergov't Services
Interfund Payments
Capital Outlay
Debt Service
Transfers Out
Millions
2017
2018
30
2017-2018 Biennial Budget Section I: Budget Summary
Staffing Trends
The following page presents the current and past staffing as allocated by funding to the various City
departments. The second table presents departmental staffing on the basis of the City’s administrative
structure.
As can be seen on the graphic, City staffing decreased from 2008 through 2012. In 2009 and 2010, staffing
was decreased as a direct result of the recession by eliminating vacant positions and implementing two
reductions in force. The 2011 staffing decreased by 8 full time equivalents (FTEs) overall, partially due to the
creation of the multi-jurisdictional South Correctional Entity (SCORE) whereby City correctional staff became
SCORE personnel.
In 2012, the City of Auburn eliminated its municipal court and probation operations. These services are
continued under contract with the King County District Court (KCDC). This change resulted in a reduction
of Citywide FTEs in the Municipal Court. The reduction was partially offset by gains in other departments,
for a net reduction of 10 FTEs.
Citywide staffing between 2013 and 2016 increased at a moderate pace, with new staff positions added in
each year. The increased staffing was a result of many factors relating to Citywide population growth and
economic development. For example, increases in economic development activities necessitate having
additional staff for permitting approval, additional police officers to ensure public safety for a growing
population, and increased staffing to manage Citywide utilities, including engineering, maintenance and
extension of the infrastructure, and infrastructure inspections. According to the Office of Financial
Management, the City of Auburn’s population growth was approximately 1% and 2% in 2015 and 2016
respectively. Staffing growth during the 2015-2016 fiscal years closely mirrors the population growth in the
City over the same period of time.
Ten new FTEs are authorized in the 2017-2018 Biennial Budget to support various City departments. Seven
new FTEs are budgeted in the Police Department in order to provide greater public safety for citizens as
well as increased presence within the community. Six of these FTEs are approved effective in the 2017
budget and include Patrol Officers and Detectives. An additional FTE is approved in the 2018 budget,
representing a second Animal Control Officer. This new position will serve to enhance existing services as
well as to provide services to the Muckleshoot Indian Tribe (MIT). The position will be partially funded
by the Muckleshoot Indian Tribe.
The Legal Department will be adding an additional City Prosecutor to continue providing a high level of
prosecution services while managing the increase in misdemeanor cases filed. The Community Development
and Public Works Department will be adding an additional Traffic Signal Technician to improve traffic signal
coverage to capably maintain the safety of the transportation network. The Innovation and Technology
Department will be adding a Network Engineer position to maintain the City’s expanded technology
infrastructure.
Although Citywide staffing increased in 2015 and 2016 and is expected to increase by 10 FTEs in the 2017-
2018 biennium, the number of employees per 1,000 citizens has remained flat at 5.5 FTEs per 1,000 citizens
since 2012 and is projected to remain at that level through the end of the 2017-2018 biennial budget cycle.
31
2017-2018 Biennial Budget Section I: Budget Summary
2008 2009 2010 2011 2012 2013 2014 2015 2016 2017 2018
Year 488 430 409 401 391 402 411 416 427 436 437
Staff/Pop 7.3 6.4 5.8 5.7 5.5 5.5 5.5 5.5 5.5 5.6 5.5
0.0
3.0
6.0
9.0
12.0
0
100
200
300
400
500
Positions Per 1,000 PopulationFTE PositionsPopulation vs Staff Levels 2008-2018
POSITION ALLOCATION BY FUNDING 16-17 17-18
Department 2014 2015 2016 2017 2018 Changes Changes
Mayor 3.00 3.00 3.00 3.00 3.00 0.00 0.00
Administration 6.10 6.10 8.10 8.10 8.10 0.00 0.00
Human Resources 5.96 5.88 6.76 6.79 6.79 0.03 0.00
Finance 8.79 8.32 8.32 8.99 8.99 0.67 0.00
Legal 12.63 12.63 12.63 13.63 13.63 1.00 0.00
Community Development 24.60 24.40 24.40 25.10 25.10 0.70 0.00
Police 125.10 128.10 130.10 136.10 137.10 6.00 1.00
Public Works - Engineering 20.49 21.94 23.04 23.84 23.84 0.80 0.00
Parks, Arts & Recreation 43.51 43.43 45.43 45.16 45.16 -0.27 0.00
Public Works - Streets 13.33 13.53 13.38 15.03 15.03 1.65 0.00
Non Departmental 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Sub-Total General Fund 263.51 267.33 275.16 285.74 286.74 10.58 1.00
Water 37.66 37.40 37.39 37.41 37.41 0.02 0.00
Sewer 24.33 24.53 25.02 24.64 24.64 -0.38 0.00
Storm Drainage 33.51 34.25 35.74 35.51 35.51 -0.23 0.00
Solid Waste 6.42 5.57 5.57 4.02 4.02 -1.55 0.00
Airport 0.16 0.24 0.24 0.00 0.00 -0.24 0.00
Cemetery 5.57 5.57 6.57 6.52 6.52 -0.05 0.00
Facilities 8.48 10.00 10.00 10.00 10.00 0.00 0.00
Multi-Media 4.10 4.10 4.10 4.10 4.10 0.00 0.00
Innovation and Technology 15.00 16.00 16.00 17.00 17.00 1.00 0.00
Equip. Rental 8.82 7.86 8.06 7.90 7.90 -0.16 0.00
Other Funds 3.04 2.75 2.75 2.76 2.76 0.01 0.00
Sub-Total Other Funds 147.09 148.27 151.44 149.86 149.86 -1.58 0.00
TOTAL FTEs 410.60 415.60 426.60 435.60 436.60 9.00 1.00
32
2017-2018 Biennial Budget Section I: Budget Summary
FTE: Full Time Equivalent
Does not include seven elected Council positions.
Changes in 2015 through 2018 budget:
Mayor:
There were no changes in the authorized number of FTEs in the Mayor's Department.
Administration:
In 2015, the Public Affairs and Marketing Manager position was reclassed to Communications Coordinator.
Effective in 2016, 1.0 FTE was added to the Administration Department via Budget Amendment #4,
Ordinance No. 6571. This position is the Neighborhood Programs Coordinator. Effective May 2016, the
Real Property Analyst was reclassed from Facilities to the Administration Department. Note: Both the Multi-
Media and the Facilities FTEs report to the Director of Administration.
Human Resources:
Effective in 2016, the Human Resources Department added 1.0 FTE – a Human Resources Coordinator. This
position was approved via Budget Amendment #4, Ordinance No. 6571.
Finance:
Effective in 2015, the Finance Department was reduced by 1.0 FTE which was given to the Community
Development and Public Works Department for a Contract Administrative Specialist Supervisor position.
POSITION ALLOCATION BY DEPARTMENT 16-17 17-18
Department 2014 2015 2016 2017 2018 Changes Changes
Mayor 3.00 3.00 3.00 3.00 3.00 0.00 0.00
Administration 8.00 8.00 10.00 10.00 10.00 0.00 0.00
Human Resources 8.00 8.00 9.00 9.00 9.00 0.00 0.00
Finance 23.00 22.00 22.00 22.00 22.00 0.00 0.00
Legal 14.00 14.00 14.00 15.00 15.00 1.00 0.00
Community Development 25.00 26.00 26.00 26.00 26.00 0.00 0.00
Police 126.00 129.00 131.00 137.00 138.00 6.00 1.00
Public Works - Engineering 49.00 50.00 53.00 54.00 54.00 1.00 0.00
Parks, Arts & Recreation 45.00 45.00 47.00 47.00 47.00 0.00 0.00
Public Works - Streets 19.00 19.00 19.00 19.00 19.00 0.00 0.00
Non Departmental 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Sub-Total General Fund 320.00 324.00 334.00 342.00 343.00 8.00 1.00
Water 24.00 23.00 23.00 23.00 23.00 0.00 0.00
Sewer 10.00 10.00 10.00 10.00 10.00 0.00 0.00
Storm Drainage 10.00 10.00 10.00 10.00 10.00 0.00 0.00
Solid Waste 2.00 2.00 2.00 2.00 2.00 0.00 0.00
Airport 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Cemetery 5.00 5.00 6.00 6.00 6.00 0.00 0.00
Facilities 9.00 10.00 10.00 10.00 10.00 0.00 0.00
Multi-Media 3.60 3.60 3.60 3.60 3.60 0.00 0.00
Innovation & Technology 15.00 16.00 16.00 17.00 17.00 1.00 0.00
Equip. Rental 12.00 12.00 12.00 12.00 12.00 0.00 0.00
Sub-Total Other Funds 90.60 91.60 92.60 93.60 93.60 1.00 0.00
TOTAL FTEs 410.60 415.60 426.60 435.60 436.60 9.00 1.00
33
2017-2018 Biennial Budget Section I: Budget Summary
Legal:
The 2017-2018 budget includes an additional FTE – a City Prosecutor position approved via the Program
Improvement process.
Community Development:
In 2015, 1.0 FTE was added to the Community Development Department via the 2015-2016 budget. This
position was for a Code Compliance Officer.
Police:
In 2015, 3.0 FTEs were added per the 2015-2016 budget. These positions included a Bicycle Officer, a
Major Crimes Detective, and a Police Records Specialist. Effective in 2016, 2.0 additional FTEs were added
to the Police Department via Budget Amendment #4, Ordinance No. 6571. These positions include an
additional Bicycle Officer and a Community Response Team Officer. Per the 2017-2018 biennium budget,
a total of 7.0 FTEs were approved via the Program Improvement process. This includes 6.0 FTEs effective
in 2017, to be partially funded by an increase in cable tax rates. Effective in 2018 is the addition of 1.0 FTE;
an additional Animal Control Officer which will be partially funded by the Muckleshoot Indian Tribe (MIT).
Public Works - Engineering:
Effective in 2015, 1.0 FTE was added to the Public Works Department. This position was given from the
Finance Department to the Public Works Department to fund a Contract Administrative Specialist Supervisor
position. Effective in 2016, 3.0 FTEs were added to the Public Works Department via Budget Amendment
#4, Ordinance No. 6571. These positions include an Assistant Traffic Engineer, and two GIS Inventory
Technicians. Per the Program Improvement process, 1.0 FTE was added in the 2017-2018 budget. This
added position is for an additional Traffic Signal Technician.
Parks, Arts and Recreation:
In 2016, 2.0 FTEs were added to the Parks, Arts and Recreation Department via Budget Amendment #4,
Ordinance No. 6571. These positions include a Maintenance Specialist and a Special Events & Farmer's
Market Specialist.
Public Works - Streets:
There were no changes in the authorized number of FTEs in the Streets Department.
Non-Departmental:
There were no changes in the authorized number of FTEs in the Non-Departmental Department.
Water:
In 2015, the SCADA Technician was moved from the Water Department to ER&R.
Sewer:
There were no changes to the authorized number of FTEs in the Sewer Department.
Storm Drainage:
There were no changes in the authorized number of FTEs in the Storm Department.
Solid Waste:
There were no changes in the authorized number of FTEs in the Solid Waste Department.
Airport:
There were no changes in the authorized number of FTEs in the Airport Department.
Cemetery:
Effective in 2016, 1.0 FTE was added to the Cemetery. This position is the Office Assistant, which was
approved via Budget Amendment #4, Ordinance No. 6571.
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2017-2018 Biennial Budget Section I: Budget Summary
Facilities:
One FTE was added via the 2015-2016 budget per the Program Improvement process; this position was the
Facility and Property Analyst. In 2016, a 1.0 FTE Custodian position was added in the Facilities Department
via Budget Amendment #5, Ordinance No. 6592. In May 2016, 1.0 FTE was moved from Facilities to the
Administration Department. This was the Real Property Analyst position (formerly Facility and Property
Analyst).
Multi-Media:
There were no changes in the authorized number of FTEs in the Multi-Media Department.
Innovation and Technology:
In 2015 1.0 FTE was added to the Innovation and Technology Department via the 2015-2016 budget. This
position was for an IT Support Lead. Effective in 2015, the IT Support Lead position was reclassified as a
Systems Analyst and the Network Engineer position was reclassed to Network Services Manager. 1.0 FTE
was added in the 2017-2018 budget via the Program Improvement process; for a Network Engineer.
ER&R:
In 2015, the SCADA Technician position was moved from the Water Department to ER&R. In December
2015, the ER&R Department FTEs were reduced by 1.0 FTE by deactivating the Supernumerary Mechanic
position. Effective January 2016, the Supernumerary Mechanic position was reclassed to a permanent
Mechanic FTE position and the M&O Support Manager position was deactivated. This resulted in a net
zero change in the number of FTEs budgeted in ER&R in 2016.
35
36
2017-2018 Biennial Budget Section II: Process/Policies
SECTION II: PROCESS/POLICIES
Organization
The City has a “strong mayor” form of government as organized under the Optional Municipal Code
as provided in State law. The independently elected Mayor is responsible for all administrative functions
of the City and all of the department directors report to the Mayor. The City Council exercises legislative
and quasi-judicial functions. All seven members of the City Council and the Mayor are elected at large
for four-year terms. The Mayor develops and proposes the budget while the Council reviews and
requests modifications as it deems appropriate. The optional municipal code confers a limited form of
“home rule” to those municipalities organized under its provisions.
Basis of Budgeting
The City prepares its biennial budget in accordance with Optional Municipal Code 35A.33 of the Revised
Code of Washington. Biennial budgeting has been permitted for Washington cities since 1985 and allows
cities to adopt a two-year appropriation. An appropriation represents the City’s legal authority to
expend funds. Traditionally, the appropriations have been for one-year terms. State law has extended
this legal authority so that a City’s legislative body may approve an appropriation, or budget, for a two-
year term. Currently, an annual budget means that every other budget is developed in the context of
elections for many of the policy makers. By design, the City biennial budget is considered in non-election
years, as the biennium must begin in odd-numbered years.
The most common reason for using a twenty-four month appropriation is the time savings in both the
budget development and approval process. This includes staff time invested in preparing the budget as
well as the time Council spends during the approval and adoption phases. While it does take more time
to prepare a twenty-four month budget than one for the traditional twelve months, the additional time
spent is not as significant as preparing two annual budgets. As a result, over the two-year period, there
is a substantial time savings, allowing staff and Council to focus on long-range strategic planning.
The concept of a two-year appropriation is straightforward. Rather than a twelve-month window
during which the appropriated funds can be legally spent, a biennium provides for a twenty-four month
window. The two-year budget provides an opportunity to widen the planning horizon and allow more
long-term thinking to be part of the financial plan that the budget represents. However, there may also
be concerns about spending portions of the budget earlier in the biennium than had been planned. For
this reason, many cities have adopted variations of a biennial budget. One approach is to adopt two
one-year budgets, which is the method that the City of Auburn has chosen.
The requirements for preparing an annual budget and a biennial budget are similar. One distinction is
that a “mid-biennium review” is required with a biennial budget. The purpose of this review is to make
adjustments to the budget or, essentially, a tune up. This review is not intended to become another
complete budget process in itself. The mid-biennium review begins September 1st and is to be completed
by the end of the first year of the two-year budget.
All governmental fund type budgets are prepared on the modified accrual basis of accounting in
conformity with Generally Accepted Accounting Principles (GAAP). The budget for proprietary funds is
prepared on an accrual basis, also in accordance with GAAP. The legal level of budgetary control where
expenditures cannot exceed appropriations is at the individual fund level. Revisions that alter the total
expenditures of any fund must be approved by the City Council and adopted by ordinance. All
appropriations lapse at the end of each year. The City’s basis of budgeting is consistent with its basis for
accounting as reported in the Comprehensive Annual Financial Report.
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2017-2018 Biennial Budget Section II: Process/Policies
Policy/Strategy Phase
Needs Assessment Phase
Review/Development Phase
Adoption/Implementation Phase
Steps in the Budget Process
Mayor & Council update the
vision for the City; goals,
policies and/or mission
statements are set to
accomplish the vision
Mayor & Finance Director
meet to discuss budget
Preliminary Budget
prepared & filed with
City Clerk
City Clerk publishes
notice of Preliminary
Budget & public
hearing
Copies of Preliminary
Budget and details
to the public
Estimates
submitted to
Finance for
review &
compilation
Department
directors prepare
estimates of
expenditures for next
two years
priorities
Mayor meets with
department directors
and reviews
department
programs
programs are
directors
Budget
prioritized by
Mayor and
are made available
Council reviews
Preliminary Budget
in detail and makes
suggested
revisions
City Clerk publishes
notice of public hearing
on Final Budget
Series of Council
workshops to review
budget in detail
and make
suggested revisions
Final Budget
document becomes
available to the public
Revisions/adjustments
are made to the
Preliminary Budget,
resulting in the
Final Budget
Final public budget
hearing prior to
Council adoption
Property Tax
Levy
established
Council adopts
final balanced
budget
Budget
document
is finalized
38
2017-2018 Biennial Budget Section II: Process/Policies
2017-2018 Budget Calendar
Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2016
Mayor and Finance Director meet to discuss
budget priorities.
Budget Training Presented by the Finance
Department (3 Sessions).
Budget instructions and forms are distributed to
departments.
Department Directors complete CFP worksheets
and Decision Packages for IT, ER&R and
Facilities.
Department Directors complete remaining
budget and documents and return to Finance.
Finance Department creates preliminary budget
review books.
City Council Budget Workshop #1: Overview
of 2017-18 Budget Process.
Departments review budgets and goals with the
Mayor and Directors.
Departments budgets are adjusted based upon
priorities.
Finance department prepares preliminary
revenue forecasts.
City Council Budget Workshop #2: Overview
of 2017-18 General Fund.
City Council Budget Workshop #3: Overview
of 2017-18 Proprietary and Capital Funds.
Notice of public budget hearing #1 is published.
City Council Budget Workshop #4: Overview
of 2017-18 Proprietary and Capital Funds,
continued.
City Council Budget Workshop #5: Overview
of 2017-18 Proprietary and Capital Funds,
continued.
Revenue forecast is finalized.
Preliminary budget is filed with the City Clerk,
distributed to City Council and made available
to the public.
Hold public budget hearing #1 with revenue
presentation.
Public budget hearing #2.
2017 Property tax levy is set by ordinance.
Public budget hearing #3.
Budget and CFP are adopted by ordinance.
o10/17
o11/07
7/29
7/18-
7/22
4/05-
4/14
n4/15
6/22
8/08-
8/12
8/15-
8/19
3/28-
4/02
4/18-5/20
8/29
7/25-
7/29
4/18-5/27
5/30-7/09
8/22-
8/26
9/05-
9/09
o11/21
o11/21
8/29-
9(/02
10/17
39
2017-2018 Biennial Budget Section II: Process/Policies
2017-2018 Budget Calendar
Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2017
Adopted budget published and distributed.
Initial Budget Amendment is adopted by
ordinance
Mid year Budget Amendment is adopted by
ordinance.
Year-end Budget Amendment is adopted by
ordinance.
2018 Property tax levy is set by ordinance.
CFP Amendment and Mid-biennial budget
modification are adopted by ordinance.
2018
Initial Budget Amendment is adopted by
ordinance
Mid year Budget Amendment is adopted by
ordinance.
2019 Property tax levy is set by ordinance.
Year-end Budget Amendment is adopted by
ordinance.
11/20
4/03
11/06
11/20
7/09
3/13
11/19
5/15
4/02
11/19
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2017-2018 Biennial Budget Section II: Process/Policies
Budget Purpose
The City of Auburn’s budget seeks to achieve four basic purposes:
A Policy Tool
The City’s budget process is conducted in a manner
that allows the City’s policy officials to
comprehensively review the direction of the City and
to redirect its activities by means of the allocation of
financial resources. On this basis, the budget sets
policies for the following year. This budget also
facilitates the evaluation of City programs by
providing a means to examine both the financial
activities and the progress towards performance
objectives of City departments over time.
An Operations Guide
This budget provides financial control by setting forth
both legislative and administrative guidance to City employees regarding the character and scope of their
activities. This direction is set forth in both summary and detail form in the various products of the budget
process.
A Financial Plan
This budget outlines the manner in which the financial resources of the City will be managed during the
budget process. This allocation of resources is based on both the current needs and on a longer-term view
of the development of City programs. The budget takes into account unforeseen contingencies and provides
for periodic adjustments.
A Communications Medium
A budget cannot be effective unless it communicates. Since this budget has a diverse audience, it seeks to
communicate at several levels and for several purposes. The budget seeks to communicate clear policy at a
usable level of detail to City employees. It also seeks to communicate significant policy issues and options
in a form that can be acted on by policy officials. It also seeks to provide information to the City’s
constituents that enables meaningful dialog with elected officials.
Budget Process
The City of Auburn’s budget process meets these purposes by integrating the planning and implementation
of City programs with the allocation of financial resources necessary to support those services.
The budget process starts in early spring of each even numbered year with a review of current City Council
and Mayoral goals as well as the previous year’s goals and objectives. Staffing, emerging topics and program
priorities are reviewed with staff. Then, during late spring, departments develop their budgets and
objectives that are described in the operating budget for the biennium. These objectives include capital
projects scheduled for construction in the Capital Facilities Plan (CFP). Generally, most departments use a
“bottom-up” approach to budgeting, with divisions or other administrative units developing their objectives
along with identifying their fiscal requirements. These divisional budgets are then modified for integration
into department objectives and budget proposal.
During the summer, these tentative budget proposals are submitted to the Mayor. At the same time the
Finance Department develops a tentative revenue projection for the upcoming budget cycle. The Mayor
and Finance Director along with each department director review the budget in detail as a group. On the
basis of this process, the Mayor formulates his or her recommended budget for the following year. After the
Mayor has reviewed the department proposals and formulated his/her budget, the departments present
their budget proposals in detail to the Council during budget workshops. In October, the City Council holds
Operations
Guide
Financial
Plan
Communi-
cations Tool
Policy Tool
Four purposes of a Budget
41
2017-2018 Biennial Budget Section II: Process/Policies
a public hearing to solicit comments from the general public regarding issues for the City to consider during
its review of the budget. This hearing is held early in the process in order to afford the public an opportunity
to comment before the budget takes a formal shape.
The Mayor’s recommendations for the next budget cycle are formally transmitted to the Council in the form
of the Preliminary Budget during the month of October. During November, the Council holds additional
public hearings on the preliminary budget. The Council conducts a preliminary budget hearing before acting
formally on the budget as modified during its workshop hearings. Final adoption of the budget, by
ordinance, occurs in late November or early December.
The entire process is coordinated, as needed, in regular meetings of the City department heads, chaired by
the Mayor.
Budget Structure
The budget process results in various budget products at appropriate stages of the process.
Budget and Accounting System
The official budget is maintained, both before and after adoption, using the City’s financial management
and accounting system and at a very detailed line item level. Computerized reports may be generated at
any time and at various levels of detail. Departments can also access these budgets at any time on a read-
only inquiry basis to compare actual revenue and expenditures to their budgets. The financial management
and accounting system is used to monitor revenues and expenditures after adoption of the final budget to
identify significant variances. A quarterly financial report is also prepared and presented to the City Council
reporting on Citywide actual to budget performance.
Preliminary Budget
The Preliminary Budget is prepared, pursuant to State law, as the Mayor’s budget recommendations to the
City Council. This public document contains a summary of information at the fund level and, for the
General Fund, at the department level. It focuses on key policy issues, while still providing a comprehensive
overview of the complete budget.
Budget Ordinance
The actual appropriations implementing the budget are contained in the budget ordinance adopted by the
City Council.
Final Budget
The Final Budget is issued as a formal published document as modified by the City Council. It is this
document which is formally filed as the Final Budget.
Programs
While the budget proposals of the administration are developed in concert with the fiscal proposals in the
budget, the budget documents themselves only summarize the individual objectives and performance
measures. Generally, these programs are not finalized until the budget is in final form since the budget will
determine the actual activities undertaken by each department.
Components of the Budget
The budget consists of three parts: operating budget, program improvements, and capital budget.
Operating Budget
The operating budget consists of departmental budget proposals, which would be sufficient to maintain the
objectives set by the departments to meet Council goals.
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2017-2018 Biennial Budget Section II: Process/Policies
Program Improvements
Program improvements consist of new initiatives or substantial changes to existing programs.
Capital Budget
The capital budget authorizes and provides the basis for controlling expenditures related to the acquisition
of significant city assets and construction of capital facilities.
Showing the budget in these three components separates key policy issues in order to facilitate their
consideration. The policy officials can examine the level at which existing programs should be funded, what
program improvements should be made and at what level of funding.
Capital Planning
The Capital Facilities Plan (CFP) was originally adopted as an element of the City Comprehensive Plan,
which includes the City’s plans to finance capital facilities that will be needed during the next 20 years. The
CFP includes both long-range strategy and a specific six-year plan of projects. The CFP is maintained and
reports are published separately from the budget. The Capital Budget in this budget document includes a
summary of the projects and their appropriations for the upcoming biennium. For more detailed
information see the six-year Capital Facilities Plan.
Implementation, Monitoring and Amendment
The budget and its policies are implemented through the objectives of individual departments and
accounting controls of the Finance Department. Progress in the implementation of the budget is monitored
through regular reports to the Mayor from the department heads on the progress of departmental objectives
and performance measures. These are then summarized into a report from the Mayor to Council.
Implementation of the budget is further monitored by the oversight activities of City Council, which meets
to not only consider proposals before it but also to review the activities of the various City departments.
Both the reporting function of the Finance Department and the oversight function of the City Council
include the status of the fiscal management policies of the budget.
The financial aspects of the budget are monitored in periodic reports issued by the Finance Department
comparing actual expenditures and revenues with the budget. In these reports, financial data can be
presented at a higher level of detail than the final budget. These reports include an analysis of the City’s
financial condition.
From time to time it becomes necessary to modify the adopted budget. The procedure for amending the
budget depends upon the type of change that is needed. One type of change does not affect the “bottom
line” total for a department or a fund. These changes, mainly transfers from one line-item to another within
a department’s operating budget or changes between divisions within a department, may be effected by
the Mayor and the Finance Director with written request from the department director.
The second type of budget amendment brings about a change in the total appropriation for a department
or fund. Examples of these changes include but are not limited to the following: the acceptance of
additional grant money, an adjustment to reflect increased revenues such as tax receipts, the appropriation
of additional funding if expenditures are projected to exceed budgeted amounts, and re-appropriation of
monies from one fund to another when deemed necessary. These changes require Council approval in the
form of an ordinance. The status of the budget is comprehensively analyzed during the mid-biennial review
and periodically through each year to identify any needed adjustments. All requests for amendments are
first filed with and reviewed by the Finance Department.
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2017-2018 Biennial Budget Section II: Process/Policies
BUDGET POLICIES
This section of the budget sets forth the objectives of the budget as a policy document together with a
description of the basis of the policy.
Policy Context of the Budget
The City budget process is part of an overall policy framework that guides the services and functions of the
City. The budget serves a key role in that policy framework by allocating financial resources to the programs,
which implement the City’s overall policies. The budget also establishes financial policies to influence the
availability of future resources to carry out the City’s policies.
This budget is a balanced budget with legal budgetary control at the fund level; i.e., expenditures and other
financing uses may not exceed budgeted appropriations at the fund level.
The City’s basic policy document is its Comprehensive Plan. This plan sets the basic vision for the
development of the City and establishes policies and programs intended to achieve that vision. The plan is
further articulated by a series of planning elements, which include capital improvement elements (such as
utility plans), policy elements (such as housing plans, economic development programs, etc.) and regulatory
measures. According to State law the Comprehensive Plan is amended annually to incorporate changes in
policies or programs. In addition to the Comprehensive Plan the City has also developed an Emergency
Operations Plan.
CITY POLICY FRAMEWORK
Comprehensive Plan Implementation Program
Completed Actions (As of December 2016)
Six Year Capital Facilities Plan Update
Major Comprehensive Plan Update
Comprehensive Transportation Plan Update including non-motorized plan
Water, Sewer, Storm Drainage Comprehensive Plan Update
Parks, Arts and Recreation Plan Update
Community Development Block Grant Consolidated Plan Update
Scheduled Actions (2017-2018)
Six Year Capital Facilities Plan Update
Funding Program
Biennial City Budget
Community Development Consolidated Plan
Capital Facilities Plan
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2017-2018 Biennial Budget Section II: Process/Policies
Budget Policy Development
The budget process is linked to this policy framework by the development of Council goals. The Citywide
goals guide departmental objectives funded by the budget, which govern the activities of various
departments in the implementation of the policy. The Capital Facilities Plan, which is derived from the
Comprehensive Plan, is funded in the budget process.
Budget policy development involves several distinct steps. This policy starts with an understanding of needs
and issues, describes explicit policies governing the development and management of financial resources,
identifies broad goals, sets objectives with which to apply available funding, and concludes with specific
funding proposals. In assessing issues and needs, this policy builds on actions taken in previous budgets,
thereby providing continuity with previous programs. This allows community needs to be addressed on a
multi-year basis, rather than attempting to satisfy all needs in one year. Explicit budget policies are
statements that describe how financial resources of the City are obtained (various taxes, fees, rates, etc.)
together with how they are allocated, managed, and controlled. The Council goals are broad policy
statements that outline the significant objectives of the City. Budget objectives are policy statements
summarizing the actions that are to be implemented in the budget.
These budget policies result from an ongoing process of economic and financial analysis by the Finance
Department. The periodic financial reports, which are routinely reviewed by the Mayor and City Council,
monitor progress against this analysis. The development of the Comprehensive Annual Financial Report
(CAFR) is also an important part of the analysis process. The financial management policies result from
combining the above analysis with Generally Accepted Accounting Principles (GAAP).
General Financial Goals
1. To provide a financial base sufficient to sustain municipal services to maintain the social well-being and
physical condition of the City;
2. To be able to withstand local and regional economic downturns, changes in service requirements and
respond to other changes affecting the City and community;
3. To maintain an excellent credit rating in the financial community and to assure the taxpayers the City
of Auburn is maintained in a sound fiscal condition.
Financial Management Policies
The following policies guide the manner in which the budget develops, allocates, manages and controls
financial resources available to the City. These policies are goals that the City seeks to achieve in its decision-
making. However, since fiscal conditions and circumstances continually shift and change in response to
operating needs, it may not be practical or always desirable to continually achieve these policies. Therefore,
these policies are intended to guide, not govern, financial decision-making and may not be fully achieved
within any given budget period.
Guiding Principles
Sustainability of public services, responsibility and transparency in the management of public resources,
and equity of financial burden to taxpayers and city service users form the bases for the City’s financial
management policies. The financial policies that are presented below provide the framework for which
these policies are achieved. By following these policies, the City will work to:
• Protect and preserve the public’s investment in City assets
• Protect and preserve the City’s credit rating
• Provide for predictability and stability in City resources
• Provide for transparency and accountability in City financial management
• Plan for and mitigate looming fiscal issues and challenges
• Comply with State, Federal and local legal and reporting requirements
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2017-2018 Biennial Budget Section II: Process/Policies
Organization
The City’s financial policies are organized around several key areas of financial operations. These include:
1. Accounting and financial reporting
2. Operating budget
3. Revenue management
4. Capital facilities plan management
5. Public utility management
6. Debt management
7. Equipment replacement
8. Cash/Investments management
9. Reserve management
10. Lines of authority
Section 1. Accounting and Financial/Budget Reporting Policies
General policies governing the City’s approach to accounting and financial reporting form the basis for
complying with Federal, State and local laws and regulations and provide the framework for managing the
finances of the City.
1. Fund and Fund Reporting Structure
1.1. In accordance with the Governmental Accounting Standards Board (GASB), the financial structure
of the City shall be divided into tax-supported governmental funds (including a General Fund to support
the governmental services of the City) and self-supporting proprietary funds established for non-
governmental purposes. Proprietary funds shall include a series of enterprise funds, which shall be managed
as business enterprises, completely supported by revenues derived by that enterprise.
1.2. The accounts of the City and its operating budget shall be maintained in accordance with the State
Budgeting, Accounting, and Reporting System (BARS) code.
2. Independent Evaluation
2.1. The State Auditor will annually perform a financial and compliance audit of the City’s financial
statements. Their opinions will be contained in the City’s Comprehensive Annual Financial Report (CAFR),
and the State Auditor’s Report.
2.2. As an additional independent confirmation of the quality of the City’s financial reporting, the City
will annually seek to obtain the Government Finance Officers Association Certificate of Achievement for
Excellence in Financial Reporting and the Distinguished Budget Presentation Award. The Budget and CAFR
will be presented in a way designed to communicate with citizens about the financial affairs of the City.
3. Budget Reporting
3.1. Revenues and expenditures for each City fund shall be balanced for each year of the biennium. Any
adjustments to budgeted levels shall also be balanced between revenues and expenditures.
3.2. The adopted budget and subsequent amendments to the adopted budget for all funds shall be
subject to appropriation that is expressly granted by Council ordinance.
3.3. Quarterly financial status reports will be prepared for City Council review. These reports will assess
actual against budgeted revenue and expenditure performance, investment portfolio performance, and
retail sales tax performance.
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2017-2018 Biennial Budget Section II: Process/Policies
Section 2. Operating Budget Policies
An operating budget forms the foundation by which the City manages its resources and spending plans. In
order for departments to legally spend money, authority in the form of an appropriation ordinance must
be approved by Council. The City’s biennial operating budget is developed by the Mayor and reviewed
and approved by the City Council at the conclusion of each even numbered year and takes effect January
1st of each odd-numbered year.
1. General Management
1.1. The City budget is developed on a biennial (two-year) cycle, coinciding with the calendar year and
starts each odd-numbered year (for example, the 2015-2016 budget is effective from January 1, 2015 through
December 31, 2016). While the City budget is adopted for a two year period, appropriation of resources is
made on an annual cycle.
1.2. Periodic adjustments to the City’s biennial budget are necessary to recognize the receipt of
unanticipated revenues and/or to modify spending plans. Adjustments to the City’s budget will be collated
and presented to the City Council for review and approval periodically.
1.2.1. There will be generally three (3) adjustments to the budget annually.
1.2.1.1. The first adjustment occurs approximately within the first three months of each year and is intended
to address unanticipated revenues, spending plan modifications, and carry forwards of unspent
project/program budgets on capital projects still in process.
1.2.1.2. The second adjustment occurs approximately during the summer and is intended to recognize actual
beginning fund balances as a result of completed financial statements for the previous year.
1.2.1.3. The final adjustment occurs approximately during the fourth quarter of each year and is intended
to address adjustments to revenues and spending plans prior to the conclusion of the year.
1.2.1.4. Additional adjustments to the budget may be required and is determined by the Finance
Department.
1.3. The City should accept ongoing service obligations in new areas of programming only when an
adequate on-going source of funding is available.
1.4. A forecast of revenues and expenditures will be prepared concurrent with the preparation of the
City’s biennial budget. The forecast will cover the six-year period, inclusive of the two years for the new
biennial budget (for example, the 2015-2016 budget will include a six-year financial forecast covering the
period 2015 through 2020).
2. Monitoring and Reporting
2.1. Reports on the status of revenue collections and expenditures against biennial budgeted levels are
prepared and presented to the City Council quarterly. These reports will highlight significant trends that
may affect the ability of the City to stay within budget and to promote discussion between the City’s
management team and the City Council as to strategies to remain within budgeted levels.
3. Use of One-Time Resources
3.1. One-time funds will not be used to support on-going obligations. One-time resources may only be
used to support one-time expenses such as capital investments or to replenish reserves.
4. Regional Social Service Funding
4.1. The City’s role in social service funding shall continue to be supplemental (addressing special or
unique local needs) to the basic responsibilities of regional agencies.
4.2. The City shall continue to advocate that the responsibility for funding basic social service needs rest
with regional (or broader) agencies that have access to a broader basis of funding and can more
appropriately address needs on a regional basis.
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2017-2018 Biennial Budget Section II: Process/Policies
Section 3. Revenue Management Policies
A comprehensive revenue management policy is required to ensure the sustainability of public services, to
minimize exposure of the City to economic downturns, to provide for financial stability, and to ensure
equity between the cost of public services and the users of those services.
1. General Management
1.1. Revenue estimates for budget purposes should be conservative yet realistic.
1.2. Revenue forecasts should be prepared for a six-year period so as to enable identification of trends,
changes to laws and regulations that may affect revenue growth and collections, and structural issues, such
as the forecasted pace of growth in on-going revenues to on-going expenditures.
1.3. Timely payment of taxes, fees and charges owed to the City is needed to ensure quality public
services. The City should aggressively pursue all amounts due to the City.
1.4. Indirect administrative costs associated with the operation of funds should be identified and charged
against the operation of those funds.
2. Revenue Diversification
2.1. The City will seek to maintain a diversified mix of revenue to provide for long-term stability and
predictability.
2.2. The City will seek to avoid dependence on temporary or unstable revenues to fund mainstream
municipal services.
2.3. The City should avoid dependence on Federal revenues to fund ongoing mainstream municipal
services.
3. Fees and Charges
3.1. General Fund services should be supported by user fees to the extent appropriate for the character
of the service and its user.
3.2. User fees and charges should be reviewed prior to the start of each biennial budgeting cycle to
ensure adequate cost of service recovery.
3.3. Charges for services should be sufficient to recover the full cost of related services, including direct
operating costs, and other costs such as capital and overhead costs.
3.4. Modifications to user fees require approval by Council.
4. Grants and Unpredictable Revenues
4.1. Grant funds or similar contractual revenue of a temporary nature will be budgeted only if they are
committed at the time of the preliminary budget. Otherwise, separate appropriations will be made during
the year as grants are awarded or contracts made.
4.2. Unpredictable revenues, such as those derived from the sale of surplus inventory, shall be treated
as a one-time revenue and shall not be used to support ongoing expenses.
Section 4. Capital Facilities Plan Financial Management Policies
Comprehensive capital planning is an integral part of community vitality, maintaining and improving the
quality of life of City residents, encouraging economic development, ensuring public safety, and enabling
the ability of the City to continue to provide quality public services.
1. General Management
1.1. The City will develop a multi-year plan for capital improvements as required by the Growth
Management Act of Washington State. The Capital Facilities Plan (CFP) will be updated annually and be
financially constrained for the appropriated budget period.
1.2. For each capital project, the CFP shall include a description of the project, its need and anticipated
benefit to the City, and the anticipated impact the project may have on the City’s operating budget, such
as additional operating and maintenance (O&M) costs and staffing.
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1.3. For each capital project and for each year of the six-year planning period, the CFP shall include an
estimate of the cost of construction, an estimate of the annual O&M impact, and anticipated sources of
funding.
1.4. The CFP shall be prepared and submitted to the City Council as part the proposed biennial
operating budget. The CFP shall be updated annually.
1.5. The burden for financing capital should be borne by the primary beneficiaries of the facility.
1.6. Long-term borrowing for capital facilities should be considered an appropriate method of
financing large facilities that benefit more than one generation of users.
2. Cost of Private Development
2.1 Private development of residential, industrial, and commercial properties shall pay its fair share of
capital improvements that are necessary to serve the development. The City shall utilize statutorily
authorized tools such as system development charges, impact fees, mitigation fees, or benefit districts, or
other user fees to capture the cost of serving such developments.
3. Monitoring and Reporting
3.1. Reports on the status of projects included in the CFP shall be prepared and presented to the City
Council monthly. These reports will highlight the status of project construction, scheduling, spending and
funding and discuss any significant issues or trends that may affect the ability of the City to stay within
budget and to promote discussion between the City’s management team and the City Council as to
strategies to remain within budgeted levels.
Section 5. Public Utility Operating and Capital Financial Management
Comprehensive operating and capital planning for Water, Sewer, Storm Drainage, and Solid Waste services
is required for maintaining public health/safety and quality of life as well as supporting economic
development. Each utility is operated as an independent enterprise and as such is expected to be financially
self-sufficient and without subsidy from the City’s General Fund or other funds. Rate revenue must be
sufficient to fully fund the direct and indirect operating, capital, debt service costs, and annual depreciation
of each utility.
1. General Management
1.1. Utility financial operations and capital spending plans will be prepared coincident with the City’s
biennial budget. The utility capital spending plans will be prepared consistent with the City’s
Comprehensive Plan and in consultation with City Council and the City’s Planning Commission.
1.2. The Finance Department will prepare a six-year financial forecast evaluating the revenue
requirements for each utility and determine the sufficiency of existing rates to finance forecasted operating
and capital costs. The evaluation will include identifying any significant changes in services, customers,
laws/regulations, and/or consumer behavior (such as water usage) that may affect utility expenses and
revenues. Results of the six-year financial forecast will be reviewed with the City Council coincident with
the Council’s review of the six-year General Fund financial forecast.
1.3. Similar to the City’s General Fund, one-time utility resources (such as grants and fund balance)
should not be used to finance on-going utility expenses.
1.4. Enterprise funds shall be budgeted on a flexible basis, which allows activities to expand and
contract in accordance with increased or decreased revenue earning activity.
1.5. The City will promote a local improvement district program for certain street, water, sewer, and
storm drainage improvements. They will be funded with no protest covenants obtained from property
owners whenever possible.
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1.6. Enterprise fund working capital in excess of that needed for operations may be used for capital
needs in order to conserve the debt capacity of those funds for major facility expansions to meet future
needs.
1.7. Depreciation shall be accounted for, and should be used, as a measure of capital development
needs in the utilities. As such, the first priority for the use of such funds should be in maintaining existing
services. Costs incurred because of growth should be borne by new users, and extension of services to
new users should be on the basis of an investment decision by which the capital expenses will be recouped
through rate income from new users.
2. Utility Rate Management
2.1. The City should adjust utility and other enterprise fund rates in increments adequate to offset
inflation and to maintain adequate working capital balance and equities. Modifications to the City’s
utility rates and/or rate structure will be reviewed and approved by the City Council. Utility rates should
be approved for a rolling three to five year period (for example, utility rates evaluated in 2012 should
include recommended rates for the period 2013 through 2017). Approval of utility rates sufficient to
support forecasted utility expenses should occur prior to, or concurrent with, approval of the utility
budget.
2.2. Utility rates will be sufficient to fully fund the forecasted direct and indirect operational costs and
capital costs, including the cost of annual depreciation and to meet utility debt service coverage
requirements, if any.
2.3. Utility rates should be periodically evaluated on a cost-of-service basis to ensure sufficiency and
equity in the delivery of services to customer classes. Cost of service evaluations should occur once every
4 to 6 years or when significant changes in the mix or makeup of customers occur.
3. Utility Revenue Debt Management
3.1. The City will strive to maintain a ratio of 50% debt/50% equity (cash), achieved by debt-
financing no more than 60% of each six-year utility capital facilities plan.
3.2. Gross utility rate revenue, net of operating expenses exclusive of depreciation, will be sufficient to
provide a minimum of 1.25 times debt service coverage of all outstanding revenue bonds or the level of
coverage called for in the revenue bond covenants, whichever is greater.
3.3. Revenue bond debt service coverage requirements can be met on a combined utility basis but will
be conservatively tested on an individual utility bases. System development revenue, which can be
included as part of the coverage test, should be excluded to further provide for conservative testing of
coverage requirements.
3.4. In the event new revenue bonds are required to support the planned capital investments of the
utility, approval of rates sufficient to pay the debt service including coverage requirements should occur
prior to the issuance of such bonds.
4. Utility Reserve Management
4.1. Each utility fund should maintain adequate fund balances/working capital to meet cash flow
requirements and unexpected contingencies. The City shall maintain minimum working capital balances in
these funds for operations and maintenance expenses (depreciation not included).
4.1.1. Water, 20 to 25%, approximately 75 to 90 days;
4.1.2. Sewer. Storm Drainage and Solid Waste utility funds, 12 to 16%, approximately 45 to 60 days;
and
4.1.3. King County Wastewater Treatment, $360,000, approximately 3% of total operating expenses.
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Section 6. Debt Management Policies
Strategic use of short and long-term debt is an important element of the City’s financial toolbox as its use
can leverage existing resources and support temporary/short-term cash flow needs of the City and enable
the accomplishment of large investments. However, as debt service payments can obligate City resources
over a long period time, its use and impact on City cash flow, ratings by financial institutions, and
compliance with statutory requirements should be carefully considered.
1. General Management
1.1. The City will not use short-term or long-term debt to support ongoing operations.
1.2. Prior to the decision to issue general obligation debt, which is an obligation against the general
taxing authority of the City, the feasibility of alternative methods of financing using special assessments,
fees/charges, and special revenue debt should first be determined.
1.3. The City will work to maintain strong ratings on its debt including maintaining open
communications with bond rating agencies concerning its financial condition.
1.4. General Obligation (GO) Bond debt should be scheduled for repayment based on the entire
outstanding debt not just the individual issue; in a manner which seeks to reduce fluctuation in the total
tax rate.
1.5. The City will strive to improve its bond ratings by improving its financial stability.
1.6. The City shall employ competent financial advisors and bond attorneys for all large bond issues.
2. Debt Capacity
2.1. Annual debt service should not exceed fifteen percent (15%) of operating revenues.
2.2. Total direct debt should not exceed two percent (2%) of the City’s assessed value.
2.3. No more than sixty percent (60%) of the City’s capital program should be debt financed.
3. Short-Term Debt
3.1. Short-term debt is defined as a period of three years or less. The City shall use short-term debt to
meet temporary cash flow needs that are caused by a delay in receipting of anticipated revenues or for
issuing long-term debt.
3.2. Interfund loans may be issued to meet short-term cash flow needs. Interfund loans will only be
used when the recipient fund’s revenue stream is anticipated to be sufficient to repay the loan.
3.3. Interfund loans must be repaid within the period of one year or as stated in the ordinance or
resolution, and will bear interest based upon prevailing rates.
3.4. All interfund loans require Council approval in the form of an ordinance or resolution.
3.5. The City will not use short-term debt for current operations.
4. Long-Term Debt
4.1. Long-term debt is defined as exceeding three years. Long-term debt will only be used when pay-
as-you-go financing of capital projects is not feasible. Long-term debt service payments will not exceed
the expected life of a project. Long-term debt will be used to finance City needs that can be capitalized
and depreciated.
4.2. Long-term debt can be refunded if the net present value (NPV) of savings is at least four percent
(4%).
4.3. Self-supporting bonds (such as special assessment improvement districts) may only be used to
finance improvements associated with the subject improvement districts.
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Section 7. Equipment Replacement
The City’s physical assets, such as vehicles and buildings, represent a significant investment of resources.
Timely maintenance and replacement of these assets at the end of their useful lives is necessary for reliability
and quality of public services and ensures public and employee safety.
1. General Management
1.1. The City will maintain a comprehensive inventory of its physical assets including its useful life,
original purchase date and cost, information on its general condition, and the estimated value of
replacement.
1.2. The City will maintain a replacement schedule by physical asset indicating the replacement cost
and its corresponding source of funding. The replacement schedule will be reviewed annually and
budgeted as part of the City’s biennial budgeting process.
1.3. The City will maintain its physical assets at a level adequate to protect the City’s capital
investment and minimize future maintenance and replacement costs and provide for the timely
maintenance and orderly replacement of capital and equipment from current revenues or equipment
reserve funds where possible.
1.4. Equipment reserve funds will be maintained at levels sufficient to meet scheduled equipment
replacement and ensure public and employee safety and to prevent a deterioration in City assets.
1.5. Accounting and tracking of City assets are codified under Administrative Code Section 100-31.
Section 8. Cash / Investment Management
The City’s Investment Policy is codified under Administrative Code #100-40. Consistent with this policy,
the Finance Director will annually submit the investment policy to the City Council for review.
Section 9. Reserve Policies
Reserves and reserve management policies are an important and necessary part of any financial management
plan. Reserves are established as a hedge against cash flow fluctuations that are expected to occur during
the course of the year, to sustain the City during economic downturns, and to sustain City services in the
event of unanticipated needs, catastrophic events or natural disasters. The following policies provide
definitions for the appropriate level of reserves and how these resources should be replenished in the event
they are used.
1. General Management
1.1. General government funds should maintain adequate fund balances or working capital to meet
unexpected contingencies.
1.2. The City will maintain a Cumulative Reserve Fund in an amount of at least 5% of General
Government operating expenditures, with a target of 10%. Expenditures utilizing the Cumulative Reserve
Fund are used for stabilization of general operations during counter-cyclical times to protect the City from
unforeseen contingencies and to maintain one year payments of general obligation debt service, and
general governmental capital projects. Accumulation of reserves can be made from a variety of revenue
sources and can include one-time revenues and year-end surpluses.
1.3. Minimum fund operating reserve balances will be maintained as follows:
1.3.1. The General Fund shall maintain at least 8% of total budgeted operating expenditures, with a
target of 12%.
1.3.2. Each enterprise fund should maintain adequate fund balances or working capital to meet
unexpected contingencies and cash flow needs. Each utility fund shall strive to ensure ongoing system
integrity through reinvestment in the system. To mitigate impact to rates, the City will phase in system
reinvestment over a 10-year period in equal 10% increments starting in 2012.
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1.3.3. Other proprietary funds should maintain working capital balances of 10% to 20% of their
budgeted operating, maintenance and capital expenditures.
1.3.4. Replacement reserves shall be established for equipment and computer software should the need
continue beyond the estimated initial useful life, regardless of whether the equipment is acquired via lease,
gift or purchase. Service charges paid by City departments to the appropriate Internal Service funds
should include an amount to provide for replacements. Minimum reserves for these funds should be as
follows:
1.3.4.1. Equipment Rental and Replacement:
Operating reserves of 30 days (excluding depreciation) and replacement reserves equal to
three times depreciation.
1.3.4.2. Innovation and Technology:
Operating reserves of 30 days (excluding depreciation) and replacement reserves equal to
three times depreciation.
1.3.4.3. Facilities:
Operating reserves of 30 days and repair and replacement reserves equal to 50% of one
year of operations.
1.3.4.4. Reserve balances of other funds shall be set through the budget process in an amount
consistent with the purpose and nature of the fund.
1.4. Evaluation of reserve levels will be made in conjunction with the City’s budget.
2. Use and Replenishment
2.1. Use of reserves to address cash flow needs and for which funds will be replenished within one
year can be authorized with Mayoral approval.
2.2. Use of reserves where replenishment exceeds one year will require review and approval by the
City Council. This review will include the need for using reserves, the anticipated plan to replenish the
reserve account, the anticipated rate and time period over which the fund will be replenished, and the
source of funds. Regular reports to Council will be made as to the status of reserve replenishment.
2.3. The rate of replenishment will not exceed three years of use.
Section 10. Lines of Authority
This section delineates the roles and responsibilities of the Council, the Mayor and the Departments in the
management of City resources.
1. General Management
1.1. The City Council has the authority to execute legislative policies and approve the City’s budget at
the fund level. The City Council has the authority to review the status of the City’s financial performance
and amend the budget at the fund level.
1.2. The City Council has the authority to review the City’s quarterly financial reports and to provide
policy guidance to the Mayor on issues.
1.3. The Mayor has the administrative authority to oversee development of the biennial budget, to
propose amendments to the City Council, to approve operating and capital spending decisions within the
parameters of the Council approved budget, and to enter into contractual agreements to execute the
intent of the budget.
1.4. Each Department Director has the authority to expend City funds within their approved budget
authority and in accordance with direction and procedures prescribed by the Mayor’s Office and to
recommend budget requests to the Mayor.
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Auburn’s Vision for the Future
Auburn’s vision sets the overall direction for the City, and as such, focuses City goals on strategies developed
toward implementation of this vision. The 2017-2018 Biennial Budget allocates City resources through the
development of departmental objectives. The department objectives are designed to implement the
Citywide strategies which in turn work toward the Citywide goals. These goals are designed to implement
the Vision adopted by Council. The strategies coordinated by this budget are developed by Council and
administered by the Mayor.
The City Council and Mayor set a direction in 2006 for the City by establishing Vision 2016 which looked
ahead and envisioned what the City should look like in 10 years. The Vision has been updated from time
and during each budget cycle to maintain relevancy. The 2017-2018 budget continues to implement the
vision that the City Council and Mayor developed.
2017-2018 Citywide Goals and Strategies:
I. Provide for Public Safety
1. Continue to seek grant funding to support public safety enforcement activities. (Lead: Police)
2. Maintain patrol response times of less than 4 minutes. (Lead: Police)
3. Continue to work with Green River College to ensure the safety and security of students. (Lead:
Police)
4. Continue exploring innovative ways to address public safety needs of the community. (Lead: All)
5. Increase police presence in downtown parks and business areas and become ambassadors of these
areas. (Lead: Police, Parks)
II. Encourage a Sense of Community
6. Continue providing support to the Housing Home Repair program. (Lead: Community Development
Services)
7. Continue to promote community outreach by involving citizens and business in their City
Government. (Lead: All)
8. Continue to promote stability in neighborhoods and the downtown area. (Lead: Community
Development Services)
9. Promote pride in Auburn and citizen engagement with City government via new technology. (Lead:
IT, Community Development)
10. Continue to develop the resources of the Les Gove Community Campus including the Youth/Teen
Center and the creation of a truly centralized park concept. (Lead: Parks, Administration, Community
Development Services)
11. Implement programs to celebrate One Auburn and the many diverse communities, populations,
ethnicities and backgrounds represented. (Lead: All)
12. Continue to create transparency and public engagement for residents to access their local government.
(Lead: All)
13. Continue to find ways to reach out to Auburn’s diverse communities and involve them in the
community at large, i.e. development of a cultural connections program. (Lead: All)
14. Continue providing support to the Housing Home Repair program. (Lead: Community Development
Services)
15. Expand eGovernment services through online and internal citizen technology engagement. (Lead: IT)
III. Encourage Economic Development
16. Continue marketing Auburn as the Regional Entertainment Center. (Lead: Community Development
Services, Administration)
17. Continue to support the City’s economic development initiatives and programs. (Lead: Community
Development Services, Administration)
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18. Establish sustainable branding and strong reputation of place by creating synergy within Auburn Area
Chamber, Auburn Downtown Association, Auburn Tourism Board and Lodging Tax Advisory
Committee. (Lead: Administration)
19. Implement goals as outlined in the Ten-Year Economic Development Strategic Plan. (Lead:
Administration)
20. Support and expand the development of the Innovation Partnership Zone. (Lead: Administration)
21. Expand the role of Tourism and Real Estate as part of the Economic Development Division. (Lead:
Administration)
22. Lead the Mayor's efforts to rebrand and market Auburn to better reflect the community and increase
positive perception among residents, businesses, regional governments, and state and national
stakeholders. (Lead: Administration)
IV. Improve Designated Urban Center
23. Continue funding the annual downtown façade improvement project. (Lead: Community
Development Services; Engineering Services)
24. Continue to enhance Police Department problem solving efforts and relationships with residents and
business owners in the downtown area to address crime and other quality of life issues. (Lead: Police)
V. Complete Public Works Projects
25. Continue to seek sources of grant funding to support local and regional arterial and key
transportation improvements. (Lead: Engineering Services)
26. Continue to replace, upgrade, and improve the reliability of storm drainage, water and sanitary sewer
infrastructure. (Lead: Engineering Services)
27. Continue to implement local and arterial pavement preservation improvements throughout the City.
(Lead: Engineering Services)
28. Complete construction on S 277th Street Widening project, Auburn Way South (SR-164) Corridor
Safety Improvements (Muckleshoot Plaza to Dogwood), and Downtown Traffic Signal Upgrades.
(Lead: Engineering Services)
29. Begin design on Auburn Way North & 1st Street NE Signal Improvements, M Street NE (E Main to 4th
Street NE), Lea Hill Corridor Improvements, and Evergreen Heights Safe Routes to School
Improvements phase 1. (Lead: Engineering Services)
30. Complete design and construction of the Fulmer Well Field Improvements project. (Lead: Engineering
Services)
31. Complete design and construction of the Coal Creek Springs Transmission Main Replacement project.
(Lead: Engineering Services)
32. Complete implementation of the Water Utility Meter & Billing System Improvements project. (Lead:
Engineering Services)
33. Initiate pre-design of the Coal Creek Springs Rehabilitation project. (Lead: Engineering Services)
34. Begin design of sewer pump station improvements in anticipation of construction in 2019. (Lead:
Engineering Services)
35. Continue to replace and/or install new storm drainage conveyance capacity improvements in
conjunction with the Arterial and Local Street Improvement projects. (Lead: Engineering Services)
36. Evaluate the need for additional hangar retrofit to closed hangars. (Lead: Engineering Services)
37. Secure funding for and complete the design and construction of the Runway Enhancement project.
(Lead: Engineering Services)
VI. Plan Future City Development
38. Create and implement a Community Development/Engineering Services strategic plan. (Lead:
Community Development Services; Engineering Services)
39. Implement Airport strategic business plan. (Lead: Engineering Services)
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VII. Actively Support Regional Transportation Improvements
40. Continue to participate in Regional Transportation Forums – SCATBd, RPEC, KCPEC, PSRC, PCTCC
and RAMP on key transportation issues. (Lead: Engineering Services)
41. Continue to coordinate community development efforts with adjacent and regional agencies. (Lead:
Engineering Services)
VIII. Enhance Quality of Life
42. Continue to fund the Lakeland Hills and Community Circulator Shuttle programs. (Lead: Public
Works)
43. Develop an integrated referral and communications source for human services in the City of Auburn.
(Lead: Administration)
44. Work with all involved groups within Auburn to address the issue of homelessness and its impacts on
the family structure, in addition to the support and representation of larger regional efforts. (Lead:
Administration)
45. Continue working with local and regional service providers to assemble a support network to address
needs of victims of domestic violence, including pursuit of the one-stop concept. (Lead:
Administration)
46. Develop a comprehensive plan for the creation of an Auburn Arts & Culture Center within the Old
Post Office Building. (Lead: Parks, Arts & Recreation)
47. Develop a Master Plan for 104th Avenue property along the Green River, Lakeland Hills Nature Area,
and newly acquired property in the southwest portion of Game Farm Park to include renovated Parks
Maintenance shop. (Lead: Parks, Arts & Recreation)
48. Continue improvements at Les Gove Park - construct new restroom facility, close Deals Way, lighted
crescent, turf improvements, add new section of trail. (Lead: Parks, Arts & Recreation)
49. Construct play area at Sunset Park spraypark; replace playgrounds at Roegner Park and Lakeland Hills
Park. (Lead: Parks, Arts & Recreation)
2015-2016 Progress on Citywide Goals:
I. Provide for Public Safety
1. Continued to seek grant funding to support public safety enforcement activities. (Lead: Police)
2. Maintained patrol response times of just over 4 minutes. (Lead: Police)
3. Continued to work with Green River College to ensure the safety and security of students. (Lead:
Police)
4. Continued exploring innovative ways to address public safety needs of the community. (Lead: All)
5. Increased police presence in downtown parks and business areas and became ambassadors of these
areas. (Lead: Police, Parks)
6. Created a traffic school to create a fine alternative for drivers. (Lead: Police, Legal, Court)
II. Encourage a Sense of Community
7. Continued providing support to the Housing Home Repair program and funded a downtown façade
improvement program. (Lead: Community Development Services)
8. Continued to promote community outreach by involving citizens and business in their City
Government. (Lead: All)
9. Continued to promote stability in neighborhoods and the downtown area. (Lead: Community
Development Services)
10. Promoted pride in Auburn and citizen engagement with City government via new technology. (Lead:
IT, Community Development Services)
11. Continued to develop the resources of the Les Gove Community Campus including the Youth/Teen
Center as well as expanded programming at the Auburn Community and Events Center. Expanded
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park and recreation offerings at the Les Gove Campus to create a truly centralized park concept.
(Lead: Parks, Administration, Community Development Services)
III. Encourage Economic Development
12. Developed a Ten-Year Economic Development Strategic Plan. (Lead: Community Development
Services, Economic Development)
13. Continued marketing Auburn as the Regional Entertainment Center. (Lead: Community Development
Services, Administration)
14. Continued to support the City’s economic development initiatives and programs. (Lead: Community
Development Services, Administration)
IV. Improve Designated Urban Center
15. Implemented an annual downtown improvement project. (Lead: Community Development Services)
V. Complete Public Works Projects
16. Continued to seek sources of grant funding to support local and regional arterial and key
transportation improvements. (Lead: Engineering Services)
17. Continued to replace, upgrade, and improve the reliability of storm drainage, water and sanitary
sewer infrastructure. (Lead: Engineering Services)
18. Continued to implement local and arterial pavement preservation improvements throughout the City.
(Lead: Engineering Services)
19. Updated the Auburn Environmental Park Master Plan. (Lead: Environmental Services)
20. Continued the ongoing implementation of City participation in the National Flood Insurance Program
(NFIP) and NFIP Community Rating System Program. (Lead: Environmental Services)
21. Completed construction of major transportation improvements throughout the City. Major projects
included the Auburn Way South Pedestrian and Corridor improvements from Dogwood to Hemlock,
Auburn Way South and M Street SE Improvements, and 37th and B Street NW Railroad Crossing
Safety Improvements. (Lead: Engineering Services)
22. Completed the phased replacements of all traffic signal lights with low-energy LED lights. (Lead:
Engineering Services)
VI. Plan Future City Development
23. Completed design and construction of Mill Creek, Wetland 5K reach. (Lead: Environmental Services)
24. Completed construction of the Fenster Levee Setback phase 2B. (Lead: Environmental Services)
25. Completed a major update to the City’s Comprehensive Plan, including the transportation and utility
elements. (Lead: Community Development Services, Engineering Services)
VII. Actively Support Regional Transportation Improvements
26. Continued to participate in Regional Transportation Forums – SCATBd, RPEC, KCPEC, PSRC, PCTCC
and RAMP on key transportation issues. (Lead: Engineering Services)
27. Continued to coordinate community development efforts with adjacent and regional agencies. (Lead:
Engineering Services)
VIII. Enhance Quality of Life
28. Began the development of a Citywide climate action plan and policy. (Lead: Community
Development Services)
29. Implemented the Citywide arterial bicycle and safety improvements program through the Traffic
Signal Safety Improvement project. (Lead: Engineering Services)
30. Implemented the biennial pedestrian crossing improvement program through the 22nd and I Street
NE Roundabout project, Pedestrian and ADA improvements included in various street improvement
and reservation projects and the installation of a new Rectangular Rapid Flasher Beacon (RRFB) for
the pedestrian crossing at R Street SE and 21st Street SE. (Lead: Engineering Services)
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31. Continued to fund the Lakeland Hills and Community Circulator shuttle programs. (Lead: Engineering
Services)
32. Completed the implementation of Low Impact Development standards and regulations to meet
regulatory compliance with the City’s NPDES phase 2 permit. (Lead: Engineering Services)
33. Provided for more parks and recreation opportunities including completing construction of the
expanded Les Gove Park. Replaced playground equipment at Dykstra and Isaac Evans Parks. (Lead:
Parks, Arts, and Recreation)
34. Completed the Parks, Arts & Recreation Open Space Plan.
2017-2018 Budget Strategy
The 2017-2018 budget will be implemented by a series of objectives regarding development of resources
and their allocation to various competing demands.
1. Avoid the addition of permanent staff positions unless there is an offsetting revenue stream or reduction
in current expenditures to support the position, and review replacement staff for essential need. Limit
new programs until economic conditions or revenue streams capable of supporting them are in place.
2. Conserve the fiscal capacity of the City to meet potential future needs.
3. Use fund balance or working capital to finance capital equipment that maintains or enhances
productivity.
4. Control discretionary expenditures.
5. Provide adequate training, and increasing technology and tools to enhance productivity.
6. Maintain a baseline of funding which continues to deliver high-quality municipal services with special
attention to continue support of growth management, maintain effective legal services, provide
continued public safety, support a diversity of recreational and cultural programs, and maintain existing
facilities.
7. Provide staff support and funding for street maintenance repairs and improvements to meet planning
requirements and benefit from available funding opportunities.
8. Enhance the capacity of the infrastructure where funding opportunities exist by giving priority to
providing necessary matching funds.
9. Continue operation of the City’s enterprise functions on a business basis.
10. Explore all opportunities for economic development that will provide a return to the City of Auburn.
Use of Budget Tools
This budget uses a variety of tools to implement these objectives:
Financial Measures
The City of Auburn’s budget places a high priority on maintaining the fiscal integrity of the City by managing
reserves to counterbalance economic cycles while responding to emerging needs. When new programs are
added, each is closely evaluated to ensure that it can be supported over the long run. Temporary “growth
period” revenues can also be used for capital needs of a non-continuing nature. Enhanced revenue also can
build reserves to provide counter-cyclical balance (e.g., a rainy-day fund). The main purpose of such a
reserve is to allow the City to respond to funding needs in an economic recession without having to resort
to new taxes. The City has established a Cumulative Reserve Fund both for building revenues for major
capital needs and to provide a counter-cyclical balance.
It is anticipated that the development of residential construction will continue due, in part, to low interest
rates coupled with pent-up demand. The need for services has been and will continue to be substantial,
particularly police services. Some of these services are required before revenue is actually received from the
developments. The challenge becomes to judiciously expand services at a rate that provides reasonable
coverage and protection to the public within the constraints of available revenue. New long-term funding
commitments need to be avoided as much as possible until new revenue capacity develops. Consequently,
the priority is on completing existing funding commitments and baseline needs, while carefully expanding
services and protecting reserves.
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Baseline Budget
The baseline budget funds the City’s ongoing operations. As such, it is an essential tool for implementing
goals and elements of strategy directed at continuing the existing array of services at a high-level of
effectiveness and efficiency. The budget strategy places a high priority on continuing to fund programs that
protect the City’s ability to maintain and enhance quality of life and on programs that meet the continuing
public safety needs of our neighborhoods. These needs will be funded by the appropriate use of the existing
capacity of City programs.
Capital Budget
The Capital Improvement Fund is used to accumulate funds to finance large projects that could not
otherwise be done in one year from General Fund revenues. Projects include major improvements,
acquisition of new municipal facilities, and downtown revitalization. The fund is budgeted for about $2.7
million of expenditures in 2017. 2018 is budgeted for $4.0 million in expenditures, leaving a projected
ending fund balance in 2018 of $7.7 million for future projects identified in the Capital Facilities Plan.
General Fund Priorities
City General Fund revenues are forecasted conservatively but realistically. Increases in salary and benefits
and in contractual services will be increased in accordance with union contracts. Revenue estimates are
conservative and based on the 2015 actual and 2016 estimated revenues received. Costs may need to be
reduced if revenue decreases from estimated amounts. The General Fund budget was developed under the
following policy priorities:
1. Avoid new programs until new revenue sources to support them are identified.
2. Protect the City’s long-term fiscal integrity and Moody’s bond rating.
3. Maintain productivity.
4. Enhance efficiency and effectiveness.
5. Ensure adequate and ongoing support for City programs and activities.
6. Provide training, adequate technology and tools to enhance productivity.
7. Fund priority planning needs to enhance or promote economic development within the City and
enforce code compliance.
8. Maintain programs directed at protecting the quality of life in the community and its neighborhoods.
9. Provide grant required matching funds for street improvements.
10. Seek out additional sources of revenue for street improvement and construction.
11. Fund continuing public safety needs.
Many of these priorities are implemented in the development and review of the baseline budget proposals
of various departments.
Proprietary Fund Priorities
The budget priorities in the Proprietary Funds are a continuation of past budget priorities, which have
generally placed these funds on a sound, self-supporting basis.
1. Continue operation of the funds on a self-supporting basis.
2. Maintain the fiscal capacity of the utilities with appropriate measures.
3. Implement programs and rates to encourage resource conservation, particularly in water usage.
4. Maintain orderly development of capital facilities to meet needs.
5. Continue measures to enhance productivity and maintain new facilities as they come on line.
6. Continue programs that encourage greater recycling of our waste materials.
7. Focus on capital projects that deal effectively with the City’s growth.
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2017-2018 Biennial Budget Section II: Process/Policies
Other Funds Budget Priorities
Fiduciary funds will be managed in a manner that continues to provide for their long-term obligations. The
Insurance Fund will provide for insurance independence if needed. Debt Service Funds will continue to
retire debt as appropriate. No additional funds will be added to the LID Guarantee Fund, as the fund is
currently considered adequate.
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2017-2018 Biennial Budget Section III: Financial Plan
SECTION III: FINANCIAL PLAN
Introduction
The National Advisory Council on State and Local Budgeting (NACSLB) endorses the forecasting of
revenue and expenditures in their Recommended Budget Practices. This section of the budget provides
a combined view of both past and anticipated future revenue and expenditures for all funds. A
detailed revenue analysis is presented for each fund type. The plan focuses analysis on revenue sources
in order to inform users of this document on how the City funds services it provides to its citizens. A
table, graph and explanation of major changes are provided for the General Fund, Special Revenue
Funds, Capital Funds, Enterprise Funds, Internal Service Funds, Fiduciary Funds and the Permanent
Fund. This is followed by a six-year forecast of General Fund revenue and expenditures along with a
discussion of the factors that affect the forecast. Long term debt and debt capacity is discussed as well
as the General Fund fiscal capacity. This section ends with a discussion of fund balance and working
capital balances.
A budget is a plan that develops and allocates the City’s financial resources to meet community needs
in both the present and the future. The development and allocation of these resources is
accomplished based on the foregoing policies, goals and objectives addressing the requirements and
needs of the City of Auburn. While the other sections of this document present the budget in detail,
this section provides an overview of the budget as a Financial Plan. As such, this section focuses on
City strategies to maintain its financial strength and the basis for the expectation for future revenues.
An important part of a financial plan is the City’s Capital Improvement Program. While the projects
affecting 2017-2018 are summarized under Section VII, Capital Budget in this document, the entire
Capital Facilities Plan (CFP) is outlined, in detail, in a separate document.
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2017-2018 Biennial Budget Section III: Financial Plan
Analysis of 2017-2018 Revenues by Source for All Funds
The graph below presents the total new revenues that are anticipated to be available to support City
programs during 2017 and 2018. The table shows the revenue by source of funds from 2015-2018.
The revenues received by the City are derived from a diverse range of sources, and the types of
revenues received by each fund vary significantly.
$0
$10
$20
$30
$40
$50
$60
$70
$80
$90
Taxes Charges for
Svcs
Intergov Miscellaneous Licenses &
Permits
Fines &
Penalties
Transfers In Other
SourcesMillions2017 Budget
2018 Budget
2017-2018 Budgeted Revenues
Total All Funds 2015 2016 2016 2017 2018
Revenues Actual Adj Budget Est Actual Budget Budget
Taxes $57,132,656 $54,736,400 $56,392,958 $59,474,400 $59,136,430
Charges for Services 81,023,085 77,523,665 77,950,734 82,612,535 85,565,622
Intergovernmental 14,059,785 22,133,214 20,988,268 12,435,236 16,717,588
Miscellaneous 5,982,913 6,636,686 6,481,099 6,539,073 6,841,812
Licenses and Permits 2,074,432 1,944,600 2,244,600 2,338,700 2,419,950
Fines and Penalties 938,775 796,180 796,180 876,100 885,300
Transfers In 8,157,808 25,209,070 23,807,850 9,695,825 8,951,075
Other Sources 1,801,901 4,871,424 4,821,424 6,269,275 3,758,623
Total Revenues & Other
Financing Sources 171,171,355 193,851,239 193,483,113 180,241,144 184,276,400
Beginning Fund Balance 116,510,273 115,911,070 115,791,889 88,839,185 82,595,207
TOTAL AVAILABLE RESOURCES $287,681,628 $309,762,308 $309,275,002 $269,080,329 $266,871,607
Charges for Services
The largest source of revenue for the City is charges for services, which include user fees for utility
services, recreational, planning and building activities and represent 45.8% and 46.4% of total
revenues in 2017 and 2018 respectively. The majority of these charges are collected in the enterprise
funds for services provided as stand-alone business type activities. Service revenue also includes
charges to other funds by internal service funds such as the Innovation and Technology Fund and the
Facilities Fund to recoup the cost of services provided to other City departments.
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2017-2018 Biennial Budget Section III: Financial Plan
Tax Revenue
The second largest revenue source comes from taxes. Sources of tax revenue include property taxes,
retail sales taxes, utility taxes, admissions taxes, and gambling taxes. Tax revenue constitutes 33.0%
of total revenue in 2017 and 32.1% in 2018. Almost all tax revenues are received in the General
Fund to support the ongoing operations of the City. Effective in 2013, annual sales taxes collected
from new construction activity is used to support activities in the Local Street Fund (Fund 103). The
amount of sales taxes from new construction is estimated to total $1.8 million in both 2017 and
2018. Prior to 2013, $2.0 million in property taxes were used annually to support activities in the
Local Street Fund with the remainder receipted into the General Fund.
Intergovernmental Revenue
Intergovernmental revenue consists primarily of Federal and State grants and other governmental
contributions. Intergovernmental revenue constitutes 6.1% of revenue in 2017 and 8.4% in 2018.
The increase in revenue in 2018 is primarily attributable to $1.4 million in anticipated FAA grant and
State grant monies for the Airport Runway Enhancement project. In addition, there are several
Arterial Street projects that are anticipated to receive Federal grant monies, including $2.2 million for
the F Street SE Improvement project. Revenues within this category are primarily used to fund the
construction of street projects and other capital projects, such as park improvements within the
Municipal Parks Construction Fund.
Miscellaneous Revenue
Miscellaneous revenue includes interest, rents and leases, special assessments, contributions and
donations, prior year cash adjustments, and Equipment Rental internal service fund revenue. The
Equipment Rental Fund holds City vehicles as an asset and collects annual costs from departments in
order to provide for maintenance and replacement of these vehicles. In 2015, approximately $5.8
million in developer contributions were collected in the Water, Sewer, and Storm Drainage Funds.
This revenue was somewhat offset by a reduction of $8.6 million in prior year cash adjustments in
2015 to account for the GASB (Governmental Accounting Standards Board) 68, recognizing the
proportionate share of any unfunded pension obligation.
License and Permit Revenue
License and permit revenue is dependent on the economy as most of this revenue is comprised of
building, electrical and plumbing permits from new construction activity. During the 2015-2016
biennium, the City of Auburn continued to experience an influx of development activity. The 2017-
2018 budget assumes continued expansion within the City, although at a moderate rate. If the
recovery in the economy stalls or occurs less quickly than currently anticipated, this revenue source
may need to be adjusted downward.
Fines and Penalties
This revenue source is projected to be relatively stable. It includes false alarm, traffic and parking
fines.
Transfers In
This revenue source represents transfers between funds, and includes payments to other funds for
debt service, capital construction projects, grant matches and interfund loans. Transfers in 2016 were
unusually high due to a combination of one-time transfers for the Auburn Community and Event
Center project and to set up capital sub-funds for enterprise and internal service funds. Transfers in
2017 are budgeted at $9.7 million and transfers in 2018 are budgeted at $9.0 million.
Other Sources
Other revenue sources account for 4.0% of total revenues in 2017 and 2.6% in 2018. Revenues in
2017 and 2018 include $5.0 million and $2.5 million respectively in anticipated financing proceeds
within the Water Fund.
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2017-2018 Biennial Budget Section III: Financial Plan
Analysis of 2017-2018 Budgeted Expenditures for All Funds
The following graph presents the 2017 and 2018 budgeted expenditures of the City by major
category.
$0
$5
$10
$15
$20
$25
$30
$35
$40
$45
$50
Salaries Benefits Supplies Services &
Charges
Intergov Capital
Outlay
Debt Interfund
PaymentsMillions2017 Budget
2018 Budget
2017-2018 Budgeted Expenditures
Total Baseline Budget 2015 2016 2016 2017 2018
Actual Adj Budget Est Actual Budget Budget
Salaries $34,547,682 $37,303,135 $37,218,586 $38,785,308 $40,160,041
Benefits 14,960,296 17,373,870 16,673,904 18,508,704 19,856,550
Supplies 3,394,253 4,314,004 4,304,114 4,228,886 4,163,164
Services & Charges 35,185,689 43,297,479 42,317,309 42,636,905 45,258,695
Intergovernmental 30,928,889 48,770,469 48,095,424 33,577,180 34,034,980
Capital Outlay 34,150,905 58,479,695 52,208,159 25,106,105 25,118,105
Debt 7,044,592 9,415,032 7,492,310 10,341,425 10,317,870
Interfund Payments 12,236,460 12,051,011 12,126,011 13,300,609 13,439,906
Other Uses 117,383 - - - -
Designated Fund Balance 7,573,342 5,258,831 5,974,778 6,244,486 6,584,769
Undesignated Fund Balance 107,542,135 73,498,782 82,864,407 76,350,721 67,937,527
ALL FUNDS TOTAL $287,681,628 $309,762,308 $309,275,002 $269,080,329 $266,871,607
Salaries and Benefits
Salaries and benefits are budgeted at approximately $57.3 million in 2017 and $60.0 million in
2018, and are in accordance with current labor agreements for 2017 and 2018. The 2017 budget
includes an increase of nine FTEs due to program improvements and service enhancements. The
2018 budget includes one additional FTE programmed in the Police Department. Significant changes
in benefits include anticipated increases in medical benefit costs (2017: +15.0%, 2018: +10.0%),
increases in dental benefit costs (2017: +15.0%; 2018: +10.0%), and additional vision benefit costs
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2017-2018 Biennial Budget Section III: Financial Plan
(2017: 15.0%; 2018: 10.0%). The budget includes an increase in the Labor and Industries rates
between 2.0% - 30.2% depending on job classification. Pension contribution rates for PERS Plan 2
and PERS Plan 3, which are set by the State of Washington, are expected to increase from 11.18% in
2016 to 12.67% in 2017.
Supplies
Citywide supplies are budgeted at $4.2 million in both 2017 and 2018 and account for 2.2% of the
City’s biennial budget. Supplies include fuel, small tools and equipment, office and operating
materials and inventory for resale. Examples of these expenditures include computers, supplies for
facility, street, pump station and vehicle and equipment repairs, agricultural supplies used by the
Parks, Arts and Recreation Department, and resale inventory sold at the Auburn Golf Course and
Mountain View Cemetery.
Services and Charges
The City contracts for professional services as needed. Some examples of these costs include legal
expenses, appraisals, surveys and consulting services. Other costs in this category include
communications, travel, advertising, rentals, insurance, repairs and maintenance and utility charges.
Intergovernmental Charges
Intergovernmental expenditures are budgeted at $33.6 million in 2017 and $34.0 million in 2018.
These expenditures include transfers to other funds for debt service, capital construction, street
project funding, and interfund loans. Transfers between funds are budgeted at $9.7 million in 2017
and $9.0 million in 2018. Other intergovernmental expenditures include the contractual costs for
sewage treatment to King County, contractual costs for the South Correctional Entity (SCORE) and
with Valley Communications Center for 911 services, and payments to King County District Court for
municipal court and probation services.
Capital Outlay
Approximately $25.1 million annually has been allocated for capital improvement projects in both
2017 and 2018. Most of the capital expenditures are budgeted in the street funds, with the balance
of capital expenditures primarily in the enterprise funds and the Municipal Parks Construction Fund.
These categories fluctuate from year to year and are dependent on specific project needs as well as
available funding from grants, loans, one-time revenues, and service fees. Examples of capital
projects scheduled in 2017 and 2018 include: the F Street SE Improvement project; the Runway
Enhancement project at the Auburn Municipal Airport; the Water Utility Meter and Billing System
Improvement project; and various park improvements including the addition of a spray feature at
Sunset Park and construction of a new restroom facility at Les Gove Park.
Interfund Payments
Payments to the Internal Service Funds are budgeted at approximately $13.3 million in 2017 and
$13.4 million in 2018. These are charges paid for equipment repair and replacement as well as
software, hardware, technology, multimedia and facilities services. Internal services are provided by
the City’s Equipment Rental Fund, the Innovation and Technology Fund, and Facilities Fund to other
City departments.
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2017-2018 Biennial Budget Section III: Financial Plan
REVENUE ANALYSIS
GENERAL FUND
The City’s General Fund receives a wide variety of revenue. This section of the budget discusses the
key factors that affect revenue for the next year.
General Fund Revenue
By Funding Source
2014 2015 2016 2017 2018
Actual Actual Est Actual Budget Budget
Beginning Fund Balances:
Designated/Reserved 221,614 76,725 144,825 221,614 221,614
Undesignated 15,194,774 19,283,407 19,421,941 15,970,117 12,401,695
Total Fund Balances $15,416,388 $19,360,132 $19,566,766 $16,191,731 $12,623,309
Taxes:
Property 15,805,041 17,199,418 17,733,500 20,152,000 20,781,000
Sales & Use 13,979,439 14,520,145 14,672,000 14,821,000 14,970,750
Utility 11,080,040 11,100,396 10,901,200 12,159,000 12,182,600
Other 4,089,323 4,386,203 4,788,400 4,613,600 3,855,080
Licenses & Permits 2,400,662 2,074,432 2,244,600 2,338,700 2,419,950
Intergovernmental 5,215,325 5,453,114 5,627,893 5,919,680 5,859,350
Charges for Services 4,167,561 4,296,068 3,981,180 3,923,680 3,992,580
Fines & Forfeitures 1,239,233 938,775 796,180 876,100 885,300
Transfers In 121,652 149,197 220,926 84,000 84,300
Other Sources 154,043 157,041 25,000 25,000 25,000
Miscellaneous 944,276 1,123,838 1,106,558 1,006,800 1,035,900
Total General Fund $74,612,982 $80,758,760 $81,664,203 $82,111,291 $78,715,119
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $48.1 million in tax revenue
during 2016. Total revenues from taxes are anticipated to increase in 2017 to an estimated $51.7
million and $51.8 million in 2018. Voter-approved initiatives and State Legislative budget cuts to
local tax distributions and increases to benefit rates have had a significant financial impact on the
General Fund. In addition, the 10-year annexation sales tax credit revenue is set to terminate in mid-
2018. Revenue budgeted for the next biennium is based on the assumption that the economy will
continue to grow at a steady but moderate pace. If growth is slower than anticipated, budgeted
revenues may have to be adjusted downward.
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2017-2018 Biennial Budget Section III: Financial Plan
$-
$4
$8
$12
$16
$20
$24
2014 2015 2016 2017 2018MillionsGeneral Fund Tax Revenue
Property, Sales & Use, Utility and Other Taxes
Property Sales & Use Utility Other
Property Taxes
Property taxes remain the largest single source of General Fund revenue for the City, constituting
30.6% of total General Fund revenues budgeted for 2017. Over the past several years, voters of the
State of Washington have changed the property tax levying process through referenda and
initiatives. Referendum 47, passed in 1997, changed the 106% limit to the lesser of six percent or
inflation. There was a provision; however, that – with a finding of substantial need – a majority plus
one vote of the City Council could raise revenue to the 106% limit. In 2001, the citizens voted on
and passed Initiative 747 (I-747), which limits the increase in property taxes to the lesser of 1% or
inflation (unless the jurisdiction has “banked capacity”, which provides that the levy limit is based on
the highest amount that could have been levied since 1985-1986). New construction, annexations
and refund levies are additional. I-747 was declared unconstitutional by the King County Superior
court on June 13, 2006 and was overturned by a State Supreme Court decision in November 2007.
Following this decision, the Washington Legislature approved House Bill 2416 reinstating the
provisions of I-747 retroactively to 2002, thereby restoring the one percent limit on property tax
increases (again, unless the jurisdiction has banked capacity). These legislative changes have
significantly impacted the City as labor contracts have historically increased at an average rate of 3%
while the City’s largest source of taxing authority that assists in the payment of those contracts is
essentially limited to 1%. Due to the Great Recession, the City experienced four consecutive years of
declining property valuation during fiscal years 2010 through 2013. However, in 2014 this trend
reversed and the Assessed Valuation (AV) of property values has increased by an average of 8.5%
per year in 2014 through 2016. The 2017 and 2018 property tax revenues are based upon an
estimated 6.0% annual increase in overall Assessed Value (AV). This recovery, combined with the
City’s ability to tap into its banked capacity, is expected to increase property tax revenues in the
amount of $2.4 million in 2017 over the 2016 amount. Of this year-over-year growth, $1.9 million
is from banked capacity.
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2017-2018 Biennial Budget Section III: Financial Plan
Sales Taxes
The sales tax rate in the City of Auburn is 9.5% on all retail sales. Within this, the net City tax rate is
0.84% after accounting for the share received by counties and a State administrative fee 1. Sales tax
receipts have fluctuated in Auburn as about one-third of the City’s retail sales activity are derived
from new construction and auto sales, both of which are highly sensitive to economic conditions.
Since 2013, sales taxes received from new construction have been transferred to the Local Street
Fund in support of the City’s Save Our Streets (SOS) program. This is estimated to total $1.8 million
in both 2017 and 2018. In 2017 and 2018, sales taxes are estimated to increase by 1.0% annually to
a total General Fund contribution of $14.8 million and $15.0 million, respectively.
Utility Taxes
This category includes taxes applied to utilities providing services in the City, from both City-owned
and private utilities. Utility taxes, as a whole, have been very stable from year-to-year, not only in
the amount received, but also in terms of consistent growth rates. Interfund utility taxes are charged
at 7.0% on the four major City utilities: Water, Sewer, Storm Drainage, and Solid Waste. 1.0% of
this utility tax is dedicated to fund Arterial Street Preservation. Other City utility taxes include a
6.0% tax assessed on telephone, electric and natural gas providers, of which 1.0% of this tax is
dedicated to fund Arterial Street Preservation. Effective January 1, 2017, per Ordinance No. 6620,
the City will be increasing the tax rate for private cable fees from the current 1.0% to 6.0%. Of this,
1.0% will continue to be dedicated to fund the Arterial Street Preservation Fund and 5.0% will
support General Fund purposes.
Other Taxes
This category includes the sales tax credit for annexation, criminal justice sales tax, admissions tax,
leasehold excise tax and gambling taxes. These revenues are budgeted at $4.6 million in 2017 and
$3.9 million in 2018. The sales tax credit for annexation is budgeted at $2.0 million in 2017 and is
expected to be reduced to $1.3 million in 2018 due to the tax revenue expiring partway during the
year. The second largest tax source in this category is criminal justice sales tax, which is budgeted at
$1.9 million annually in 2017 and 2018. Gambling taxes include a 2.0% tax on amusement games,
10.0% tax on punchboards and pull-tabs, and 4.0% on social card rooms. Tax revenues in this
category are fairly consistent and make up 7.0% of General Fund revenues in 2017 and 5.8% in
2018.
1 The local City sales tax rate is 1.0%, of which 15% is distributed to counties and the State retains 1% for
administrative costs, resulting in a net rate of .84%.
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2017-2018 Biennial Budget Section III: Financial Plan
Other General Fund Revenue
$-
$1
$2
$3
$4
$5
$6
$7
2014 2015 2016 2017 2018MillionsGeneral Fund Revenue
Licenses & Permits, Intergovernmental and Charges for Services
Licenses & Permits Intergovernmental Charges for Services
Licenses and Permits
License and permit activities are user fees that are derived from various regulatory activities of the
City. The bulk of this revenue is derived from building permit activities. Since this activity is
dependent on new construction, it can fluctuate greatly depending on the economy, interest rates
and available land. New construction has been robust for the past few years and is projected to
continue to stay strong through the upcoming biennium. Building permit revenues in 2015 were
$1.2 million and 2016 is estimated to end the year at $1.5 million. It is projected that 2017 and 2018
building permit revenues will continue to grow in 2017 and 2018, with projected revenues at $1.6
million and $1.7 million respectively. Other revenues in this category include business licenses, pet
licensing, and plumbing and electrical permits. The City’s business license fee is a flat $50.00. Pet
license revenues are budgeted at $130,000 in 2017 and 2018. Licenses and permits are projected to
be approximately 3.6% of budgeted General Fund revenues in 2017 and 2018.
Intergovernmental
Various State-shared tax revenues, including streamlined sales tax, motor vehicle sales tax, liquor
excise tax and liquor profits and grant revenues dominate this category. Other major sources of
revenue in this category include Federal Community Oriented Policing (COPS) grants. It is
anticipated that the City will receive an additional $525,000 in this biennium budget for the COPS
grant, which will be used to support the funding of 6.0 additional FTEs in the Police Department
effective in 2017. The City anticipates receiving $650,000 annually from the Muckleshoot Indian
Tribe for City services rendered, including police calls for service, court services, and street
maintenance. Payment from the Tribe is based upon actual service delivery and is reconciled each
year with Tribe management.
Charges for Services
This category consists of user fees that are derived primarily from recreational fees paid by
participants for programs provided by the City’s Parks, Arts and Recreation Department, plan check
fees paid to the Community Development Department, and reimbursement for off duty law
enforcement services rendered. Revenue from recreational services tends to gradually increase with
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2017-2018 Biennial Budget Section III: Financial Plan
community growth and demand and is expected to further increase in the next biennium due to the
additional programs being offered at the Auburn Community and Event Center that opened in 2016.
Recreational fees typically support about 20% of the costs of the related services. Included in this
category are revenues associated with the Auburn Golf Course. The revenue from golf course
charges for services is budgeted at $1.3 million in 2017. Plan check fees are derived from the review
of proposed new construction and development activities. Plan checks are likely to hold steady in
2017 as they follow new construction and permitting activity. Charges for services constitute
approximately 6.0% of total General Fund revenue in 2017 and 2018.
$-
$500
$1,000
$1,500
$2,000
2014 2015 2016 2017 2018ThousandsGeneral Fund Revenue
Fines, Transfers In, Other Sources, and Miscellaneous Revenues
Fines & Forfeitures Transfers In Other Sources Miscellaneous
Fines and Forfeits
Fines and forfeits consist mainly of parking infractions, traffic fines, and criminal fines. As depicted in
the graphic above, revenues have declined compared to 2014 levels due to the termination of the
City’s photo enforcement program. Fines and forfeits are projected to be 1.3% of total 2017 and
2018 budgeted revenue.
Transfers In
Transfers in consist of transfers receipted into the General Fund in support of internal City
operations. Budgeted transfers into the General Fund in 2017 and 2018 total $84,000 and include
transfers in from the Storm Fund in both 2017 and 2018 for reimbursement of costs associated with
maintaining medians within the City.
Other Sources
Other sources within this fund include insurance recoveries and the sale of fixed assets.
Miscellaneous
Miscellaneous revenue consists primarily of facilities rentals, golf cart rental revenues, insurance
recoveries, purchasing card rebate revenues, and contributions and donations. Facilities rental
revenues are projected to remain stable at approximately $350,000 in 2017, and golf cart rental
revenues are budgeted at $245,000 in 2017. Interest revenues are projected to increase slightly due
to minimal improvement in interest rates.
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2017-2018 Biennial Budget Section III: Financial Plan
SPECIAL REVENUE FUNDS
The City has ten special revenue funds presented in this budget. These funds account for the
proceeds of specific revenue sources and are legally restricted to expenditures for specific purposes.
Special Revenue Funds
Revenue By Funding Source
2014 2015 2016 2017 2018
Actual Actual Est Actual Budget Budget
Beginning Fund Balances 19,655,706 19,324,203 21,051,049 16,828,897 14,868,339
Intergovernmental 2,490,427 4,655,492 13,539,763 3,278,065 5,901,940
Taxes 4,405,782 4,971,446 4,715,788 4,546,740 4,564,940
Charges for Services 1,443,893 2,805,362 1,340,874 1,512,000 1,512,000
Transfers In 1,444,088 4,244,348 5,346,639 1,168,511 1,189,817
Miscellaneous 275,538 990,036 1,467,800 209,200 287,200
Other Sources 240,366 - - - -
Total Revenue 29,955,799$ 36,990,887$ 47,461,913$ 27,543,413$ 28,324,236$
$-
$2
$4
$6
$8
$10
$12
$14
$16
2014 2015 2016 2017 2018MillionsSpecial Revenue Funds
Intergovernmental, Taxes and Charges for Services
Intergovernmental Taxes Charges for Services
Intergovernmental
Intergovernmental revenues are grants, entitlements, shared revenues and payments provided by
one government to another. These include Federal, State and local grants and State entitlements.
The majority of this funding is Federal grant monies for Arterial Street projects. Fluctuations from
year to year for this source of revenue can be directly related to project activity since the majority of
this revenue is received on a reimbursement basis. The Arterial Street Fund is anticipating
approximately $1.1 million in Federal funding in 2017 and $4.4 million in Federal funding in 2018.
Major arterial street projects budgeted to receive Federal funding during the 2017-2018 biennial
budget include the Lake Tapps Parkway Expansion project and the F Street Southeast Improvement
project.
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2017-2018 Biennial Budget Section III: Financial Plan
Taxes
Tax revenue in the Special Revenue Funds is derived primarily from utility taxes and sales taxes, both
of which are used to support the City’s transportation programs. Current City policy directs 1.0% of
the utility tax to the Arterial Street Preservation Fund. This revenue is budgeted at $2.0 million in
2017 and $2.1 million in 2018. Beginning in 2013, sales taxes collected from new construction
projects have been deposited into the Local Street Fund in support of the City’s Save Our Streets
program. In 2017 and 2018, the amount budgeted is $1.8 million each year.
Another tax that supports activities in the Special Revenue Funds is the Motor Vehicle Fuel Tax
(MVFT). The City receives approximately $1.8 million annually in MVFT. Of this, $530,000 is
deposited into the Arterial Street Fund and $7,100 into the Recreation Trails Fund, with the
remainder deposited into the General Fund. During its last biennial budget cycle, the State
Legislature passed the 15-year transportation package which includes additional monies to cities to
fund transportation projects. The 2017-2018 budget projects an additional $110,000 in revenues to
the Arterial Street Fund for these new multimodal transportation revenues. Other taxes collected
include the Business Improvement Assessment (BIA), which is a tax levied by the City on all
businesses within the downtown core area. Retail businesses are levied $0.15 per square foot and
service businesses are levied $0.15 per square foot, up to a maximum of one thousand square feet.
These funds then provide the resources that enable the Auburn Downtown Association to promote
the central business area. There are approximately 264,750 square feet of service businesses and
84,000 square feet of retail space assessed annually. The Hotel/Motel excise tax is another source of
revenue for this group of funds. Levied at 1.0% of the charges for lodging at hotels, motels and
campgrounds, these funds are used to offset the cost of tourism promotion.
Charges for Services
Special Revenue Funds charges for services are derived mainly from the Mitigation Fee Fund. This
revenue consists of mitigation fees paid by developers. These revenues in 2017-2018 are budgeted
conservatively at $1.5 million annually, as they fluctuate based on the local economy.
$-
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$3
$4
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2014 2015 2016 2017 2018MillionsSpecial Revenue Funds
Transfers In, Miscellaneous and Other Sources
Transfers In Miscellaneous Other Sources
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2017-2018 Biennial Budget Section III: Financial Plan
Transfers In
This revenue source consists of transfers from other funds to the Special Revenue Funds. Budgeted
transfers in 2017 and 2018 are for the continued support of the Arterial and Local Street projects
identified in the Transportation Improvement Plan.
Miscellaneous
Miscellaneous revenue consists primarily of developer contributions and interest income and is
budgeted conservatively in 2017 and 2018 at $210,000 and $287,000 respectively. The 2016
budget includes a one-time developer contribution of $1.0 million for the South 277th Street
Corridor Improvement project.
Other Sources
This revenue source consists of Public Works Trust Fund (PWTF) loan proceeds that were issued in
2014. There are no revenues budgeted for this category in the 2017-2018 biennium.
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2017-2018 Biennial Budget Section III: Financial Plan
CAPITAL PROJECT FUNDS
The City maintains three capital project funds: the Municipal Parks Construction Fund, the Capital
Improvement Fund and the Local Revitalization Fund. Major non-proprietary capital acquisitions
and construction are budgeted in these funds separately from operations.
Capital Project Funds Revenue
By Funding Source
2014 2015 2016 2017 2018
Actual Actual Est Actual Budget Budget
Beginning Fund Balance 10,136,475 10,766,606 13,119,473 8,126,379 8,079,415
Taxes 2,597,934 4,692,905 3,325,000 2,925,000 2,525,000
Intergovernmental 709,007 2,506,207 856,681 1,193,006 1,487,000
Transfers In 1,512,835 480,032 6,562,037 886,570 437,000
Charges for Services 10,553 10,409 11,100 11,100 11,000
Miscellaneous 642,270 85,662 102,146 343,834 74,447
Total Revenue 15,609,074$ 18,541,822$ 23,976,437$ 13,485,889$ 12,613,862$
$-
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$2
$3
$4
$5
$6
$7
2014 2015 2016 2017 2018MillionsCapital Project Funds Revenue
Taxes, Intergovernmental and Transfers In
Taxes Intergovernmental Transfers In
Taxes
The City is authorized to levy Real Estate Excise Tax (REET) up to ½% on all real property sales
transactions within the City. The City of Auburn levies the allowable ½%. Revenues from this tax
must be used for financing capital facilities specified in the City’s Capital Facility Plan. REET is
divided into quarter percentages. Both the first and second ¼% may be used for streets, sidewalks,
street lighting systems, traffic signals, bridges, domestic water systems, and storm and sanitary sewer
systems. In addition, the first ¼% may be used to purchase park and recreational facilities, law
enforcement facilities, fire protection facilities, trails, libraries, and administrative and judicial
facilities. As depicted on the graphic above, Capital Project Funds tax revenues in 2015 reached $4.7
million, $4.6 million of this being REET monies. Due to the surge in the local real estate market,
REET revenues collected in 2015 exceed revenues collected in this category in any prior year on
record. The 2017 and 2018 REET revenues are budgeted to remain strong, although at a reduced
rate compared to 2015 as revenues are contingent upon real estate sales and the local economy.
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2017-2018 Biennial Budget Section III: Financial Plan
Intergovernmental
This revenue source is primarily State, Federal and interlocal grant revenues. The Municipal Park
Construction Fund anticipates the receipt of $900,000 in grant revenues in 2017 to complete several
park projects including improvements at Les Gove Park, the purchase of 16 acres adjacent to Mary
Olson Farm, and synthetic field upgrades at Brannan Park. The Capital Improvement Project Fund
anticipates the receipt of $800,000 in local and State grant monies for the Phase 2 extension of the
Auburn Environmental Park (AEP) in 2018. In addition, the City anticipates $890,000 in grant
revenues in 2017 and 2018 for renovations at the Downtown Auburn Arts and Cultural Center.
Transfers In
Transfers in consist of interfund operating transfers in from other funds. These operating transfers
are used to fund the capital projects to be determined by City Council. 2016 includes a one-time
transfer of $5.5 million for the Auburn Community and Event Center. The budgeted transfers in
2017 and 2018 are $890,000 and $440,000 respectively and primarily include transfers of funds
from the Mitigation Fund to these capital funds for numerous capital improvements including
improvements to Lakeland Hills Nature Area, Game Farm Park, Les Gove Park, and Sunset Park.
$-
$100
$200
$300
$400
$500
$600
$700
2014 2015 2016 2017 2018ThousandsCapital Project Funds Revenue
Charges for Services and Miscellaneous
Charges for Services Miscellaneous
Charges for Services
Portions of all adult team sport fees are put into the capital facility program in the Municipal Parks
Construction Fund. These funds are then used to construct park facilities to benefit the users of the
parks and fields.
Miscellaneous
Miscellaneous revenue includes interest earnings on idle fund resources, LID prepayments, and
contributions or donations from developers or other organizations for community projects. The
2017 budget includes $270,000 contribution for various park improvements at Sunset Park, Roegner
Park and Brannan Park. Investment income is budgeted conservatively in 2017 and 2018.
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2017-2018 Biennial Budget Section III: Financial Plan
ENTERPRISE FUNDS
The City maintains seven enterprise funds in the budget to separately account for the revenues
derived from services provided and the associated expenses. The City enterprise funds include the
following services: Water, Sanitary Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport and
Cemetery. The following table and graph depict the amount of revenues received by major source.
Enterprise Funds
Revenue By Funding Source
2014 2015 2016 2017 2018
Actual Actual Est Actual Budget Budget
Beg. Working Capital 47,449,303 49,068,377 43,343,598 34,485,871 34,191,612
Charges for Services 59,689,842 62,694,799 61,503,439 65,100,818 67,723,380
Miscellaneous 9,441,595 3,670,507 1,751,700 2,875,100 3,341,600
Other Sources 429,932 1,149,312 4,305,693 5,296,739 2,807,820
Transfers In 80,410 556,059 5,450,000 3,800,000 2,700,000
Intergovernmental 1,974,446 1,250,123 745,096 403,967 1,830,267
Total Revenue 119,065,527$ 118,389,178$ 117,099,526$ 111,962,495$ 112,594,679$
$0
$10
$20
$30
$40
$50
$60
$70
$80
2014 2015 2016 2017 2018MillionsEnterprise Funds Revenue
Charges for Services, Miscellaneous and Other Sources
Charges for Services Miscellaneous Other Sources
Charges for Services
This revenue source represents fees charged by the City’s enterprise funds in return for public
services. Over 62% of the City’s enterprise fund charges for service revenue are collected in the
Sewer and Solid Waste Funds. Approximately 70% of the sewer revenues represent pass-through
charges from King County/Metro for the treatment and disposal of the City of Auburn’s sewage.
Solid waste collection is contracted through Waste Management Incorporated with a new contract
that is expected to go out to bid in this biennium. Garbage rates are structured in a way that
encourages participation in the recycling program. Airport fees are primarily related to aircraft tie-
downs, hangar rentals, and property leases. Charges for services in the Cemetery Fund are for lot
sales and retail sales for burial related products.
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2017-2018 Biennial Budget Section III: Financial Plan
Utility revenues are directly affected by growth factors and rate increases. The City normally reviews
the fees charged for utilities on an annual basis to ensure the fees charged cover the costs associated
with providing the services.
Miscellaneous
Miscellaneous revenue includes contributions from developers, Airport property rentals, interest
earnings on idle fund resources, change in restricted assets, and prior period adjustments. System
capital contributions are paid by developers during the permitting process and are used for capital
improvements. Other contributions include non-cash developer contributions as they build or
improve system assets. Developer contributions have been significant in the recent past, and is
budgeted at $2.0 million and $2.5 million in 2017 and 2018 respectively. Airport property rentals
make up approximately 25% of the Enterprise Funds’ miscellaneous revenue budget.
Other Sources
This revenue source represents resources available from Public Works Trust Fund loans (PWTF), Build
America Bond (BAB) Subsidy, and other financing proceeds to fund capital projects within the
Enterprise Funds.
$-
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2014 2015 2016 2017 2018MillionsEnterprise Funds Revenue
Transfers In and Intergovernmental
Transfers In Intergovernmental
Transfers In
This revenue source represents transfers in from other funds. The total of the transfers anticipated in
2016 totals $5.5 million, which is predominately the transfer in of resources from the Enterprise
Operating sub-funds to the Enterprise Capital sub-funds. The 2017-2018 budget includes transfers in
totaling $3.8 million in 2017 and $2.7 million in 2018, primarily transferring funds from the
operating fund portion of the utility funds to the capital portion of the utility funds.
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2017-2018 Biennial Budget Section III: Financial Plan
Intergovernmental
This revenue primarily represents grant revenue. Intergovernmental revenues in 2014 includes $1.0
million in grant revenue receipted into the Storm Drainage Fund for projects including the
Maintenance & Operation (M&O) Storm Drainage Improvement project and the Mill Creek
Restoration project. 2014 intergovernmental revenues also includes $600,000 receipted into the
Airport Fund for various projects including the Airport Master Plan and the Asphalt Rehabilitation
and Seal Coat project. In 2017, the Auburn Municipal Airport is budgeted to receive $320,000 in
grant monies for the design for the Runway Enhancement project. The 2018 budget includes $1.7
million in State and Federal grant funding for the construction of the Runway Enhancement project
at the Auburn Municipal Airport. Lastly, the Solid Waste Fund is expecting annual grants in the
amount of $88,000 for education and outreach in both 2017 and 2018.
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2017-2018 Biennial Budget Section III: Financial Plan
INTERNAL SERVICE FUNDS
The City’s internal service funds are used to budget for the financing of goods and services provided
by one department of operation to other funds and departments on a cost reimbursement basis.
The City has five internal service funds: Insurance, Workers’ Compensation, Facilities, Equipment
Rental and the Innovation and Technology Fund.
Internal Service Funds
By Funding Source
2014 2015 2016 2017 2018
Actual Actual Est Actual Budget Budget
Beg. Working Capital 13,123,844 13,676,989 14,498,890 9,056,223 8,738,112
Charges for Services 10,445,949 11,174,888 11,081,141 12,029,937 12,289,662
Transfers In 701,145 500,919 4,403,023 1,405,916 2,187,254
Miscellaneous & Other 1,644,484 95,867 2,045,469 1,981,802 1,980,025
Intergovernmental 136,772 119,148 148,835 80,000 80,000
Total Revenue 26,052,195$ 25,567,810$ 32,177,358$ 24,553,878$ 25,275,053$
$0
$2
$4
$6
$8
$10
$12
$14
2014 2015 2016 2017 2018MillionsInternal Service Funds Revenue
Charges for Services Miscellaneous & Other
Transfers In Intergovernmental
Charges for Services
Approximately 75% of the revenue source for charges for services come from the Innovation and
Technology Department (IT) and the Facilities Fund. Each department is allocated a portion of the
costs for IT and Multimedia services, Facilities, Equipment Rental fuel and vehicle replacement, and
charges for Workers’ Compensation reimbursements, which are then paid into the associated Internal
Service Fund.
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2017-2018 Biennial Budget Section III: Financial Plan
Transfers In
This revenue source is for transfers from other funds. The 2016 estimated actual includes a $2.1
million transfer in to the IT Capital Sub-Fund for technology infrastructure at the new Auburn
Community and Event Center, technology upgrades for the Council Chamber Remodel project,
server upgrades and software upgrades, as well as funding for several additional Innovation and
Technology capital projects. The Equipment Rental Fund includes anticipated transfers in to the
Equipment Rental Capital Sub-Fund in 2016 for multiple vehicle and capital equipment purchases
including the replacement of police vehicles, golf carts, and multiple utility trucks.
Miscellaneous & Other
The Equipment Rental Fund charges the departments for maintenance costs of City owned vehicles
which is collected in the miscellaneous revenue category. This revenue source also includes interest
revenue, property rents, insurance recoveries, and prior period adjustments.
Intergovernmental
The primary revenue source in this category is primarily revenue generated from the Innovation and
Technology Department for IT services rendered to Pacific, Algona and Valley Regional Fire
Authority.
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2017-2018 Biennial Budget Section III: Financial Plan
FIDUCIARY FUNDS
The City has two fiduciary type funds: the Fire Relief and Pension Fund and an unbudgeted Agency
Fund for collection and disbursement of non-City funds.
Fiduciary Funds
By Funding Source
2014 2015 2016 2017 2018
Actual Actual Est Actual Budget Budget
Beginning Fund Balance 2,446,991 2,609,462 2,512,557 2,417,899 2,324,182
Intergovernmental 308,558 75,702 70,000 75,000 75,000
Miscellaneous 14,435 5,065 6,000 9,000 9,000
Total Revenue 2,769,983$ 2,690,230$ 2,588,557$ 2,501,899$ 2,408,182$
$0
$50
$100
$150
$200
$250
$300
$350
2014 2015 2016 2017 2018ThousandsFiduciary Funds Revenue
Intergovernmental Miscellaneous
Intergovernmental
This revenue consists of contributions and revenue from fire insurance premium tax. The City
receives this revenue from the State in an allocation based on the number of retired firefighters who
served the City. The increase in revenues in 2014 was due to a $230,000 one-time contribution into
the fund.
Miscellaneous Revenue
Miscellaneous revenue primarily consists of investment income on idle cash. With the current low
level of interest rates, 2017 and 2018 are budgeted conservatively.
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2017-2018 Biennial Budget Section III: Financial Plan
PERMANENT FUND
The City has one permanent fund, the Cemetery Endowment Care Fund. City policy provides that
10% of each lot, crypt or niche sale is to be deposited into the Cemetery Endowment Care Fund for
the future maintenance of the Auburn Mountain View Cemetery once it is full. Resources in this
fund are legally restricted to the extent that only earnings, not principal, may be used to support
cemetery capital improvements.
Permanent Fund
By Funding Source
2014 20 15 2016 2017 2018
Actual Actual Est Actual Budget Budget
Beginning Fund Balance 1,629,564 1,669,648 1,686,279 1,720,479 1,758,279
Charges for Services 37,833 41,559 33,000 35,000 37,000
Miscellaneous 2,252 5,073 1,200 2,800 2,900
Total Revenue $1,669,648 $1,716,280 $1,720,479 $1,758,279 $1,798,179
$0
$20
$40
$60
$80
2014 2015 2016 2017 2018ThousandsPermanent Fund Revenue
Charges for Services Miscellaneous
Charges for Services
As provided by City ordinance, 10% of the sale of each lot, niche and crypt is collected for the future
maintenance of the Cemetery.
Miscellaneous
Interest revenue is collected on idle cash in this fund. This revenue may be transferred out to the
Cemetery Fund to be used for capital projects.
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2017-2018 Biennial Budget Section III: Financial Plan
General Fund Six-Year Forecast
The following table, graphic, and discussion presents the City’s six-year forecast of General Fund
revenues and expenditures. The purpose of the forecast is to highlight issues associated with financial
policies and budgetary decisions. It is not intended to be a multi-year budget.
General Fund Six Year Revenue and Expenditure Forecast 2016 - 2022
2016
Estimated
2017
Forecast
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
2022
Forecast
Taxes
Property $17,733,500 $20,152,000 $20,781,000 $20,988,800 $21,198,700 $21,410,700 $21,624,800
Sales 14,672,000 14,821,000 14,970,750 15,567,200 16,187,600 16,832,800 17,503,700
Utility 10,901,200 12,159,000 12,182,600 12,508,200 12,636,600 12,768,300 12,903,200
Other (1)4,788,400 4,613,600 3,855,080 2,705,980 2,500,280 2,524,900 2,549,700
Licenses and Permits 2,244,600 2,338,700 2,419,950 2,168,700 2,112,950 2,057,200 2,001,550
Intergovernmental 5,627,893 5,919,680 5,859,350 5,795,050 5,558,490 5,546,440 5,535,680
Fees and Charges 3,981,180 3,923,680 3,992,580 3,967,780 3,995,580 4,023,580 4,051,880
Fines and Forfeits 796,180 876,100 885,300 894,700 904,100 913,600 923,200
Other Sources 245,926 109,000 109,300 101,000 101,000 101,000 101,000
Miscellaneous 1,106,558 1,006,800 1,035,900 1,049,200 1,053,800 1,065,400 1,077,200
Total Revenues $62,097,437 $65,919,560 $66,091,810 $65,746,610 $66,249,100 $67,243,920 $68,271,910
Council and Mayor 976,866 1,143,418 1,208,743 1,237,685 1,267,443 1,298,047 1,329,526
Administration 2,789,236 2,489,758 2,558,242 2,618,872 2,681,187 2,745,246 2,811,108
Human Resources 3,762,443 3,876,125 3,932,170 4,019,482 4,108,974 4,200,710 4,294,760
Finance 1,300,773 1,409,534 1,459,831 1,499,495 1,540,475 1,582,825 1,626,598
City Attorney 2,194,830 2,276,603 2,364,650 2,426,741 2,490,814 2,556,945 2,625,215
Community Development 4,731,841 4,584,597 4,816,225 4,943,541 5,074,953 5,210,621 5,350,710
Jail - SCORE 4,020,000 3,953,150 4,099,465 4,304,438 4,519,660 4,745,643 4,982,925
Police 23,794,252 25,967,258 26,966,195 27,521,885 28,308,077 29,121,180 29,962,267
Public Works 2,811,835 3,547,418 3,715,032 3,827,763 3,944,599 4,065,711 4,191,279
Parks and Recreation 11,584,205 12,275,887 12,660,606 12,895,752 13,242,034 13,599,133 13,967,443
Street 3,466,563 3,760,044 3,863,742 3,958,524 4,056,077 4,156,500 4,259,897
Non-Departmental 4,039,627 4,204,190 5,215,143 3,340,000 3,425,200 3,514,024 3,606,640
Total Expenditures 65,472,472$ 69,487,982$ 72,860,044$ 72,594,178$ 74,659,494$ 76,796,585$ 79,008,368$
Ending Balance 16,191,730$ 12,623,309$ 9,855,075$ 7,007,507$ 2,597,114$ (2,955,551)$ (9,692,009)$
Residual/Unused Budget - 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000 4,000,000
Revised Ending Balance 16,191,730$ 16,623,309$ 13,855,075$ 11,007,507$ 6,597,114$ 1,044,449$ (5,692,009)$
Key 2017-2022 Assumptions:
Property tax increase: 2017-2018: 6.0% increase in property Assessed Valuation (AV), 1.0% increase in the
assessment rate, plus new construction and $1.9 million in banked capacity. 2019-2022: 1.0% annual increase
Retail Sales Tax growth: 2017-2022: 1.0% - 4.0% annual growth
Annexation Sales Tax Credit (1): 10-year tax base sunsets in mid-2018
Salary and wage inflation: 2017-2018: 1.5%-3.0% per labor agreements. 2019-2022: 2.0% annually
Benefit inflation: 5.0% per year
General inflation: 2.0% per year
Population growth: 1.0% per year
Sources of forecast assumptions: US Bureau of Labor Statistics; WA State Office of Financial Management; King
County Office of Economic and Financial Analysis.
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2017-2018 Biennial Budget Section III: Financial Plan
General Fund Forecast 2016-2022
$0
$20
$40
$60
$80
2016
Estimated
2017
Forecast
2018
Forecast
2019
Forecast
2020
Forecast
2021
Forecast
2022
ForecastMillions
Total Revenues Total Expenditures Revised Ending Balance
Revenues are forecasted on the basis of future economic, demographic, and policy assumptions with
little dependence on past trends. Expenditures are forecasted based on past trends modified by
present and future conditions. Future conditions are based upon a series of complex assumptions.
This model has been used to test a large range of assumptions and policy options in the course of
developing budget recommendations. Key assumptions and conclusions from this forecast are
included below.
As discussed in Section 1, the General Fund is the City’s largest fund and is used to account for the
majority of general City resources and services. Approximately 80% of the General Fund’s revenues
is derived from taxes including property taxes, sales taxes, utility taxes, and other taxes such as
annexation sales tax, gaming, and admissions taxes. These taxes are sensitive to changes in general
economic conditions as well as legislative changes that prescribe how these revenues are determined
and collected. This sensitivity is important because, should growth occur slower than anticipated,
the adverse effect on fund balance may be greater than predicted.
Forecasted revenues assume property tax assessed valuations will increase by 6.0% from $8.8 billion
in 2016 to $9.4 billion in 2017 and again by 6.0% in 2018. In 2017, the City is expected levy $2.19
per $1,000 in assessed valuation compared to a maximum property tax levy rate of $2.33 per
$1,000 in assessed valuation.
Sales taxes are forecasted to grow by 1.0% in 2017 and 2018. The 2019-2022 forecast assumes a
continued strengthening in the local economy, which is anticipated to increase the pace of annual
sales tax growth to about 4.0% per year over the remainder of the forecast period.
While moderate revenue growth is expected, expenditures involving public safety and public services
are expected to increase at a rate that outpaces revenue growth. Forecasted pressures on the cost of
public service that are outside of the City’s control include State of Washington mandated pension
contribution costs. Rates for the PERS 2 and PERS 3 public pension programs are expected to rise
from the current 11.18% to 12.67% effective in 2017. Healthcare costs are expected to rise 15.0% in
2017 and 10.0% in 2018.
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2017-2018 Biennial Budget Section III: Financial Plan
Because departments typically under spend budgets each year, and revenues usually exceed
estimates, this forecast assumes residual unused budget and excess revenues are available and rolled
forward to be utilized in the subsequent year. Historically the additional budget capacity has run
around 5%. The rate of additional budget capacity will likely be restrained going forward due to
the cumulative effects of revenue limitations from legislative and voter approved mandates. The
forecast assumes that any reductions in the level of under-expenditures will be offset by efficiencies
gained through process improvements. However, the City’s ability to realize budgetary savings in
the future may be diminished as a result of these factors.
Based on these trends, the balance in the General Fund will decrease over the next several years to
1.4% of expenditures by 2021 as the pace of revenue growth, in this forecast, will not keep pace
with the growth in expenditures. The Finance Department will continue to study revenue options
and enhancements to offset the increase in future expenditures. Again, this is a projection under a
discrete set of assumptions. The forecast provides insight into the future possibilities so the City may
prepare solutions to address the structural deficit prior to it actually occurring. The City goes to
great lengths to ensure there are sufficient reserves to deploy in the event of an economic downturn
and provide time to restructure the budget with as little disruption as possible to the services
provided.
Long-Term Debt Obligations and Debt Capacity
Like private citizens, municipalities must sometimes borrow funds to pay for large purchases like
capital equipment and capital projects. As in the private world, the ability to borrow depends upon
the borrower’s ability to pay the loan back, as indicated by credit rating, potential future earnings,
etc. Unlike private citizens and companies, public entities have the additional parameters of statutory
limits on borrowing, as measured by set percentages of assessed value and ratios of revenue to
operating expenses. Debt incurred by the City is generally issued in the form of bonds, similar to
promissory notes, which investors buy from the City, with the idea that the City will buy the bonds
back at some future date – paying more money than the investor paid for them.
Existing debt levels and the issuance of new debt can also impact the City’s operations. Issuing debt
allows the City to proceed with large, much-needed capital projects that could not otherwise be
funded by current revenues. Debt repayment spreads the cost of these large projects out over many
years, which better reflects the length of time that the system will benefit from these assets and
results in greater equity amongst system users. At the same time, funding from taxes and other
revenue sources is limited. Therefore, issuing debt – with the associated cost of repayment with
interest – reduces the amount of revenues available for operations. Debt service coverage
requirements further constrain funds available for operations unless new or increased revenues are
secured for this purpose.
There are three types of bonds issued by the City of Auburn, differentiated by the basis of the
guarantee of payoff to the investor. General Obligation or “GO” Bonds are based on the tax base
or the assessed value of the municipality. When issuing a GO Bond, the City is pledging its future
taxing powers to pay off the debt. GO Bonds can also be issued as a voted “levy” when citizens are
willing to pay extra taxes to pay for a particular project. Another less common type of GO Bond is
one that is secured by the City’s tax base, but is actually retired from utility revenues. Revenue
Bonds are both guaranteed by and retired from specific future revenues (usually fees for a particular
service). These are generally issued for utility capital projects, and guaranteed and retired by utility
rate revenues. There is no general tax liability for these obligations. Local Improvement District or
“LID” Bonds are issued through the formation of local improvement districts to provide specific
capital improvements.
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2017-2018 Biennial Budget Section III: Financial Plan
General Obligation Bonds
A general obligation bond comes in two forms: voted and non-voted. The total indebtedness for
general purposes with or without a vote of the people cannot exceed 2.5% of the value of taxable
property. Up to 1.5% may be authorized by City Council without a vote and are referred to as
Councilmanic Bonds; however, any debt capacity available without a vote is reduced by any
indebtedness with a vote in excess of 1%. The City may also levy, with a vote of the people, up to
5% of taxable property value for utility or open space and park facilities purposes. Any excess will
proportionately reduce the margin available for general purposes. Total general obligation debt
cannot exceed 7.5% of the value of property.
The City debt obligations are well within the statutory limits for debt capacity. The following table
summarizes the City’s current debt obligations as compared with its legal debt limits as of December
31, 2015:
For Parks or
Without General For Open S pace
A Vote Purpos es Utilities Development Total Capacity
1.50%1.00%2.50%2.50%
S tatutory Limit 132,399,283$ 88,266,189$ 220,665,472$ 220,665,472$ 661,996,416$
Outs tanding Indebtednes s (59,408,629) - - (59,408,629)
Margin Available 72,990,654$ 88,266,189$ 220,665,472$ 220,665,472$ 602,587,787$
S ource: City of Auburn 2015 CAFR
With A Vote
In 2010, the City issued $31,990,000 of general obligation bonds 2. The bonds were used for the
following purposes: 1) refunding the remaining portion of the City’s outstanding 1998 Library bonds;
2) to pay for downtown infrastructure improvements, which included utility relocation and upsizing,
a promenade with open plazas, and a new street surface; and 3) to pay for a portion of the cost of
acquiring certain condominium units to provide city office space near City Hall (in the City Hall
Annex building). The balance of these bonds at the end of 2016 is $25,690,000.
In 2016, the City issued $3.87 million of general obligation bonds to perform an advance refunding
of the balance of two previous general obligation debt issues: $3,270,000 of general obligation debt
issued in 2006 for the design and construction of a new Golf Course clubhouse and improvements to
the Cemetery 3, and $1,375,000 of general obligation debt issued in 2005 to pay for the construction
cost of hangars at the Auburn Municipal Airport 4. The balance of these bonds at the end of 2016 is
$3,629,000.
The South Correctional Entity (SCORE) was created under an Interlocal Agreement between the
cities of Auburn, Burien, Federal Way, Renton, SeaTac, and Tukwila, and provides for correctional
services for the detaining of arrestees and sentenced offenders. Under this agreement, the City is
contracted to pay 31% of the debt service associated with a 2009 SCORE bond issue, over a 30-year
period. The City of Auburn’s balance at the end of 2016 is $24,277,650.
No general obligation bonds were issued in 2013 through 2015, and no new general obligation
bonds are anticipated in 2017 and 2018.
The City currently maintains a rating of Aa3 with Moody’s and a rating of AA+ with Standard &
Poor’s for its general obligation debt.
2 LTGO 2010A – 2010D General Obligation Bonds
3 2006 non-taxable and taxable General Obligation Bonds
4 2005 refunding General Obligation Bonds
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2017-2018 Biennial Budget Section III: Financial Plan
Revenue Bonds
The City has approximately $28.5 million of principal in utility revenue bonds outstanding as of the
end of 2016. The City is required to maintain a coverage ratio of 1.25 for the utility revenue bonds,
whereby the net utility operating revenues will exceed 1.25 times the maximum annual utility
revenue bond debt service cost. Actual debt service coverage through 2015 was 2.96. The annual
debt service payment is paid from the utility user charges and system development fees.
In 2005, the City refunded $2,765,000 of 1997 revenue bond debt in order to obtain a lower
interest rate. The final $355,000 remaining on this debt was retired in 2016.
In 2010, the City issued $21,295,000 in revenue bonds used to construct or replace capital
infrastructure in the Water, Sewer, and Storm utilities. In the Water utility, proceeds were used to
buy wholesale water contracts, build a new reservoir, replace two booster pump stations, and
replace water mains and other water system equipment. In the Sewer utility, bond proceeds were
used to replace two pump stations, replace damaged sewer pipe, and upgrade pump station control
systems. In the Storm utility, proceeds were used to replace a pump station, enlarge a flood control
pond, and install new roadway drainage systems. At the end of 2016, the balance of this bond is
$18,895,000.
In 2012, the City Council approved Ordinance No. 6401 which established a series of planned rate
adjustments which were designed to fully fund utility financial obligations through 2017, including
the issuance of revenue bonds to support capital repair and replacement projects.
In 2013, the City issued $11,415,000 in revenue bonds for the Water and Storm utilities. In the
Water utility, bond proceeds were used to improve a reservoir and two well sites, replace aged
water mains, replace water mains crossing under the Burlington Northern & Santa Fe (BNSF)
Railway’s proposed third rail line, and to implement improvements to the utility billing system. In
the Storm utility, proceeds were used to improve the storm drainage system to address potential
flooding issues, and to encase or replace storm pipes crossing under BNSF’s proposed third rail line.
At year-end 2016, the balance of this bond is $9,650,000.
In the upcoming biennium, the City expects to pursue financing sources in support of planned capital
projects within the Water utility. This includes a $5.0 million in new debt funding in 2017 and an
additional $2.5 million in 2018 for planned water system projects, such as investments in automated
meter reading technology.
Public Works Trust Fund Loans
The City has six Utility Public Works Trust Fund Loans which have been used to fund water
corrosion control, a reservoir protective coating project, the Auburn Way South sanitary sewer
replacement, and Well 1 improvements. The balance of these six loans totals $7,523,000 at the end
of 2016.
In addition, the City has two Street-related Public Works Trust Fund Loans which funded the M
Street SE Underpass project and the Harvey Road NE & 8th Street NE Intersection Improvement
project. The balance of these two loans as of the end of 2016 is projected to be $3,889,000.
Local Improvement District (LID) Bonds
The City has one Local Improvement District, LID #350. The balance of this bond at the end of
2016 is $19,732.
The following debt payment schedule is for all outstanding debt as of December 31, 2016.
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2017-2018 Biennial Budget Section III: Financial Plan
The following debt payment schedule is for all outstanding debt as of December 31, 2016.
Year Principal Interest Principal Interest Principal Interest Principal Interest
2017 2,209,822 3,059,908 2,619,745 1,506,399 6,259 987 4,835,826 4,567,293
2018 2,282,362 2,975,222 2,669,745 1,451,015 6,572 674 4,958,679 4,426,911
2019 2,071,386 2,879,427 2,724,745 1,388,163 6,901 345 4,803,031 4,267,935
2020 1,944,966 2,792,815 2,602,376 1,314,199 - - 4,547,342 4,107,014
2021 2,000,952 2,705,819 2,662,376 1,245,371 - - 4,663,328 3,951,190
2022 2,080,458 2,609,989 2,495,291 1,153,554 - - 4,575,749 3,763,542
2023 2,145,083 2,507,520 2,539,176 1,054,574 - - 4,684,259 3,562,094
2024 2,219,117 2,400,050 2,609,176 952,309 - - 4,828,293 3,352,359
2025 2,295,509 2,285,494 2,576,332 846,413 - - 4,871,841 3,131,906
2026 2,001,550 2,163,282 2,646,332 737,225 - - 4,647,882 2,900,507
2027 2,080,300 2,036,751 2,555,914 613,676 - - 4,636,214 2,650,427
2028 2,170,600 1,905,230 2,645,914 485,872 - - 4,816,514 2,391,103
2029 2,252,450 1,768,015 2,655,532 353,031 - - 4,907,982 2,121,045
2030 2,345,850 1,624,520 2,750,532 215,433 - - 5,096,382 1,839,953
2031 2,438,900 1,473,887 1,060,532 72,359 - - 3,499,432 1,546,246
2032 2,546,950 1,315,968 1,090,532 38,096 - - 3,637,482 1,354,063
2033 2,648,100 1,151,031 116,993 2,632 - - 2,765,093 1,153,663
2034 2,757,350 979,493 116,993 2,340 - - 2,874,343 981,833
2035 2,413,150 800,890 116,993 2,047 - - 2,530,143 802,937
2036 2,510,500 643,292 116,993 1,755 - - 2,627,493 645,047
2037 2,615,950 479,301 116,993 1,462 - - 2,732,943 480,764
2038 2,724,500 308,398 116,993 1,170 - - 2,841,493 309,568
2039 2,841,150 130,379 116,993 877 - - 2,958,143 131,257
2040 - - 116,993 585 - - 116,993 585
2041 - - 116,993 292 - - 116,993 292
Totals 53,596,955$ 40,996,679$ 39,957,188$ 13,440,850$ 19,732$ 2,005$ 93,573,875$ 54,439,535$
Source: City of Auburn 2015 CAFR & Debt Service Schedules
General Utility Revenue
Obligation Bonds Bonds & PWTF Loans LID Bonds Total
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2017-2018 Biennial Budget Section III: Financial Plan
General Fund Fiscal Capacity
The City uses a range of strategies to maintain its fiscal security. Several of the financial policies are
based on this strategy. First, the City maintains fund balances sufficient to meet the General Fund
cash flow needs and estimated employee retirement cash outs for the biennium. This amounts to
about 7% to 10% of General Fund expenditures. In good economic times, this fund balance can be
budgeted higher than when the economy takes a turn for the worse. This balance serves as the first
line of defense against a sudden and significant economic downturn. However, revenues are
forecast moderately. This not only provides protection from needing to rely on the fund balance, it
has provided a higher fund balance than originally budgeted, augmenting reserves. The City has a
Cumulative Reserve Fund for two purposes. First, it allows the City to build funds for needed capital
projects without having to rely exclusively on debt. Secondly, it provides long-term stability to City
finances as a counter-cyclical balance. Money is put aside in good years (from higher than budgeted
reserves), allowing the City a reserve to draw on in years of economic decline. The City also
maintains two special purpose reserve funds to adequately meet specific and significant potential
contingencies: 1) an insurance fund to augment regular insurance coverage and to provide for
independence and/or stability, and 2) a guarantee fund to adequately secure the City’s LID program.
Finally, the City has reserved an amount of taxing and other revenue capacities for worse case
circumstances. These capacities are:
User Fees
There are several categories of user fees that could be increased to capture a larger share of
associated costs.
B&O Tax
The City has the ability, but has chosen not to levy a Business and Occupation Tax on gross business
receipts. This authority applied conservatively would yield about $1,000,000 per year. At higher
rates, as much as $4,700,000 per year could be realistically achieved.
Business Licensing
Some jurisdictions have used business licensing as a means of generating additional revenues. A very
aggressive program could yield as much as $750,000 per year.
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2017-2018 Biennial Budget Section III: Financial Plan
Fund Balance Trends
Fund balance is the difference between assets and liabilities reported in a governmental fund. Fund
balances are either designated (i.e., dedicated to a particular purpose) or undesignated (i.e., the
remaining, un-appropriated balance of the fund after accounting for designated funds). Following
are the fund balance trends for the City’s governmental, fiduciary and permanent funds from 2015
through 2018.
Fund Balance 2015 - 2018
Cemetery
General Special Revenue Debt Service Capital Project Fire Relief and Endowment
Fund Funds Funds Funds Pension Fund Care Fund
Actual:
2015 $19,566,766 $21,051,047 $13,278 $13,119,474 $2,512,557 $1,686,280
Estimated Actual:
2016 16,191,731 16,828,895 11,706 8,126,379 2,417,899 1,720,479
Budget:
2017 12,623,309 14,868,339 11,959 8,079,415 2,324,182 1,758,279
2018 5,855,075 14,022,050 12,525 7,726,714 2,229,957 1,798,179
$0
$5
$10
$15
$20
$25
General Fund Special Revenues Debt Service Capital Fire Relief and
Pension
Cemetery
EndowmentMillionsFund Balance
City of Auburn: 2015-2018
2015 2016 2017 2018
The General Fund’s ending balance decreases significantly from the 2015 actual amount to 2018
budget as reserves are drawn down largely because General Fund revenues have not kept pace with
the increased costs of services, such as health care and pension costs. However, since departments
typically under spend budgets each year, the long-term General Fund forecast assumes residual
budget is unused and rolled forward to be utilized in subsequent years. Therefore, we expect the
General Fund to meet its target reserve rate of 8% in both 2017 and 2018.
The Special Revenue fund balance decreases between 2015 actual and 2016 budget primarily due to
high levels of planned transportation project construction activity in 2016.
The Capital Projects fund balance decreases between 2015 actual and 2016 budget, reflecting
construction activity, including the Auburn Community and Event Center, which was constructed in
2015 and 2016.
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2017-2018 Biennial Budget Section III: Financial Plan
No significant changes in fund balance are expected for the City’s Debt Service, Fire Relief and
Pension, and Cemetery Endowment Care funds.
Working Capital
Proprietary funds are managed on a different basis than are general governmental services. The
amount of expenses required for ongoing operation depends on the amount of activity that will be
done next year. Since such activity provides new income to the fund directly in the form of charges
for service, there is additional revenue to support those additional expenses. Therefore, the
management of these funds is not focused on line items of revenue and expenses, but rather the
“bottom line” of whether expenses are supported by revenue. This is measured by the working
capital in each fund. In simple terms, “working capital” is similar to fund balance and is the result of
all transactions during the year. An increase in working capital indicates that expenses are less than
earnings.
Since a City cannot make a profit, unlike private sector enterprises, working capital should not grow
or decline and expenses and revenues should balance. However, working capital should accumulate
to a level sufficient for at least four purposes:
1. Provide cash flow for operations and maintenance.
2. Provide a cushion or a contingency for unforeseen needs and emergencies.
3. Provide adequate security for long-term debt.
4. Allow for a capital development program to reduce the need for borrowing.
The trend for working capital in each of the City’s proprietary funds is shown on the following page.
The Water Utility working capital balance decreased between 2014 and 2016, reflecting the
completion of significant construction projects. A rate study update was completed in early 2012 to
fund forecasted operating and capital expenditures through 2017. The City Council agreed with the
new financial plan, which provided for annual 3.5% rate increases for the period 2013 through
2017. The 2018 budget assumes a 2.5% water rate increase effective 1/1/2018. A water rate study
update is currently planned for early 2017. Funding in the water utility also includes a $5.0 million
in new debt funding in 2017 and an additional $2.5 million in 2018 for planned water system
projects, including investments in automated meter reading technology.
The Sewer Utility working capital balance decreased between 2015 and 2016 due to construction
activity and remain relatively constant through 2018. A rate study update was completed in early
2012, to fund forecasted operating and capital expenditures through 2017. The City Council agreed
with the new financial plan, which included annual 2.5% rate increases for 2015 through 2017. No
rate increase is assumed for 2018. A sewer rate study update is currently planned for early 2017.
The Storm Drainage Utility working capital balance decreased between 2014 and 2015, reflecting the
completion of construction projects. A rate study update was completed in early 2012, to fund
forecasted operating and capital expenditures through 2017. The City Council agreed with the new
financial plan, which provided for annual 2.5% rate adjustments for 2015 through 2017. No rate
increase is assumed for 2018. A storm rate study update is currently planned for early 2017.
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2017-2018 Biennial Budget Section III: Financial Plan
Working Capital
Enterprise Funds
Working Capital 2015 - 2018
Sewer Storm Golf
Water Sewer Metro Drainage Solid Waste Airport Cemetery Course
Actual:
2008 $10,367,027 $14,585,273 $0 $7,896,879 $2,695,161 $1,011,718 $436,368 $367,286
2009 9,715,479 10,751,024 - 5,758,187 1,399,901 937,942 316,498 195,433
2010 21,606,067 16,021,979 - 9,795,538 775,690 969,009 124,129 3,752
2011 16,945,811 12,806,527 - 9,102,000 632,263 961,633 71,820 68,324
2012 10,196,281 12,072,579 - 10,218,848 1,018,487 818,912 182,098 90,692
2013 14,189,404 12,952,797 1,826,811 15,762,939 1,504,560 801,284 261,934 149,573
2014 14,027,406 13,346,282 2,100,400 16,051,080 2,491,724 556,938 294,547 -
2015 9,261,201 12,862,859 2,358,518 13,814,969 3,477,387 516,605 375,647 -
Estimated Actual:
2016 4,641,113 9,518,732 2,374,705 13,319,582 3,849,877 346,975 434,887 -
Budget:
2017 5,622,046 9,055,929 2,318,495 12,124,123 4,233,901 435,908 401,210 -
2018 5,503,579 8,686,380 2,259,218 12,147,255 4,607,824 460,066 387,619 -
$0
$2
$4
$6
$8
$10
$12
$14
$16
Water Sewer Sewer
Metro
Storm
Drainage
Solid Waste Airport CemeteryMillionsEnterprise Fund Working Capital Balance
City of Auburn: 2015-2018
2015 2016 2017 2018
Notes:
Ending working capital balances for the water utility (in 2017 and 2018) reflect issuance of bonds to finance
major construction projects.
The Sewer Metro Fund was created in 2013.
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2017-2018 Biennial Budget Section III: Financial Plan
The City entered into a contract for garbage disposal services beginning November 2010. Rates are
set to recover the cost of the service and encourage recycling efforts. A rate study was completed in
late 2012 that identified rate increases necessary to offset a declining working capital balance. New
rates went into effect on January 1, 2013 and now fully fund the utility’s forecasted operating
expenses and have allowed the City to rebuild the working capital balance. Rate study updates in
the interim have determined that additional rate increases are not needed through 2018.
The Airport entered into several long-term land leases in 2001 that have resulted in private
development and increased revenue from the leases. Since 2004, the City has contracted the Airport
to an outside manager.
In 2017 and 2018, both revenues and expenses for the Cemetery are expected to remain flat, with
the fund operating slightly in the red due mainly to charges for water use. Additional annual
transfers from the Cumulative Reserve Fund are budgeted in 2017 and 2018, if needed, to meet the
Cemetery’s working capital needs.
In 2014, the Golf Course Fund was combined with the General Fund Parks, Arts & Recreation
Department.
Facilities became an Internal Service fund in 2009. Charges to departments cover the full cost of
operations and maintenance of city owned and operated buildings. Working capital is expected to
decrease slightly each year as the funds are transferred for debt service payments associated with the
City Hall Annex.
Innovation and Technology became an Internal Service fund in 2005. Charges to departments cover
the full cost of operations and replacement of equipment. Working capital is expected to decrease
slightly in 2015 and 2016 for replacements and new program improvements.
The Equipment Rental Fund working capital is projected to decrease between 2015 and 2016 as
replacement funds are being used and construction occurs for capital projects.
The Workers’ Compensation Fund was created in 2014, based on the City’s decision to self-insure
workers’ compensation in lieu of State L&I insurance. The fund provides time loss and medical
benefits for employees who are affected by an occupational injury or illness.
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2017-2018 Biennial Budget Section III: Financial Plan
Working Capital
Internal Service Funds 5
Insurance Facilities
Innovation &
Technology Equipment Rental
Workers'
Compensation
Actual:
2008 $2,481,572 $0 $2,932,485 $6,104,142 NA
2009 2,234,469 248,239 3,899,257 5,291,929 NA
2010 2,366,832 714,944 3,949,793 5,826,195 NA
2011 2,184,680 1,622,449 3,118,686 5,793,165 NA
2012 2,028,681 1,473,041 2,885,527 5,559,565 NA
2013 1,815,731 1,976,512 3,406,012 5,920,444 NA
2014 1,654,057 2,194,912 3,543,327 5,844,690 -
2015 1,530,588 2,410,754 3,705,195 6,074,119 778,233
Estimated Actual:
2016 1,312,689 1,330,105 1,992,399 3,634,008 787,022
Budget:
2017 1,084,209 1,285,575 1,514,811 3,860,372 993,145
2018 844,479 1,249,682 1,220,406 4,277,126 1,234,162
$0
$1
$2
$3
$4
$5
$6
$7
Insurance Facilities Innovation &
Technology
Equipment Rental Workers'
CompensationMillionsInternal Service Working Capital Balance
City of Auburn: 2015-2018
2015 2016 2017 2018
5 The Information Services fund was renamed to Innovation and Technology Fund in 2012, and the Workers’
Compensation Fund was created in 2014.
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2017-2018 Biennial Budget Section IV: Operating Budget
SECTION IV: OPERATING BUDGET
Introduction
This section of the budget details the City’s baseline budget, which is delineated by department or
fund. This section presents a detailed look at departments and divisions and provides both
quantitative and qualitative performance measures in order to focus on the results and direction of
City services rather than on line-item allocations.
The format of this section has been designed to present the information in an administrative structure
beginning with the Mayor and City Council, followed by all funds for which each department
director is responsible. For example, the Administration Department tab includes the budgets for the
Emergency Management, Community & Human Services, Economic Development, and Public Affairs,
Marketing & Multimedia divisions in the General Fund as well as the Hotel/Motel Tax (Special
Revenue) Fund, Housing & Community Development (Special Revenue) Fund, and the Facilities
Fund.
Sections for those funds representing administrative departments or divisions are presented following
the baseline budget and include:
Department Organizational Chart
Each organizational chart identifies the authorized staff positions in the 2017-2018 biennial budget.
The charts specifically identify each division that reports to the department head. Each employee has a
“home” department/division/fund, but may perform work for another department/division/fund.
This system is intended to identify all authorized permanent staff positions.
Department or Division Mission Statement
Each functional department has created its own mission statement that directs objective setting
toward achieving the Citywide Vision.
Department Overview
A description of the programs the department/division(s) are responsible for accomplishing.
Accomplishments and Objectives
A summary of the progress each department or division made on their objectives during 2015 and
2016, including general operations and obligation of the fund, as well as the objectives that the
department will undertake in 2017-2018.
Baseline Budget by Object
For General Fund departments and governmental funds, this information is presented in a line object
format. This is based on the Washington State Budgeting, Accounting and Reporting System (BARS),
which governs the City’s accounting procedures. Data for the proprietary funds is presented in a
working capital format, which not only describes the use of these funds, but also examines the fiscal
status of the fund itself. This format also summarizes the income associated with the fund.
Department Employees
A summary of Full Time Equivalent (FTE) positions is presented with explanations of additions or
changes due to department reorganizations.
Performance Measures
Each department has provided performance measures that best show the results of their mission and
or objectives.
95
2017-2018 Biennial Budget Section IV: Operating Budget
Total Baseline Budget 2015 2016 2016 2017 2018
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages $34,547,682 $37,303,135 $37,218,586 $38,785,308 $40,160,041
Personnel Benefits 14,960,296 17,373,870 16,673,904 18,508,704 19,856,550
Supplies 3,394,253 4,314,004 4,304,114 4,228,886 4,163,164
Services & Charges 35,185,689 43,297,479 42,317,309 42,636,905 45,258,695
Intergovernmental 30,928,889 48,770,469 48,095,424 33,577,180 34,034,980
Capital Outlays 34,150,905 58,479,695 52,208,159 25,106,105 25,118,105
Debt Service: Principal 4,160,756 5,050,533 4,203,169 5,347,914 5,476,755
Debt Service: Interest 2,883,836 4,364,499 3,289,141 4,993,511 4,841,115
Interfund Payments for Services 12,236,460 12,051,011 12,126,011 13,300,609 13,439,906
Other Uses 117,383 - - - -
Designated Fund Balance 7,573,342 5,258,831 5,974,778 6,244,486 6,584,769
Undesignated Fund Balance 107,542,135 73,498,782 82,864,407 76,350,721 67,937,527
ALL FUNDS TOTAL $287,681,628 $309,762,308 $309,275,002 $269,080,329 $266,871,607
Salaries & Wages
20.8%
Personnel Benefits
9.9%
Supplies
2.2%
Services & Charges
22.9%
Intergovernmental
18.0%
Capital Outlays
13.5%
Debt Service: Principal
2.9%
Debt Service: Interest
2.7%
Interfund Payments
for Services
7.1%
2017 Total Baseline Expenditures
Salaries & Wages
20.9%
Personnel Benefits
10.3%
Supplies
2.2%
Services & Charges
23.5%
Intergovernmental
17.7%
Capital Outlays
13.0%
Debt Service: Principal
2.9%
Debt Service: Interest
2.5%
Interfund Payments
for Services
7.0%
2018 Total Baseline Expenditures
96
2017-2018 Biennial Budget Section IV: Operating Budget
Total General Fund Budget 2015 2016 2016 2017 2018
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages $22,869,051 $24,554,901 $24,396,490 $26,211,555 $27,087,189
Personnel Benefits 9,707,354 10,862,399 10,136,480 12,030,929 12,932,803
Supplies 1,310,879 1,597,690 1,590,790 1,685,872 1,656,850
Services & Charges 9,729,076 13,048,371 12,422,700 13,131,808 14,039,528
Intergovernmental 9,353,185 8,927,722 8,927,722 7,441,031 8,017,659
Capital Outlays 38,583 15,000 15,000 324,519 319,618
Debt Service: Principal 270,887 715,946 93,896 57,694 61,607
Debt Service: Interest 35,911 985,957 44,465 20,005 16,092
Interfund Payments for Services 7,877,068 7,769,928 7,844,928 8,584,569 8,728,698
Designated Fund Balance 144,825 144,825 144,825 221,614 221,614
Undesignated Fund Balance 19,421,941 11,121,906 16,046,906 12,401,695 5,633,461
GENERAL FUND TOTAL $80,758,760 $79,744,645 $81,664,203 $82,111,291 $78,715,119
Salaries & Wages
37.7%
Personnel Benefits
17.3%Supplies
2.4%
Services & Charges
18.9%
Intergovernmental
10.7%
Capital Outlays
0.5%
Debt Service: Principal
0.1%
Debt Service: Interest
0.0%Interfund Payments
for Services
12.4%
2017 General Fund Expenditures
Salaries & Wages
37.1%
Personnel Benefits
17.8%Supplies
2.3%
Services & Charges
19.3%
Intergovernmental
11.0%
Capital Outlays
0.4%
Debt Service: Principal
0.1%
Debt Service: Interest
0.0%Interfund Payments
for Services
12.0%
2018 General Fund Expenditures
97
2017-2018 Biennial Budget Section IV: Operating Budget
98
MayorMayorMayorMayor
Nancy BackusNancy BackusNancy BackusNancy Backus
FFFF....TTTT....EEEE....
435435435435....6 6 6 6 –––– 2017201720172017
436436436436....6 6 6 6 ---- 2018201820182018
Director of Human Resources Director of Human Resources Director of Human Resources Director of Human Resources & & & &
Risk ManagementRisk ManagementRisk ManagementRisk Management
Rob RoscoeRob RoscoeRob RoscoeRob Roscoe
9 9 9 9 FFFF....TTTT....EEEE....
Police ChiefPolice ChiefPolice ChiefPolice Chief
Bob LeeBob LeeBob LeeBob Lee
137 137 137 137 FFFF....TTTT....EEEE. . . . –––– 2017201720172017
138 138 138 138 FFFF....TTTT....EEEE. . . . ---- 2018201820182018
Director of Innovation and Technology Director of Innovation and Technology Director of Innovation and Technology Director of Innovation and Technology
Paul HauganPaul HauganPaul HauganPaul Haugan
17 17 17 17 FFFF....TTTT....EEEE....
ParksParksParksParks, , , , Arts and Recreation DirectorArts and Recreation DirectorArts and Recreation DirectorArts and Recreation Director
Daryl FaberDaryl FaberDaryl FaberDaryl Faber
53 53 53 53 FFFF....TTTT....EEEE....
Finance DirectorFinance DirectorFinance DirectorFinance Director
Shelley ColemanShelley ColemanShelley ColemanShelley Coleman
24 24 24 24 FFFF....TTTT....EEEE....
Director of AdministrationDirector of AdministrationDirector of AdministrationDirector of Administration
Dana HinmanDana HinmanDana HinmanDana Hinman
23232323....6 6 6 6 FFFF....TTTT....EEEE....
Director of Community DevelopmentDirector of Community DevelopmentDirector of Community DevelopmentDirector of Community Development
& & & & Public WorksPublic WorksPublic WorksPublic Works
Kevin SnyderKevin SnyderKevin SnyderKevin Snyder
154 154 154 154 FFFF....TTTT....EEEE....
Organizational ChartOrganizational ChartOrganizational ChartOrganizational Chart
City AttorneyCity AttorneyCity AttorneyCity Attorney
Dan HeidDan HeidDan HeidDan Heid
15 15 15 15 FFFF....TTTT....EEEE....
Executive AssistantExecutive AssistantExecutive AssistantExecutive Assistant
Council AdministrativeCouncil AdministrativeCouncil AdministrativeCouncil Administrative
AssistantAssistantAssistantAssistant
CitizensCitizensCitizensCitizens
99
100
2017-2018 Biennial Budget Section IV: Operating Budget
MAYOR AND CITY COUNCIL
Department Overview
The Mayor and City Council comprise the legislative body representing the citizens of Auburn and are
responsible for developing the legislative policies of the City. Guidelines promulgated by the Council
in the form of ordinances and resolutions are transmitted to the Mayor for implementation, follow-
up, and evaluation. The City Council works to develop the City’s goals and visioning for the future,
as well as budgeting, which gives purpose and direction to City programs and initiatives.
The Mayor is Auburn's Chief Executive Officer. The City’s eight Department Directors report directly
to the Mayor: the Director of Administration, the City Attorney, the Chief of Police, the Director of
Community Development & Public Works, the Director of Human Resources & Risk Management, the
Director of Finance, the Director of Innovation & Technology and the Director of Parks, Arts &
Recreation. Department directors work with the Mayor in providing programs, services and quality
of life throughout the Auburn community.
2015 & 2016 Accomplishments
• Financed and opened on time and under budget a new Community and Event Center and
Youth/Teen Center at Les Gove Park.
• Continued joint planning and activities with the Muckleshoot Indian Tribe.
• Worked in partnership with Auburn School District to increase our children’s future potential.
• Continued development of the downtown core.
• Changed the City Council committee structure to a study session format to increase efficiency
of policymaking.
• Continued to enhance relationships focusing on economic development with: Green River
College, Auburn Area Chamber of Commerce, Auburn Downtown Association, etc.
• Increased efforts for tourism in Auburn through the Lodging Tax Advisory Committee (LTAC)
and major area attractions.
• Continued to increase market awareness of Auburn as a great place to do business.
• Represented citizens of Auburn at the city, regional, state and federal levels.
• Created Mayor’s Task Force on Homelessness and worked to implement an action plan to
address poverty issues in Auburn and greater South King County.
• Spearheaded economic development study to increase business objectives in Auburn.
• Implemented Community Picnics, Civics Academy and increased engagement opportunities
for citizens.
• Created Transportation Advisory Board (TAB) to guide the City’s future transportation
funding.
• Worked with Habitat for Humanity to rehabilitate and open a transitional home for victims
of domestic violence.
• Created a Blue Ribbon Committee to improve community health in Auburn.
• Increased Auburn’s regional voice with appointment of Mayor Backus to the Sound Transit
Board of Directors.
• Assisted King County with passage of Best Starts for Kids levy.
• Participated in region-wide Cascadia Rising emergency preparedness exercise.
• Mayor Backus and Councilmembers remain active on local, regional and national committees
to ensure Auburn is connected and visible at all levels.
• Initiated SMART (Specific, Measurable, Attainable, Relevant, and Time-bound) goals for
Council and Departments.
• Created strategic planning group to assist with MultiCare hospital expansion project.
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2017-2018 Biennial Budget Section IV: Operating Budget
•Funding announced from Sound Transit for second parking garage downtown.
•Purchased historic post office building on Auburn Avenue and received grant from King
County for building improvements.
•Issued over $150,000 in grants to support 17 downtown businesses to improve the
exteriors of their buildings through the Façade Improvement program.
2017 & 2018 Objectives
•Continue work throughout the region to address poverty and homelessness in our
community.
•Continue Airport Master planning to leverage the airport for the future needs of the City.
•Invest and continue to enhance the operations and development of the Auburn Municipal
Airport.
•Implement programs to celebrate One Auburn and the many diverse communities,
populations, ethnicities and backgrounds represented.
•Increase joint planning and activities with the Muckleshoot Indian Tribe and work toward
shared economic development goals on Auburn Way South.
•Reduce reliance on property tax by increasing business and its additional sales tax receipts.
•Support development of underdeveloped properties in Auburn.
•Identify funding solutions for Auburn’s freight corridors, arterials and local streets.
•Continue to strengthen partnerships to maintain affordable housing stock.
•Continue to increase market awareness of Auburn as a great place to live, work and do
business.
•Continue to represent citizens of Auburn on city, regional, state and federal level.
•Continue to create transparency and public engagement for residents to access their local
government.
•Enhance local spending opportunities by creating a ‘Buy Local’ program.
•Continue to support and invest in economic development opportunities throughout the City.
•Support and encourage the involvement of the Auburn Junior City Council.
•Improve community health through partnerships created via the Blue Ribbon Committee for
a Healthy Auburn.
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2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
385,103 511,429 410,429 438,213 486,834
120,593 131,194 123,227 147,151 158,887
Supplies 9,844 24,000 14,000 19,500 20,000
150,458 212,000 172,000 299,400 312,700
Intergovernmental - - - - -
- - - - -
246,828 257,210 257,210 239,154 230,322
$ 912,825 $ 1,135,833 $ 976,866 $1,143,418 $ 1,208,743 DEPARTMENT TOTAL
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
001.11 Council & Mayor
Department Employees
001 Council-Elected 2014 2015 2016 2017 2018
Councilmembers 7.00 7.00 7.00 7.00 7.00
TOTAL COUNCIL 7.00 7.00 7.00 7.00 7.00
001 Mayor FTEs 2014 2015 2016 2017 2018
Mayor-Elected 1.00 1.00 1.00 1.00 1.00
Mayor FTEs 2.00 2.00 2.00 2.00 2.00
TOTAL MAYOR FTEs 3.00 3.00 3.00 3.00 3.00
Full Time Equivalent (FTE)
103
104
AdministrationAdministrationAdministrationAdministrationF.T.E. = Full Time EquivalentDirector of AdministrationDana Hinman23.6 F.T.ECommunications Communications Communications Communications CoordinatorCoordinatorCoordinatorCoordinatorOffice AssistantEconomic Economic Economic Economic Development Development Development Development ManagerManagerManagerManagerFacilities Facilities Facilities Facilities ManagerManagerManagerManagerNeighborhood Neighborhood Neighborhood Neighborhood Programs Programs Programs Programs ManagerManagerManagerManagerVeteransVeteransVeteransVeterans////Human Human Human Human Services Services Services Services CoordinatorCoordinatorCoordinatorCoordinatorCommunity Community Community Community Services AssistantServices AssistantServices AssistantServices AssistantEmergency Emergency Emergency Emergency Preparedness Preparedness Preparedness Preparedness ManagerManagerManagerManagerMultimedia Video SpecialistMultimedia Assistant(0.6 FTE)Multimedia Design TechnicianWeb SpecialistElectricianCustodian (4)Lead CustodianBuilding Maintenance Technician (3)Real PropertyAnalystNeighborhoodProgramsCoordinator105
106
2017-2018 Biennial Budget Section IV: Operating Budget
ADMINISTRATION DEPARTMENT
Mission Statement
The Administration Department exists to coordinate and ensure that the priorities of the Mayor and
the City Council are addressed and implemented throughout the City organization for the benefit of
its residents.
Department Overview
The Administration Department was created within the General Fund in 2014 and consolidated
several services that had previously been performed by other departments.
• Emergency Management – Provides full-cycle emergency management services within the
City, including mitigation, preparedness, response, and recovery.
• Community and Human Services – Initiates and supports relevant services to meet the
essential needs of the residents of Auburn including safe neighborhoods, human services,
housing programs, veterans outreach, and cultural programs. This division also manages the
Community Development Block Grant in Fund 119.
• Economic Development – Supports a vibrant, vital economy for the City of Auburn, our local
region and the State of Washington through collaborative partnering among private sector
employers, research partners, and programmed workforce development.
• Public Affairs, Marketing, & Multimedia – Oversees the City’s media staff and programs,
directs the efforts of the public relations/media relations and acts in the role of City
spokesperson when needed; assists departments in public involvement using the City’s
information communications programs, and oversees the City’s communications, marketing
and public relations programs.
• Facilities – Provides a broad range of services to internal departments, including building
maintenance, safety, security, custodial, space planning, construction, facility renovation,
energy management, and management of the Graffiti Abatement program.
Emergency Management Division
2015 & 2016 Accomplishments
• Conducted over 15 training sessions for City Staff identified as Emergency Operations Center
(EOC) personnel.
• Reached 10,000 individual residents through public education activities and events.
• Conducted six Community Emergency Response Team (CERT) classes, graduating over 90 people
from the city’s active volunteer program.
• Managed 6,728 hours of donated volunteer time.
• City staff participated in the FEMA Cascadia Rising Exercise for two days. this included additional
training for key staff to be better prepared to operate the city’s Emergency Operations Center
during a major incident or disaster.
• Helped facilitate the city’s mitigation efforts to lessen the impact should the White River overflow
the banks. This also included training for city staff and working with our neighbors in surrounding
cities.
• Applied for and received a federal Emergency Management Performance Grant, providing funds
for emergency management, freeing up city funds for other purposes.
• Coordinated City of Auburn response to the Okanogan County Emergency Operations Center for
wildfire response, and to the SR 530 Oso Landslide incident.
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2017-2018 Biennial Budget Section IV: Operating Budget
2017 & 2018 Objectives
• Provide targeted disaster preparedness information to Auburn residents, licensed businesses, and
all private care facilities each year.
• Continue Community Emergency Response Team (CERT) Training.
• Conduct review of the City staff identified as EOC personnel and consider the depth for each
EOC position listed in the Comprehensive Emergency Management Plan (CEMP).
• Conduct at least 2 exercises or EOC training programs each year for all City staff identified as EOC
personnel.
• Provide basic emergency management training for city Elected Officials and Directors regarding
how they can support an EOC activation, major incident, or event.
Community & Human Services Divisions
2015 & 2016 Accomplishments
• Provided funding and coordination of Inclement Weather Sheltering, which serves Auburn
residents in need of emergency assistance.
• Lead city responsible for the Alive & Free Program and area law enforcement agencies with
prevention and intervention services serving Auburn, Kent, Renton and Tukwila.
• Provided funding and coordination for Community Learning Center summer programming,
serving at-risk youth at Washington Elementary and Cascade Middle Schools.
• Issued Neighborhood Matching Grants.
• Provided funding and coordination of the Auburn Days/AugustFest (now called AuburnFest)
events.
• Responsible for the update and distribution of the Auburn Community Resource Guide listing
community-wide resources in three different languages.
• Continued building the relationship with Pyeongchang, Korea as a Sister City, which included
visits by both delegations to Korea and the United States.
• Continued building the relationship with Guanghan, China as a Sister City, which included visits
by delegations from China to the United States.
• Continued building the relationship with Tamba, Japan as a Sister City, which included visits by
both delegations to Japan and the United States.
• Worked to establish an agreement with Mola di Bari, Italy as a Sister City, which included a visit
by a delegation to Mola di Bari and signing of the Sister City agreement.
• Developed a brochure and banner to help promote Auburn’s Sister Cities program.
• Provided housing repair funds to assist 101 low-income homeowners requiring emergency and
minor repairs to their homes.
• Provided assistance and resource navigation to over 20 veterans and their families.
• Provided outreach for veterans and individuals at risk or currently experiencing homelessness at
the Auburn Library and Les Gove Campus area.
• Developed a map showing the locations of human services agencies in Auburn.
• Recruited volunteers to support and serve community service events.
• Convened Auburn Mayor’s Task Force on Homelessness, which provided 46 recommendations to
the community to address the City’s current condition regarding homelessness.
• Provided funding to support a South King County Housing and Homeless Planner position to
address homelessness and affordable housing as a South King County region.
• Continued developing a master list of community contacts, including points of contact for all
Auburn Homeowner Associations (HOA), Block Watches, neighborhood groups, ethnic
populations, and faith communities.
• To date, over 100 neighborhoods in Auburn have had a neighborhood meeting, Block Watch
meeting, or both.
• Expanded National Night Out efforts and coordinated increased participation.
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2017-2018 Biennial Budget Section IV: Operating Budget
•Identified and coordinated multiple project sites for Auburn Adventist Academy’s annual
Community Service Days each Fall and Spring.
•Facilitated residents’ engagement with their neighbors and City staff and officials through
organizing and sponsoring six community picnics, one in each Auburn Police District.
•Increased engagement of City staff with neighborhoods through implementation and use of
Nextdoor social networking services.
•Developed a Civics Academy to share information with Auburn residents about the City, how it
works and how decisions are made.
2017 & 2018 Objectives
•Continue to coordinate and improve the access of programs and services for veterans and their
families who make Auburn and south King County their home.
•Continue to find ways to reach out to Auburn’s diverse communities and involve them in the
community at large, i.e. development of a cultural connections program.
•Continue to develop a housing coalition to address and strategically plan for the transitional and
affordable housing goals of the City in partnership with the King County Housing Authority.
•Work with City Council to implement Specific, Measurable, Attainable, Relevant, and Time-
bound (SMART) goals.
•Develop an integrated referral and communications source for human services in the City of
Auburn.
•Improve the availability of emergency housing for crisis situations of residents.
•Work with all involved groups within Auburn to address the issue of homelessness and its impacts
on the family structure, in addition to the support and representation of larger regional efforts.
•Work to develop a short-term diversion center to alleviate the burden of service on emergency
responders (Police, Fire, etc.) and the hospital in addressing mental disability and substance abuse.
•Work to develop short-term and long-term strategies to provide wraparound services to
individuals and families experiencing homelessness.
•Develop action plan based on Auburn Mayor’s Task Force on Homelessness recommendations.
•Work to increase neighborhood engagement with City staff.
•Work to increase City staff engagement with neighborhoods through the use of email distribution
lists, social media and neighborhood meetings.
Economic Development Division
2015 & 2016 Accomplishments
•Trek Apartments were completed and building was substantially leased as of early 2016.
•Construction of Merrill Gardens senior living was substantially completed in 2016 and opened to
residents in February 2017.
•Top ten employers reported a combined net increase of over 1,500 new jobs from 2014 to 2016.
•Increased attendance at 3NoNetworking events (trending 20+ people weekly in 2016).
•Notable business openings, recruitments and/or expansions include: Green River Cycle, Panera
Bread, Qdoba, Orion Industries, Skills Inc., MultiCare customer service call center (350 new
jobs), expansions to MultiCare Auburn Medical Center announced, Schilling Cider, LLC,
completion of Green River College aerospace and aviation downtown campus, and TTF
Aerospace retention and expansion.
•Auburn Innovation Partnership Zone re-designation through September 2019.
•Downtown Façade Improvement Program completed over $150,000 in project grants.
•Ten-Year Economic Development Strategic Plan completed fourth quarter of 2016.
•Removal of building and execution of parking agreement at northwest block of the Station
District.
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2017-2018 Biennial Budget Section IV: Operating Budget
•Over three hundred new businesses opened in both 2015 and 2016.
•Auburn experienced $36.3 million in new commercial development in 2015, a 1.4% increase over
2014, and $74.9 million in new commercial development in 2016.
•Vacancy in the industrial sector down to 1.5%.
•Sister City visits completed to Japan, Korea and Italy.
•“Doing Business in Auburn” 22-page marketing brochure published in May 2016.
2017 & 2018 Objectives
•Reaffirm target business sectors.
•New business development, relocation, and recruitment.
•Business retention, expansion, and outreach.
•Business assistance through education and training.
•Expand opportunities for networking and outreach to businesses.
•Develop workforce development partners.
•Establish sustainable branding and strong reputation of place by creating synergy within Auburn
Area Chamber, Auburn Downtown Association, Auburn Tourism Board and Lodging Tax
Advisory Board.
•Implement goals as outlined in the Ten-Year Economic Development Strategic Plan.
•Support and expand the development of the Innovation Partnership Zone.
•Expand the role of tourism and real estate as part of the Economic Development Division.
110
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
595,125 580,018 681,018 639,584 674,485
187,590 218,935 226,902 289,419 315,498
Supplies 9,521 21,000 21,000 28,000 29,500
1,227,485 1,702,946 1,702,946 1,286,300 1,288,650
Intergovernmental 220,000 - - - -
- - - - -
157,524 157,370 157,370 246,455 250,109
$ 2,397,246 $ 2,680,269 $ 2,789,236 $ 2,489,758 $ 2,558,242
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
001.12 Administration
Total
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Department Employees
Administration FTEs 2014 2015 2016 2017 2018
Administration Department 8.00 8.00 10.00 10.00 10.00
Multi-Media 3.60 3.60 3.60 3.60 3.60
Facilities 9.00 10.00 10.00 10.00 10.00
TOTAL ADMINSTRATION FTEs 20.60 21.60 23.60 23.60 23.60
Full Time Equivalent (FTE)
1.0 FTE - In 2015, 1.0 FTE was added to the Facilities Division of the Administration Department per the
2015/2016 Adopted Budget. That position was the Facility & Property Analyst.
1.0 FTE - 1.0 FTE was added to the Administration Department in 2016 via Budget Amendment #4,
Ordinance No. 6571. The position was for the Neighborhood Programs Coordinator.
1.0 FTE - Effective May 2016, the Real Property Analyst Position was reclassed from Facilties to the
Adminstration Department, reporting to the Economic Development Manager.
1.0 FTE - Effective BA#5 in March 2016, an additional Custodian position was added to the Facilities
Department due to the addition of the Community Center and additional daytime activities at the PRAB,
Senior Center and Activity Center.
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2017-2018 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Economic Development Division of Administration is responsible for the budget
in the following special revenue fund:
Fund 104 – The Hotel/Motel Tax Fund was created in 2001 to collect revenues to support tourism
activities in Auburn.
2015 & 2016 Accomplishments
• Continued to collect, monitor and distribute legally restricted revenue sources.
2017 & 2018 Objectives
• Continue to collect, monitor and distribute legally restricted revenue sources.
112
2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
166,896 201,294 201,294 84,044 84,044
111,126 110,000 110,000 110,000 113,300
Services & Charges - - - - -
287 250 250 400 400
- - - - -
$ 278,308 $ 311,544 $ 311,544 $ 194,444 $ 197,744
- 9,375 9,375 37,500 38,625
- 1,825 1,825 7,300 7,500
- 50 50 2,700 2,800
77,015 191,250 191,250 52,900 54,475
Intergovernmental Services - 25,000 25,000 10,000 10,300
201,293 84,044 84,044 84,044 84,044
$ 278,308 $ 311,544 $ 311,544 $ 194,444 $ 197,744
Ending Fund Balance
Total Expenditures
Personnel Benefits
Supplies
Services & Charges
104 Hotel Motel Tax
Revenues
Salaries & Wages
Expenditures
Investment Income
Operating Transfers In
Total Revenues
Beginning Fund Balance
Hotel Motel Tax
113
2017-2018 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Community Services Division of Administration is responsible for the budget in
the following special revenue fund:
Fund 119 - Community Development Block Grant Fund (CDBG) accounts for the activity from federal
grant revenue.
2015 & 2016 Accomplishments
• Provided Auburn’s human services activities, including management/oversight of Community
Development Block Grant (CDBG) and City human services funding, grants and support for City
Human Services Committee.
• Managed the City’s Housing Repair program for low-income households.
• Provided minor home repairs to over 100 low-income homeowners in Auburn.
• Neighborhood planning efforts to strengthen and enhance preservation, investment and sense of
community.
• Supported small businesses with counseling and start-up assistance through the Small Business
Assistance Center.
• Supported employment training for low-income residents.
• Provided medical and dental services for low-income residents.
• Rehabilitated a home intended to provide transitional housing for survivors of domestic violence.
• Provided matching grant funds to local downtown businesses for façade improvements.
• Provided funds to construct a new facility for at-risk youth and young adults.
2017 & 2018 Objectives
• Support development of service enhancements for residents around the Les Gove Community
Campus.
• Identify historic properties of interest in Auburn for preservation.
• Expand economic development activity within CDBG scope of use.
• Form development group for property acquisition to ensure City transitional housing goals.
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2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
44,904 44,904 44,904 54,905 52,455
417,312 1,165,398 1,165,398 710,000 460,000
- - - - -
$ 462,216 $1,210,302 $1,210,302 $ 764,905 $ 512,455
57,096 146,984 146,984 68,027 72,106
24,397 71,871 71,871 31,973 33,890
Supplies - - - - -
200,456 871,543 871,543 362,450 362,450
Intergovernmental - - - - -
135,363 65,000 65,000 250,000 -
44,904 54,905 54,905 52,455 44,009
$ 462,216 $1,210,302 $1,210,302 $ 764,905 $ 512,455
Ending Fund Balance
Total Expenditures
Services & Charges
Capital Outlay
Expenditures
Salaries & Wages
HCDA Grant
Miscellaneous Revenue
Total Revenues
Beginning Fund Balance
119 Housing & Community
. Development
Revenues
Personnel Benefits
115
2017-2018 Biennial Budget Section IV: Operating Budget
FACILITIES
Mission Statement
To provide all City departments and the public with a safe and clean environment, preserve City
owned facilities, provide building support services to each department, and provide facility
construction services.
Division Overview
The Facilities Division provides a broad range of services to internal departments. These services
include building maintenance, safety, security, custodial, space planning, construction, facility
renovation, energy management, and management of the Graffiti Abatement Program. The Facilities
Division is responsible for procuring, storing, and distributing supplies and materials for daily
operations in a cost-effective manner.
2015 & 2016 Accomplishments
• Energy conservation projects: Energy efficient Heating Ventilation and Air Conditioning (HVAC)
upgrades at various City buildings.
• Replaced carpet at Mountain View Cemetery.
• Interior painting at the Cemetery.
• Exterior painting at the Senior Center.
• Exterior painting of the Police Department and Evidence Building.
• Exterior painting at the Golf Course clubhouse.
• Atrium retrofit at City Hall.
• Demolition of buildings on the Herr property.
• Lunchroom update at the Police Department.
• Council Chambers remodel, including ADA ramp.
• Efficiently and effectively completed all project management activities, resulting in successful
construction, on time and within budget.
2017 & 2018 Objectives
• City Hall exterior structural repairs.
• Roof replacement at the Maintenance and Operations building.
• Replace carpet at the Maintenance and Operations building.
• Replace windows at the Maintenance and Operations facility.
• Replace generator at City Hall.
• Screen and recoat wood floor at the Senior Center.
• Screen and recoat wood floor at the Activity Center.
• Continue energy conservation efforts.
• Efficiently and effectively complete all project management activities to result in the successful
construction, while completing them on time and within budget.
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2017-2018 Biennial Budget Section IV: Operating Budget
The Facilities department will make every possible effort (within budget constraints) to reduce HVAC
requests/complaints by 10% each year.
PERFORMANCE MEASURES - FACILITIES
CarteGraph Work Requests
Facilities provides 24/7 maintenance for City facilities and requests are tracked through CarteGraph.
Within 24 hours of receiving the work request (Monday-Friday)the customer will receive an email
acknowledging receipt and will also be contacted once the request is completed.If there are issues
with completing any request in a timely manner, contact will be made with the customer.
HVAC Requests / Complaints
0
600
1,200
1,800
2,400
3,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
2,421
1,942 1,843 1,854 1,854 1,854
CarteGraph Work Requests
0
25
50
75
100
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
85
77
55
72
60 60
HVAC Requests / Complaints
117
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
505 505 505 505 505
OPERATING FUND:- - 565 565
OPERATING REVENUES
348.920 Property Management Services 3,447,288 3,405,400 3,405,400 3,380,200 3,342,600
362.501 Rents & Leases 65,063 63,900 63,900 62,200 62,700
362.600 Housing Rents 4,800 4,800 4,800 4,800 4,800
334.042 Grants - - - - -
361.110 Investment Income 3,738 2,500 2,500 8,800 8,800
397.100 Operating Transfers In - - - - 450,000
369.900 Miscellaneous Revenue (221,438) 21,800 21,800 6,500 6,500
TOTAL OPERATING REVENUES 3,299,451$ 3,498,400$ 3,498,400$ 3,462,500$ 3,875,400$
OPERATING EXPENDITURES
524.000.10 Salaries & Wages 597,988 707,569 707,569 655,000 678,651
524.000.20 Benefits 304,554 390,621 390,621 358,001 383,710
524.000.30 Supplies 114,066 128,200 128,200 150,220 140,220
524.000.40 Other Service Charges 1,527,665 2,315,990 2,350,990 1,556,687 1,917,962
590.100.05 Net Increase in Restricted Assets (237,701) - - - -
535.000.55 Operating Transfers Out 659,121 890,827 890,827 646,338 646,939
535.000.60 Capital - - - - -
535.000.90 Interfund Payments for Service 117,916 110,841 110,841 140,784 143,811
TOTAL OPERATING EXPENDITURES 3,083,609$ 4,544,048$ 4,579,048$ 3,507,030$ 3,911,293$
REVENUES LESS EXPENDITURES 215,842$ (1,045,648)$ (1,080,648)$ (44,530)$ (35,893)$
BEGINNING WORKING CAPITAL - January 1 2,194,912 2,410,754 2,410,754 1,330,105 1,285,575
ENDING WORKING CAPITAL - December 31 2,410,754 1,365,105 1,330,105 1,285,575 1,249,682
NET CHANGE IN WORKING CAPITAL (*)215,842$ (1,045,648)$ (1,080,648)$ (44,530)$ (35,893)$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
505 Facilities 2015
Actual
2016
Amended
Budget
2016
Estimated
Department Employees
505 Facilities FTEs 2014 2015 2016 2017 2018
Facilties FTEs*9.00 10.00 10.00 10.00 10.00
TOTAL FACILTIES FTEs 9.00 10.00 10.00 10.00 10.00
Full Time Equivalent (FTE)
*These FTEs are already included in the Administration Department's FTE totals.
1.0 FTE - The 2015/2016 Adopted Budget included the addition of a Facility and Property Analyst effective in
2015.
-1.0 FTE - Effective May 2016, the Real Property Analyst Position was reclassed from Facilties to the
Adminstration Department, reporting to the Economic Development Manager.
1.0 FTE - Effective BA#5 in March 2016, an additional Custodian position was added to the Facilities
Department due to the addition of the Community Center and additional daytime activities at the PRAB,
Senior C enter and Activity Center.
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2017-2018 Biennial Budget Section IV: Operating Budget
Public Affairs, Marketing, & Multimedia Division
2015 & 2016 Accomplishments
Increased usage and citizen interaction on social media platforms through proper administrative
management, marketing and cross promotion. Current usage as of December 2016 is:
• Twitter:
o City of Auburn: @auburnupdates (3,235 followers)
o Auburn International Farmers Market: @AuburnFarmerMkt (184 followers)
o White River Valley Museum: @wrvmuseum (492 followers)
• Facebook pages:
o City of Auburn (4,047 followers)
o Mayor Nancy Backus (2,533 followers)
o City of Auburn Emergency Management (1,235 followers)
o Auburn International Farmers Market (5,543 followers)
o City of Auburn Parks, Arts, & Recreation (4,142 followers)
o Auburn's Petpalooza (2,852 followers)
o White River Valley Museum & Mary Olson Farm (1,750 followers)
o Auburn Senior Activity Center (340 followers)
o Auburn Police Department (8,991 followers)
o Auburn Arts and Events (8,281 followers)
o Auburn Golf Course (1,129 followers)
• YouTube:
o Watch Auburn (168 subscribers, 91,583 video views)
• Collaborated with local, county, state and federal agencies and organizations to communicate
or publicize mutually beneficial information.
• Wrote, edited, collaborated and disseminated over 200 press releases; press announcements
included event promotion, public safety issues, and critical information for Auburn citizens in
relation to City business.
• Increased use of GovDelivery broadcast email service; this service currently has over 49,000
subscribers in over twenty different topic areas such as: regular news updates, emergency
alerts, targeted lists for economic development, parks programs, Mayor’s update, seniors,
neighborhood programs, media contacts, bid results, and other specialized areas.
• Oversaw the editorial content for Auburn’s new magazine.
• Provided public education for elections and ballot measures.
• Provided internal communications regarding City-related information.
• Assisted the Innovation & Technology Department in providing live video streaming of City
Council meetings.
• Collaborated with web content providers on best practices for website content and writing
for the web.
• Helped increase citizen awareness of public works issues such as: proper tree trimming,
maintaining sewer systems, new street sweeping schedules, and decreasing debris in storm
ponds.
• Collaborated with Community Development staff on Imagine Auburn visioning process
• Established a networking group for City Public Information Officers (Valley Regional Fire
Authority (VRFA), Auburn School District, MultiCare Auburn Medical Center, Green River
College, etc.).
• Continued collaboration with the Auburn Area Chamber of Commerce, Auburn Downtown
Association, and other organizations to promote Auburn and its events.
119
2017-2018 Biennial Budget Section IV: Operating Budget
2017 & 2018 Objectives
• Lead the Mayor’s efforts to rebrand and market Auburn to better reflect the community and
increase positive perception among residents, businesses, regional governments, and State and
national stakeholders.
• Collaborate with other departments on high impact educational campaigns for increased local
spending, street funding initiatives, downtown revitalization, and economic development.
• Increase the use of non-traditional means to reach our audiences through technology and new
media.
• Increase citizen awareness and involvement in City government events and activities through
greater use of technology, broader engagement, and increased civic education opportunities
• Enhance and improve internal communication to employees.
• Champion the efforts of all departments to present Auburn in the best possible light.
• Highlight more WatchAuburn YouTube channel videos by displaying them in the rotating
images of the website’s homepage.
• Increase efficiency for citizens and staff by converting PDF forms to webforms.
• Complete training and become proficient in the use of new studio switcher and drones.
PERFORMANCE MEASURES - MULTIMEDIA
Design & Printing Services
Design and print functions are utilized to produce a unified look while attractively and accurately
branding the City.Products are adapted to appeal to specific target audiences.Our process entails
multiple layers of services to include:design,file preparation,printing,mailing,etc.Also included in
print services is the management of the City mail, postage accounts, and shipping services.
0
500
1,000
1,500
2,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
1,502 1,637 1,571 1,500 1,550 1,600
Multimedia Work Orders
120
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
518 518 518 518 518
OPERATING FUND:- - 568 568
OP ERATING REVENUES
348.801 Interfund Communication Charges 1,050,269 1,058,040 1,058,040 1,112,600 1,142,800
369.900 Miscellaneous Revenue - - - - -
TOTAL OPERATING REVENUES 1,050,269$ 1,058,040$ 1,058,040$ 1,112,600$ 1,142,800$
OPERATING EXPENDITURES
518.780.10 Salaries & Wages 284,856 298,949 298,949 299,641 314,491
518.780.20 Benefits 110,058 118,588 118,588 147,459 160,906
518.780.30 Supplies 26,853 63,650 63,650 33,650 33,650
518.780.40 Other Service Charges 511,755 509,000 509,000 566,200 566,500
518.780.90 Interfund Payments for Service 65,364 64,600 64,600 85,961 86,242
TOTAL OPERATING EXPENDITURES 998,886$ 1,054,787$ 1,054,787$ 1,132,911$ 1,161,789$
REVENUES LESS EXPENDITURES 51,383$ 3,253$ 3,253$ (20,311)$ (18,989)$
BEGINNING WORKING CAPITAL - January 1 13,201 (3,253) (3,253) - (20,311)
ENDING WORKING CAPITAL - December 31 64,584 - - (20,311) (39,300)
NET CHANGE IN WORKING CAPITAL (*)51,383$ 3,253$ 3,253$ (20,311)$ (18,989)$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
518.00.518.780 Multimedia 2015
Actual
2016
Amended
Budget
2016
Estimated
Department Employees
Multimedia FTEs 2014 2015 2016 2017 2018
Multimedia* FTEs 3.60 3.60 3.60 3.60 3.60
TOTAL MULTIMEDIA FTEs 3.60 3.60 3.60 3.60 3.60
Full Time Equivalent (FTE)
*These FTEs are already included in the Administration Department's FTE totals.
121
122
Director of Human Resources Director of Human Resources Director of Human Resources Director of Human Resources & & & &
Risk ManagementRisk ManagementRisk ManagementRisk Management
Rob RoscoeRob RoscoeRob RoscoeRob Roscoe
9 9 9 9 FFFF....TTTT....EEEE....
Human Resources Human Resources Human Resources Human Resources & & & & Risk Management Risk Management Risk Management Risk Management
Department Department Department Department
FTE = Full-Time Equivalent
Compensation Compensation Compensation Compensation & & & &
Employee Employee Employee Employee
Relations Relations Relations Relations
ManagerManagerManagerManager
Human Resources Human Resources Human Resources Human Resources
AnalystAnalystAnalystAnalyst
Human Resources Human Resources Human Resources Human Resources
AnalystAnalystAnalystAnalyst
Employment Employment Employment Employment
ManagerManagerManagerManager
Community Community Community Community
Services Work Services Work Services Work Services Work
Crew LeaderCrew LeaderCrew LeaderCrew Leader
Risk AnalystRisk AnalystRisk AnalystRisk Analyst
Human Resources Human Resources Human Resources Human Resources
AssistantAssistantAssistantAssistant
Human ResourcesHuman ResourcesHuman ResourcesHuman Resources
CoordinatorCoordinatorCoordinatorCoordinator
123
124
2017-2018 Biennial Budget Section IV: Operating Budget
HUMAN RESOURCES AND RISK MANAGEMENT DEPARTMENT
Mission Statement
To provide service and support that meets the needs of our customers by effectively planning and
responding to all human resources and risk management related activities using value-added tools,
processes, and services.
Department Overview
The Human Resources and Risk Management Department develops and administers personnel
policies, recruits applicants for employment, assists in selecting and hiring employees, makes
recommendations to the compensation package (including benefits), and negotiates and administers
labor agreements. The department also represents the City in administrative hearings, develops and
conducts management training programs, monitors compliance with applicable state and federal laws
and regulations, assists in the management of the Court by negotiating and monitoring the Public
Defense contract and acting as a liaison between the City administration and the King County District
Court, oversees risk management programs, and develops, implements, and ensures compliance with
the City’s safety program.
2015 & 2016 Accomplishments
• Received the WellCity Award in 2015 and 2016 from the Association of Washington Cities
(AWC), which reduced the overall medical expenditures, saving the City approximately $104,000
in 2015 and $13,500 in 2016.
• Actively recruited for and filled 57 benefited vacancies in 2015 and 78 vacancies in 2016.
• Recruited for and filled 87 non-benefited vacancies in 2015 and 114 vacancies in 2016.
• Streamlined the civil service hiring and backgrounding process, reducing the overall time to fill
vacancies. Successfully hired 24 new police officers.
• Negotiated and implemented four collective bargaining agreements that are in effect through
2018.
• Renegotiated an extension to the Public Defender contract and hired two new Conflict Attorneys.
• Successfully negotiated and implemented seven new lines of coverage for benefits, which included
medical (for both active employees and LEOFF 1 retirees), vision, basic life insurance, short-term
disability, and long-term disability, which saved nearly $700,000 in 2016.
• Supervised 4,630 hours of work by the Work Crew in 2015, which equates to $69,450 worth of
fines recouped and approximately $57,875 of potential incarceration savings. The Work Crew
completed 3,548 hours of work in 2016, which equates to $53,223 worth of fines recouped and
approximately $44,353 of potential incarceration savings.
• Implemented PowerDMS to establish electronic versions of the City’s administrative policies and
procedures to further the initiative to become more environmentally friendly and paperless. This
also allows Human Resources to track and document all policies that have been reviewed by the
employees and allows the City to provide documented training electronically.
• In April 2016, requested proposals from deferred compensation providers to establish better rates
for employees by minimizing our providers. ICMA-RC was selected resulting in a significant
reduction of costs to the participants electing to participate.
• Developed City Core Competencies as well as four levels of job-related competencies. These
competencies were developed for use in the new appraisal process, as well as for recruiting and
training purposes.
• Implemented Halogen Performance Management System to streamline the City’s appraisal
process. This online system eliminates the use of paper evaluations and allows the City to track
the progress of annual and probationary appraisals. The first appraisal process had a 100%
completion rate across all departments citywide.
• Provided performance management training to all supervisors and managers.
125
2017-2018 Biennial Budget Section IV: Operating Budget
• Developed a new 12-month onboarding process emphasizing the City’s core values and Team
Auburn approach.
• Our Wellness Committee implemented new successful events increasing employee participation
(Biggest Loser tournament, Sleep Study through Unplugged, and Bocce Ball to name a few), and
chaired the City’s Relay for Life campaign raising over $12,000.
• In September 2016, requested proposals from marketing firms to help facilitate the City’s Civil
Service Diversity & Recruitment program. Provided “Colors” communication and customer
service training to staff throughout the City.
2017 & 2018 Objectives
• Negotiate Teamsters Collective Bargaining Agreement (CBA) in the best interests of the City and
employees, as well as the reopener language for the four CBAs that had reopener language due to
the Affordable Care Act.
• Continue to develop the City’s Wellness Program and receive the WellCity Award, which will
provide a 2% reduction in healthcare premiums.
• Continue to explore healthcare options with the best coverage for employees while maintaining
the most reasonable cost.
• Continue efforts to recruit and retain qualified employees.
• Successfully renegotiate a successor agreement with the Public Defender to extend the current
contract.
• Provide citywide training on critical administrative policies and procedures.
• Continue to provide training on performance management as well as the City’s Core Competency
of communication and customer service.
• Continue to develop a Civil Service Diversity Outreach program to support the recruitment and
development of a diverse and qualified pool of police officers.
• Implement the new 12-month onboarding process emphasizing the City’s core values and Team
Auburn approach.
126
2017-2018 Biennial Budget Section IV: Operating Budget
L&I Claims
Labor and Industries (L&I)workers’compensation claims cost the City hundreds of thousands of dollars a year.
The City has transitioned from the State fund to self-insurance for workers'compensation. The City has taken
aggressive steps toward minimizing injuries and returning injured workers back to work as quickly as possible.
The City's Safety Committee reviews all accidents and reviews management's recommendations for future
prevention.
Insurance Assessment
Historically,the City’s liability insurance premium has been around $1,000,000 annually. The City has
implemented a number of measures to assist in reducing a claim’s total incurred costs thus reducing the City’s
annual assessment. Over the last several years the City’s annual assessment has decreased and is now below
$1,000,000. The goal during the next biennium (2017-2018)is to maintain the assessment below $1,000,000
annually.
PERFORMANCE MEASURES - HUMAN RESOURCES AND RISK MANAGEMENT
DEPARTMENT
0
300,000
600,000
900,000
1,200,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
694,110 704,903 800,232 772,261
Insurance Assessment
0
15
30
45
60
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
35
50
37 35 35 35
Labor & Industries Claims
Goal: <1,000,000
127
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
Department Employees
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
520,031 606,160 606,160 599,427 628,171
206,601 261,054 261,054 266,684 288,954
Supplies 4,565 9,300 9,300 9,300 9,300
770,857 1,022,740 1,022,740 1,077,860 1,079,860
Intergovernmental 1,461,395 1,461,400 1,461,400 1,583,000 1,585,490
- - - - -
327,336 326,789 401,789 339,854 340,395
$ 3,290,785 $ 3,687,443 $ 3,762,443 $3,876,125 $3,932,170
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.13 Human Resources
001 Human Resources FTEs 2014 2015 2016 2017 2018
Human Resources FTEs 8.00 8.00 9.00 9.00 9.00
TOTAL HUMAN RESOURCES FTEs 8.00 8.00 9.00 9.00 9.00
Full Time Equivalent (FTE)
1.0 FTE - 1.0 FTE was added to the Human Resources Department in 2016 via Budget Amendment #4,
Ordinance No. 6571. The position was for a Human Resources Coordinator.
128
2017-2018 Biennial Budget Section IV: Operating Budget
WORKERS’ COMPENSATION FUND
Mission Statement
This fund provides time loss and medical benefits for employees who are affected by an occupational
injury or illness, offers risk management services, and provides quality benefits and stabilizes rates
both to the City and the employee in an efficient and timely manner.
Division Overview
The Workers’ Compensation Fund is part of the Risk Management Division, which administers four
major insurance programs: civil liability, workers’ compensation, auto and property coverage. This
division provides risk identification, loss analysis, loss control recommendations, and risk financing.
The division also administers several citywide training and employee development programs.
2015 & 2016 Accomplishments
• Built reserves to adequately fund existing and anticipated future claim expenses.
• Renewed contract with a third-party administer to provide workers’ compensation claim
adjudication for injured employees.
• Conducted an actuarial review of current funding and identified trends and fund solvency
objectives for future rate determination.
• Continued to provide statutorily required workers’ compensation benefits to injured employees
in a timely and cost effective manner.
2017 & 2018 Objectives
• Fund rates based upon an actuarial review and analysis that will establish a fund reserve to allow
the City to stabilize future rates consistent with inflationary measures.
• Continue to provide workers’ compensation benefits to employees for new and existing claims.
129
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
503 503 503 503 503
OPERATING FUND:- - 563 563
OPERATING REVENUES
369.720 L&I Contributions - EE 37,115 43,000 43,000 39,000 39,400
369.730 L&I Contributions - ER 744,331 700,000 700,000 922,300 968,700
398.100 Insurance Recoveries 34,215 120,000 120,000 93,000 93,000
361.110 Investment Income 899 100 100 2,600 2,600
399.100 Miscellaneous Revenue (27,564) - - - -
TOTAL OPERATING REVENUES 788,996$ 863,100$ 863,100$ 1,056,900$ 1,103,700$
OPERATING EXPENDITURES
580.000.10 Salaries & Wages 78,371 84,590 84,590 76,324 80,132
580.000.20 Benefits 164,827 367,005 367,005 364,638 367,336
580.000.30 Supplies - - - - -
580.000.40 Other Service Charges 234,745 402,715 402,715 409,815 415,215
580.000.50 Intergovernmental Services - - - - -
590.100.05 Net Increase in Restricted Assets (27,176) - - - -
TOTAL OPERATING EXPENDITURES 450,767$ 854,310$ 854,310$ 850,777$ 862,683$
REVENUES LESS EXPENDITURES 338,229$ 8,790$ 8,790$ 206,123$ 241,017$
BEGINNING WORKING CAPITAL - January 1 440,004 778,233 778,233 787,022 993,145
ENDING WORKING CAPITAL - December 31 778,233 787,022 787,022 993,145 1,234,162
NET CHANGE IN WORKING CAPITAL (*)338,229$ 8,790$ 8,790$ 206,123$ 241,017$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
503 Worker's Compensation 2015
Actual
2016
Amended
Budget
2016
Estimated
130
Finance DirectorFinance DirectorFinance DirectorFinance Director
Shelley ColemanShelley ColemanShelley ColemanShelley Coleman
24 24 24 24 FFFF....TTTT....EEEE....
Finance DepartmentFinance DepartmentFinance DepartmentFinance Department
AdministrativeAdministrativeAdministrativeAdministrative
AssistantAssistantAssistantAssistant
Payroll AccountantPayroll AccountantPayroll AccountantPayroll Accountant
FinancialFinancialFinancialFinancial
Planning ManagerPlanning ManagerPlanning ManagerPlanning Manager
Customer Care Customer Care Customer Care Customer Care
Representative Representative Representative Representative ((((3333))))
FinancialFinancialFinancialFinancial
Analyst Analyst Analyst Analyst ((((3333))))
Payroll Payroll Payroll Payroll
SpecialistSpecialistSpecialistSpecialist
((((2222))))
Assistant Director of Assistant Director of Assistant Director of Assistant Director of
FinanceFinanceFinanceFinance
F.T.E. = Full Time Equivalent
Solid Waste Solid Waste Solid Waste Solid Waste
Customer CareCustomer CareCustomer CareCustomer Care
SpecialistSpecialistSpecialistSpecialist
AccountingAccountingAccountingAccounting
SpecialistSpecialistSpecialistSpecialist----Utilities Utilities Utilities Utilities
((((2222))))
AccountantAccountantAccountantAccountant
Solid Waste Solid Waste Solid Waste Solid Waste &&&&
Recycling Recycling Recycling Recycling
SupervisorSupervisorSupervisorSupervisor
Customer Care Customer Care Customer Care Customer Care
Manager Manager Manager Manager ---- UtilitiesUtilitiesUtilitiesUtilities
Customer Care Customer Care Customer Care Customer Care
SupervisorSupervisorSupervisorSupervisor
AccountingAccountingAccountingAccounting
SpecialistSpecialistSpecialistSpecialist
Accounting Accounting Accounting Accounting
Specialist Specialist Specialist Specialist ((((2222))))
Accounting Accounting Accounting Accounting
ManagerManagerManagerManager
131
132
2017-2018 Biennial Budget Section IV: Operating Budget
FINANCE DEPARTMENT
Mission Statement
The Finance Department is dedicated to providing outstanding customer service to meet the needs of
citizens and City departments by providing timely and accurate financial information, safeguarding
financial assets, and performing our duties ethically and with the greatest integrity.
Department Overview
Major responsibilities include: financial and budgetary policy development, long-term financing and
cash management, the functions of utility billing and customer service, payroll, purchasing, and accounts
payable and receivable. The department prepares a comprehensive annual financial report, and a
biennial budget document. Other duties include providing analytical support, accounting and
budgeting advice to departments, overseeing the six-year Capital Facility Plan (CFP), and overseeing
the Solid Waste services contract.
2015 & 2016 Accomplishments
• Implemented Government Accounting Standards Board (GASB) No. 68, Accounting and Financial
Reporting for Pensions. GASB 68 requires governments providing defined benefit pensions to
recognize their long-term obligation for pension benefits as a liability for the first time, and to more
comprehensively and comparably measure the annual costs of pension benefits.
• Developed Request for Proposal (RFP) for banking services.
• Implemented reporting to the Internal Revenue Service information regarding employee’s full-time
status and health coverage, as required under the Affordable Care Act.
• In coordination with the IT and Parks Departments, participated in implementing the new point of
sale system, ActiveNet, for the Parks Department and the new merchant service, ETS, for the Golf
Course.
• Completed the 2015-2016 final budget and submitted documentation to Government Finance
Officers Association (GFOA) for the Distinguished Budget Presentation Award.
• Prepared the 2015 and 2016 Comprehensive Annual Financial Reports (CAFRs) and submitted
documentation to the GFOA award program to receive the Certificate of Achievement for
Excellence in Financial Reporting.
• Updated the six-year Capital Facilities Plan (CFP) as part of the Comprehensive Plan.
• Updated the Revenue Manual in 2015.
• Worked with State Auditor's Office for successful audit engagements.
• Prepared and submitted the Local Revitalization Sales Tax Credit application to the State of
Washington.
• Prepared and submitted the Annexation Sales Tax report to the State of Washington.
• Prepared quarterly financial reports providing year-to-date detail on citywide revenues and
summarizing the City revenues and expenditures.
• Managed the annual Senior Citizen/Disability Discount and Rebate program.
• Billed $9,086,753 for grants in 2015 and $6,842,600 in 2016.
• Administered the Federal Aviation Administration (FAA) grant for the Airport Asphalt
Rehabilitation & Seal Coat and the Runway Enhancements projects in 2015.
• Created new capital sub-funds for enterprise funds to better promote transparency in financial
reporting.
• In conjunction with CDPW, performed a review of utility rates in preparation for cost of service
and rate design work to be performed in 2017 and 2018.
• Developed a new computer model to determine annual replacement costs for City vehicles.
133
2017-2018 Biennial Budget Section IV: Operating Budget
2017 & 2018 Objectives
• Complete the 2017-2018 final budget and submit documentation to the Government Finance
Officers Association (GFOA) for the Distinguished Budget Presentation Award.
• Prepare the 2016 and 2017 Comprehensive Annual Financial Reports (CAFRs). Submit
documentation to the GFOA award program to receive the Certificate of Achievement for
Excellence in Financial Reporting.
• Update the six-year Capital Facilities Plan as part of the Comprehensive Plan.
• Work with State Auditor’s Office for successful audit engagements.
• Work with utility customers to convert more accounts to automated bill paying services (online,
automated phone service, and autopay).
• In coordination with the Public Works Department, evaluate rate structure options for water and
stormwater utility rates based on the results of the recently-completed cost of service analyses.
• In coordination with the Public Works Department, facilitate a rate design study for the water and
stormwater utilities based on the outcome of the analysis of rate structure alternatives.
• Work with the Public Works Department to complete the implementation of an automated
metering technology, generally referred to as the Water Utility Meter and Billing System
Improvement project – a three year capital project.
• Issue Request for Bids (RFB) for contracted solid waste services.
• Enter into a new contract for solid waste services.
• Continue to review and improve processes through lean strategies and other mechanisms.
• Create and implement an online new customer application for utility customers.
• Continue financing of utility capital projects as needed.
• Implement electronic archiving of accounts payable records, cash receipts, and bank reconciliation;
integrating with Eden when appropriate.
• Administer economic development incentives when exercised by developers.
• Administer utility tax audit.
• Create new utility bill and change printing vendor.
• Perform equipment rental rate study.
• Perform analysis of revenue options for Streets and Public Safety.
• Review and revise current utility processes established in administrative policies and City Code
(including tenant billings, “snow bird” policy and fee structure).
134
2017-2018 Biennial Budget Section IV: Operating Budget
Utility accounts receivable over 90 days as a percent of utility revenue is an important financial indicator because
it demonstrates the City's ability to efficiently collect its utility billing receivables.These percentages show the
improved turnover ratio due to the implementation of a new collection policy and process.
Total Invoices Processed
This statistic is used to track the productivity of the accounts payable department,and to ensure staffing is at
proper levels to meet the City's ongoing legal disbursement commitments.In 2013,the City implemented a
Purchasing Card (PCard)program in an effort to provide convenience for its buyers and to reduce processing
costs.As an added benefit,the City receives quarterly rebates on total purchases that are made through the
program.The success of the program is evidenced by the chart below which shows the increase in invoices that
are now being processed by PCards.
PERFORMANCE MEASURES - FINANCE DEPARTMENT
Utility Billing Online Payments
In an effort to improve customer service and streamline operations, the Finance Department implemented a 24-
hour,online utility bill payment solution.As evidenced in the graph below,the adoption rate of this service has
continued to grow each year as more customers are utilizing web based services.
Utilities Accounts Receivable Over 90 Days as a Percent of Utility Revenue
0
25,000
50,000
75,000
100,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
60,406 66,120 72,300 77,360
88,453 97,293
Utility Billing Online Payments
0.00%
0.50%
1.00%
1.50%
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
0.93%0.84%0.73%
0.64%0.56%0.50%
Accounts Receivable Over 90 Days as Percent of Utility Revenues
-
5,000
10,000
15,000
20,000
25,000
30,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
17,505 19,868
22,336 23,641 24,321 25,000
Invoices Processed
Total Invoices Processed Pcard Invoices
135
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
Department Employees
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
649,812 675,467 675,467 716,930 732,335
279,773 277,885 277,885 324,338 348,905
Supplies 8,942 12,500 12,500 12,500 12,500
121,365 175,510 175,510 179,570 185,270
Intergovernmental - - - - -
- - - - -
161,362 159,410 159,410 176,196 180,821
$1,221,253 $ 1,300,773 $ 1,300,773 $ 1,409,534 $ 1,459,831
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.14 Finance
Expenditures
001/434 Finance FTEs 2014 2015 2016 2017 2018
Finance FTEs 23.00 22.00 22.00 22.00 22.00
Solid Waste FTEs 2.00 2.00 2.00 2.00 2.00
TOTAL FINANCE FTEs 25.00 24.00 24.00 24.00 24.00
Full Time Equivalent (FTE)
-1.0 FTE - In 2015, the Finance Department gave up 1.0 FTE to the Public Works/Engineering Department.
136
2017-2018 Biennial Budget Section IV: Operating Budget
NON-DEPARTMENTAL
Department Overview
Non-Departmental accounts are used to reflect the General Fund’s ending fund balance, prior year
adjustments, the transfer of money between funds, and one-time transactions. Estimated costs for the
General Fund portion of retiring employees are budgeted in this department as are Law Enforcement
Officer and Fire Fighter (LEOFF 1) Other Post-Employment Benefits (OPEB) requirements and long-term
debt payments.
During the course of the year, anticipated expenditures will be transferred from the beginning fund balance
while revenues will be added. The ending fund balance reflects the target figure for the ending balance.
Since the budget will be adopted before the actual current-year ending figure is known, the amount has
been estimated.
2015 & 2016 Accomplishments
• Continued to fund Law Enforcement Officer and Fire Fighter (LEOFF 1) retiree medical and long-term
care expenditures.
• Continued to fund retirement payouts.
• Continued to provide funding for general citywide services.
• Funded the City’s share of the Auburn Valley Humane Society (AVHS).
• Funded the final debt payment for the 2010 Refunding GO Bonds for the Valley Communications debt
service in 2015.
2017 & 2018 Objectives
• Continue to fund LEOFF 1 retiree medical and long-term care expenditures.
• Continue to fund retirement payouts.
• Continue to provide funding for general Citywide services.
• Continue to fund the City’s share of the Auburn Valley Humane Society (AVHS).
• Fund debt payments for the Library, Golf Course, and Cemetery.
• Provide funds for Citywide program improvements.
137
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
227,870 161,511 27,000 198,315 205,980
843,145 1,315,619 589,700 1,169,299 1,223,359
Supplies - - - - -
497,371 1,123,954 534,383 1,476,100 2,000,600
Operating Transfers Out 3,528,044 2,826,622 2,826,622 1,360,476 1,785,204
- - - - -
220,000 39,686 39,686 - -
8,800 22,236 22,236 - -
- - - - -
Designated Fund Balance 144,825 144,825 144,825 221,614 221,614
Undesignated Fund Balance 19,421,941 11,121,906 16,046,906 12,401,695 5,633,461
$24,891,997 $16,756,358 $20,231,358 $16,827,499 $ 11,070,218
Debt Service Interest
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Debt Service Principal
001.98 Non
Departmental
Expenditures
138
2017-2018 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Finance Department is responsible for the budget in the following special
revenue funds:
• Fund 122 - The Cumulative Reserve Fund accumulates excess reserves for counter-cyclical
purposes (“Rainy Day”) and capital purposes.
• Fund 124 - Mitigation Fees Fund accounts for fees paid by developers toward the cost of future
improvements to City infrastructure, which are required to provide for additional demands
generated by new development.
2015 & 2016 Accomplishments
• Continued to collect, monitor and distribute legally restricted revenue sources.
• Administered use of mitigation fees to provide for City infrastructure improvements.
• Transferred cash reserves of $2.8 million in 2015 and $1.5 million in 2016 from the General Fund
to the Cumulative Reserve Fund.
• Made the fifth and final interfund loan payment in 2016 from the Cumulative Reserve Fund to
the Innovation and Technology Fund and the Equipment Rental Fund.
• Purchased the King County Public Health Building in 2016, which will house the Auburn Arts and
Culture Center.
• Maintained Cumulative Reserve Fund to provide stability during economic downturns and for
capital purposes.
2017 & 2018 Objectives
• Continue to collect, monitor and distribute legally restricted revenue sources.
• Maintain Cumulative Reserve Fund to provide stability during economic downturns and for
capital purposes.
• Administer use of mitigation fees to provide for City infrastructure improvements.
139
2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
5,599,686 7,985,297 7,985,297 7,546,199 7,366,699
15,717 14,200 14,200 20,500 20,500
2,800,000 1,500,000 1,500,000 - -
$8,415,403 $9,499,497 $9,499,497 $7,566,699 $7,387,199
- - - - -
- - - - -
430,106 1,953,298 1,953,298 200,000 250,000
7,985,297 7,546,199 7,546,199 7,366,699 7,137,199
$8,415,403 $9,499,497 $9,499,497 $7,566,699 $7,387,199
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
Innovation & Technology Loan Payment 100,160 104,000 104,000 - -
Equipment Rental Loan Payment 100,160 104,000 104,000 - -
Cemetery Cash Flow Needs - 300,000 300,000 200,000 250,000
Auburn Community and Event Center - 796,084 796,084 - -
King County Public Health Building - 425,000 425,000 - -
Golf Course Equipment Purchases 229,786 224,214 224,214 - -
$ 430,106 $1,953,298 $1,953,298 $ 200,000 $ 250,000
Ending Fund Balance
Total Expenditures
Transfers Out Summary*
Total Transfers Out
Operating Transfers Out*
Beginning Fund Balance
122 Cumulative Reserve
Revenues
Expenditures
Miscellaneous Revenue
Operating Transfers In
Total Revenues
Debt Service Principal - Valley Com
Debt Service Interest - Valley Com
140
2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
4,900,511 5,776,255 5,776,255 4,181,247 4,336,366
Beginning Fund Balance - Undesignated -78,115 78,115 93,115 93,115
230,823 350,000 100,000 100,000 100,000
Wetland Mitigation Fees - - - - -
1,016,641 800,000 800,000 800,000 800,000
- - - - -
11,492 15,000 15,000 12,000 12,000
- - - - -
- - - - -
730,625 75,000 75,000 600,000 600,000
Park Mitigation Fees 158,311 - - - -
Investment Income 8,428 4,890 4,890 8,200 8,200
-400,000 400,000 - -
$ 7,056,832 $ 7,499,259 $ 7,249,259 $ 5,794,562 $ 5,949,681
460,000 400,000 50,000 50,000 50,000
742,463 3,540,845 2,924,898 1,315,081 1,169,817
5,854,369 3,465,300 4,181,247 4,336,366 4,636,749
-93,115 93,115 93,115 93,115
$ 7,056,832 $ 7,499,259 $ 7,249,259 $ 5,794,562 $ 5,949,681
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
To Gen Fund - School Impact Admin Fees 51,754 61,626 61,626 - -
To Fund 102 -Impact Fees 620,333 3,006,075 2,670,128 718,511 1,005,817
To Fund 102 -Mitigation Fees 15,624 153,144 123,144 -34,000
To Fund 102 - Transportation Impact Fees - - - - -
To Fund 321 - Park Impact Fees 14,585 300,000 50,000 545,000 125,000
To Fund 321 - Park Mitigation Fees 25,000 - - - -
To Fund 328 - Traffic Impact Fees 15,167 20,000 20,000 20,000 -
To Fund 328 - Wetland Mitigation Fees - - - 31,570 5,000
$ 742,463 $ 3,540,845 $ 2,924,898 $ 1,315,081 $ 1,169,817
Ending Fund Balance - Undesignated
Total Expenditures
Transfers Out Summary*
Total Transfers Out
Operating Transfers Out*
Expenditures
Intergovernmental Services
Transfers In
Total Revenues
Beginning Fund Balance - Designated
Fire Impact Fees
Transportation Impact Fees
Truck Impact Fees
School Impact Admin Fees
Ending Fund Balance - Designated
124 Mitigation Fees
Revenues
Lakeland Fire Mitigation Fees
Traffic Mitigation Fees
Parks Impact Fees
141
2017-2018 Biennial Budget Section IV: Operating Budget
DEBT SERVICE FUNDS
Debt Service funds account for the payment of outstanding long-term general obligations of the City.
The City has seven Debt Service Funds: the Library Bond Refunding Debt Fund, City Hall Annex Bond
Fund, the Local Revitalization Bond Fund, the SCORE (South Correctional Entity) Bond Fund, the
Local Improvement District (LID) Guarantee Fund, the Local Improvement District (LID) 350 Fund,
and the Golf/Cemetery Refunding Debt 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.
2015 & 2016 Accomplishments
• Made timely payment of principal and interest on outstanding debt issues.
• Continued accounting for existing LID funds including closing out funds for completed LIDs.
2017 & 2018 Objectives
• Make timely payment of principal and interest on outstanding debt issues.
• Continue accounting for existing LID funds including closing out funds for completed LIDs.
142
2017-2018 Biennial Budget Section IV: Operating Budget
DEBT SERVICE FUND
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
- - - - -
38 - - - -
279,462 285,100 285,100 283,850 282,150
$ 279,500 $ 285,100 $ 285,100 $ 283,850 $ 282,150
- - - - -
235,000 250,000 250,000 260,000 270,000
44,500 35,100 35,100 23,850 12,150
- - - - -
$ 279,500 $ 285,100 $ 285,100 $ 283,850 $ 282,150
Ending Fund Balance
Total Expenditures
Debt Service Interest
Expenditures
Services & Charges
Investment Income
Operating Transfers In
Total Revenues
Beginning Fund Balance
229 Library Bond
. Refunding Debt
Revenues
Debt Service Principal
DEBT SERVICE FUND
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
- - - - -
- - - - -
377,675 371,390 371,390 393,117 385,042
1,318,242 1,317,054 1,317,054 1,290,075 1,290,078
$1,695,917 $1,688,444 $1,688,444 $1,683,192 $1,675,120
535,000 545,000 545,000 560,000 575,000
1,160,917 1,143,444 1,143,444 1,123,192 1,100,120
- - - - -
$1,695,917 $1,688,444 $1,688,444 $1,683,192 $1,675,120
Ending Fund Balance
Total Expenditures
Beginning Fund Balance
230 City Hall Annex
. 2010 A&B Bond Debt
Revenues
Debt Service Interest
Expenditures
Debt Service Principal
Investment Income
BAB Subsidy
Operating Transfers In
Total Revenues
143
2017-2018 Biennial Budget Section IV: Operating Budget
DEBT SERVICE FUND
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
-20 - - -
255,695 241,300 250,000 250,000 250,000
155 20 20 60 60
121,872 119,341 119,341 116,501 113,426
216,895 231,791 223,071 222,510 226,109
$ 594,617 $ 592,472 $ 592,432 $ 589,071 $ 589,595
220,000 225,000 225,000 230,000 240,000
374,617 367,432 367,432 359,071 349,595
-40 - - -
$ 594,617 $ 592,472 $ 592,432 $ 589,071 $ 589,595
Ending Fund Balance
Total Expenditures
Debt Service Principal
Debt Service Interest
Expenditures
Investment Income
BAB Subsidy
Operating Transfers In
Total Revenues
Beginning Fund Balance
LRF Sales Tax Credit
231 Local Revitalization
. 2010 C&D Bond Debt
Revenues
DEBT SERVICE FUND
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
- - - - -
- - - - -
- - - 437,918 427,335
- - - 110,038 109,928
- - - 1,485,518 1,484,031
- - - - -
$ - $ - $ - $2,033,474 $2,021,294
- - - 649,600 669,900
- - - 1,383,874 1,351,394
- - - - -
$ - $ - $ - $2,033,474 $2,021,294
238 SCORE
. 2009 A&B Bond Debt
Revenues
Expenditures
Debt Service Principal
Debt Service Interest
Beginning Fund Balance
Investment Income
SCORE Contract Cities Revenue
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
BAB Subsidy
Interlocal Grants - Host City
144
2017-2018 Biennial Budget Section IV: Operating Budget
DEBT SERVICE FUND
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
24,547 22,569 1,582 - -
29 20 20 - -
449 - - - -
$ 25,025 $ 22,589 $ 1,602 $ - $ -
23,443 2,000 1,602 - -
- - - - -
1,582 20,589 - - -
$ 25,025 $ 22,589 $ 1,602 $ - $ -
Ending Fund Balance
Total Expenditures
Beginning Fund Balance
249 LID Guarantee
Revenues
Debt Service Interest
Expenditures
Operating Transfers Out
Investment Income
Operating Transfers In
Total Revenues
DEBT SERVICE FUND
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
9,859 9,869 11,696 11,706 11,959
24 10 10 40 40
7,494 5,961 5,961 6,259 6,572
1,564 1,285 1,285 1,200 1,200
$ 18,942 $ 17,125 $ 18,952 $ 19,205 $ 19,771
5,677 5,961 5,961 6,259 6,572
1,568 1,285 1,285 987 674
11,696 9,879 11,706 11,959 12,525
$ 18,942 $ 17,125 $ 18,952 $ 19,205 $ 19,771
Ending Fund Balance
Total Expenditures
Beginning Fund Balance
275 LID #350
Revenues
Special Assessment Interest
Special Assessment Principal
Expenditures
Investment Income
Special Assessment Principal
Special Assessment Interest & Penalties
Total Revenues
145
2017-2018 Biennial Budget Section IV: Operating Budget
DEBT SERVICE FUND
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
- - - - -
- - - - -
- - - - -
- - - 554,393 554,367
$ - $ - $ - $ 554,393 $ 554,367
- - - 494,872 502,962
- - - 59,521 51,405
- - - - -
$ - $ - $ - $ 554,393 $ 554,367
Ending Fund Balance
Total Expenditures
Debt Service Principal
Debt Service Interest
Beginning Fund Balance
Investment Income
Other Income
Operating Transfers In
Total Revenues
276 Golf/Cemetery
Refunding Debt Service
Revenues
Expenditures
146
2017-2018 Biennial Budget Section IV: Operating Budget
CAPITAL IMPROVEMENT FUND
The Capital Improvement Fund (Fund 328) manages the proceeds of grants, Real Estate Excise Tax
(REET), and transfers from other funds. All funds are used for capital projects or major equipment
purchases. The Finance Department is responsible for the budget in this capital fund.
2015 & 2016 Accomplishments
• Transferred out Real Estate Excise Tax (REET2) funds to support Local and Arterial Streets
programs and transferred REET funds for debt service on Annex and Local Revitalization bonds.
• Provided funding for transportation and sidewalk improvement programs.
• Completed the Auburn Community and Event Center.
• Provide funding for the Green River Park design and the Les Gove Campus Master Plan.
• Continued to provide funding for facility improvements.
2017 & 2018 Objectives
• Transfer out Real Estate Excise Tax (REET) funds for debt service on Annex and Local
Revitalization bonds.
• Provide funding for transportation and sidewalk improvement programs.
• Provide funding for the Auburn Environmental Park Boardwalk phase 2 and the Wayfinding
Program.
• Provide funding for Mary Olson Farm Watts property acquisition, Lakeland Hills Nature area
project and Game Farm Drainage Improvements project.
• Design and construct the downtown Auburn Arts and Culture Center funded by State and
interlocal grants.
147
2017-2018 Biennial Budget Section IV: Operating Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
9,680,897 11,990,982 11,990,982 7,347,302 7,797,299
2,277,608 1,400,000 1,600,000 1,400,000 1,200,000
2,277,607 1,400,000 1,600,000 1,400,000 1,200,000
83,727 310,000 - 293,000 1,437,000
18,129 9,285 20,285 21,285 21,285
5,677 5,961 5,961 6,259 6,572
Miscellaneous Revenue 17,952 30,000 30,000 - -
Sales of Fixed Assets - - - - -
15,167 865,000 785,000 51,570 5,000
$ 14,376,765 $ 16,011,228 $ 16,032,228 $ 10,519,416 $ 11,667,156
- 250,000 120,000 - -
- 180,000 100,000 - -
- - - 31,570 5,000
- 75,000 40,000 35,000 800,000
- 111,300 - 25,000 35,000
49,158 413,000 203,000 323,000 667,000
83,727 400,000 400,000 - -
25,301 592,359 492,359 20,000 -
347,018 645,379 795,379 675,000 725,000
1,017,846 2,044,783 2,044,783 925,037 1,250,039
862,733 1,193,408 1,034,708 687,510 533,109
Operating Transfers Out - Other - 3,454,697 3,454,697 - -
11,990,982 6,651,302 7,347,302 7,797,299 7,652,008
$ 14,376,765 $ 16,011,228 $ 16,032,228 $ 10,519,416 $ 11,667,156
Ending Fund Balance
Total Expenditures
Operating Transfers Out - REET 2
Expenditures
Operating Transfers Out - REET 1
Property Expenditures
Public Works Projects
Transportation Projects - REET 2
Contributions & Donations
Operating Transfers In
Total Revenues
Council Chamber Remodel
City Hall Replacement Generator
City Wetland Mitigation
AEP Boardwalk Phase 2
Downtown Wayfinding Program
Parks Projects
Beginning Fund Balance
REET 1
REET 2
Grants
Investment Income
328 Capital Improvements
Revenues
148
2017-2018 Biennial Budget Section IV: Operating Budget
LOCAL REVITALIZATION FUND
The Local Revitalization Fund (Fund 330) accounts for projects within the designated local
revitalization boundary. Funding was established by Senate Bill 5045, which designated the City of
Auburn as a demonstration project. Through the State, local revitalization funding provides the City
with $250,000 annually for 25 years to construct infrastructure projects within the designated
revitalization boundary. The financing is a credit against the State’s portion of sales/use tax. The goal
of Local Revitalization funding is to stimulate economic growth and future development through the
infrastructure improvements.
2015 & 2016 Accomplishments
• Completed the Main Street Streetscape Urban Design project.
• Began the design of the City Downtown Public Parking Lot Reconfiguration project.
2017 & 2018 Objectives
• Complete the construction of the City Downtown Public Parking Lot Reconfiguration project.
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
557,939 464,551 464,551 325,651 -
- - - - -
763 - 1,100 600 -
- - - - -
$ 558,701 $ 464,551 $ 465,651 $ 326,251 $ -
542 - - - -
215 - - - -
93,394 464,551 140,000 326,251 -
464,551 - 325,651 - -
$ 558,701 $ 464,551 $ 465,651 $ 326,251 $ -
Ending Fund Balance
Total Expenditures
Personnel Benefits
Capital Outlay
Expenditures
Salaries & Wages
Operating Transfers In
Total Revenues
Beginning Fund Balance
Grants
Investment Income
330 Local Revitalization
Revenues
149
150
2017-2018 Biennial Budget Section IV: Operating Budget
SOLID WASTE UTILITY DIVISION
Mission Statement
The Solid Waste Division provides environmentally sound and safe disposal of solid and hazardous
waste and provides waste reduction and recycling opportunities to increase public awareness within
the City of Auburn.
Department Overview
The City contracts with Waste Management for solid waste collection, with City staff responsible for
overall management, customer service, and billings. The City also has a franchise agreement with
Republic Services in the annexed areas of Lea Hill and West Hill. The City contracts with King County
for disposal of solid waste materials. The Solid Waste Utility Division encourages community
participation in Auburn’s solid waste programs by proactively managing and monitoring the daily
activities of the solid waste contractors; continually assessing the regulatory and political climate
pertaining to solid and hazardous waste collection and disposal, recycling and waste prevention; and
reviewing the adequacy of our annual level of service to meet community needs.
2015 & 2016 Accomplishments
• Maintained residential recycling and compostables diversion rate over 49%.
• The average participation rate in residential recycling and compostables collection increased to
95%.
• The City’s total recycling and compostables diversion rate dropped one-half percentage to
27.5%, excluding private vendor recycling and composting services.
• Assisted Waste Management with promotion of the “Business and Multifamily Recycling
Programs.”
• Business recycling participation increased to 80% and multifamily recycling participation increased
to 95%.
• Gave “Recycling & Waste Prevention” and “Worm Composting” presentations to elementary
students in the Auburn School District (ASD) in 2015 and 2016.
• Created and provided a new “Waste Reduction and Recycling” elementary school presentation to
elementary students in the ASD in 2016.
• Provide “Lunchtime Recycling Activity” events for secondary schools in the ASD in 2015 and
created a new “Lunchtime Waste Audit Activity” in 2016.
• Delivered one “Powerful Choices” presentation to Auburn Middle School in 2015.
• Conducted a “Green Team Academy” for ASD students, staff and administration in 2015 and a
“Landfill and Recycling Field Trip” for staff and administration in 2016.
• Provided funding support for two Natural Yard Care Workshop series to the North Auburn
Valley and West Hill neighborhoods in 2015 and the Lea Hill neighborhood in 2016.
• Provided funding for four King County Special Recycling Collection Events for residents.
• Held a Sustainable Movie Night event for the community which included educational tables and
the movie “Trashed.”
• Held “Green Living Event & Workshops” in 2015 and a “Sustainable Living Field Trips, Workshop
& Virtual Tour Series” in 2016 for residents.
• Created new education display boards and materials for events with a new outreach message
“Sustainable Auburn: Meeting the needs of present and future generations.”
• Added a new “Citizen Look Up Tool” to the Solid Waste website for residents to easily find
collection information.
• Provided a 24-hour cooking oil collection station for residential use.
• Conducted recycle cart checks with leave-behind recycling education to four mobile home parks,
including White River and Forest Villa mobile home parks in 2015, and Wildwood Estates and
Auburn Manor mobile home park in 2016.
• Continued to promote reuse by sponsoring the annual “Community Yard Sale” event.
151
2017-2018 Biennial Budget Section IV: Operating Budget
• Continued to promote recycling by offering the annual “Bulky Item Collection,” “Christmas Tree
Recycling” and “Styrofoam Collection” events.
• Created a new food waste reduction and donation outreach program to businesses in 2016.
• Continued to provide citizens with access to recycling at most City facilities and parks.
• Continued collecting food and food-soiled paper (compostables) at most City facilities.
• Sponsored two Chamber of Commerce luncheons.
• Provided waste reduction, recycling and household hazardous waste outreach at: Kids Day,
AuburnFest, Auburn’s International Farmers Market, Auburn Senior Wellness Fair, Petpalooza,
King County Latino Health Fair, YMCA Healthy Kids Day, and the Auburn School District Building
Bridges Event.
2017 & 2018 Objectives
• Increase the residential recycling and compostables diversion rate over 51%.
• Increase the total City recycling and compostables diversion rate to 30% (excluding private
vendor recycling and composting services).
• Continue to provide citizens with access to recycling at most City facilities and parks.
• Continue to maintain recycling at most City special events in conjunction with the Parks
Department.
• Continue to provide cooking oil collection, bulky item collection, Styrofoam collection, Christmas
tree collection and two King County special collection events each year.
• Reduce improper hazardous waste disposal by promoting the King County Hazardous
Wastemobile.
• Continue to support Waste Management’s outreach and education efforts to multifamily and
business customers.
• Continue to work with both haulers to reduce contamination in recycling and compostable
containers.
• Continue to provide funding support for the Neighborhood Natural Yard Care Workshops.
• Continue to maintain the Solid Waste & Recycling webpages for customers.
• Create and implement University of Washington Livable Cities Auburn School District Food Waste
Reduction and Donation project in 2017.
• Create an outreach campaign to reduce illegal dumping in conjunction with other City
departments.
• Create a City Facility recycling collection program in conjunction with other City departments for
batteries, other small hazardous waste materials, and office equipment.
• Collaborate with Environmental Services and other City departments to promote sustainability to
City of Auburn employees and the residents of Auburn.
• Implement the new 2018 Comprehensive Garbage, Recyclables, and Compostables Collection
Contract.
• Continue participating in the regional workgroups, meetings and events discussing contamination
reduction, outreach for recycling and organics, and other issues involving solid waste.
152
2017-2018 Biennial Budget Section IV: Operating Budget
City of Auburn residents diverted approximately 49%of their w aste from the landfill.The City anticipates
residential diversion will begin to increase again due to increased outreach efforts regarding food waste
diversion. The totals include the East Lea Hill and West Hill annexation areas.
PERFORMANCE MEASURES - SOLID WASTE FUND
Tons of Residential & Commercial Garbage Collected
The City of Auburn garbage tonnage continues to increase.New homes are being built in multiple areas of the
City and the economy is slowly improving which will keep tonnage rising in 2017 and 2018.The totals include
East Lea Hill and West Hill annexation areas.
Tons of Recycling & Yard Waste Collected
The City of Auburn recycling tonnage c ontinues to steadily increase.The yard waste tonnage declined in 2015,
but with multiple outreach efforts focusing on food waste diversion those numbers should begin to increase
again. The totals include the East Lea Hill and West Hill annexation areas.
Residential Diversion Rate
0
12,000
24,000
36,000
48,000
60,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
41,222 42,958 41,222 46,389 47,213 48,157
Tons of Garbage Collected
0
7,000
14,000
21,000
28,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
16,754 18,206 18,149 18,946 19,323 20,193
Tons of Recycling & Yard Waste Collected
0%
25%
50%
75%
100%
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
55%54%52%49%50%51%
Residential Diversion Rate
153
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
OPERATING FUND:- - 464 464
OPERATING REVENUES
343.750 Garbage Service 11,216,129 10,968,600 10,968,600 12,190,900 12,987,200
343.752 Yard Waste 1,052,951 989,900 989,900 1,068,000 1,240,500
343.780/790 Refuse, City, & Excise Tax 993,603 963,000 963,000 1,068,700 1,146,800
343.770 Household Hazardous Waste 382,519 420,600 420,600 387,900 483,850
343.760 Late Penalties 125,604 125,000 125,000 125,000 135,000
361.110 Investment Income 3,908 1,300 1,300 9,000 9,000
334 & 337 Grants 106,286 138,990 109,000 63,000 63,500
369.900 Miscellaneous Revenue (204,911) - - - -
TOTAL OPERATING REVENUES 13,676,089$ 13,607,390$ 13,577,400$ 14,912,500$ 16,065,850$
OPERATING EXPENDITURES
537.000.10 Salaries & Wages 399,108 406,645 406,645 325,910 338,607
537.000.20 Benefits 179,439 206,181 206,181 147,414 159,096
537.000.30 Supplies 24,031 37,190 34,200 33,000 33,400
537.000.40 Other Service Charges 11,798,507 12,360,075 12,033,075 13,546,965 14,587,795
537.000.50 Intergovernmental Services 382,544 420,600 420,600 363,600 458,750
590.100.05 Net Increase in Restricted Assets (198,587) - - - -
535.000.90 Interfund Payments for Service 105,384 104,209 104,209 111,587 114,279
TOTAL OPERATING EXPENDITURES 12,690,426$ 13,534,900$ 13,204,910$ 14,528,476$ 15,691,927$
REVENUES LESS EXPENDITURES 985,663$ 72,490$ 372,490$ 384,024$ 373,923$
BEGINNING WORKING CAPITAL - January 1 2,491,724 3,477,387 3,477,387 3,849,877 4,233,901
ENDING WORKING CAPITAL - December 31 3,477,387 3,549,877 3,849,877 4,233,901 4,607,824
NET CHANGE IN WORKING CAPITAL (*)985,663$ 72,490$ 372,490$ 384,024$ 373,923$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
434 Solid Waste 2015
Actual
2016
Amended
Budget
2016
Estimated
Department Employees
434 Solid Waste FTEs 2014 2015 2016 2017 2018
Solid Waste FTEs*2.00 2.00 2.00 2.00 2.00
TOTAL SOLID WASTE FTEs 2.00 2.00 2.00 2.00 2.00
Full Time Equivalent (FTE)
*These FTEs are previously reported in the Finance Department.
154
2017-2018 Biennial Budget Section IV: Operating Budget
INSURANCE
The Insurance Fund is maintained to pay unemployment insurance claims and to pay for property
and liability losses that either fall below the City’s deductible level or for which the City has no
coverage.
2015 & 2016 Accomplishments
• Evaluated cost saving measures while maintaining quality insurance coverage.
• Continued to maintain adequate reserves to meet uninsured costs.
• Evaluated policies and procedures to help control loss issues.
2017 & 2018 Objectives
• Continue to evaluate cost saving measures while maintaining quality insurance coverage.
• Continue to maintain adequate reserves to meet uninsured costs.
• Continue to evaluate policies and procedures to help control loss issues.
155
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
501 501 501 501 501
OPERATING FUND:- - 561 561
OPERATING REVENUES
397.100 Operating Transfers In - - - - -
361.110 Investment Income 1,662 1,000 1,000 1,500 1,500
399.100 Miscellaneous Revenue - - - - -
TOTAL OPERATING REVENUES 1,662$ 1,000$ 1,000$ 1,500$ 1,500$
OPERATING EXPENDITURES
517.000.10 Salaries & Wages - - - - -
517.000.20 Benefits 121,055 215,000 215,000 225,750 237,000
517.000.30 Supplies - - - - -
517.000.40 Other Service Charges 4,075 3,900 3,900 4,230 4,230
517.000.50 Intergovernmental Services - - - - -
TOTAL OPERATING EXPENDITURES 125,131$ 218,900$ 218,900$ 229,980$ 241,230$
REVENUES LESS EXPENDITURES (123,468)$ (217,900)$ (217,900)$ (228,480)$ (239,730)$
BEGINNING WORKING CAPITAL - January 1 1,654,057 1,530,589 1,530,589 1,312,689 1,084,209
ENDING WORKING CAPITAL - December 31 1,530,588 1,312,689 1,312,689 1,084,209 844,479
NET CHANGE IN WORKING CAPITAL (*)(123,468)$ (217,900)$ (217,900)$ (228,480)$ (239,730)$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
501 Insurance 2015
Actual
2016
Amended
Budget
2016
Estimated
156
2017-2018 Biennial Budget Section IV: Operating Budget
FIDUCIARY FUNDS
Fiduciary funds are used to report assets held in a trustee or agency capacity for others and cannot be
used to support the City’s own programs. The City has two fiduciary funds:
Fund 611 – Fire Relief and Pension Fund provides a pension for eligible firefighters.
Fund 651 – Agency Fund, accounting for resources held in a purely custodial capacity; this fund is not
budgeted.
2015 & 2016 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.
2017 & 2018 Objectives
• Continue to provide pension benefits to eligible firefighters.
• Maximize interest earnings to support the Fire Relief and Pension Fund.
• Provide accountability for custodial funds.
Fiduciary Fund
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017.00 2,018
2,609,462 2,512,557 2,512,557 2,417,899 2,324,182
75,702 70,000 70,000 75,000 75,000
Investment Income 26,974 6,000 6,000 9,000 9,000
Unrealized Gain (Loss) on Investment (21,909) - - - -
- - - - -
$2,690,230 $2,588,557 $2,588,557 $2,501,899 $2,408,182
167,397 160,818 160,818 166,866 167,085
3,615 3,840 3,840 3,851 4,140
6,660 6,000 6,000 7,000 7,000
2,512,557 2,417,899 2,417,899 2,324,182 2,229,957
$2,690,230 $2,588,557 $2,588,557 $2,501,899 $2,408,182
Beginning Fund Balance
611 Fire Pension
Revenues
Personnel Benefits
Services & Charges
Expenditures
Salaries & Wages
Fire Insurance Prevention Tax
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
157
2017-2018 Biennial Budget Section IV: Operating Budget
PERMANENT FUNDS
Permanent funds are used to report resources that are legally restricted to the extent that only
earnings, and not principal, may be used for purposes that support the City’s programs. The City has
one permanent fund: Fund 701 - Cemetery Endowment Care Fund, which accounts for non-
expendable investments held by the City’s trustee. The interest earned on investments can be used
only for preservation and capital projects at the cemetery.
2015 & 2016 Accomplishments
• Provided accountability for resources held in trust by the City.
• Continued to maximize interest earnings.
2017 & 2018 Objectives
• Provide accountability for resources held in trust by the City.
• Continue to maximize interest earnings.
Permanent Fund
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017.00 2,018
1,574,148 1,615,706 1,615,706 1,648,706 1,686,506
Beginning Fund Balance - Undesignated 95,500 70,573 70,573 71,773 71,773
Lot Sales 41,559 33,000 33,000 35,000 37,000
5,073 1,200 1,200 2,800 2,900
$1,716,280 $1,720,479 $1,720,479 $1,758,279 $1,798,179
30,000 - - - -
1,574,148 1,648,706 1,648,706 1,686,506 1,726,406
112,132 71,773 71,773 71,773 71,773
$1,716,280 $1,720,479 $1,720,479 $1,758,279 $1,798,179
Beginning Fund Balance - Designated
701 Cemetery Endowment
Revenues
Ending Fund Balance - Designated
Expenditures
Operating Transfers Out
Investment Income
Total Revenues
Ending Fund Balance - Undesignated
Total Expenditures
158
Legal DepartmentLegal DepartmentLegal DepartmentLegal Department
ParalegalParalegalParalegalParalegal
F.T.E. = Full Time Equivalent
City Attorney
Dan Heid
15 F.T.E
City City City City
ClerkClerkClerkClerk
Deputy City Deputy City Deputy City Deputy City
ClerkClerkClerkClerk
Assistant CityAssistant CityAssistant CityAssistant City
AttorneyAttorneyAttorneyAttorney
((((2222))))
Lead Lead Lead Lead
ProsecutorProsecutorProsecutorProsecutor
Domestic Domestic Domestic Domestic
Violence Violence Violence Violence
VictimsVictimsVictimsVictims
AdvocateAdvocateAdvocateAdvocate
Legal
Assistant (2)
RecordsRecordsRecordsRecords
Clerk Clerk Clerk Clerk ((((2222))))
Prosecutors
(3)
159
160
2017-2018 Biennial Budget Section IV: Operating Budget
LEGAL DEPARTMENT
Mission Statement
The mission of the Legal Department is to provide accurate and timely legal advice and information
to the City, represent the City with great tenacity and integrity in all civil and criminal litigation, and
provide considerate and thoughtful customer service to other departments and the public, both
individually and as a whole.
Department Overview
This department consists of the Legal Department and the City Clerk’s office. The Legal Department
represents the City in all litigation, including civil and criminal misdemeanor cases. The department
prepares ordinances, resolutions, petitions, contracts, leases, easements, deeds, notices and other legal
documents, and provides legal counsel and advice to the City. The department prosecutes criminal
cases in the King County District Court as well as prosecutes and/or defends civil actions brought by or
against the City.
Responsibilities of the City Clerk Division include monitoring various legal matters; acting as a central
repository for all municipal records; processing claims for damages; processing requests for public
records and public information; processing passport applications, ordinance codification, and
preparing City Council and LEOFF (Law Enforcement Officers and Fire Fighters) Board agendas and
minutes.
2015 & 2016 Accomplishments
• Focused on and strived for courteous, prompt and responsible customer service to those with
whom we came in contact in our City responsibilities.
• Continued level of customer service by responding to public record requests within five business
days.
• Continued work with the Police Department and the District Court to develop procedures to
enhance effective pursuit of prosecution cases.
• Provided legal updates to City departments and employees on public records.
• Provided updates and training to the Police Department on new laws and case decisions to
enhance effective prosecution and to assist police on ever-changing legal issues.
• Continued work with City departments to develop procedures to enhance effective
representation of legal issues on the City’s behalf.
• Continued work with the court and public defender (and defense bar) to better handle caseload
management and streamline court processes to improve both public access to the courts and
adjudication of cases.
• Worked with the Mayor and City staff, as well as regional and State participants, to review
proposed legislative bills and develop strategies for and responses to legislative bills in order to
enhance the ability of Auburn and other cities in the State to carry out their municipal
responsibilities.
• Worked with the Police Department, attorneys and law enforcement agencies of neighboring
communities to address regional criminal justice and law enforcement needs.
• Implemented Laserfiche Electronic Records Management System to allow destruction of non-
archival paper records after imaging.
• Worked with local and regional service providers to address needs of victims of domestic
violence.
• Developed and proposed new ordinances for adoption by the City Council to address the
ongoing needs of the City and its citizens.
161
2017-2018 Biennial Budget Section IV: Operating Budget
2017 & 2018 Objectives
• Work with other departments to identify non-archival paper records eligible for destruction after
being imaged for inclusion in the Laserfiche Electronic Records Management System.
• Develop and refine prosecution strategies, including standard dispositional recommendations, to
approach cases in the District Court and to enhance prosecution effectiveness.
• Work with City Council to implement SMART (Specific, Measurable, Attainable, Relevant and
Time-bound) goals.
• Continue working with local and regional service providers to assemble a support network to
address needs of victims of domestic violence, including pursuit of the one-stop concept.
• Work with the Mayor, City Council and City departments to proactively develop recommended
language for updating and amending ordinances and City code sections to assure that the codes
are as useful as they can be to meet the needs of the City within the parameters of State law.
• Work with the Mayor, City departments and Risk Management to develop procedures to
enhance effective representation of legal issues on the City’s behalf.
• Continue the level of customer service by responding to public record requests within five
business days.
• Continue working with attorneys and city clerks from neighboring cities, as well as municipal
associations, to address regional and Statewide municipal issues.
• Continue work with the Mayor and City staff, as well as the regional and State participants, to
develop strategies for legislative bills to enhance the ability of Auburn and other cities in the State
to carry out their municipal responsibilities.
• Continue work with the court and public defender (and defense bar) to better handle caseload
management and streamline court processes to improve public access to the courts and
adjudication of cases.
• Continue work with the Police Department and King County court services to develop
procedures to enhance effective pursuit of prosecution cases.
• Continue work with local and regional service providers to address needs of victims of domestic
violence.
• Work with IT and other departments of the City to facilitate convenient access to ordinances,
resolutions and other public records via the City’s website.
• Implement new agenda manager system to provide a more flexible and streamlined agenda
preparation and improve work flow.
• Implement new public records request tracking software and public portal for online public
record requests.
162
2017-2018 Biennial Budget Section IV: Operating Budget
Criminal charges in cas es involving S tate law are of two types - mis demeanors and felonies . Mis demeanor
offens es are punis hable by impris onment for a term of not more than one year and include minor as s aults ,
theft and driving under the influence. This graph illus trates the number of criminal mis demeanor cas es filed by
the City Attorney’s Office.
PERFORMANCE MEASURES - LEGAL DEPARTMENT
Public Disclosure Requests - Responded to Within 5 Business Days
The graph illustrates the number of public disclosure requests received by the City Clerk's office and the
number of those requests responded to within five business days from the receipt of the request. The
complexity of the request or the volume of materials requested may affect the response time.
Ordinances & Resolutions Prepared
Minimal increases in the number of ordinances prepared is partially reflective of change in practice whereby
only thos e Council actions which pres cribe permanent rules of conduct or government that s pecifically require
adoption by ordinance according to S tate law are done by ordinance. Other Council actions involving
contracts or actions involving s pecial or temporary nature can be accomplis hed by res olution.
Criminal Misdemeanor Cases
0
1,500
3,000
4,500
6,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
3,202 3,374 3,721
4,240
4,664
5,130
1,933 2,225 2,234 2,544 2,798 3,078
Public Disclosure Requests
Total Requests Responded to in 5 Days
0
50
100
150
200
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
44 57 34 48 51 55
127
94
71
112 115 116
Ordinances & Resolutions Prepared
Ordinances Resolutions
2,000
2,400
2,800
3,200
3,600
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
2,470
3,778
3,634
3,264 3,500
3,500
Criminal Misdemeanor Cases Filed
163
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
985,836 1,064,680 1,064,680 1,148,548 1,202,685
365,262 392,115 392,115 454,408 493,272
Supplies 6,672 13,800 13,800 16,300 13,800
109,120 138,200 138,200 137,090 138,590
Intergovernmental 121,556 228,000 228,000 156,000 156,000
- - - - -
350,268 358,035 358,035 364,257 360,303
$1,938,714 $2,194,830 $2,194,830 $2,276,603 $2,364,650
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.15 Legal
Expenditures
Department Employees
001 Legal FTEs 2014 2015 2016 2017 2018
Legal FTEs 14.00 14.00 14.00 15.00 15.00
TOTAL LEGAL FTEs 14.00 14.00 14.00 15.00 15.00
Full Time Equivalent (FTE)
1.0 FTE - The 2017/2018 Budget includes an additional City Prosecutor Position.
164
Director of Community Development Director of Community Development Director of Community Development Director of Community Development
and Public Worksand Public Worksand Public Worksand Public Works
Kevin SnyderKevin SnyderKevin SnyderKevin Snyder
154 154 154 154 FFFF....TTTT....EEEE....
Community Development Community Development Community Development Community Development & & & &
Public Works DepartmentPublic Works DepartmentPublic Works DepartmentPublic Works Department
Street and
Vegetation
Manager
(18)
Environmental Services
Manager
F.T.E. = Full-Time Equivalent
Water Distribution
and Operations
Manager
(22)
Transportation
Manager
(9)
General Engineering
Assistant City
Engineer
(28)
Engineering
Administrative
Assistant
Sewer/Storm
Drainage Manager
(19)
Fleet/General
Services Manager
(7)
Business and Budget
Manager
Environmental Planner
Maintenance & Operations Services
Assistant Director of
Public Works Operations
(73)
Engineering Services
Assistant Director of Engineering/
City Engineer
(53)
Utilities Engineering
Manager
(11)
Planning Services
Manager
(4)
Code
Compliance
Officer
Code
Compliance
Officer
SCADA Technician
Community Development Services
Assistant Director of
Community Development
(21)
Office Assistant
Community
Development
Administrative
Assistant
Office Assistant
Code
Compliance
Officer
Airport ManagerAirport ManagerAirport ManagerAirport Manager
((((ContractContractContractContract))))
Administrative
Specialist
Office Assistant
Development
Services Manager
(10)
165
166
2017-2018 Biennial Budget Section IV: Operating Budget
COMMUNITY DEVELOPMENT AND PUBLIC WORKS DEPARTMENT
The Community Development & Public Works Director oversees a diverse department that includes
several general, enterprise and special revenue funds. The General Fund includes Community
Development, Administration, Environmental, Engineering and Streets. The Special Revenue funds
include Arterial Street Improvement (102), Local Street Preservation (103), Arterial Preservation (105),
and Business Improvement Area (121). Enterprise Funds include Water (430 & 460), Sanitary Sewer
(431, 433, & 461), Storm Drainage (432 & 462), Airport (435 & 465), and Equipment Rental (550 &
560). The Department staffing is funded within all funding sources and is organized into service areas.
These service areas have specific responsibilities within each fund and include Community
Development, Engineering, Maintenance & Operations, Environmental, and Administration.
DEPARTMENT ADMINISTRATION
Mission Statement
To provide high quality, effective and strategic department administration to assist team members in
the provision of diverse services, ensure successful working relationships with the Mayor, City Council
and other City departments and successfully engage with residents, citizens and businesses.
Service Area Overview
Department Administration is responsible for:
• Strategic department leadership.
• Department organizational assessment and improvement.
• Department-wide budget management and oversight.
• Representation on the City’s Executive Leadership Team.
• Administration of the City’s permitting system software.
• Management of the City’s business license program.
• Management of the City’s animal licensing program.
• Regional representation on committees and task forces.
2015 & 2016 Accomplishments:
• Oversaw the integration of the previous Planning and Development Department and Public
Works Department into one unified department.
• Established a multi-level department staff engagement program.
• Established a lean pilot program.
• Managed annual business license renewals with over 90 percent compliance rates.
• Assumed management of the Citywide animal licensing program.
• Assumed management of the Auburn Municipal Airport.
• Coordinated the provision of two downtown business engagement workshops and direct business
assistance utilizing a highly respected national urban strategist.
• Developed a branding logo for the Auburn Municipal Airport.
• Prepared a strategic business plan for the Auburn Municipal Airport.
2017 & 2018 Objectives:
• Creation and implementation of a Department Strategic Plan.
• Department-wide implementation of lean.
• Update of Title 5 (Business Licenses).
• Enhanced marketing efforts for the City’s animal licensing program.
• Coordination of a significant upgrade to the City’s permit tracking software inclusive of migration
to the cloud.
• Implementation of the Airport Strategic Business Plan.
167
2017-2018 Biennial Budget Section IV: Operating Budget
COMMUNITY DEVELOPMENT SERVICES
Mission Statement
To serve the Auburn community by providing consistent, high quality customer service, and
implementing City Council goals in land use planning, protection of the environment, and building
safety and efficiency.
Service Area Overview
Community Development Services is responsible for the following:
• Formulating and recommending comprehensive goals on planning, ensuring compliance with the
Growth Management Act.
• Ensuring compliance with statutory requirements relative to environmental issues.
• Direct preparation and review of environmental impact statements and technical reports;
determining final action on environmental issues.
• Ensuring compliance with adopted building codes.
• Acting as the City’s responsible official for State Environmental Policy Act (SEPA) compliance, and
Shoreline Management Program Manager.
• Ensuring code compliance to Auburn City Code Titles 5, 8, 10, 12, 13, 15, 16, 17, and 18.
• Managing the City’s One Stop Permit Center.
• Administration of the City’s parking permit program.
• Providing staff to planning commission, hearing examiner, and planning and development
committees.
• Coordinating with other City departments to ensure City plans and projects are compatible with
the Comprehensive Plan.
• Coordinating with Valley Regional Fire Authority on land use and building permit reviews and
code enforcement.
• Coordinating with other City departments on provision of services to new development.
• Representing the City on regional planning, economic development, and other policy issues.
• Coordinating with other jurisdictions and agencies to resolve regional issues.
• Developing and maintaining the Comprehensive Plan and special purpose plans.
• Providing leadership on public and private annexations.
• Developing and maintaining the zoning ordinance.
• Acting as liaison to the Auburn Downtown Association.
• Coordinating Citywide parking management initiatives.
2015 & 2016 Accomplishments:
• Completed lobby enhancements in the Customer Service Center for improved customer
experience.
• Provided continuous, timely, efficient, and high quality land use, building, and engineering
approval processes that met or exceeded clients’ expectations.
• Implemented the Downtown Storefront Façade Improvement Program.
• Implemented the adopted 2015 International Codes.
• Provided support to the Housing Home Repair program.
• Provided support for the City’s economic development initiatives and programs.
• Continued improvements in the provision of building review and inspection services.
• Completed a total overhaul of the City’s 20-year Comprehensive Plan.
• In 2015, opened and closed more than 620 code enforcement cases.
• In 2015, processed more than 3,000 permits and 880 licenses, completed 6,500 building
inspections, conducted 5,700 permit reviews, issued 4,000 decisions, and participated in more
than 50,000 interactions with customers.
168
2017-2018 Biennial Budget Section IV: Operating Budget
• In 2016, processed more than 3,400 permits and 900 business licenses, completed 6,700 building
inspections, conducted 6,100 permit reviews, issued more than 4,000 decisions, and participated
in more than 50,000 interactions with customers.
2017 & 2018 Objectives:
• Provide continuous, timely, efficient, and high quality land use, building, and engineering
approval processes that meet or exceed clients’ expectations.
• Continue providing support to the Housing Home Repair program.
• Launch a system that allows for electronic plan submittal, accommodates web-based payments,
and that supports electronic permit approval and issuance.
• Implement lean efficiency principles for all aspects of permit and plan review procedures.
• Deploy strategies that educate and enforce goals and standards along designated Impression
Corridors and Gateways.
• Continue to develop and distribute informational materials that help better inform businesses and
citizens of Auburn code requirements.
• Implement an overhauled civil plan review process.
• Expand efforts to further embrace and utilize adopted Comprehensive Plan values and value-
based decision making.
• Implement Low Impact Development regulations.
• Implement updated development regulations.
• Implement elements of Main Street Urban Design Plan.
• Develop and implement the Auburn Way South Corridor Improvement Plan.
• Identify specific population and employment targets for downtown Auburn and its designation as
a Regional Growth Center in Puget Sound Regional Council Vision 2040.
• Develop a citywide wayfinding plan with strategies and actions directed at both non-motorized
and vehicle modes.
• Transition Floodplain permitting functions from Environmental Services to Community
Development.
• Transition environmental mitigation and monitoring responsibilities from Environmental Services
to Community Development.
• Support the efforts to implement the adopted City 10-year Economic Development Strategic Plan.
• Deploy electronic meeting check-in software and hardware within the Customer Service Center.
• Support staff training needs that ensure permit technicians, building plan reviewers, building
inspectors, engineers, code enforcement and management staff are current with all required
certifications.
• Continue lobby layout and design enhancements.
• Initiate additional outreach, coordination and enforcement actions directed at businesses,
apartments, and rental housing that are violating City Code.
169
2017-2018 Biennial Budget Section IV: Operating Budget
ENVIRONMENTAL SERVICES
The Environmental Services Program is a stand-alone programmatic service within the Community
Development and Public Works Department. The Environmental Services Program provides program-
level support and consulting services to City departments on a wide range of environmental issues,
oversees current and future City environmental assets, manages and implements environmental
programs, projects and initiatives and educates, informs and engages with Auburn residents and
businesses on a wide range of environmental issues.
2015 & 2016 Accomplishments:
• Began the update to the Auburn Environmental Park Master Plan.
• Implemented National Flood Insurance Program Community Rating System program.
• Completed the Fenster Levee Setback, Phase 2b project.
• Completed construction of the Mill Creek Wetland 5K project.
• Began a comprehensive inventory of environmental assets within the City.
2017 & 2018 Objectives:
• Update the City’s 2010 Greenhouse Gas Inventory.
• Create and begin to implement a climate action plan for the City.
• Complete the comprehensive inventory of environmental assets within the City.
• Continue providing high quality environmental and sustainability education and outreach.
170
2017-2018 Biennial Budget Section IV: Operating Budget
Efficient Processing of Project Permits
The City incorporates a 120-day timeline into its code (ACC Section 14.11.010). With moving from a manual time period
tracking to an automated system associated with its permit management software, the City seeks to track and increase the
efficiency of project permit processing by reducing the average processing timeframe by five percent each year in the coming
biennium.
PERFORMANCE MEASURES - COMMUNITY DEVELOPMENT AND PUBLIC WORKS
Number of Building Permits Issued
This performance measure shows the number of building permit applications submitted, reviewed for conformance with
applicable standards and approved (issued) by the City. The building permit category includes not only authorization of
construction of new buildings but additions, and modifications to existing buildings. The level of building permit activity is
often cyclical and governed by local economic conditions and trends generalized across the various categories of construction
such as residential, commercial or industrial. The level of building permit activity is an expression of community reinvestment
and increasing assessed valuation.
Code Enforcement - Cases Opened & Closed
This performance measure is indicative of the identification and resolution of code enforcement cases. It shows the volume of
new cases that the city has received (opened) and the volume of cases that have been resolved (closed). The performance
measure reflects a combination of factors, including identification and resolution of violations by code enforcement staff, the
ability to effectively resolve violations and the public’s increasing awareness of the City’s laws and code enforcement services
through the filing of complaints.
0
300
600
900
1,200
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
902
776
640 542 600 600
Building Permits Issued
0
400
800
1,200
1,600
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
716
511
635 635 700 700 710
518
628
577
705 705
Cases Opened & Closed
Opened Cl osed
0
35
70
105
140
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
80 92 94 90 90 85
Number of Days in Permit Processing
171
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
1,859,265 2,120,645 2,120,645 2,246,099 2,351,618
754,276 865,013 865,013 951,786 1,033,056
Supplies 20,273 27,000 27,000 27,250 27,250
560,306 1,035,685 1,035,685 646,250 677,050
Intergovernmental 150,127 156,200 156,200 152,905 156,000
Capital Outlay - - - - -
563,085 527,298 527,298 560,307 571,251
$3,907,332 $ 4,731,841 $ 4,731,841 $4,584,597 $ 4,816,225
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
001.17 Community
Development
Expenditures
Department Employees
001 Community Development FTEs 2014 2015 2016 2017 2018
Community Development FTEs 25.00 26.00 26.00 26.00 26.00
TOTAL COMMUNITY DEVELOPMENT FTEs 25.00 26.00 26.00 26.00 26.00
Full Time Equivalent (FTE)
1.0 FTE - 2015/2016 Adopted Budget included the addition of a Code Compliance Officer in 2015.
172
2017-2018 Biennial Budget Section IV: Operating Budget
ENGINEERING
Mission Statement
Engineering Services strives to foster and support the quality of life of the community and to promote
vigorous economic development by providing reliable and safe public streets and utilities, and by the
careful management of new infrastructure constructed by the City and new development.
Service Area Overview
Engineering Services is functionally divided into the Administrative, General Engineering Services,
Transportation Planning & Management, and Utility Planning & Management sections located in the
Customer Service Center. The service area is responsible for several specific areas and duties. This
includes the review, approval, and management of the construction of capital improvements for
streets and utilities constructed by new development for public dedication and ownership. The
management of the City’s public works capital improvement program for design, right-of-way (ROW)
acquisition, construction, and operations and maintenance of the City’s infrastructure including
utilities, public streets, and the airport. The department provides design, survey, and construction
management services, and property and right of way records management. Engineering Services is
responsible for administering standards for all City-owned utility and street infrastructure
improvements for development and land use throughout the City. The service area manages the
short and long-term planning and assists with operations for City-owned utilities to include water,
sewer, and storm drainage and associated real property assets.
2015 & 2016 Accomplishments
• Continued to pursue at state and regional levels new revenue sources for the City’s arterial street
preservation.
• Participated in regional transportation forums – SCATBd, RPEC, KCPEC, PSRC, PCTCC and
RAMP—on key projects.
• Completed the annual updates to the 6-year Transportation Improvement Plan (TIP).
• Completed major updates to the transportation and utilities elements of the City Comprehensive
Plan.
• Continue to coordinate with adjacent water purveyors on potential future beneficial water supply
options.
• Continued to work with new developments on funding options for key transportation
improvements.
• Continued to work with the Innovation and Technology Department to improve real-time
system data collection for utilities & transportation infrastructure.
• Worked with the City of Kent to complete the annexation/de-annexation of boundary ROWs for
public safety and continuity of responsibility.
• Continued to apply for grants to help fund projects programmed in the 6-year Transportation
Improvement Plan.
• Worked with the Finance Department to acquire planned utility revenue financing.
• Continued to work with other departments to promote economic development opportunities.
• Completed the implementation of the new NPDES Phase 2 permit requirements.
• Completed a major update to the Engineering Design and Construction Standards.
2017 & 2018 Objectives
• Continue to pursue at state and regional levels new revenue sources for the City’s arterial street
preservation.
• Participate in regional transportation forums – SCATBd, RPEC, KCPEC, PSRC, PCTCC and RAMP
on key projects.
• Complete the annual updates to the 6-year Transportation Improvement Plan.
• Continue to advocate for legislative authorization of a Street Maintenance Utility.
173
2017-2018 Biennial Budget Section IV: Operating Budget
• Continue to coordinate with adjacent water purveyors on potential future beneficial water supply
options.
• Continue to work with new developments on funding options for key transportation
improvements.
• Work with the City of Pacific to complete a corporate boundary line adjustment along the A
Street SE Corridor for public safety and continuity of responsibility.
• Continue to apply for grants to help fund projects programmed in the 6-year Transportation
Improvement Plan.
• Continue to work with other departments to promote economic development opportunities.
• Complete the implementation of the E-builder project management software to help improve the
effectiveness, efficiency, and accountability of the City’s capital projects.
• Work with Finance to complete a rate study for the water, sewer and storm drainage systems for
implementation by 2018.
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
1,448,163 1,474,063 1,474,063 1,854,357 1,937,726
596,869 639,570 639,570 908,206 1,004,260
Supplies 17,411 28,050 31,150 29,450 24,450
206,998 307,390 306,790 297,875 303,475
Intergovernmental 6,625 15,000 15,000 15,000 15,000
- - - 20,000 -
344,412 345,263 345,263 422,530 430,121
$2,620,478 $2,809,335 $2,811,835 $3,547,418 $3,715,032
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.32 Engineering
Expenditures
Department Employees
001 Public Works - Engineering FTEs 2014 2015 2016 2017 2018
Engineering FTEs 49.00 50.00 53.00 54.00 54.00
TOTAL ENGINEERING FTEs 49.00 50.00 53.00 54.00 54.00
Full Time Equivalent (FTE)
1.0 FTE - Effective in 2015, 1.0 FTE was added to Public Works. This position was transferred from the Finance
Department to the Community Development and Public Works Department to fund a Contract Administrative
Specialist Supervisor position.
3.0 FTEs - Effective in 2016, 3.0 FTEs were added to the Public Works Department via Budget Amendment #4,
Ordinance No. 6571. These positions include an Assistant Traffic Engineer, and two GIS Inventory Technicians.
1.0 FTE - The 2017/2018 Budget includes an additional Traffic Signal Technician Position.
174
2017-2018 Biennial Budget Section IV: Operating Budget
STREETS DIVISION
Mission Statement
The Streets Division’s purpose is to provide a safe and efficient transportation system that serves the
present and forecasted needs of the Auburn community.
Department Overview
The transportation system is managed by both the Street Division of Maintenance and Operations
Services and the Transportation Division of Engineering Services within Public Works.
The Streets Division has over 216 centerline miles of roadways to maintain. Some of the key
maintenance duties include pavement patching, crack sealing, snow and ice removal, alley and
shoulder grading, sidewalk maintenance and repair, street lighting, signs, and traffic markings.
2015 & 2016 Accomplishments
• Continued to maintain local streets in fair-to-good condition by crack sealing to increase the life
of the street and postpone the need for more expensive overlays and rebuilds.
• Refreshed all striping on public roads and continued to refresh thermoplastic pavement markings
and legends as needed (overseen by Engineering and completed through contracting with Pierce
and King Counties).
• Continued to support the implementation of the City’s traffic calming program.
• Continued to implement pavement repairs via the annual Pothole Patrol program.
• Completed ongoing citywide repairs or replacement of damaged and worn street signs identified
through the use of a Washington State Department of Transportation retroreflectometer.
• Continued making guardrail repairs and other roadside safety improvements.
2017 & 2018 Objectives
• Improve efforts to maintain local streets in fair-to-good condition by crack sealing and increased
grind and patch operations to prolong the life of the street and postpone the need for overlays.
• Continue to implement a street sign inventory and minimum reflectivity level maintenance
program through the use of approved methods, including the use of a retroreflectometer.
• Refresh striping on public roads and continue to refresh thermoplastic pavement markings and
legends as needed.
• Implement an in-house sidewalk maintenance/repair program to improve pedestrian safety
throughout the City.
• Continue to support the implementation of the City’s traffic calming program through the
placement of “speed cushions” or other appropriate traffic calming measures as directed by
Engineering Services.
• Continue to update inventory of new street light systems.
• Continue implementing annual Pothole Patrol program pavement repairs.
• Continue citywide repair or replacement of damaged and worn street signs.
• Continue making guardrail repairs and other roadside safety improvements.
175
2017-2018 Biennial Budget Section IV: Operating Budget
The City is responsible for the maintenance of asphalt paved streets. Streets that are in fair-to-good condition
require crack sealing to prolong the life by keeping water out. When water enters the asphalt the rate of
deterioration increases significantly. This work supplements the current Save Our Streets program that
concentrates sealing local residential streets needing thin overlays. City staff is concentrating on streets in good
condition to prolong the need for them to require an overlay.
PERFORMANCE MEASURES - STREET DEPARTMENT
Percentage of Street Striping Refreshed
The City is responsible for maintaining the delineation of travel lanes on streets within the City. Each year the
painted striping fades due to weather and traffic. The City contracts the work out to refresh the striping, and
our goal is to complete 100% of the streets that have painted channelization annually to improve safety for the
traveling public.
Street Lights Repaired within 96 Hours
The City is responsible for the maintenance of most of the streetlights in the city,some areas of the City are
maintained by Puget Sound Energy.The City has a goal to have all street lights repair within 96 hours of being
notified to ensure safety and convenience for the public (this does not include light poles damaged in traffic
accidents).
Lane Miles of Crack Sealant
0.0%
25.0%
50.0%
75.0%
100.0%
125.0%
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
100%100%100%100%100%100%
Percentage of Street Striping Refreshed
0
15
30
45
60
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
41
50 50
60 70 70
Lane Miles of Crack Sealant
0.0%
25.0%
50.0%
75.0%
100.0%
125.0%
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
91%92%92%94%
96%96%
Percentage of Street Lights Repaired within 96 Hours
176
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
790,993 881,204 881,204 966,511 1,015,071
428,896 473,408 473,408 541,663 583,569
Supplies 153,965 230,300 230,300 230,300 230,300
868,265 1,118,056 1,118,056 1,118,447 1,126,147
Intergovernmental 190,243 200,000 200,000 200,000 200,000
Capital Outlay - - - - -
583,913 563,595 563,595 703,123 708,655
$3,016,275 $3,466,563 $3,466,563 $3,760,044 $3,863,742
Salaries & Wages
Personnel Benefits
Services & Charges
001.42 Streets
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Streets FTEs 2014 2015 2016 2017 2018
Streets FTEs 19.00 19.00 19.00 19.00 19.00
TOTAL STREETS FTEs 19.00 19.00 19.00 19.00 19.00
Full Time Equivalent (FTE)
177
2017-2018 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Community Development & Public Works Director is responsible for the budget
in the following special revenue funds:
Fund 102 - Arterial Street Fund, funded by transportation grants, traffic impact fees, a portion of the
City’s gas tax receipts, Public Works Trust Fund loans, as well as other funding sources for street
capital construction projects.
Fund 103 - Local Street Fund, created in 2005, budgets revenue from sales taxes on construction for
local street repair.
Fund 105 - Arterial Street Preservation Fund, funded by a 1% utility tax that was adopted by Council
in 2008 and restricted for arterial street repair and preservation projects.
Fund 121 - Business Improvement Area (BIA) Fund accounts for special assessments received from
downtown property owners for downtown promotion and improvements.
2015 & 2016 Accomplishments
• Completed annual improvements under the Save our Streets Program.
• Completed annual improvements under the Arterial Street Preservation Program.
• Continued implementation of the Annual Bridge Maintenance Project.
• Completed or nearly completed construction on the following capital projects:
o Auburn Way South Pedestrian Improvements (Dogwood to Fir)
o South 277th Project Wetland Mitigation Monitoring Program
o Traffic Management Center Improvements
o West Main St. Multimodal & Intelligent Transportation Systems (ITS) Improvements
o Auburn Way South Corridor Improvements (Fir to Hemlock)
o Traffic Signal Safety Improvements
o Auburn Way South & M St. SE Improvements
o 37th & B ST NW Railroad Crossing Safety Improvements
• Started construction on the South 277th St Widening Project (Auburn Way North to Green River
Bridge).
• Supported the Auburn Downtown Association in its promotional efforts for downtown property
owners and retailers.
178
2017-2018 Biennial Budget Section IV: Operating Budget
2017 & 2018 Objectives
• Continue to fund Lakeland Hills to Transit Center Shuttle and Community Circulator Services.
• Complete annual improvements under the Save our Streets Program.
• Implement the annual Arterial Preservation Program.
• Implement the biennial Arterial Bicycle and Safety Improvements Program.
• Implement the annual Pedestrian Accessibility & Safety Program.
• Implement the annual Traffic Signal Improvements Program.
• Complete various programmed preliminary studies including:
o Auburn Way South Corridor (Hemlock to Academy)
o Lea Hill Road Corridor (R St NE to SE 124th St)
o Kersey Way SE Corridor
o A Street SE Corridor
• Complete construction on the following capital projects:
o South 277th St Widening Project (Auburn Way North to L St NE)
o Auburn Way South (SR-164) Corridor Safety Improvements (Muckleshoot Plaza to
Dogwood)
o F St. SE Non-Motorized Improvements
o I St. NE & 22nd Street NE Intersection Safety Improvements
o 37th Street SE & A Street SE Intersection Safety Improvements
o ITS Dynamic Message Sign Improvement
o B St. NW Reconstruction Project
o Downtown Traffic Signal Upgrade
o Lake Tapps Parkway ITS Improvements
o Auburn Way North Preservation (22nd to 45th )
o Auburn Way South & 12th St. SE Intersection Improvements
• Begin design on the following capital projects:
o Auburn Way North & 1st St NE Signal Improvements M St NE (E Main to 4th St NE)
o SE 320th Street Corridor Improvements
o Riverwalk Drive Non-Motorized Improvements
o Lea Hill Corridor Improvements
o West Valley Highway Corridor Projects
• Continue to support the Auburn Downtown Association to promote the central business area.
179
2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
2,781,100 2,405,821 2,405,821 1,632,556 1,376,814
1,379,179 7,270,016 7,126,051 1,134,965 4,410,000
2,692,151 4,292,973 4,158,288 - -
493,808 530,000 607,858 583,000 585,000
Other Transportation Fees 657,469 373,805 350,874 - -
61,520 - - - -
2,670 2,000 3,500 2,600 2,600
725,173 1,601,145 1,255,000 100,000 178,000
- - - - -
- - 20,700 - -
694,348 3,882,586 3,296,639 718,511 1,039,817
$9,487,418 $20,358,346 $19,224,731 $4,171,632 $7,592,231
310,576 616,297 616,297 203,571 393,571
131,575 223,026 223,026 81,429 157,429
273,820 245,000 245,000 260,000 260,000
6,075,339 17,428,903 16,223,068 1,958,965 5,541,000
71,148 74,550 74,550 76,681 78,859
197,376 197,406 197,406 197,376 197,376
21,385 20,456 12,829 12,135 11,442
Transfer Out 378 - - 4,661 3,615
2,405,821 1,552,709 1,632,556 1,376,814 948,939
$9,487,418 $20,358,346 $19,224,731 $4,171,632 $7,592,231
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Debt Service Principal
Debt Service Interest
Expenditures
Salaries & Wages
Miscellaneous Revenue
Operating Transfers In
Total Revenues
Beginning Fund Balance
Federal Grants
State Grants
State Entitlements (Motor Vehicle Fuel Tax)
Other Governmental Agencies
102 Arterial Streets
Revenues
Investment Income
Developer Contributions
Public Works Trust Fund Loans
180
2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
2,042,977 2,080,690 2,080,690 1,401,882 893,143
2,296,863 1,610,000 2,000,000 1,750,000 1,750,000
3,644 2,500 6,500 9,100 9,100
- - - - -
- - - - -
150,000 150,000 150,000 150,000 150,000
$4,493,484 $3,843,190 $4,237,190 $3,310,982 $2,802,243
77,682 118,518 100,000 106,608 106,788
36,597 56,572 46,000 41,960 42,029
Supplies - - - - -
583 300 300 680 700
2,285,074 2,676,768 2,676,768 2,256,000 2,255,998
12,480 12,240 12,240 11,925 12,239
378 - - 666 516
2,080,691 978,792 1,401,882 893,143 383,973
$4,493,484 $3,843,190 $4,237,190 $3,310,982 $2,802,243
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Transfer Out
Expenditures
Salaries & Wages
Investment Income
Miscellaneous Revenue
Bond Proceeds
Operating Transfers In
Total Revenues
Beginning Fund Balance
Sales Tax On Construction
103 Local Streets
Revenues
181
2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
3,180,980 1,943,865 1,943,865 1,378,878 366,008
1,998,614 1,942,900 1,942,900 2,048,600 2,061,500
76,679 1,053,626 1,053,626 1,402,100 1,000,940
- - - - -
3,499 1,500 4,900 4,900 4,900
- - - - -
132,013 - - - -
600,000 150,000 - 300,000 -
$5,991,786 $5,091,891 $4,945,291 $5,134,478 $3,433,348
152,552 87,620 180,000 262,857 160,714
65,891 36,475 73,000 105,143 64,286
Supplies - - - - -
- 212,500 150,000 - 150,000
3,796,694 4,258,226 2,761,663 4,400,470 2,505,440
- - - - -
32,786 401,750 401,750 - -
1,943,864 95,319 1,378,878 366,008 552,908
$5,991,786 $5,091,891 $4,945,291 $5,134,478 $3,433,348
Ending Fund Balance
Total Expenditures
Capital Outlay
Interfund Payments For Service
Transfer Out
Expenditures
Salaries & Wages
Total Revenues
Beginning Fund Balance
Utility Taxes
Federal Grants
State Funds
Investment Income
Personnel Benefits
Services & Charges
105 Arterial Street
. Preservation
Revenues
Bond Proceeds
Miscellaneous Revenue
Operating Transfers In
182
2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Funds
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
31,371 48,456 48,456 48,516 48,716
70,972 55,000 55,000 55,000 55,000
60 60 60 200 200
$ 102,403 $ 103,516 $ 103,516 $ 103,716 $ 103,916
2,143 4,200 4,200 4,200 4,200
51,804 50,800 50,800 50,800 50,800
48,456 48,516 48,516 48,716 48,916
$ 102,403 $ 103,516 $ 103,516 $ 103,716 $ 103,916
Ending Fund Balance
Total Expenditures
121 Business
. Improvement Area
Revenues
Services & Charges
Expenditures
Supplies
Investment Income
Total Revenues
Beginning Fund Balance
Business Improvement Area
183
2017-2018 Biennial Budget Section IV: Operating Budget
WATER UTILITY
Mission Statement
Provide for the efficient, environmentally sound, and safe management of the existing and future
water system within Auburn’s service area.
Department Overview
The Water Utility is responsible for providing potable water to Auburn’s customers that meets or
exceeds the regulations and recognized standards of today and into the future by efficiently
administering, operating, and maintaining the water supply system. The utility will also continue to
enhance its customer service through public education and information. A primary responsibility of
the utility is implementing the Comprehensive Water Plan.
2015 & 2016 Accomplishments
• Completed the update to the Comprehensive Water System Plan.
• Completed construction of the Well 1 Improvements project.
• Completed design and construction of the Muckleshoot Indian Tribe Master Meters project.
• Completed design of the West Hill Springs Improvements project.
• Completed construction of the Well 4 Power and Chlorination project.
• Completed construction of the Valley AC Main Replacement project.
• Completed construction of the Lakeland Hills Reservoir 5 improvements project.
• Initiated pre-design of Coal Creek Springs Transmission Main Replacement project.
• Completed software installation and began meter change-out for the Water Utility Meter &
Billing System Improvements project.
• Started design of improvements to return Wells 2 and 6 to full operation.
• Initiated design of the Lea Hill Pressure Reducing Valve Station Improvements project.
• Continued to implement conservation initiatives.
• Continued to replace undersized pipes for fire flow improvements and pipes in poor condition in
conjunction with transportation and utility projects.
• Continued monitoring system losses and fixing leaks when found.
2017 & 2018 Objectives
• Utilize CarteGraph as a work order management system and continue to develop Standard
Operating Procedures (SOPs) for updating databases in CarteGraph and Geographic Information
Systems (GIS) and Springbrook.
• Complete construction of the West Hill Springs Improvements project.
• Complete design and construction of the Lea Hill Pressure Reducing Valve Station Improvements
project.
• Complete design and construction of the Fulmer Well Field Improvements project.
• Complete design and construction of the Coal Creek Springs Transmission Main Replacement
project.
• Complete implementation of the Water Utility Meter & Billing System Improvements project.
• Initiate pre-design of the Coal Creek Springs Rehabilitation project.
• Initiate design of the Green River Pump Station Emergency Power project.
• Initiate pre-design of the Algona Well 1 Decommissioning project.
• Continue Unidirectional Flushing program in the Valley service area.
• Reduce the need to purchase water from Tacoma Water for normal daily demands and use this
source for emergency and maintenance purposes only.
184
2017-2018 Biennial Budget Section IV: Operating Budget
• Continue to upgrade the asset management databases through records evaluation and field
investigation.
• Continue to replace undersized pipes for fire flow improvements and pipes in poor condition in
conjunction with transportation and utility projects.
• Prepare for new water quality requirements.
• Continue to review properties with the Finance and Innovation & Technology departments to
assure each developed property connected to the water system is billed for water, and that the
status of use is accurately reflected as the occupancy status changes to address issues such as
foreclosure, fire, etc.
• The water conservation program’s goal is to reduce water use by 1% per year from current usage
levels until the conservation goal is reached in 2019.
185
2017-2018 Biennial Budget Section IV: Operating Budget
This indicator measures the complaint rates experienc ed by the utility with individual quantification of those
related to customer service and those related to core utility services.This measure is expressed as complaints per
1,000 population.
Residential Consumption
One of the major goals for the water c onservation program is to reduce water consumption per service
connection through public education, technical assistance, system measures and incentives.
PERFORMANCE MEASURES - WATER FUND
System Losses
A program was developed to minimize losses in the system which include leak detection and meter
testing/replacement.System loss is the amount of water produced less the amount of water sold or authorized
for beneficial use.
Customer Service Complaints per 1,000 Population
0.0%
4.0%
8.0%
12.0%
16.0%
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
9.7%
5.5%5.2%
6.8%7.0%
7.0%
System Losses (Percent of Production)
0.00%
0.05%
0.10%
0.15%
0.20%
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
0.11%
0.05%0.06%0.05%
0.10%0.10%
Customer Service Complaint % per 1,000 Customers
0
75
150
225
300
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
173 174 179 179 177 175
Consumption -Gallons/Day per Residential Connection
186
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital
430 430 430 430 430
OPERATING FUND:460 460 460 460 460
OPERATING REVENUES
343.400 Water Sales 13,983,611 13,527,906 13,527,906 14,551,560 15,021,500
343.430 Other Charges for Service 241,784 170,876 170,876 178,951 181,931
361.100 Interest Earnings 19,431 7,735 7,735 10,000 10,000
396/399 Miscellaneous Revenue 1,670,873 206,854 206,854 212,939 219,024
TOTAL OPERATING REVENUES 15,915,699$ 13,913,371$ 13,913,371$ 14,953,450$ 15,432,455$
OPERATING EXPENDITURES
548.000.10 Salaries & Wages 2,766,962 2,587,276 2,587,276 2,688,501 2,796,731
548.000.20 Benefits 1,160,362 1,251,312 1,251,312 1,314,301 1,414,414
548.000.30 Supplies 300,355 321,994 321,994 334,444 334,244
548.000.40 Other Service Charges 5,059,024 5,185,175 5,185,175 4,868,480 4,965,750
548.000.50 Intergovernmental Services - - - - -
597.100.55 Operating Transfers Out 203,642 133,960 133,960 1,210,280 1,457,291
548.000.60 Capital 7,467,240 - - - -
548.000.75 Debt Service Principal 1,409,864 1,702,563 1,702,563 1,732,527 1,760,291
548.000.83 Debt Service Interest 606,837 1,006,253 1,006,253 1,345,282 1,313,575
590.100.05 Net Increase in Restricted Assets 416,378 - - - -
548.000.90 Interfund Payments for Service 1,291,240 1,276,967 1,276,967 1,422,716 1,422,040
TOTAL OPERATING EXPENDITURES 20,681,904$ 13,465,499$ 13,465,499$ 14,916,531$ 15,464,336$
REVENUES LESS EXPENDITURES (4,766,204)$ 447,873$ 447,873$ 36,919$ (31,881)$
BEGINNING WORKING CAPITAL - January 1 14,027,406 4,191,201 4,191,201 4,639,074 4,675,993
ENDING WORKING CAPITAL - December 31 9,261,201 4,639,074 4,639,074 4,675,993 4,644,112
NET CHANGE IN WORKING CAPITAL (*)(4,766,204)$ 447,872$ 447,872$ 36,919$ (31,881)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income - 1,265 1,265 - -
396.101 Capital-System Development - 350,000 350,000 1,000,000 1,250,000
382.200 Revenue Bond Proceeds - 3,050,000 3,000,000 5,000,000 2,500,000
391.800 Intergovernmental Loan - 1,020,037 1,020,037 - -
397.100 Operating Transfer In - - - 1,200,000 1,250,000
396/399 Other Revenues - - - - -
TOTAL CAPITAL REVENUES -$ 4,421,302$ 4,371,302$ 7,200,000$ 5,000,000$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages - 245,725 245,725 382,143 307,857
590.100.20 Benefits - 81,637 81,637 152,857 123,143
590.100.6 Construction Projects - 9,160,179 9,061,901 5,670,986 4,605,586
590.100.55 Operating Transfers Out - - 50,000 50,000 50,000
TOTAL CAPITAL EXPENDITURES -$ 9,487,541$ 9,439,263$ 6,255,986$ 5,086,586$
BEGINNING WORKING CAPITAL - January 1 - 5,070,000 5,070,000 2,039 946,053
ENDING WORKING CAPITAL - December 31 - 3,761 2,039 946,053 859,467
NET CHANGE IN WORKING CAPITAL (*)-$ (5,066,239)$ (5,067,961)$ 944,014$ (86,586)$
Total Change in Working Capital (4,766,204)$ (4,618,366)$ (4,620,088)$ 980,933$ (118,467)$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
430 Water
(includes 460 Water - Capital)
City of Auburn
2015
Actual
2016
Amended
Budget
2016
Estimated
187
2017-2018 Biennial Budget Section IV: Operating Budget
Department Employees
430 Water FTEs 2014 2015 2016 2017 2018
Water FTEs 24.00 23.00 23.00 23.00 23.00
TOTAL WATER FTEs 24.00 23.00 23.00 23.00 23.00
Full Time Equivalent (FTE)
-1.0 FTE - In 2015, the SCADA Technician that was approved in 2014 was moved from the Water Fund to ER&R.
188
2017-2018 Biennial Budget Section IV: Operating Budget
SEWER UTILITY
Mission Statement
Provide for efficient, environmentally sound, and safe management of the existing and future sanitary
sewer waste needs of the City of Auburn.
Department Overview
Some of the key administrative and engineering duties include comprehensive system planning,
interaction with and regulation of development, implementing capital improvement projects, asset
management, and system budget management. Operational duties include general system
maintenance, minor repair and construction, and day-to-day operation. The City is responsible for
the collection and transmission of effluent to King County trunk lines. Auburn contracts with King
County for effluent treatment and disposal.
2015 & 2016 Accomplishments
• Completed the update of the utility’s hydraulic model and the Comprehensive Sewer Plan.
• Completed the 2015 repair and replacement project.
• Completed the installation of generators so that all sewer pump stations now have backup
power.
• Upgraded the wet wells at several sewer pump stations to enable more effective access and
maintenance.
• Restored cathodic protection for the buried steel drywells at City sewer pump stations.
• Continued to upgrade the asset management databases through records evaluation and field
investigation.
• Identified areas for further investigation regarding infiltration and inflow.
• Continued to review service properties with Finance and the Innovation & Technology
department to assure each developed property connected to the system has a sewer billing
account in Springbrook.
• Engaged in regular preventative maintenance activities.
• Incorporated an off-road, tracked machine capable of extending jetting operations into hard-to-
reach manholes in easements.
• Executed a system of cross training maintenance staff, enabling a more continuous use of
equipment such as closed-circuit television equipment and the jet/Vactor truck.
• Trained staff in the use of National Association of Sewer Service Companies (NASSCO) sewer line
inspection standards to enhance the consistency of pipe condition data.
• Completed a formal comprehensive evaluation of the components of the sewer pump stations.
2017 & 2018 Objectives
• Increase the completeness and accuracy of the sewer utility assets through records review,
inspection, and use of Utility GIS Inventory Technicians.
• Work with Innovation & Technology to coordinate the use of the Cartegraph and Pipelogix asset
management tools.
• Evaluate the City’s current vactor decant operations to determine the cost effectiveness of our
current and alternative procedures.
• Begin design of sewer pump station improvements in anticipation of construction in 2019.
• Assess the condition of the City’s inverted siphons, especially at the river crossings.
• Assess the condition of the City’s larger diameter lines.
• Complete transfer of the monitoring, alarming, and data acquisition tasks for the 22nd Street and
R Street sewer pump stations to the City’s new Supervisory Control and Data Acquisition
(SCADA) and telemetry system.
• Engage in regular preventive maintenance activities.
189
2017-2018 Biennial Budget Section IV: Operating Budget
Routine inspections and spot repairs of sewer pipe should result in fewer major repairs and reduce incidents of
back-ups or other major problems.Remote inspection provides the important information that determines
capital projects in the following year.
Manhole Inspections
Inspection of manholes gives a quick visual observation of the sewer system function.By increasing inspections
potential sewer blockages, infiltration & inflow and surcharging can be observed.
PERFORMANCE MEASURES - SEWER FUND
Linear Feet of Sanitary Sewer Pipe Cleaned
Pipe cleaning is conducted using a high-pressure sewer jet to scour &remove debris from the inside of the
pipelines.
Linear Feet of Sanitary Sewer Remotely Inspected
0
100
200
300
400
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
288
250
152
201 210 210
Linear Feet Cleaned (Thousands of Feet)
0
75
150
225
300
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
179 160 152
201 210 210
Linear Feet Remotely Inspected (Thousands of Feet)
0
1,500
3,000
4,500
6,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
3,271
1,500
675 845
1,300 1,300
Manhole Inspections
190
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
431 431 431 431 431
OPERATING FUND:461 461 461 461 461
OPERATING REVENUES
343.400 City Sewer Service 7,820,204 7,656,353 7,656,353 7,961,900 8,001,700
343.430 Other Charges for Service 213,816 191,530 191,530 140,541 140,400
361.100 Interest Earnings 19,488 10,697 10,697 20,000 20,000
396/399 Miscellaneous Revenue 850,635 70,128 70,128 72,849 75,570
TOTAL OPERATING REVENUES 8,904,143 7,928,708 7,928,708 8,195,290 8,237,670
OPERATING EXPENDITURES
548.000.10 Salaries & Wages 1,749,830 1,758,478 1,758,478 1,742,176 1,806,731
548.000.20 Benefits 776,885 871,146 871,146 842,110 905,351
548.000.30 Supplies 94,980 130,500 130,500 136,750 136,550
548.000.40 Other Service Charges 2,370,509 2,723,275 2,723,275 2,842,890 2,893,471
548.000.50 Intergovernmental Services 4,637 9,500 9,500 9,500 9,500
597.100.55 Operating Transfers Out 190,371 3,162,508 3,162,508 1,295,292 191,420
548.000.60 Capital 2,191,892 - 0 0 0
548.000.75 Debt Service Principal 442,927 541,127 541,127 541,127 550,947
548.000.83 Debt Service Interest 277,923 277,082 277,082 276,483 264,928
590.100.05 Net Increase in Restricted Assets 315,880 - 0 0 0
548.000.90 Interfund Payments for Service 971,733 952,338 952,338 1,039,865 1,034,321
TOTAL OPERATING EXPENDITURES 9,387,567 10,425,954 10,425,954 8,726,193 7,793,219
REVENUES LESS EXPENDITURES (483,423) (2,497,246) -2,497,246 -530,903 444,451
BEGINNING WORKING CAPITAL - January 1 13,346,282 4,262,859 4,262,859 1,765,613 1,234,710
ENDING WORKING CAPITAL - December 31 12,862,859 1,765,613 1,765,613 1,234,710 1,679,161
NET CHANGE IN WORKING CAPITAL (*)(483,423) (2,497,246) -2,497,246 -530,903 444,451
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income - 2,303 2,303 - -
396.101 Capital-System Development - 240,000 240,000 500,000 600,000
382.200 Revenue Bond Proceeds - - - - -
397.100 Operating Transfer (from Operations)- 3,000,000 3,000,000 1,000,000 -
396/399 Other Revenues - - - - -
TOTAL CAPITAL REVENUES - 3,242,303 3,242,303 1,500,000 600,000
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages - 230,786 230,786 86,429 87,857
590.100.20 Benefits - 76,412 76,412 34,571 35,143
590.100.6 Construction Projects - 3,831,262 3,731,986 1,260,900 1,241,000
590.100.55 Operating Transfers Out - - 50,000 50,000 50,000
TOTAL CAPITAL EXPENDITURES - 4,138,460 4,089,184 1,431,900 1,414,000
BEGINNING WORKING CAPITAL - January 1 - 8,600,000 8,600,000 7,753,119 7,821,219
ENDING WORKING CAPITAL - December 31 - 7,703,843 7,753,119 7,821,219 7,007,219
NET CHANGE IN WORKING CAPITAL (*)- (896,157) (846,881) 68,100 (814,000)
Total Change in Working Capital (483,423) (3,393,403) (3,344,127) (462,803) (369,549)
(*) Working Capital = Current Assets
minus Current Liabilities 14,564,414
2017
Budget
2018
Budget
431 Sewer
(includes 461 Sewer - Capital) 2015
Actual
2016
Amended
Budget
2016
Estimated
191
2017-2018 Biennial Budget Section IV: Operating Budget
Department Employees
431 Sewer FTEs 2014 2015 2016 2017 2018
Sewer FTEs 10.00 10.00 10.00 10.00 10.00
TOTAL SEWER FTEs 10.00 10.00 10.00 10.00 10.00
Full Time Equivalent (FTE)
192
2017-2018 Biennial Budget Section IV: Operating Budget
STORM UTILITY
Mission Statement
Provide environmentally sound and effective management of the surface and shallow ground water
in the City of Auburn for the protection and welfare of the public.
Department Overview
Key administrative and engineering duties include comprehensive system planning, compliance with
governmental regulations, review of development applications, conception and implementation of
capital improvement projects, and system budget management. Key operational duties include
general system maintenance, minor repair and construction, and day-to-day operations. The City is
responsible for the collection, transmission, treatment, and disposal of surface waters to Mill Creek
and the Green and White Rivers.
2015 & 2016 Accomplishments
• Continued compliance with the National Pollution Discharge Elimination System (NPDES) Phase II
permit elements, including participating in public education events, inspection of public and
private facilities, enforcement of maintenance standards, responding to illicit discharges, and
annual reporting to the Department of Ecology.
• Completed the implementation of the NPDES Phase II requirements related to Low Impact
Development and adoption of Storm Water Standards.
• Completed the update to the Comprehensive Storm Drainage Plan.
• Completed the mandated reporting for the Puyallup River Watershed Fecal Coliform Total
Maximum Daily Load (TMDL) as required by the Washington State Department of Ecology
(WSDOE) and the Environmental Protection Agency (EPA).
• Continued the storm drainage inventory process to improve the utility records and system maps
by performing records evaluation and field investigations utilizing Global Positioning Satellite
(GPS) equipment.
• Continued to upgrade the asset management databases through records evaluation and field
investigation to create a risk assessment model, hydraulic model, and infrastructure map for City
use.
• Replaced and/or installed new storm drainage conveyance capacity improvements in conjunction
with the Arterial Street and Local Street Improvement projects.
• Completed Phase 2 of the Auburn Way South conveyance improvement, thereby reducing
flooding conditions at the Burlington Northern and Santa Fe railroad underpass.
• Completed construction of 30th Street NE Area Flooding Project - Phase I to relieve flooding in
the vicinity of the Auburn Municipal Airport and surrounding areas.
• Continued to implement and manage the City’s West Nile Virus abatement program at the City’s
constructed stormwater ponds.
• Completed the storm drainage system at the Maintenance & Operations facility to provide
additional detention storage and water quality enhancements. The improvements included Low
Impact Development (LID) techniques to reduce total runoff and expanding of the decant waste
facility to reduce the overall disposal cost to the utility.
• Provided support to the Auburn Municipal Airport to maintain compliance with the Washington
State Department of Ecology Industrial Stormwater General Permit.
• Continued management of the City’s capital project wetland mitigation site monitoring program.
193
2017-2018 Biennial Budget Section IV: Operating Budget
2017 & 2018 Objectives
• Continue to improve utility records and system maps for asset management by performing
records evaluation and field investigations.
• Complete the storm drainage inventory process and utility records thereby improving the overall
management of City storm assets.
• Continue to improve overall system performance by continuing the citywide ditch maintenance
and pond cleaning and rehabilitation programs to remove accumulated sediment and vegetation.
• Maintain compliance with our catch basin inspection and cleaning program as mandated by the
NPDES Phase II Permit.
• Provide ongoing spill response and detection of illicit storm system connections and discharges as
required by the NPDES Phase II permit.
• Fully implement the use of CarteGraph as a work order management system and complete the
development of Standard Operating Procedures (SOPs) for updating databases for CarteGraph
and the Geographic Information System (GIS) to allow for engineering and maintenance staff to
edit and track operations of the existing storm infrastructure.
• Continue to replace and/or install new storm drainage conveyance capacity improvements in
conjunction with the arterial and local street improvement projects.
• Continue to implement and manage the City’s West Nile Virus abatement program at the City’s
constructed stormwater ponds.
• Participate in future TMDL reporting as required by the Washington State Department of Ecology
(WSDOE) and the Environmental Protection Agency (EPA).
• Update the Municipal Airport Stormwater Pollution Prevention Plan and continue to provide
support to maintain Industrial Stormwater General Permit compliance.
• Continue to manage the City’s capital project wetland mitigation site monitoring program.
• Manage and implement a public education and outreach program to provide illicit discharge spill
kits to targeted businesses throughout the City.
194
2017-2018 Biennial Budget Section IV: Operating Budget
This performance measure reflects the reprioritization of storm work forces to meet NPDES requirements to
inspect and clean all catch basins during the permit cycle.
Catch Basin Inspection
The NPDES permit requires the inspection of all catch basins within the City during a permit cycle period.The
2017 and 2018 goal is based on the anticipated annual average required to meet permit conditions.
PERFORMANCE MEASURES - STORM DRAINAGE FUND
Tons of Debris Hauled
Initial projected increase due to NPDES requirements to inspect and clean, as necessary,all catch basins within the
City during the permit cycle period.The 2017 and 2018 goal is based on the annual average required to meet
permit conditions.
Acres of Storm Drainage Ponds Maintained
0
400
800
1,200
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
1,064
1,035
1,026
1,050 1,200 1,200
Tons of Debris Hauled
0
200
400
600
800
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
600 600 600 605 610 610
Acres of Ponds Maintained
-
1,250
2,500
3,750
5,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
2,607
2,252
2,630 2,560 2,560
5,000
Catch Basin Inspection
195
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
432 432 432 432 432
OPERATING FUND:462 462 462 462 462
OPERATING REVENUES
343.400 Storm Service Charge 9,031,907 9,038,680 9,038,680 9,086,300 9,086,300
343.430 Other Charges for Service 550,832 112,807 112,807 156,376 156,376
361.100 Interest Earnings 24,258 13,865 13,865 15,000 15,000
396/399 Miscellaneous Revenue 3,183,271 108,674 108,674 60,951 63,226
TOTAL OPERATING REVENUES 12,790,268 9,274,026 9,274,026 9,318,627 9,320,902
OPERATING EXPENDITURES
548.000.10 Salaries & Wages 2,667,487 2,397,119 2,397,119 2,500,996 2,607,943
548.000.20 Benefits 1,163,877 1,224,350 1,224,350 1,233,452 1,328,677
548.000.30 Supplies 62,295 94,300 94,300 94,750 94,550
548.000.40 Other Service Charges 1,338,730 1,670,215 1,670,215 1,708,290 1,725,779
548.000.50 Intergovernmental Services 64,239 113,000 113,000 83,000 83,000
597.100.55 Operating Transfers Out 198,781 2,302,980 2,302,980 1,782,752 1,501,292
548.000.60 Capital 6,250,232 - - - -
548.000.75 Debt Service Principal 423,302 413,162 413,162 413,162 425,578
548.000.83 Debt Service Interest 153,180 360,525 360,525 361,418 350,697
590.100.05 Net Increase in Restricted Assets 1,367,211 - - - -
548.000.90 Interfund Payments for Service 1,337,047 1,312,518 1,312,518 1,441,066 1,444,254
TOTAL OPERATING EXPENDITURES 15,026,380 9,888,169 9,888,169 9,618,886 9,561,770
REVENUES LESS EXPENDITURES (2,236,112) (614,143) (614,143.32) (300,259) (240,868)
BEGINNING WORKING CAPITAL - January 1 16,051,080 2,691,382 2,691,382 2,077,239 1,776,980
ENDING WORKING CAPITAL - December 31 13,814,969 2,077,239 2,077,239 1,776,980 1,536,112
NET CHANGE IN WORKING CAPITAL (*)(2,236,112) (614,143) (614,143) (300,259) (240,868)
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income - 2,135 2,135 - -
396.101 Capital-System Development - 350,000 350,000 500,000 600,000
382.200 Revenue Bond Proceeds - - - - -
397.100 Operating Transfer (from Operations)- 2,000,000 2,000,000 1,400,000 1,200,000
396/399 Other Revenues - 307,806 307,806 - -
TOTAL CAPITAL REVENUES - 2,659,941 2,659,941 1,900,000 1,800,000
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages - 294,980 294,980 152,143 95,714
590.100.20 Benefits - 97,969 97,969 60,857 38,286
590.100.60 Construction Projects - 4,390,563 2,874,649 2,426,200 1,352,000
590.100.55 Operating Transfers Out - - 50,000 156,000 50,000
TOTAL CAPITAL EXPENDITURES - 4,783,512 3,317,598 2,795,200 1,536,000
BEGINNING WORKING CAPITAL - January 1 - 11,900,000 11,900,000 11,242,343 10,347,143
ENDING WORKING CAPITAL - December 31 - 9,776,429 11,242,343 10,347,143 10,611,143
NET CHANGE IN WORKING CAPITAL (*)- (2,123,571) (657,657) (895,200) 264,000
Total Change in Working Capital (2,236,112) (2,737,714) (1,271,800) (1,195,459) 23,132
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
432 Storm Drainage
(includes 462 Storm Drainage - Capital) 2015
Actual
2016
Amended
Budget
2016
Estimated
196
2017-2018 Biennial Budget Section IV: Operating Budget
Department Employees
432 Storm FTEs 2014 2015 2016 2017 2018
Storm FTEs 10.00 10.00 10.00 10.00 10.00
TOTAL STORM FTEs 10.00 10.00 10.00 10.00 10.00
Full Time Equivalent (FTE)
197
2017-2018 Biennial Budget Section IV: Operating Budget
SEWER METRO UTILITY
Department Overview
The City of Auburn contracts with King County’s Wastewater Treatment Division (WTD) for sewage
treatment and disposal. The City pays King County for these services based on the County’s monthly
sewer rate and the number of customers served; the cost is then passed directly on to consumers. In
2013, the Sewer Metro Utility Fund was created in an effort to track these revenues and expenditures
separately from the City-owned and operated Sewer utility.
2015 & 2016 Accomplishments
• Made improvements to how the Quarterly Report of Sewerage Customers is prepared.
• Identified new accounts that require special setup for accurate reporting to King County.
• Participated in King County WTD audit of sewer customer reporting.
2017 & 2018 Objectives
• Continue to prepare the Quarterly Report of Sewerage Customers in a timely manner.
• Continue to identify new accounts that require special setup for accurate reporting to King
County.
198
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
433 433 433 433 433
OPERATING FUND:- - 463 463
OPERATING REVENUES
343.531 Metro Service Charge 15,704,127 15,757,687 15,757,687 16,537,490 17,439,923
343.532 Metro Industrial Charge 586,882 575,000 575,000 700,000 750,000
361.110 Interest Earnings 1,630 700 700 1,000 1,000
399.100 Miscellaneous Revenue - - - - -
TOTAL OPERATING REVENUES 16,292,639$ 16,333,387$ 16,333,387$ 17,238,490$ 18,190,923$
OPERATING EXPENDITURES
535.000.10 Salaries & Wages - - - - -
535.000.20 Benefits - - - - -
535.000.30 Supplies - - - - -
535.000.40 Other Service Charges - - - - -
535.000.50 Intergovernmental Services 16,034,521 16,517,200 16,317,200 17,294,700 18,250,200
535.000.60 Capital - - - - -
535.000.75 Debt Service Principal - - - - -
535.000.83 Debt Service Interest - - - - -
535.000.90 Interfund Operating Rentals & Supplies - - - - -
TOTAL OPERATING EXPENDITURES 16,034,521$ 16,517,200$ 16,317,200$ 17,294,700$ 18,250,200$
REVENUES LESS EXPENDITURES 258,118$ (183,813)$ 16,187$ (56,210)$ (59,277)$
BEGINNING WORKING CAPITAL - January 1 2,100,400 2,358,518 2,358,518 2,374,705 2,318,495
ENDING WORKING CAPITAL - December 31 2,358,518 2,174,705 2,374,705 2,318,495 2,259,218
NET CHANGE IN WORKING CAPITAL (*)258,118$ (183,813)$ 16,187$ (56,210)$ (59,277)$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
433 Sewer Metro 2015
Actual
2016
Amended
Budget
2016
Estimated
199
2017-2018 Biennial Budget Section IV: Operating Budget
AIRPORT FUND
Vision
To identify, analyze, develop and implement value-added airport systems solutions and services.
Mission
To provide the citizens and users a quality aviation facility with needed services and products in a safe
and secure environment.
Department Overview
The Auburn Municipal Airport provides hangar and tie-down facilities, which will accommodate over
370 based aircraft. The City has long-term land-only leases which provide for private condominium-
type aircraft hangars and one maintenance facility. In addition, there are several businesses operating
on the airfield that provide aviation-related services to the public and users of the Airport. The City
contracts for the operations and management of the Airport including aircraft tie-downs, hangars and
facility leases, as well as the daily management, maintenance, and operation of the fuel facility.
2015 & 2016 Accomplishments
• Completed the transfer of management of this fund from Finance to Community Development
and Public Works in 2016.
• Continued to campaign the value of the Airport to citizens and surrounding area.
• Continued to advertise regionally to promote the use of the Auburn Municipal Airport as an
alternative to Boeing, Renton and Tacoma.
• Continued to pursue state and federal grant opportunities.
• Completed approximately 500,000 square feet of asphalt repair, rehab and seal coat of the
runway, taxiway, taxi lanes and aircraft parking areas.
• Administered a Request for Proposal (RFP) process and negotiated new contract for airport
management services.
• Removed trees on the west side of the airport property within the object-free area.
• Completed the update to the Airport Master Plan.
• Completed the Wildlife Hazard Assessment and implemented the Wildlife Hazard Plan.
• Completed the South T-Hangar Row 3 project to retrofit existing airplane hangars into enclosed
hangars in order to increase cash flow and accommodate more aircraft.
• Completed the Airport Obstruction Survey/Advanced Ground Information System (AGIS) Survey.
• Completed Environmental Assessment/Categorical Exclusions (CATEX) Report for north and south
runway enhancements.
2017 & 2018 Objectives
• Evaluate the need for additional hangar retrofit to closed hangars.
• Promote Request for Proposal for aeronautical business development at the Airport.
• Apply to the FAA for replacement of obsolete Visual Approach Slope Indicator (VASI) with new
FAA-approved Precision Approach Path Indicator (PAPI) Systems.
• Secure funding for and complete the design and Construction of the Runway Enhancement
project.
• Continue efforts to support Jet A fuel sales at the Airport.
• Complete annual repairs and maintenance as needed.
• Maintain compliance with the Airport’s Industrial Storm Water Permit requirements.
200
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
435 435 435 435 435
OPERATING FUND:465 465 465 465 465
OPERATING REVENUES
341.930 Airport Security Service 17,078 15,500 15,500 16,000 16,000
344.604 Flowage Fee 16,080 12,000 12,000 28,000 28,000
362.501 Property Leases 205,281 217,700 217,700 238,000 244,000
362.502 Tie Down & Hangar Rent 491,059 502,200 502,200 525,800 536,300
362.503 Fuel Facility Rent - - - - -
369.900 Investment Income 1,238 969 969 2,500 2,500
331/334 Federal and State Grants 64,820 - - - -
369.900 Miscellaneous Revenue 12,532 500 500 3,000 3,000
TOTAL OPERATING REVENUES 808,087$ 748,869$ 748,869$ 813,300$ 829,800$
OPERATING EXPENDITURES
546.000.10 Salaries & Wages 26,448 25,723 25,723 - -
546.000.20 Benefits 9,335 10,496 10,496 - -
546.000.30 Supplies 4,818 2,000 2,000 2,500 2,500
546.000.40 Other Service Charges 448,450 463,050 463,050 484,950 498,550
546.000.50 Intergovernmental Services - 150,000 150,000 - -
546.000.60 Capital 348,270 - - - -
546.000.75 Debt Service Principal 151,605 189,947 189,947 165,000 175,000
546.000.83 Debt Service Interest 41,834 35,693 35,693 23,850 16,425
590.100.05 Net Increase in Restricted Assets 17,660 - - - -
546.000.90 Interfund Payments for Service - - - 1,400 1,500
TOTAL OPERATING EXPENDITURES 1,048,420$ 876,908$ 876,908$ 677,700$ 693,975$
REVENUES LESS EXPENDITURES (240,333)$ (128,039)$ (128,039)$ 135,600$ 135,825$
BEGINNING WORKING CAPITAL - January 1 756,938 316,604 316,604 188,565 324,165
ENDING WORKING CAPITAL - December 31 516,605 188,565 188,565 324,165 459,990
NET CHANGE IN WORKING CAPITAL (*)(240,333)$ (128,039)$ (128,039)$ 135,600$ 135,825$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income - 31 31 - -
465.000 Federal and State Grants - 263,834 263,834 316,667 1,741,667
397.100 Operating Transfers In - 150,000 150,000 - -
396/399 Other Revenues - 14,456 14,456 - -
TOTAL CAPITAL REVENUES -$ 428,321$ 428,321$ 316,667$ 1,741,667$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages - - - 21,429 106,429
590.100.20 Benefits - - - 8,571 42,571
590.100.6 Construction Projects - 469,911 469,911 333,334 1,704,334
590.100.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES -$ 469,911$ 469,911$ 363,334$ 1,853,334$
BEGINNING WORKING CAPITAL - January 1 - 200,000 200,000 158,410 111,743
ENDING WORKING CAPITAL - December 31 - 158,410 158,410 111,743 76
NET CHANGE IN WORKING CAPITAL (*)-$ (41,590)$ (41,590)$ (46,667)$ (111,667)$
Total Change in Working Capital (240,333)$ (169,629)$ (169,629)$ 88,933$ 24,158$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
435 Airport
(includes 465 Airport - Capital) 2015
Actual
2016
Amended
Budget
2016
Estimated
201
2017-2018 Biennial Budget Section IV: Operating Budget
EQUIPMENT RENTAL
Mission Statement
The mission of Equipment Rental is to provide all City departments with a safe and reliable fleet and
the fleet support services that each department needs to perform its mission.
Department Overview
Equipment Rental is responsible for the maintenance, servicing, acquisition, and disposition of the
City’s vehicle and equipment fleet. Central Stores is a component of Equipment Rental and is
responsible for procuring, storing, and distributing supplies and material for many City operations.
Central Stores also maintains the City’s fuel storage and access system.
2015 & 2016 Accomplishments
• Continued to improve fleet fuel economy by expanding the use of Zonar fleet management
technology and continued use of the “no idle” policy.
• Continued to find ways to extend vehicle life above industry standard by performing more
proactive preventive maintenance.
• Monitored the newly purchased Compressed Natural Gas (CNG) vehicle to determine if it is an
efficient alternative fuel option for use in the fleet.
• Continued to develop an overall level of service/customer service plan for Equipment Rental and
Central Stores.
2017 & 2018 Objectives
• Investigate fuel systems for replacement in next budget cycle.
• Continue to improve fleet fuel economy using new technologies and policies.
• Investigate alternative fuel options, such as propane and electric/gasoline hybrid vehicles for fleet
fuel efficiency.
• Utilize customer service surveys and alternative feedback measures from customers to continue to
improve overall level of service.
• Expedite Equipment Rental and Central Stores remodel project.
• Develop interactive vehicle replacement schedules for a better customer experience.
202
2017-2018 Biennial Budget Section IV: Operating Budget
Number of Additional Maintenance Performed during Preventative Maintenance
Services
Unscheduled maintenance are repairs that were not planned.The majority of these repairs take place following
a Preventative Maintenance inspection, thereby preventing a more costly repair due to system failures.
A preventative maintenance service is a systematic inspection and service of vehicles and equipment, completed at
predetermined intervals, to detect mechanical problems prior to system failures, resulting in extended lifecycles.
PERFORMANCE MEASURES - EQUIPMENT RENTAL FUND
Vehicle Life Cycle Averages
Life cycles are based on industry standards by vehicle type and vehicle use.We have kept our life cycles above
industry standards through proactive preventative maintenance, enabling us to get the most from our vehicles
with the least investment.
Number of Preventative Maintenance Services Performed
0.0
3.0
6.0
9.0
12.0
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
8.0 8.5 8.0
10.0 9.0 9.0
Average Vehicle Life Cycles
0
175
350
525
700
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
497
476
524
446 460 460
Maintenance Services Performed
0
500
1,000
1,500
2,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
1,041
1,430
1,720 1,650 1,700 1,750
Unscheduled Maintenance Performed
203
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
550 550 550 550 550
OPERATING FUND:560 560 560.00 560 560
OPERATING REVENUES
348.500 Fuel Sales 666,108 656,396 656,396 465,700 465,700
365.100 Interfund Rentals 1,848,845 1,822,169 1,822,169 1,797,402 1,794,625
365.110 Vehicle Replacement Revenue 989,440 893,215 893,215 - -
361.110 Investment Income 8,345 4,048 4,048 - -
397.100 Operating Transfers-In 398,112 203,997 428,997 720,000 789,058
391.504 Other Financing Sources 204,710 - - - -
388.800 Prior Year Adjustment (1,315,701) - - - -
395.100 Miscellaneous Revenue 64,813 - - - -
TOTAL OPERATING REVENUES 2,864,674$ 3,579,825$ 3,804,825$ 2,983,102$ 3,049,383$
OPERATING EXPENDITURES
548.000.10 Salaries & Wages 599,963 593,881 593,881 681,943 713,183
548.000.20 Benefits 239,583 314,545 314,545 349,650 377,216
548.000.30 Supplies 869,602 1,341,600 1,341,600 1,074,000 1,081,000
548.000.40 Other Service Charges 322,045 377,500 377,500 427,580 435,180
548.000.50 Intergovernmental Services 237,266 1,626,392 1,626,392 - -
548.000.60 Capital 1,407,611 - - - -
548.000.75 Debt Service Principal 19,119 39,107 39,107 - -
548.000.83 Debt Service Interest 2,951 5,033 5,033 3,843 2,618
548.000.90 Interfund Payments for Service 217,031 212,390 212,390 231,152 220,212
590.100.05 Net Increase in Restricted Assets (1,279,927) - - - -
TOTAL OPERATING EXPENDITURES 2,635,244$ 4,510,449$ 4,510,449$ 2,768,168$ 2,829,409$
REVENUES LESS EXPENDITURES 229,429$ (930,624)$ (705,624)$ 214,934$ 219,974$
BEGINNING WORKING CAPITAL - January 1 5,844,690 2,974,119 2,974,119 2,268,495 2,483,429
ENDING WORKING CAPITAL - December 31 6,074,119 2,043,495 2,268,495 2,483,429 2,703,403
NET CHANGE IN WORKING CAPITAL (*)229,429$ (930,624)$ (705,624)$ 214,934$ 219,974$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Interest Revenue - 1,652 1,652 - -
365.110 Vehicle Replacement Revenue - - - 1,703,631 1,703,631
391.504 Other Financing Sources - - - - -
397.100 Operating Transfers In - 2,118,926 1,893,926 106,000 -
395.100 Other Sources - - - - -
TOTAL CAPITAL REVENUES -$ 2,120,578$ 1,895,578$ 1,809,631$ 1,703,631$
CAPITAL EXPENDITURES
548.000.75 Capital Lease - Principal - - - 40,297 41,522
548.000.64 Increase In Fixed Assets - Equipment - 2,907,063 2,907,063 1,137,904 845,329
548.000.65 Increase In Fixed Assets - Construction - 723,002 723,002 620,000 620,000
548.000.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES -$ 3,630,065$ 3,630,065$ 1,798,201$ 1,506,851$
BEGINNING WORKING CAPITAL - January 1 - 3,100,001 3,100,001 1,365,513 1,376,943
ENDING WORKING CAPITAL - December 31 - 1,590,513 1,365,513 1,376,943 1,573,723
NET CHANGE IN WORKING CAPITAL (*)-$ (1,509,488)$ (1,734,487)$ 11,430$ 196,780$
Total Change in Working Capital 229,429$ (2,440,111)$ (2,440,111)$ 226,364$ 416,754$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
550 Equipment Rental
(includes 560 Equipment Rental - Capital) 2015
Actual
2016
Amended
Budget
2016
Estimated
204
2017-2018 Biennial Budget Section IV: Operating Budget
Department Employees
550 Equipment Rental FTEs 2014 2015 2016 2017 2018
Equipment Rental FTEs 12.00 12.00 12.00 12.00 12.00
TOTAL EQUIPMENT RENTAL FTEs 12.00 12.00 12.00 12.00 12.00
Full Time Equivalent (FTE)
-1.0 FTE - The Mechanic Supernumerary position was deactivated in December 2015.
1.0 FTE - In 2015, the SCADA Technician that was approved in 2014 was moved from the Water Fund to ER&R.
205
206
Police ChiefPolice ChiefPolice ChiefPolice Chief
Bob LeeBob LeeBob LeeBob Lee
137 137 137 137 FFFF....TTTT....EEEE. . . . –––– 2017201720172017
138 138 138 138 FFFF....TTTT....EEEE. . . . ---- 2018201820182018
Inspectional ServicesInspectional ServicesInspectional ServicesInspectional Services
CommanderCommanderCommanderCommander
Assistant Police Assistant Police Assistant Police Assistant Police
ChiefChiefChiefChief
InvestigationsInvestigationsInvestigationsInvestigations
CommanderCommanderCommanderCommander
AdminAdminAdminAdmin. . . . ServicesServicesServicesServices
CommanderCommanderCommanderCommander
Police RecordsPolice RecordsPolice RecordsPolice Records
ManagerManagerManagerManager
PatrolPatrolPatrolPatrol
Patrol SgtsPatrol SgtsPatrol SgtsPatrol Sgts.(.(.(.(6666))))
Patrol Officers Patrol Officers Patrol Officers Patrol Officers ((((67676767) ) ) )
Traffic UnitTraffic UnitTraffic UnitTraffic Unit
Sergeant Sergeant Sergeant Sergeant ((((1111))))
Traffic Traffic Traffic Traffic ((((5555))))
Parking Parking Parking Parking ((((2222))))
Police DepartmentPolice DepartmentPolice DepartmentPolice Department
Police ServicesPolice ServicesPolice ServicesPolice Services
Supervisors Supervisors Supervisors Supervisors ((((2222))))
Specialists Specialists Specialists Specialists ((((8888))))
Administrative Administrative Administrative Administrative
Services SergeantServices SergeantServices SergeantServices Sergeant
F.T.E. = Full-Time Equivalent
AdministrativeAdministrativeAdministrativeAdministrative
Assistants Assistants Assistants Assistants ((((2222))))
Regional Task ForceRegional Task ForceRegional Task ForceRegional Task Force
VVVV----NNNN....EEEE....T T T T ((((1111) ) ) )
TTTT----NNNN....EEEE....T T T T ((((1111))))
Auto Theft Task Force Auto Theft Task Force Auto Theft Task Force Auto Theft Task Force
((((1111))))
InvestigationsInvestigationsInvestigationsInvestigations
AdministrativeAdministrativeAdministrativeAdministrative
AssistantAssistantAssistantAssistant
Property CrimesProperty CrimesProperty CrimesProperty Crimes////
SSSS....IIII....UUUU
Sergeant Sergeant Sergeant Sergeant ((((2222))))
Detectives Detectives Detectives Detectives ((((11111111))))
Major CrimesMajor CrimesMajor CrimesMajor Crimes
Sergeant Sergeant Sergeant Sergeant ((((1111))))
Detectives Detectives Detectives Detectives ((((8888))))
PatrolPatrolPatrolPatrol
Commanders Commanders Commanders Commanders ((((2222))))
Community Community Community Community
Services Services Services Services
OfficerOfficerOfficerOfficer
Community Community Community Community
Response TeamResponse TeamResponse TeamResponse Team
OfficersOfficersOfficersOfficers
((((3333))))
Crime AnalystCrime AnalystCrime AnalystCrime Analyst
Animal Control Animal Control Animal Control Animal Control
OfficerOfficerOfficerOfficer
2017 2017 2017 2017 ((((1111))))
2018 2018 2018 2018 ((((2222))))
MIT OfficerMIT OfficerMIT OfficerMIT Officer
Evidence Evidence Evidence Evidence
TechniciansTechniciansTechniciansTechnicians
((((2222))))
207
208
2017-2018 Biennial Budget Section IV: Operating Budget
SOUTH CORRECTIONAL ENTITY (SCORE)
The South Correctional Entity (SCORE) consolidated correctional facility was established by the “member
cities” of Auburn, Burien, Des Moines, Federal Way, Renton, SeaTac and Tukwila to provide correctional
services within the jurisdiction of the member cities for the purpose of detaining arrestees and sentenced
offenders in the furtherance of public safety.
2015 & 2016 Accomplishments
• SCORE successfully completed an audit to obtain certification and compliance with the Federal and
State Prison Rape Elimination Act (PREA) in 2015.
• SCORE completed the Washington Association of Sheriffs and Police Chiefs Association (WASPC)
accreditation for jails. SCORE is the only jail in Washington State to attain this status.
• SCORE successfully trained all corrections staff in the area of Critical Incident Training. This training
educates law enforcement officers and corrections officers in interacting with persons with mental
illness.
• SCORE has continued to expand and maintain contract relationships with other agencies.
2017 & 2018 Objectives
• Continue to expand and improve efforts to reduce costs to member cities by entering contracts for
the housing of inmates from outside agencies.
• SCORE will be working on efforts to begin replacement of critical infrastructure that has become
outdated or is at the end of its life cycle.
• After determining space allocation, a remodel will occur in the front lobby to allow for expanded
administrative space.
• SCORE will begin to research and identify an electronic management system.
209
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
- - - - -
- - - - -
Supplies - - - - -
- - - - -
Intergovernmental 3,658,863 4,020,000 4,020,000 3,953,150 4,099,465
- - - - -
- 622,050 - - -
- 941,492 - - -
- - - - -
$3,658,863 $5,583,542 $4,020,000 $3,953,150 $4,099,465
Debt Service Interest
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Debt Service Principal
001.20 SCORE
Expenditures
210
2017-2018 Biennial Budget Section IV: Operating Budget
POLICE DEPARTMENT
Vision
To be a premier law enforcement agency that is trusted, supported and respected.
Mission Statement
To provide professional law enforcement services to our community.
2015 & 2016 Accomplishments
• The Auburn Police Department is dedicated to allowing the citizens of Auburn to enjoy what our
parks have to offer. The quality of life at the parks improved in 2015 and 2016. All criminal
behavior was addressed quickly and efficiently and all matters were investigated thoroughly with
professionalism. The Police Department worked very closely with Parks staff in addressing issues
that arose, and combined resources to remedy any challenges that were presented. In 2016, the
leadership and staff of the Police and Parks Departments convened to outline summer activities and
established responsibilities and assignments that aid in addressing issues. Listening to the citizens of
Auburn about their concerns and safety at the parks is of high importance and will continue during
2017 and 2018.
• The Auburn Police Department has accomplished its goal of creating a safe environment for the
downtown region by adding additional bike patrols to this area. The top priority was the full-time
assignment of two officers to patrol and become ambassadors to the downtown area. Both of the
officers assigned on bikes downtown have met their goals of familiarizing themselves with the
business owners and citizens who spend time there. Quickly addressing criminal activity when it
presents itself part of creating an environment of safety and comfort.
• Response times for Priority One calls exceeded the four minute response time goal, at 4.2 minutes.
• Crime analysis was a priority during 2015 and 2016. During the last two years, software and
technology has aided us in the areas of facial recognition and crime trends. Each week, the Crime
Analysis Unit publishes a report titled Intelligence Based Policing that allows officers and detectives
the ability to see real-time information based on current confirmed criminal intelligence, in order to
investigate and combat crime in each patrol district. Each officer in patrol utilizes this information to
patrol their district effectively using current information.
• Developing the leaders of the future was a priority goal during 2015 and 2016. Training new
leaders is a substantial step for the Auburn Police Department as in decades past; on the job training
was the preferred method of leadership development. Over the last two years all command staff,
sergeants and supervisors have attended several hours of leadership training. More importantly, all
leadership staff at the Police Department have attended the three-week course Leadership in Police
Organizations. This course is based on the current leadership course being offered to new Army
cadets at the United States Military Academy.
• Developing trust and support from the citizens of Auburn will always be a high priority. There are
several ways to gain respect and trust, and in 2015 and 2016 the utilization of social media was one
method employed. Over the last two years, the Auburn Police Department Facebook page has
been a highly effective way to communicate with the public and involve them with their police
department. There is always good work being conducted by the men and women of the Auburn
Police Department - now these moments are captured and placed on the Facebook page for all to
see. During 2015 and 2016, thousands of viewers were added to the followers list. The Auburn
Police Department leadership and staff have attended several community meetings and gatherings.
National Night Out is a program the Police Department is very involved in, and the department
dedicates several staff members to attend multiple gatherings throughout the City. Over 65 events
were attended by Auburn Police Department leadership and staff in 2015 and 2016.
• Landlord training is a necessary program that allows police/landlord partnerships, not to mention a
relationship that fosters an effective tool to combatting crime in our rental communities. During the
years 2015 and 2016, there were two all-day trainings that were sponsored and instructed by the
Auburn Police Department’s Community Response Team.
211
2017-2018 Biennial Budget Section IV: Operating Budget
• A Traffic School was developed in 2015 and 2016 and a final draft ordinance was prepared in mid-
2016. This ordinance went to City Council in June and July of 2016 for full consideration and
implementation and was approved. The first traffic school class was held on November 10, 2016
with nine students in attendance.
• The Community Response Team (CRT) works closely with City code enforcement officers. The City
has added an additional code enforcement officer that is more proactive than reactive. One area of
cooperation was addressing issues with the homeless population. Identifying persons experiencing
homelessness and providing them helpful resources is very challenging. Many homeless people
establish encampments to reside and call home. The CRT police officers, working hand in hand
with code enforcement and parks staff, have made a significant reduction in homeless camps and
encouraged the residents to seek assistance or other alternatives. Establishing cooperation with
property owners has also aided in this effort. Homeless camps have been reduced during the last
two years.
• In 2015, the Auburn Police Department received $38,050 to fund the Sex Offender Contact
Program. A total of 159 registered sex offenders were contacted by Auburn Police Officers during
2015. In 2016, the Auburn Police Department received $35,839 to continue the program. By the
end of 2016, 146 sex offenders were contacted by Auburn police officers. These contacts of
offenders have resulted in 31 cases being filed due to offenders being out of compliance with their
registration restrictions.
• The Auburn Police Department is dedicated to investigating and enforcing the law regarding driving
under the influence (DUI). Removing impaired drivers from Auburn’s roadways is a large part of
making the roadways safe for everyone. In 2015, the Auburn Police Department received $12,200
to fund DUI emphasis programs. During this same year, 182 impaired drivers were arrested and had
charges referred to the City Prosecutor’s office. In 2016, the Auburn Police Department received
another $7,700 and by the end of year 2016, had arrested 155 drivers for DUI.
2017 & 2018 Objectives
• Downtown Auburn is the heart of the City and is going through some major changes and
improvements. Part of the improvement is the increased feeling of safety and quality of life. The
Auburn Police Department continues to play an important role, along with several other City and
local partnerships, in ensuring that these improvements are lasting. The Police Department will
continue to enhance our efforts in the downtown area to address crime and other quality of life
issues. A problem-solving approach, along with our relationships with residents and business
owners, will combine to make this a success.
• Les Gove Park continues to offer several services and experiences to all of the citizens of Auburn.
The new Youth/Teen Center was completed in 2016 and the Auburn Police Department continues
to be involved with youth programs that foster a healthy relationship with teens in the area.
Mentoring and coaching from Auburn officers is part of the department’s values of Courage, Honor,
Integrity and Professionalism. Additionally, the feeling of safety throughout the park is something
that the Police Department will always be striving for through addressing crime and adherence to
City ordinances that relate to park rules and regulations.
• The Auburn Police Department will continue to seek grant funding from the Washington State
Department of Transportation to conduct additional Driving Under the Influence (DUI) emphasis
patrols.
• The Police Department will continue to pursue the effort of sex offender contacts and will attempt
to obtain grant funding in this area.
• A position in the Innovation and Technology Department was recently reclassified to conduct
research and development of new law enforcement-specific technology. In 2017 and 2018, the
Police Department will seek improvements utilizing technology in the areas of, but not limited to:
license plate readers, video cameras, evidence management systems and crime scene technology.
212
2017-2018 Biennial Budget Section IV: Operating Budget
• Crime analysis is a vital part of the Auburn Police Department. Constantly upgrading and
improving our efforts to collect data and utilizing the information to deploy personnel and combat
criminal activity is required. The Police Department will continue to improve and find new
innovative ways to use crime data to address crime in Auburn.
• In order to improve and sustain the Auburn Police Department’s trust and transparency with the
citizens they serve, Division Commanders will be assigned as liaisons for specific identified minority
groups within the city. Their mission will be to create a working and trusting relationship with the
formal and informal leaders within these groups to address issues and concerns. Acting as a conduit,
the Division Commander will provide information and answer questions and concerns about the
operation of the Police Department.
• The Police Department has an excellent working relationship with several landlords and rental
property owners. Although we have not made connections with all of them, the annual landlord
trainings seem to glean a healthy turnout to learn new ideas and meet the officers in their areas.
The Police Department will build on this effort and attempt to hold more trainings throughout each
year to reach a broader base of landlords and rental property owners.
• The City has developed Community Picnics to serve as venues for existing community meetings that
were held in specific neighborhoods. Community Picnics are to be held throughout the summer
months of each year and are based in the same areas of police patrol districts. The Auburn Police
Department will play a major role in these picnics utilizing our Community Response Team
member, Community Programs, District Patrol Sergeants and Sector Commanders.
213
2017-2018 Biennial Budget Section IV: Operating Budget
214
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
11,594,325 12,383,654 12,364,254 13,175,855 13,480,777
4,332,796 4,544,860 4,544,860 5,151,606 5,526,909
Supplies 219,770 307,790 307,790 353,172 325,200
3,255,272 3,925,350 3,925,350 4,144,350 4,424,232
Intergovernmental 16,331 20,500 20,500 20,500 20,500
- - - 189,519 204,618
2,667,285 2,631,498 2,631,498 2,932,256 2,983,959
$22,085,780 $23,813,652 $23,794,252 $25,967,258 $26,966,195
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
001.21 Police
Department Employees
001 Police FTEs 2014 2015 2016 2017 2018
Police FTEs 126.00 129.00 131.00 137.00 138.00
TOTAL POLICE FTEs 126.00 129.00 131.00 137.00 138.00
Full Time Equivalent (FTE)
3.0 FTEs - The 2015/2016 Adopted Budget included the addition of a Police Records Specialist, a Bicycle
Officer, and a Major Crimes Detective.
2.0 FTEs - Effective in 2016, 2.0 FTEs were added to the Police Department via Budget Amendment #4,
Ordinance No. 6571. These positions include an additional Bicycle Officer and a Community Response Team
Officer.
1.0 FTE - The 2017/2018 Budget includes the addition of an additional Animal Control Officer effective in
2018, which will be partially funded by MIT (Muckleshoot Indian Tribe).
6.0 FTEs - The 2017/2018 Budget includes the addition of 6 additional Officers effective in 2017, which will
partially be funded by COPS grant monies and increase in cable taxes.
215
2017-2018 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are legally
restricted. The Police Department is responsible for the budget in the following special revenue fund:
Fund 117- The Drug Forfeiture Fund accounts for drug money that has been forfeited. The expenditure of
funds is restricted to drug enforcement activity.
2015 & 2016 Accomplishments
• The Auburn Police Department continued its support to the Tahoma Narcotics Enforcement Team
(TNET) by maintaining one narcotics detective. TNET is a Drug Enforcement Administration (DEA) task
force. In addition, we supplied one detective to the Seattle High Intensity Drug Trafficking Areas/Valley
Narcotics Enforcement Team (HIDTA/VNET) Task Force.
• TNET is a regional DEA task force that operates out of the Tacoma office. In 2015 and 2016, TNET had
122 arrests. Methamphetamine continues to be the most confiscated drug with heroin quickly closing in.
TNET received $2,313,069 in forfeited assets in 2015 and 2016.
• VNET is a Drug Enforcement Administration regional HIDTA task force that operates out of the Federal
Way office. Methamphetamine is also the leading drug seized, with heroin and cocaine respectively
following. In 2015, VNET seized approximately $1.6 million in assets, a significant increase from 2014.
• Auburn’s Special Investigation Unit (SIU) is staffed with two Narcotic Detectives and one Sergeant.
During this last budget cycle, the unit operated with one Detective for several months due to turnover
and new detectives being assigned.
• Narcotic Activity Reporting System (NARS) are completed by citizens and forwarded electronically to
the SIU. These are followed up with investigations by trained officers and SIU Detectives. The Uniform
Drug Suppression Team (UDST) was increased by newly trained officers. This team investigated 136
NARS reports.
• The SIU significantly increased the use of covert surveillance cameras during this budget cycle. The Police
Department purchased two additional cameras and borrowed several other cameras on loan from
neighboring and federal agencies for specific investigations.
2017 & 2018 Objectives
• Continue providing a detective position to the Tahoma DEA and Seattle HIDTA/VNET task forces.
• Provide training and stability for the SIU Narcotics Detectives. Currently, the two Narcotics Detectives
assigned to SIU have very little experience due to rotational assignments. We will strive to provide them
with appropriate advanced training to give them the confidence to safely deal with this type of illicit
behavior.
• Continue to investigate tips regarding drug activity via NARS.
216
2017-2018 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUND
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,01 7 2,018
539,821 443,824 443,824 357,897 193,981
28,650 36,400 36,400 31,000 31,000
663 700 700 1,100 1,100
91,373 60,000 150,000 55,000 55,000
$ 660,507 $ 540,924 $ 630,924 $ 444,997 $ 281,081
99,660 110,952 110,952 116,721 117,057
38,572 44,074 44,074 37,795 39,664
Supplies 43,239 33,500 33,500 25,500 25,500
27,416 71,000 71,000 71,000 71,000
Intergovernmental - - - - -
- - - - -
7,797 13,500 13,500 - -
443,824 267,897 357,897 193,981 27,860
$ 660,507 $ 540,924 $ 630,924 $ 444,997 $ 281,081
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
Investment Income
Confiscated & Forfeited Property
Total Revenues
Beginning Fund Balance
Intergovernmental (TNET)
117 Drug Forfeiture Fund
Revenues
217
218
ParksParksParksParks, , , , Arts and Recreation DirectorArts and Recreation DirectorArts and Recreation DirectorArts and Recreation DirectorDaryl FaberDaryl FaberDaryl FaberDaryl Faber53 53 53 53 FFFF....TTTT....EEEE....RecreationRecreationRecreationRecreationProgramsProgramsProgramsProgramsManagerManagerManagerManagerParksParksParksParks, , , , Arts and Recreation DepartmentArts and Recreation DepartmentArts and Recreation DepartmentArts and Recreation DepartmentAdministrativeAdministrativeAdministrativeAdministrativeAssistantAssistantAssistantAssistantParks Maintenance Parks Maintenance Parks Maintenance Parks Maintenance ((((12121212))))F.T.E. = Full-Time EquivalentSpecial Events Special Events Special Events Special Events &&&&Farmers MarketFarmers MarketFarmers MarketFarmers MarketSpecialistSpecialistSpecialistSpecialistArtsArtsArtsArtsCoordinatorCoordinatorCoordinatorCoordinatorRecreation ProgramRecreation ProgramRecreation ProgramRecreation ProgramCoordinator Coordinator Coordinator Coordinator ((((5555))))RegistrationRegistrationRegistrationRegistrationClerk Clerk Clerk Clerk ((((2222))))Maintenance Maintenance Maintenance Maintenance Specialist Specialist Specialist Specialist ((((2222))))Special EventsSpecial EventsSpecial EventsSpecial EventsCoordinatorCoordinatorCoordinatorCoordinatorTeen CoordinatorTeen CoordinatorTeen CoordinatorTeen CoordinatorFacility AssistantFacility AssistantFacility AssistantFacility Assistant0000....5 5 5 5 FFFF....TTTT....EEEE....MechanicMechanicMechanicMechanicParks Planning Parks Planning Parks Planning Parks Planning & & & & Development Development Development Development ManagerManagerManagerManagerArts Arts Arts Arts & & & & EventsEventsEventsEventsManagerManagerManagerManagerTheater OperationsTheater OperationsTheater OperationsTheater OperationsCoordinatorCoordinatorCoordinatorCoordinatorMaintenanceMaintenanceMaintenanceMaintenanceManagerManagerManagerManagerOfficeOfficeOfficeOfficeAssistantAssistantAssistantAssistantMaintenanceMaintenanceMaintenanceMaintenanceWorker Worker Worker Worker ((((4444))))CemeteryCemeteryCemeteryCemeterySupervisorSupervisorSupervisorSupervisorCurator of Curator of Curator of Curator of EducationEducationEducationEducationMuseumMuseumMuseumMuseumDirectorDirectorDirectorDirectorOffice AssistantOffice AssistantOffice AssistantOffice AssistantProgramProgramProgramProgramSpecialistSpecialistSpecialistSpecialistRecreationRecreationRecreationRecreationCoordinatorCoordinatorCoordinatorCoordinatorSenior CenterSenior CenterSenior CenterSenior CenterSupervisorSupervisorSupervisorSupervisorFacility AssistantFacility AssistantFacility AssistantFacility Assistant0000....5 5 5 5 FFFF....TTTT....EEEE....Golf CourseGolf CourseGolf CourseGolf CourseManagerManagerManagerManagerGolf Course Golf Course Golf Course Golf Course Field Field Field Field SupervisorSupervisorSupervisorSupervisorMaintenanceMaintenanceMaintenanceMaintenanceWorkerWorkerWorkerWorker((((4444))))Assistant GolfAssistant GolfAssistant GolfAssistant GolfProfessionalProfessionalProfessionalProfessional219
220
2017-2018 Biennial Budget Section IV: Operating Budget
PARKS, ARTS AND RECREATION DEPARTMENT
Mission Statement
The Parks, Arts and Recreation Department is committed to protecting the City of Auburn’s natural
beauty through a vibrant system of parks, open space, and trails while enhancing the quality of life for
our citizens by providing outstanding recreational and cultural opportunities.
Department Overview
The Parks, Arts, and Recreation Department focuses on providing a variety of facilities and programs
for residents of all ages and interests including parks, recreation programs, arts and cultural activities,
senior center services, a museum and historic farm, cemetery, and golf course. The department works
closely with the Auburn School District, Green River College, and other cultural and youth-serving
agencies in Auburn to provide facilities and services to citizens. We continue to focus on providing
programs, community events and facilities, protecting our environment, and preserving historical and
cultural opportunities in our community.
Arts & Events Division
2015 & 2016 Accomplishments
• Hosted a successful 50th anniversary celebration of the Veterans Day Parade with special elements,
including multiple flyovers, participation from a Medal of Honor recipient, distribution of
challenge coins, Vietnam Veterans activities, and a Tribute Banner program.
• Rebranded the former Auburn Days/AugustFest festival to AuburnFest to create an exciting new
summer festival which includes a parade, car show, fun run and lively festival at Les Gove Park.
• Added the Auburn Community Teen Players production to the mix of summer productions at the
Auburn Avenue Theater.
• Added four new public art pieces to the City's collection – Community/Confluence, Silverware
Ostrich, Origami Fuchsia, and Watch My Tail.
• Initiated Benchmarks, a community art project placing community-decorated benches throughout
the City.
• Applied for and received a $200,000 grant from 4Culture/King County Council to go toward the
renovation costs of the Old Post Office into the new Auburn Arts & Culture Center.
• Implemented the acceptance of Electronic Benefits Transfer (EBT) transactions at the Auburn
International Farmers Market.
2017 & 2018 Objectives
• Continue to refine sponsor opportunities and solicit sponsorships for major special events.
• Continue to work with community partners on joint programming for arts and events.
• Continue to diversify performing arts offerings and build a broad audience base for performing
arts programs.
• Develop a comprehensive plan for the creation of an Auburn Arts & Culture Center within the
Old Post Office building.
221
2017-2018 Biennial Budget Section IV: Operating Budget
Golf Course Division
2015 & 2016 Accomplishments
• Increased revenue and play by more than 10% versus the 2014 season.
• Increased league and tournament play by more than 15% and 1,000 participants.
• Improved website for members & league event information.
• Entered into new concessionaire agreement with Bogey’s Public House and assisted in the remodel
of the restaurant facility.
• Completed irrigation and drainage projects on the third and eleventh holes.
• Completed extensive replacement of antiquated irrigation system which included 20 new
irrigation satellites and a central computer that will aid in water conservation and irrigation
quality.
2017 & 2018 Objectives
• Increase men’s & ladies’ club memberships by 5% and participation in club events by 10%.
• Increase general public & league play by 5%, outside tournament play by 5%, and winter play by
10%.
• Develop additional marketing opportunities and golf menu specials with Bogey’s Restaurant.
• Increase merchandise sales and cart rental revenue by 5%.
• Expand email database by 5%.
• Expand social media marketing with Costco, Golf Now, and The Golf Channel.
• Continue to better utilize golf course tee times – offering text message, email, and Facebook
specials during slow times.
• Expand Customer Appreciation tournament series to include a major northwest amateur event
each year.
• Expand the junior program to include participation in PGA Junior League Golf.
• Rebuild the First and Tenth greens and their surrounds.
• Replace the chemical storage building.
Senior Activity Center Division
2015-2016 Accomplishments
• Increased online registration of senior participants to 16.45% in 2015 and 38% in 2016 by
providing on-site training and informational materials.
• Tours given to first-time visitors increased 43% between 2014 and 2015 and 42% between 2015
and 2016.
• Participation in the Hiking/Walking Program increased 10% between 2014 and 2015. The
numbers remained the same between 2015 and 2016; however, 39 of the total 89 participants
were new to the program in 2016.
• Expanded evening hours from three to four nights per week between 5-9pm.
• With the opening of the Community Center in 2016 we have increased the number of options
available to seniors. We went from three options per week to twenty classes per week plus the
fitness room.
2017-2018 Objectives
• Identify new in-house programs/activities for participants who visit the center daily but are not
engaging in currently offered programs/activities.
• Increase programming for minority populations by 5%.
• Develop new senior fitness and arts programs to be offered at the Community and Events Center
during the day.
• Continue to refine sponsor opportunities and solicit sponsorships for special events.
222
2017-2018 Biennial Budget Section IV: Operating Budget
• Work as a member of the Blue Ribbon Committee of Auburn to explore partnership and funding
opportunities to bring behavioral health programs to the participants of the Senior Center.
Recreation Division
2015 & 2016 Accomplishments
• In 2015, increased online registrations by 35%, and by an additional 5% in 2016.
• Transitioned online registration software from CLASS to ACTIVE at the end of 2015, creating a
better customer user experience.
• Conducted 106 birthday parties in 2015 and 89 in 2016.
• Developed an after-school transportation plan in conjunction with the Auburn School District.
• Increased participation on the rock climbing wall by introducing a number of new programs for a
variety of ages.
• Hosted the first Geocaching Adventure with 175 participants.
• Over 13,000 volunteer hours were completed annually by volunteers supporting recreation
programs.
2017 & 2018 Objectives
• Increase participation in adult fitness and wellness programs by 100% over 2016 participation.
• Sell an average of 200 fitness memberships monthly.
• Increase percentage of total registrations made online to 50%.
• Average 75 teens participating each day at The Rec teen center.
• Increase participation in youth athletic programs by 10%.
• Promote a healthy Auburn community with an AmeriCorps position in 2017 to coordinate
healthy cooking classes.
White River Valley Museum and Mary Olson Farm Division
2015 & 2016 Accomplishments
• Purchased and installed new point-of-sale (POS) and inventory system, and trained staff members
on its use.
• Refined and promoted additional sponsorship opportunities for Hops & Crops Brew Festival.
Obtained a presenting sponsor and are growing that relationship for upcoming years.
• Continued the review of the artifact collection to remove items of poor quality or duplicates.
Approximately 5% of the collection has been processed.
• Permit, design, and begin building a foot bridge over Olson Creek at the Mary Olson Farm.
2017 & 2018 Objectives
• Using grant funding, renovate the museum lobby to improve safety and visibility.
• Seek grant funding to renovate the museum garage into a classroom.
• Review an additional 10% of the artifact collection and remove items of poor quality or
duplicates.
223
2017-2018 Biennial Budget Section IV: Operating Budget
Participation in department-wide classes and special events continues to grow.A new strategic approach to
marketing recreation services is enhancing our ability to reach new customers.
Facility Rentals
The increasing popularity of the Senior Center,Parks and Recreation Administration Building and other park
facilities for weddings,reunions,and community events has increased usage and revenue.The opening of a new
community and events center and a remodeled teen center will continue to increase both usage and revenue.
PERFORMANCE MEASURES - PARKS, ARTS & RECREATION DEPARTMENT
Volunteer Hours
The Parks,Arts,and Recreation Department relies on volunteers to be youth sports coaches,museum docents,
senior center hosts,and to serve in a variety of other positions.As participation in department sponsored
programs increases, so does the need for additional volunteers.
Classes & Special Events - Number of Participants
0
15,000
30,000
45,000
60,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
40,293
49,289 43,942 45,000 46,000 47,000
Volunteer Hours
0
50,000
100,000
150,000
200,000
250,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
185,470
222,206 218,145 220,000 225,000 230,000
Participation in Classes & Special Events
$0
$100,000
$200,000
$300,000
$400,000
$500,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
$288,000
$381,094 $385,739
$447,248
$348,000 $358,000
Facility Rental Revenue
224
2017-2018 Biennial Budget Section IV: Operating Budget
Power Cart Rentals and Merchandise Sales are loosely tied to the number of rounds played.As rounds have
increased over the past few years, power cart and merchandise revenues have increased as well. The new power
cart fleet purchased from 2014 through 2016 will allow for increased cart revenue over the upcoming budget
cycle.
Power Cart & Merchandise Revenue
PERFORMANCE MEASURES - GOLF COURSE FUND
Operating Revenue
Total operating revenue is the quickest way to measure the performance of the golf course from year to year.
Economic conditions and weather have a significant effect on facility revenues in the golf industry. Since the
recession in 2009,economic conditions have continued to be somewhat of a drag on golf industry revenues
while the weather has had a more significant impact in our area.
Green Fee Revenue
Green fees have started to show improvement over the past few years.Improved weather,and an aggressive
marketing campaign,allowed for a significant increase in rounds and revenues in 2015.Assuming average
weather, and modest rate increases, green fee revenues should continue to grow through the next budget cycle.
1,300,000
1,400,000
1,500,000
1,600,000
1,700,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
$1,456,361 $1,445,925
$1,623,525
$1,525,000
$1,579,000 $1,589,000
Total Revenue
$0
$300,000
$600,000
$900,000
$1,200,000
$1,500,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
$1,032,882 $1,032,983
$1,151,129 $1,075,000 $1,130,000
$1,200,000
Green Fee Revenue
0
125,000
250,000
375,000
500,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
$368,479 $375,144 $421,412 $385,000 $395,000 $405,000
Power Cart & Merchandise Revenue
225
2017-2018 Biennial Budget Section IV: Operating Budget
Department Budget
2015
Actual
2016
Adjusted
Budget
2016
Estimate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
3,812,528 4,096,069 4,091,569 4,227,716 4,371,507
1,591,553 1,742,746 1,742,746 1,826,369 1,956,134
Supplies 859,915 923,950 923,950 960,100 964,550
1,961,581 2,286,540 2,291,040 2,468,566 2,502,954
Intergovernmental - - - - -
38,583 15,000 15,000 115,000 115,000
50,887 54,210 54,210 57,694 61,607
27,111 22,229 22,229 20,005 16,092
2,475,055 2,443,460 2,443,460 2,600,437 2,672,762
$ 10,817,212 $11,584,205 $11,584,205 $12,275,887 $12,660,606
Debt Service Interest
Debt Service Principal
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.33 Parks
Expenditures
Department Employees
001 Parks, Arts and Recreation 2014 2015 2016 2017 2018
Parks FTEs 37.00 37.00 40.00 40.00 40.00
Golf FTEs 8.00 8.00 7.00 7.00 7.00
TOTAL PARKS, ART & RECREATION 45.00 45.00 47.00 47.00 47.00
Full Time Equivalent (FTE)
2.0 FTEs - Effective in 2016, 2.0 FTEs were added to the Parks, Arts and Recreation Department via Budget
Amendment No. 4, Ordinance No. 6571. These positions include a Maintenance Specialist and a Special
Events & Farmer's Market Specialist.
1.0 FTE - Effective Q4-2016, the Golf Operations Assistant position was reclassed to a Registration Clerk/Office
Assistant for the Recreation Center.
226
2017-2018 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Parks, Arts, & Recreation Department is responsible for the budget in the
following special revenue fund:
Fund 120 - Recreation Trails Fund, which accounts for gas tax revenues, with funds restricted for use
in trail improvement projects.
2015 & 2016 Accomplishments
• Accounted for Motor Vehicle Fuel Tax (MVFT) revenues receipted into this fund.
2017 & 2018 Objectives
• Accumulate funds to provide for future trail improvements.
227
2017-2018 Biennial Budget Section IV: Operating Budget
Special Revenue Fund
2015
Actual
2016
Adjus ted
Budget
2016
Es timate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
35,956 42,528 42,528 49,658 56,998
Motor Vehicle Fuel Tax 6,510 7,100 7,100 7,200 7,200
63 30 30 140 140
$ 42,529 $ 49,658 $ 49,658 $ 56,998 $ 64,338
- - - - -
42,529 49,658 49,658 56,998 64,338
$ 42,529 $ 49,658 $ 49,658 $ 56,998 $ 64,338
Ending Fund Balance
Total Expenditures
Operating Trans fers Out
Inves tment Income
Total Revenues
Beginning Fund Balance
120 Recreation Trails
Revenues
Expenditures
228
2017-2018 Biennial Budget Section IV: Operating Budget
MUNICIPAL PARKS CONSTRUCTION
Fund 321 – Municipal Parks Construction accumulates a portion of adult recreation fees for capital
improvements at City parks. The Parks, Arts & Recreation Department is responsible for the budget in
this fund.
2015 & 2016 Accomplishments
• Completed the Parks, Arts & Recreation Open Space Plan.
• Completed construction of the Lea Hill Restroom.
• Replaced playgrounds at Dykstra Park and Isaac Evans Park.
• Installed exercise equipment at Isaac Evans Park.
• Completed park tree inventory.
• Trail improvements at Isaac Evans Park, Mill Pond, Game Farm Park and PSE Trail.
• Drainage improvements at Game Farm Park.
• Completed construction of new Auburn Community and Events Center and the REC Teen Center.
• Finalized the Les Gove Master Plan; demolished the Herr property and made landscaping
improvements to the property; irrigated and graded the south lawn area of the park.
• Finalized engineering for the H Street Extension project.
• Constructed a livestock/pedestrian bridge at Mary Olson Farm.
• Refurbished turf area at the YMCA baseball/soccer field complex.
2017 & 2018 Objectives
• Develop Master Plan for 104th Avenue property along the Green River, Lakeland Hills Nature
Area, and newly acquired property in the southwest portion of Game Farm Park to include
renovated Parks Maintenance shop.
• Construct KOMPAN mini soccer field (funded) and upgrade dirt infield at Brannan Field #1 to
synthetic field turf (Recreation and Conservation Office grant pending).
• Acquire Watts Property at Mary Olson Farm.
• Initiate Remodel of Old Post Office into Auburn Arts & Culture Center in downtown Auburn.
• Continue improvements at Les Gove Park: construct new restroom facility, close Deals Way,
lighted crescent, turf improvements, add new section of trail.
• Construct play area at Sunset Park.
• Replace playgrounds at Roegner Park and Lakeland Hills Park.
• Improve interior lighting at Game Farm Park.
• Construct walking path at Rotary Park.
229
2017-2018 Biennial Budget Section IV: Operating Budget
Capital Projects Fund
2015
Actual
2016
Adjus ted
Budget
2016
Es timate
2017
Budget
2018
Budget
2,015 2,016 2,016 2,017 2,018
527,770 663,940 663,940 453,426 282,116
137,690 125,000 125,000 125,000 125,000
32,640 - - - -
2,208,319 741,681 741,681 268,100 50,000
181,520 621,906 115,000 631,906 -
Intergovernmental Service (GRCC) - - - - -
Recreational Classes 10,409 11,100 11,100 11,100 11,000
197 600 500 500 500
42,944 44,300 44,300 45,190 46,090
- 200,000 - 270,000 -
- - - - -
464,866 6,002,037 5,777,037 835,000 432,000
$ 3,606,355 $ 8,410,564 $ 7,478,558 $ 2,640,222 $ 946,706
16,586 - - - -
7,007 - - - -
49 210,000 210,000 10,000 10,000
2,918,772 7,829,951 6,815,132 2,348,1 06 862,000
663,940 370,613 453,426 282,116 74,706
$ 3,606,355 $ 8,410,564 $ 7,478,558 $ 2,640,222 $ 946,706
Ending Fund Balance
Total Expenditures
Capital Outlay
Expenditures
Miscellaneous Revenue
Operating Trans fers In
Total Revenues
321 Municipal Park .
Construction
Revenues
Salaries & Wages
Personnel Benefits
Services & Charges
Inves tment Income
Rentals & Leases
Contributions & Donations
Beginning Fund Balance
Property Taxes (Prop 2 Levy)
Federal Grants
S tate Grants
Interlocal Grants
230
2017-2018 Biennial Budget Section IV: Operating Budget
CEMETERY
Mission
Mountain View Cemetery shall be a sacred place to comfort and strengthen the community through
responsible stewardship and compassionate ministry.
To fulfill this mission we will:
• Be attentive by listening and understanding.
• Be respectful by being courteous, prompt, and caring.
• Be professional by creating and maintaining beautiful grounds.
• Be thorough in documenting records.
• Be dedicated to protecting the faith and trust the community has placed in us.
2015 & 2016 Accomplishments
• Completed third and final stage of replacing failing concrete niche caps with granite.
• Added new 95 niche columbarium in Forest Walk Cremation Garden.
• Implemented new cemetery records management software.
• Increased revenue through improved marketing plan.
2017 & 2018 Objectives
• Improve existing cemetery grounds and buildings in accordance with Cemetery Master Plan.
• Provide quality support services to bereaved families, public, and death care service providers.
• Explore financing options for construction of a new outdoor mausoleum.
231
2017-2018 Biennial Budget Section IV: Operating Budget
By developing cremation gardens in prominent,well-traveled locations,and investing in their aesthetic qualities,
we will see the benefit in terms of increased sales and higher product values.Added to this are the benefits of
lower labor requirements and land conservation.
Revenue From Lot Sales
The most important asset of Mountain View Cemetery is the landscape.Decisions on how and where to
memorialize are largely based on emotion,tempered by practical considerations.A variety of product choices,
community events, and local advertising, will all help drive sales revenue.
PERFORMANCE MEASURES - CEMETERY FUND
Interments
We will continue to focus on new sectio n design to incorporate new ideas and products.Existing property of
older sections will be reexamined and planned for additional inventory as appropriate.
Inurnments
0
50
100
150
200
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
115 123 108
125 130 135
Interments
-
50
100
150
200
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
118 127 129 130 135 140
Inurnments
$0
$115,000
$230,000
$345,000
$460,000
$575,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
$374,994 $389,221
$448,598 $450,500 $475,000 $500,000
Lot Sale Revenue
232
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
436 436 436 436 436
OPERATING FUND:466 466 466 466 466
OPERATING REVENUES
343.601 S ettings 46,065 44,000 44,000 45,000 46,000
343.602 Openings & Clos ings 218,017 210,000 210,000 211,000 212,000
343.603 Recordings 15,200 13,000 13,000 13,500 14,000
343.604 Liners 92,567 85,000 85,000 86,000 87,000
343.607 Vas es 25,184 16,000 16,000 21,000 22,000
343.609 Lot S ales 448,434 330,000 370,000 350,000 350,000
343.610 Vault Ins tallation 19,030 15,000 15,000 16,000 17,000
343.611 Other 13,565 15,000 15,000 15,000 15,000
343.612 Marker S ales 206,405 150,000 210,000 170,000 170,000
361.110 Inves tment Income 607 300 300 800 800
397.100 Operating Trans fers In 30,000 300,000 300,000 200,000 250,000
369.810 Miscellaneous Revenue (181,199) - - - -
TOTAL OPERATING REVENUES 933,875$ 1,178,300$ 1,278,300$ 1,128,300$ 1,183,800$
OPERATING EXPENDITURES
536.000.10 Salaries & Wages 423,213 453,837 453,837 475,628 490,317
536.000.20 Benefits 198,561 258,783 258,783 258,734 277,463
536.000.30 S upplies 190,163 191,300 191,300 221,700 221,700
536.000.40 Other Service Charges (364,105) 151,700 151,700 156,750 157,980
536.000.50 Intergovernmental Services - - - 1,332 1,033
536.000.60 Capital 17,301 0 0 - -
536.000.90 Interfund Payments for S ervice 65,460 50,740 50,740 47,833 48,898
590.100.05 Other Uses 322,183 - - - -
TOTAL OPERATING EXPENDITURES 852,776$ 1,106,360$ 1,106,360$ 1,161,977$ 1,197,391$
REVENUES LESS EXPENDITURES 81,099 71,940 171,940 (33,677) (13,591)
BE GINNING WORKING CAPITAL - January 1 294,547 105,646 105,646 277,586 243,909
E NDING WORKING CAPITAL - December 31 375,647 177,586 277,586 243,909 230,318
NE T CHANGE IN WORKING CAP ITAL (*)81,099$ 71,940$ 171,940$ (33,677)$ (13,591)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Inves tment Income - - - - -
397.100 Operating Trans fers In - - - - -
396/399 Other Revenues - - - - -
TOTAL CAP ITAL RE VE NUE S -$ -$ -$ -$ -$
CAPITAL EXPENDITURES
Net Change In Restricted Net Assets - - -
590.100.6 Cons truction P rojects - 12,699 12,699 - -
590.100.55 Operating Trans fers Out - - - - -
TOTAL CAPITAL EXPENDITURES -$ 12,699$ 12,699$ -$ -$
BE GINNING WORKING CAPITAL - January 1 - 270,000 170,000 157,301 157,301
E NDING WORKING CAPITAL - December 31 - 257,301 157,301 157,301 157,301
NE T CHANGE IN WORKING CAP ITAL (*)-$ (12,699)$ (12,699)$ -$ -$
Total Change in Working Capital 81,099$ 59,241$ 159,241$ (33,677)$ (13,591)$
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
436 Cemetery
(includes 466 Cemetery - Capital)
2015
Actual
2016
Amended
Budget
2016
Estimated
233
2017-2018 Biennial Budget Section IV: Operating Budget
Department Employees
436 Cemetery FTEs 2014 2015 2016 2017 2018
Cemetery FTEs 5.00 5.00 6.00 6.00 6.00
TOTAL CEMETERY FTEs 5.00 5.00 6.00 6.00 6.00
Full Time Equivalent (FTE)
1.0 FTE - Effective in 2016, 1.0 FTE was added to the Cemetery via Budget Amendment No. 4, Ordinance
No. 6571. This positon is the Administrative Assistant.
234
Innovation and TechnologyInnovation and TechnologyInnovation and TechnologyInnovation and Technology
DepartmentDepartmentDepartmentDepartment
F.T.E. = Full Time Equivalent
Director of Innovation and TechnologyDirector of Innovation and TechnologyDirector of Innovation and TechnologyDirector of Innovation and Technology
Paul HauganPaul HauganPaul HauganPaul Haugan
17 17 17 17 FFFF....TTTT....EEEE....
GIS/Database
Specialist (2)
CustomerCustomerCustomerCustomer
Support ManagerSupport ManagerSupport ManagerSupport Manager
Systems AnalystSystems AnalystSystems AnalystSystems Analyst
((((4444))))
Network ServicesNetwork ServicesNetwork ServicesNetwork Services
ManagerManagerManagerManager
IT AdministrativeIT AdministrativeIT AdministrativeIT Administrative
AssistantAssistantAssistantAssistant
SupportSupportSupportSupport
Specialist Specialist Specialist Specialist ((((3333))))
NetworkNetworkNetworkNetwork
Engineer Engineer Engineer Engineer ((((2222))))
SystemsSystemsSystemsSystems////SecuritySecuritySecuritySecurity
AnalystAnalystAnalystAnalyst
Assistant DirectorAssistant DirectorAssistant DirectorAssistant Director
Of Innovation andOf Innovation andOf Innovation andOf Innovation and
TechnologyTechnologyTechnologyTechnology
235
236
2017-2018 Biennial Budget Section IV: Operating Budget
INNOVATION AND TECHNOLOGY
Mission Statement
To be the technology partner of choice for the City of Auburn by helping departments create, build,
and maintain the most innovative, reliable and cost-effective technology solutions and to meet our
customers' growing needs by providing best in class technical support and leadership.
To be the technology thought leaders for the City, to provide innovative technology solutions, to be
rapidly responsive to customer needs, to think regionally and to act locally, and to always place the
needs of our citizens as our top priority.
Department Overview
The Innovation and Technology Department (IT) oversees all technology for the City and is
comprised of three functional divisions: Geographic Information Systems (GIS), Desktop, and
Network Support, which includes software, server, desktop and storage services. The department also
supports and negotiates communications-related vendors and telecommunications services and leases.
The department manages and administers support to over 430 City staff, providing technical support
for all departments within the City including the Executive branch, provides direct support for
software and hardware technology for over 200 software applications, 2,500 hardware devices on
multiple software platforms, and at twelve City locations. The technology support includes printers,
copiers, web services, computers, telephones, software applications, video conferencing systems,
technology in our police and field maintenance vehicles, GIS, web services, and City communications
systems. The Innovation and Technology Department also provides various levels of contracted
remote and onsite technical services and support for the Cities of Algona and Pacific as well as Valley
Regional Fire Service GIS services, on a cost recovery basis. Auburn’s IT Department is also a Board
member for the Community Connectivity Consortium, a regional group of cities and counties formed
to develop a high speed fiber optic communication and data backbone that circles Lake Washington
and connects the cities on a shared high speed network.
2015 & 2016 Accomplishments
• Created a three-year Technology Strategic Plan.
• Engaged Microsoft Enterprise Agreement for core operating system and Office Suite management.
• Expanded and upgraded 800 Mhz public safety radio to Annex and Police headquarters.
• Implemented text archiving for records retention.
• Implemented Enterprise Security Awareness Training program.
• Implemented Enterprise Technology training for all staff.
• Implemented Business Continuity project (replaced Disaster Recovery model) at Sabey Data
Center.
• Implemented the City’s Open Data Portal – Socrata.
• Participated in the Community Connectivity Consortium—A regional fiber partnership to expand
infrastructure.
• Brought drone technology to City operations.
• Added Springbrook Interactive Voice Response (IVR).
• Updated aerial imagery.
• Provided staff speaking engagements – Environmental Systems Research Institute (ESRI), Urban
and Regional Information Systems Association (URISA), White House Police Data Initiative.
• Performed forms automation kickoff.
• Migrated Parks, Arts and Recreation department to Active.Net payment and reservation system.
• Completed major application projects: Golf Now, E-Builder, Public Stuff, Cartegraph upgrade,
Laserfiche upgrade, and Spillman upgrade.
237
2017-2018 Biennial Budget Section IV: Operating Budget
• Performed a “soup to nuts” security assessment.
• Extended fiber optics to Riverwalk.
2017 & 2018 Objectives
• Expand eGovernment services through online and internal citizen technology engagement.
• Increase staff access, knowledge, and skills in the utilization of technology.
• Continue to work with City staff to expand Auburn’s OpenGov projects.
• Provide for the public good by advancing development and access to new technologies and
information including fiber, wireless, and economic development options.
• Continue to expand fiber connectivity both in the City of Auburn and regionally to increase the
economic development and continuity of our City and provide cost-saving benefits.
• Continue to look for federal, state, and private funding solutions that can be used to enhance
technology use in the City for staff and residents.
• Continue to work with the Auburn School District to find ways to increase technology to benefit
the community.
• Continue to expand wireless broadband services to low-income students.
• Continue to gain efficiencies through the use of technology.
• Work to integrate applications (especially GIS) for predicative analysis.
• Continue development of Smarter Cities strategic vision.
238
2017-2018 Biennial Budget Section IV: Operating Budget
The purpose of the Enterp rise GIS activity is to create,maintain,store,manipulate, analyze and distribute a
collection of geospatial related data and information to City departments and the public.
Enterprise Network Services
The purpose of the Enterp rise Network Services program is to provide a stable, adaptive network infrastructure
and business applications to City departments and manage data so that it is available, secure and accessible.
PERFORMANCE MEASURES - INNOVATION AND TECHNOLOGY
Customer Service Management
Innovation &Technology provid es 24/7 support of City computer systems.Requests for services are tracked
through our Help Desk.Our Service Level Agreement (SLA)is to respond within 30 minutes during regular
business hours of 7am - 5pm. Off hours, we provide assistance as soon as possible for emergent issues.
Enterprise Geospatial Information Services (eGIS)
0%
20%
40%
60%
80%
100%
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
82%
71%72%74%75%
80%
Percentage of Calls completed in SLA
0
1,000,000
2,000,000
3,000,000
4,000,000
5,000,000
6,000,000
7,000,000
8,000,000
2013 2014 2015 2016 Est 2017 Goal 2018 Goal
1,769,015
3,210,126
3,999,123
5,000,000
7,000,000
8,000,000 Number of Hits on GIS Portal Site
0%
20%
40%
60%
80%
100%
120%
2013 2014 - N/A 2015 2016 Est 2017 Goal 2018 Goal
99.85%99.78%99.93%99.99%99.99%
Percentage of Time the Network is Available
239
2017-2018 Biennial Budget Section IV: Operating Budget
2017-2018 Working Capital Budget
518 518 518 518 518
OPERATING FUND:568 568 568 568 568
OPERATING REVENUES
348.800 Interfund Operating Charges 4,240,336 4,325,090 4,325,090 4,406,506 4,626,831
341.800 Intergovernmental Services 119,148 148,835 148,835 80,000 80,000
361.110 Investment Income 5,474 3,088 3,088 5,000 5,500
397.110 Operating Transfers In 102,807 137,950 137,950 579,916 743,196
291.750 Contributed Capital 64,584 - - - -
369.900 Miscellaneous Revenue (581,995) - - - -
TOTAL OPERATING REVENUES 3,950,354 4,614,963 4,614,963 5,071,422 5,455,527
OPERATING EXPENDITURES
518.000.10 Salaries & Wages 1,202,314 1,412,112 1,412,112 1,523,340 1,592,263
518.000.20 Benefits 516,537 589,742 589,742 669,959 724,497
518.000.30 Supplies 350,830 367,830 367,830 429,600 396,000
518.000.40 Other Service Charges 1,567,412 2,228,121 2,228,121 2,117,430 2,084,330
518.000.55 Operating Transfer Out - - 2,000,000 - -
518.000.60 Capital 619,937 - - - -
590.100.05 Net Increase in Restricted Assets (578,538) - - - -
518.000.90 Interfund Payments for Service 96,792 96,190 96,190 105,070 104,553
TOTAL OPERATING EXPENDITURES 3,775,285 4,693,995 6,693,995 4,845,399 4,901,643
REVENUES LESS EXPENDITURES 175,070 (79,032) (2,079,032) 226,023 553,884
BEGINNING WORKING CAPITAL - January 1 3,530,126 2,308,449 2,308,449 229,416 455,439
ENDING WORKING CAPITAL - December 31 3,705,195 2,229,416 229,416 455,439 1,009,323
NET CHANGE IN WORKING CAPITAL (*)175,070 (79,032) (2,079,032) 226,023 553,884
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income - 412 412 - -
397.110 Operating Transfer In - 442,150 1,942,150 - 205,000
TOTAL CAPITAL REVENUES - 442,562 1,942,562 - 205,000
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages - -
590.100.20 Benefits - -
590.100.6 Construction Projects - 1,579,579 1,579,579 682,900 1,033,800
535.000.55 Intergovernmental Services - - - 400 500
TOTAL CAPITAL EXPENDITURES - 1,579,579 1,579,579 683,300 1,034,300
BEGINNING WORKING CAPITAL - January 1 - 1,400,000 1,400,000 1,762,983 1,079,683
ENDING WORKING CAPITAL - December 31 - 262,983 1,762,983 1,079,683 250,383
NET CHANGE IN WORKING CAPITAL (*)- (1,137,017) 362,983 (683,300) (829,300)
Total Change in Working Capital 175,070 (1,216,049) (1,716,049) (457,277) (275,416)
(*) Working Capital = Current Assets
minus Current Liabilities
2017
Budget
2018
Budget
518 Innovation & Technology
(includes 568 IT - Capital)
2015
Actual
2016
Amended
Budget
2016
Estimated
240
2017-2018 Biennial Budget Section IV: Operating Budget
Department Employees
518 Innovation and Technology Department FTEs 2014 2015 2016 2017 2018
Innovation and Technology Department FTEs 15.00 16.00 16.00 17.00 17.00
TOTAL IT FTEs 15.00 16.00 16.00 17.00 17.00
Full Time Equivalent (FTE)
1.0 FTE - The 2017/2018 Budget includes and additional Network Engineer Position.
1.0 FTE - The 2015/2016 Adopted Budget included the addition of an IT Support Lead. Effective in 2015, the IT Support
Lead position was reclassified as a Systems Analyst and the Network Engineer position was reclassified to a Network Services
Manager.
241
242
2017-2018 Biennial Budget Section V: Budget Details
SECTION V: BUDGET DETAILS
The following tables, charts and other information is intended to provide further detail and
explanation to the summary budget data presented in other sections of this document.
Tables and Graphs in Order of Presentation
• 2017 Budgeted Revenue by Type, All Funds (Table)
• 2017 Budgeted Expenditures by Object, All Funds (Table)
• 2018 Budgeted Revenue by Type, All Funds (Table)
• 2018 Budgeted Expenditures by Object, All Funds (Table)
• Relationship between Fund and City Structure (Table)
• 2017 & 2018 – Budgeted Expenditures by Administrative Structure (Table)
• 2017 – Budgeted General Fund Expenditures by Department (Graph)
• 2018 – Budgeted General Fund Expenditures by Department (Graph)
• 2017 & 2018 – Budgeted General Fund Expenditures by Cost Center (Table)
• 2017 & 2018 – Budgeted Interfund Operating Transfers (Table)
243
2017-2018 Biennial Budget Section V: Budget Details
2017 Budgeted Revenue by Type, All Funds
Licenses &Charges for Fines &
Permits Services Forfeitures
51,745,600$ 2,338,700$ 5,919,680$ 3,923,680$ 876,100$
Arterial Street 583,000 - 1,134,965 - -
Local Street 1,750,000 - - - -
Hotel/Motel Tax 110,000 - - - -
Arterial Street Preservation 2,048,600 - 1,402,100 - -
Drug Forfeiture - - 31,000 - -
Housing & Community Development - - 710,000 - -
Recreational Trails 7,200 - - - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,512,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond 250,000 - - - -
SCORE Debt Service - - 1,485,518 - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Parks Construction 125,000 - 900,006 11,100 -
Capital Improvements 2,800,000 - 293,000 - -
Local Revitalization - - - - -
Water - - - 14,730,511 -
Sewer - - - 8,102,441 -
Sewer Metro - - - 17,237,490 -
Storm Drainage - - - 9,242,676 -
Solid Waste - - 87,300 14,816,200 -
Airport - - 316,667 44,000 -
Cemetery - - - 927,500 -
Insurance - - - - -
Workers' Compensation - - - 961,300 -
Facilities - - - 3,380,200 -
Innovation & Technology - - 80,000 5,519,106 -
Equipment Rental - - - 2,169,331 - FIDUCIARY FUNDSFire Pension - - 75,000 - - PERMANENT FUNDSCemetery Endowment Care - - - 35,000 -
59,474,400$ 2,338,700$ 12,435,236$ 82,612,535$ 876,100$ TOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund Taxes Intergov't
244
2017-2018 Biennial Budget Section V: Budget Details
2017 Budgeted Revenue by Type, All Funds (continued)
Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
1,006,800$ 84,000$ 25,000$ 16,191,731$ 82,111,291$
Arterial Street 102,600 718,511 - 1,632,556 4,171,632$
Local Street 9,100 150,000 - 1,401,882 3,310,982$
Hotel/Motel Tax 400 - - 84,044 194,444$
Arterial Street Preservation 4,900 300,000 - 1,378,878 5,134,478$
Drug Forfeiture 56,100 - - 357,897 444,997$
Housing & Community Development - - - 54,905 764,905$
Recreational Trails 140 - - 49,658 56,998$
Business Improvement Area 200 - - 48,516 103,716$
Cumulative Reserve 20,500 - - 7,546,199 7,566,699$
Mitigation Fees 8,200 - - 4,274,362 5,794,562$
1998 Library Bond - 283,850 - - 283,850$
City Hall Annex 2010 A&B Bond - 1,290,075 393,117 - 1,683,192$
Local Revitalization 2010 C&D Bond 60 222,510 116,501 - 589,071$
SCORE Debt Service 110,038 - 437,918 - 2,033,474$
LID #350 7,499 - - 11,706 19,205$
Golf Debt Service - 554,393 - - 554,393$
Municipal Parks Construction 315,690 835,000 - 453,426 2,640,222$
Capital Improvements 27,544 51,570 - 7,347,302 10,519,416$
Local Revitalization 600 - - 325,651 326,251$
Water 1,060,000 1,200,000 5,162,939 4,641,113 26,794,563$
Sewer 520,000 1,000,000 72,849 9,518,732 19,214,022$
Sewer Metro 1,000 - - 2,374,705 19,613,195$
Storm Drainage 515,000 1,400,000 60,951 13,319,582 24,538,209$
Solid Waste 9,000 - - 3,849,877 18,762,377$
Airport 769,300 - - 346,975 1,476,942$
Cemetery 800 200,000 - 434,887 1,563,187$
Insurance 1,500 - - 1,312,689 1,314,189$
Workers' Compensation 95,600 - - 787,022 1,843,922$
Facilities 82,300 - - 1,330,105 4,792,605$
Innovation & Technology 5,000 579,916 - 1,992,399 8,176,421$
Equipment Rental 1,797,402 826,000 - 3,634,008 8,426,741$ FIDUCIARY FUNDSFire Pension 9,000 - - 2,417,899 2,501,899$ PERMANENT FUNDSCemetery Endowment Care 2,800 - - 1,720,479 1,758,279$
6,539,073$ 9,695,825$ 6,269,275$ 88,839,185$ 269,080,329$ TOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund
245
2017-2018 Biennial Budget Section V: Budget Details
2017 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(50)(60)
Personnel Supplies Services Intergov't Capital
38,242,484$ 1,685,872$ 13,131,808$ 7,441,031$ 324,519$
Arterial Street 285,000 - 260,000 4,661 1,958,965
Local Street 148,568 - 680 666 2,256,000
Hotel/Motel Tax 44,800 2,700 52,900 10,000 -
Arterial Street Preservation 368,000 - - - 4,400,470
Drug Forfeiture 154,516 25,500 71,000 - -
Housing & Community Development 100,000 - 362,450 - 250,000
Recreational Trails - - - - -
Business Improvement Area - 4,200 50,800 - -
Cumulative Reserve - - - 200,000 -
Mitigation Fees - - - 1,365,081 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
SCORE Debt Service - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Parks Construction - - 10,000 - 2,348,106
Capital Improvements - - - 1,612,547 1,109,570
Local Revitalization - - - - 326,251
Water 4,537,802 334,444 4,868,480 1,260,280 5,670,986
Sewer 2,705,286 136,750 2,842,890 1,354,792 1,260,900
Sewer Metro - - - 17,294,700 -
Storm Drainage 3,947,448 94,750 1,708,290 2,021,752 2,426,200
Solid Waste 473,324 33,000 13,546,965 363,600 -
Airport 30,000 2,500 484,950 - 333,334
Cemetery 734,362 221,700 156,750 1,332 -
Insurance 225,750 - 4,230 - -
Workers' Compensation 440,962 - 409,815 - -
Facilities 1,013,001 150,220 1,556,687 646,338 -
Innovation & Technology 2,640,399 463,250 2,683,630 400 682,900
Equipment Rental 1,031,593 1,074,000 427,580 - 1,757,904 FIDUCIARY FUNDSFire Pension 170,717 - 7,000 - - PERMANENT FUNDSCemetery Endowment Care - - - - -
57,294,012$ 4,228,886$ 42,636,905$ 33,577,180$ 25,106,105$ TOTAL BUDGETENTERPRISE FUNDSINTERNAL SERVICE FUNDSSPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSGENERAL FUND
Fund
246
2017-2018 Biennial Budget Section V: Budget Details
2017 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)Interfund Ending Total
Debt Service Interfund Srv.Transfers Fund Balance Budget
77,699$ 7,224,093$ 1,360,476$ 12,623,309$ 82,111,291$
Arterial Street 209,511 72,020 4,661 1,376,814 4,171,632$
Local Street - 11,259 666 893,143 3,310,982$
Hotel/Motel Tax - (10,000) 10,000 84,044 194,444$
Arterial Street Preservation - - - 366,008 5,134,478$
Drug Forfeiture - - - 193,981 444,997$
Housing & Community Development - - - 52,455 764,905$
Recreational Trails - - - 56,998 56,998$
Business Improvement Area - - - 48,716 103,716$
Cumulative Reserve - (200,000) 200,000 7,366,699 7,566,699$
Mitigation Fees - (1,315,081) 1,315,081 4,429,481 5,794,562$
1998 Library Bond 283,850 - - - 283,850$
City Hall Annex 2010 A&B Bond 1,683,192 - - - 1,683,192$
Local Revitalization 2010 C&D Bond 589,071 - - - 589,071$
SCORE Debt Service 2,033,474 - - - 2,033,474$
LID #350 7,246 - - 11,959 19,205$
Golf / Cemetery 2016 Refunding 554,393 - - - 554,393$
Municipal Parks Construction - - - 282,116 2,640,222$
Capital Improvements - (1,612,547) 1,612,547 7,797,299 10,519,416$
Local Revitalization - - - - 326,251$
Water 3,077,809 162,436 1,260,280 5,622,046 26,794,563$
Sewer 817,610 (305,427) 1,345,292 9,055,929 19,214,022$
Sewer Metro - - - 2,318,495 19,613,195$
Storm Drainage 774,580 (497,686) 1,938,752 12,124,123 24,538,209$
Solid Waste - 111,587 - 4,233,901 18,762,377$
Airport 188,850 1,400 - 435,908 1,476,942$
Cemetery - 46,501 1,332 401,210 1,563,187$
Insurance - - - 1,084,209 1,314,189$
Workers' Compensation - - - 993,145 1,843,922$
Facilities - (505,554) 646,338 1,285,575 4,792,605$
Innovation & Technology - 190,631 400 1,514,811 8,176,421$
Equipment Rental 44,140 231,152 - 3,860,372 8,426,741$ FIDUCIARY FUNDSFire Pension - - - 2,324,182 2,501,899$ PERMANENT FUNDSCemetery Endowment Care - - - 1,758,279 1,758,279$
10,341,425$ 3,604,784$ 9,695,825$ 82,595,207$ 269,080,329$ TOTAL BUDGETENTERPRISE FUNDSINTERNAL SERVICE FUNDSSPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSGENERAL FUND
Fund
247
2017-2018 Biennial Budget Section V: Budget Details
2018 Budgeted Revenue by Type, All Funds
Licenses &Charges for Fines &
Permits Services Forfeitures
51,789,430$ 2,419,950$ 5,859,350$ 3,992,580$ 885,300$
Arterial Street 585,000 - 4,410,000 - -
Local Street 1,750,000 - - - -
Hotel/Motel Tax 113,300 - - - -
Arterial Street Preservation 2,061,500 - 1,000,940 - -
Drug Forfeiture - - 31,000 - -
Housing & Community Development - - 460,000 - -
Recreational Trails 7,200 - - - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,512,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond 250,000 - - - -
SCORE Debt Service - - 1,484,031 - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Parks Construction 125,000 - 50,000 11,000 -
Capital Improvements 2,400,000 - 1,437,000 - -
Local Revitalization - - - - -
Water - - - 15,203,431 -
Sewer - - - 8,142,100 -
Sewer Metro - - - 18,189,923 -
Storm Drainage - - - 9,242,676 -
Solid Waste - - 88,600 15,968,250 -
Airport - - 1,741,667 44,000 -
Cemetery - - - 933,000 -
Insurance - - - - -
Workers' Compensation - - - 1,008,100 -
Facilities - - - 3,342,600 -
Innovation & Technology - - 80,000 5,769,631 -
Equipment Rental - - - 2,169,331 - FIDUCIARY FUNDSFire Pension - - 75,000 - - PERMANENT FUNDSCemetery Endowment Care - - - 37,000 -
59,136,430$ 2,419,950$ 16,717,588$ 85,565,622$ 885,300$ TOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund Taxes Intergov't
248
2017-2018 Biennial Budget Section V: Budget Details
2018 Budgeted Revenue by Type, All Funds (continued)
Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
1,035,900$ 84,300$ 25,000$ 12,623,309$ 78,715,119$
Arterial Street 180,600 1,039,817 - 1,376,814 7,592,231$
Local Street 9,100 150,000 - 893,143 2,802,243$
Hotel/Motel Tax 400 - - 84,044 197,744$
Arterial Street Preservation 4,900 - - 366,008 3,433,348$
Drug Forfeiture 56,100 - - 193,981 281,081$
Housing & Community Development - - - 52,455 512,455$
Recreational Trails 140 - - 56,998 64,338$
Business Improvement Area 200 - - 48,716 103,916$
Cumulative Reserve 20,500 - - 7,366,699 7,387,199$
Mitigation Fees 8,200 - - 4,429,481 5,949,681$
1998 Library Bond - 282,150 - - 282,150$
City Hall Annex 2010 A&B Bond - 1,290,078 385,042 - 1,675,120$
Local Revitalization 2010 C&D Bond 60 226,109 113,426 - 589,595$
SCORE Debt Service 109,928 - 427,335 - 2,021,294$
LID #350 7,812 - - 11,959 19,771$
Golf Debt Service - 554,367 - - 554,367$
Municipal Parks Construction 46,590 432,000 - 282,116 946,706$
Capital Improvements 27,857 5,000 - 7,797,299 11,667,156$
Local Revitalization - - - - -$
Water 1,310,000 1,250,000 2,669,024 5,622,046 26,054,501$
Sewer 620,000 - 75,570 9,055,929 17,893,599$
Sewer Metro 1,000 - - 2,318,495 20,509,418$
Storm Drainage 615,000 1,200,000 63,226 12,124,123 23,245,025$
Solid Waste 9,000 - - 4,233,901 20,299,751$
Airport 785,800 - - 435,908 3,007,375$
Cemetery 800 250,000 - 401,210 1,585,010$
Insurance 1,500 - - 1,084,209 1,085,709$
Workers' Compensation 95,600 - - 993,145 2,096,845$
Facilities 82,800 450,000 - 1,285,575 5,160,975$
Innovation & Technology 5,500 948,196 - 1,514,811 8,318,138$
Equipment Rental 1,794,625 789,058 - 3,860,372 8,613,386$ FIDUCIARY FUNDSFire Pension 9,000 - - 2,324,182 2,408,182$ PERMANENT FUNDSCemetery Endowment Care 2,900 - - 1,758,279 1,798,179$
6,841,812$ 8,951,075$ 3,758,623$ 82,595,207$ 266,871,607$ TOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSGENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICEFund
249
2017-2018 Biennial Budget Section V: Budget Details
2018 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(50)(60)
Personnel Supplies Services Intergov't Capital
40,019,992$ 1,656,850$ 14,039,528$ 8,017,659$ 319,618$
Arterial Street 551,000 - 260,000 3,615 5,541,000
Local Street 148,817 - 700 516 2,255,998
Hotel/Motel Tax 46,125 2,800 54,475 10,300 -
Arterial Street Preservation 225,000 - 150,000 - 2,505,440
Drug Forfeiture 156,721 25,500 71,000 - -
Housing & Community Development 105,996 - 362,450 - -
Recreational Trails - - - - -
Business Improvement Area - 4,200 50,800 - -
Cumulative Reserve - - - 250,000 -
Mitigation Fees - - - 1,219,817 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
SCORE Debt Service - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Parks Construction - - 10,000 - 862,000
Capital Improvements - - - 1,783,148 2,232,000
Local Revitalization - - - - -
Water 4,642,145 334,244 4,965,750 1,507,291 4,605,586
Sewer 2,835,082 136,550 2,893,471 250,920 1,241,000
Sewer Metro - - - 18,250,200 -
Storm Drainage 4,070,620 94,550 1,725,779 1,634,292 1,352,000
Solid Waste 497,703 33,400 14,587,795 458,750 -
Airport 149,000 2,500 498,550 - 1,704,334
Cemetery 767,780 221,700 157,980 1,033 -
Insurance 237,000 - 4,230 - -
Workers' Compensation 447,468 - 415,215 - -
Facilities 1,062,361 140,220 1,917,962 646,939 -
Innovation & Technology 2,792,157 429,650 2,650,830 500 1,033,800
Equipment Rental 1,090,399 1,081,000 435,180 - 1,465,329 FIDUCIARY FUNDSFire Pension 171,225 - 7,000 - - PERMANENT FUNDSCemetery Endowment Care - - - - -
60,016,591$ 4,163,164$ 45,258,695$ 34,034,980$ 25,118,105$
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL BUDGET
250
2017-2018 Biennial Budget Section V: Budget Details
2018 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)Interfund Ending Total
Debt Service Interfund Srv.Transfers Fund Balance Budget
77,699$ 6,943,494$ 1,785,204$ 5,855,075$ 78,715,119$
Arterial Street 208,818 75,244 3,615 948,939 7,592,231$
Local Street - 11,723 516 383,973 2,802,243$
Hotel/Motel Tax - (10,300) 10,300 84,044 197,744$
Arterial Street Preservation - - - 552,908 3,433,348$
Drug Forfeiture - - - 27,860 281,081$
Housing & Community Development - - - 44,009 512,455$
Recreational Trails - - - 64,338 64,338$
Business Improvement Area - - - 48,916 103,916$
Cumulative Reserve - (250,000) 250,000 7,137,199 7,387,199$
Mitigation Fees - (1,169,817) 1,169,817 4,729,864 5,949,681$
1998 Library Bond 282,150 - - - 282,150$
City Hall Annex 2010 A&B Bond 1,675,120 - - - 1,675,120$
Local Revitalization 2010 C&D Bond 589,595 - - - 589,595$
SCORE Debt Service 2,021,294 - - - 2,021,294$
LID #350 7,246 - - 12,525 19,771$
Golf / Cemetery 2016 Refunding 554,367 - - - 554,367$
Municipal Parks Construction - - - 74,706 946,706$
Capital Improvements - (1,783,148) 1,783,148 7,652,008 11,667,156$
Local Revitalization - - - - -$
Water 3,073,866 (85,251) 1,507,291 5,503,579 26,054,501$
Sewer 815,875 792,901 241,420 8,686,380 17,893,599$
Sewer Metro - - - 2,259,218 20,509,418$
Storm Drainage 776,275 (107,038) 1,551,292 12,147,255 23,245,025$
Solid Waste - 114,279 - 4,607,824 20,299,751$
Airport 191,425 1,500 - 460,066 3,007,375$
Cemetery - 47,865 1,033 387,619 1,585,010$
Insurance - - - 844,479 1,085,709$
Workers' Compensation - - - 1,234,162 2,096,845$
Facilities - (503,128) 646,939 1,249,682 5,160,975$
Innovation & Technology - 190,295 500 1,220,406 8,318,138$
Equipment Rental 44,140 220,212 - 4,277,126 8,613,386$ FIDUCIARY FUNDSFire Pension - - - 2,229,957 2,408,182$ PERMANENT FUNDSCemetery Endowment Care - - - 1,798,179 1,798,179$
10,317,870$ 4,488,831$ 8,951,075$ 74,522,296$ 266,871,607$
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL BUDGET
251
2017-2018 Biennial Budget Section V: Budget Details
Relationship between Fund and City Structure
The table below provides a cross-reference of the relationships between individual funds and City
structure. City funds are represented along the horizontal axis of the table while the City structural
divisions lie along the vertical axis. Boxes indicate how money from various City funds is allocated to
support distinct City administrative divisions. Only those administrative divisions with multiple
allocations are illustrated.
Housing
Arterial Local Drug & Comm Solid Workers Equip.Fire
General Streets Streets Forfeit Dvlpmnt Water Sewer Storm Waste Airport Cemetery Comp Facilities IT Rental Pension
TO:Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund Fund
Administration
Community Development
Equipment Rental
Facilities
Finance
Human Resources
Innovation & Technology
Legal
Parks, Arts & Recreation
Police
Public Works
Streets
FROM FUND:
252
2017-2018 Biennial Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
Perhaps the most common way of viewing the organization of the City is by administrative structure.
The table on the following page presents the budget from this perspective. Expenditures are
accounted for on the basis of where the authority for the expenditure lies.
The administrative structure is based upon the reporting relationships – what people and functions are
accountable to which department. The criteria of organizing a City administratively are based on the
grouping of specific work tasks or skills into groups with similar or related characteristics. This creates
more efficiency, eliminates duplication of effort, and allows the diversity of City functions to be
managed consistently. For example, it is more efficient for the accounts of the City to be handled
centrally where trained staff can be provided. Likewise, it is more efficient to share engineering skills
than for each utility to have separate engineering staff.
The administrative structure of the City consists of the Mayor and eight department heads. The larger
departments are then subdivided into divisions.
Administrative or Support Departments:
Mayor and Council: Provides overall administration to the entire City. Also includes expenditures
related to the operation of the City Council.
Administration: This department coordinates the priorities of the Mayor and City Council and ensures
that they are addressed and implemented throughout the City organization for the benefit of its
residents and businesses. This department also houses Economic Development, Human and
Community Services, Emergency Management, Property Management and Facilities, and Public Affairs
and Marketing.
Human Resources: This department provides centralized personnel and risk management services to all
City departments and oversees the Worker’s Compensation self-insurance fund.
Finance: Provides centralized budgeting and financial reporting services to all City departments as
well as other administrative services, such as City utility billing.
Legal: Provides centralized legal and City Clerk services to all City departments.
Community Development & Public Works: The Community Development division provides citywide
land use planning and environmental protection, environmental services, permitting, and inspection
services. The Public Works division includes Engineering Services; Water, Sewer, and Storm utilities;
Equipment Rental; and Streets.
Police: Provides for all police services in the City of Auburn and jail services at the South Correctional
Entity (SCORE).
Parks, Arts and Recreation: Provides recreational services and maintenance of park facilities. The
Parks Department also provides senior citizen services and manages the Mountain View Cemetery and
the Auburn Golf Course.
Innovation & Technology: Provides management, oversight, and support of all technology within the
City including GIS, desktop, and network applications.
253
2017-2018 Biennial Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
2015 2016 2016 2017 2018
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
Mayor and Council 912,825$ 1,135,833$ 976,866$ 1,143,418$ 1,208,743$
912,825 1,135,833 976,866 1,143,418 1,208,743
ADMINISTRATION DIRECTOR:
Administration 2,397,246$ 2,680,269$ 2,789,236 2,489,758$ 2,558,242$
Hotel/Motel Tax 77,015$ 227,500$ 227,500 110,400$ 113,700$
Housing & Community Development 417,312$ 1,155,398$ 1,155,398 712,450$ 468,446$
Facilities 3,083,609$ 4,544,048$ 4,579,048 3,507,030$ 3,911,293$
Multimedia 998,886$ 1,054,787$ 1,054,787 1,132,911$ 1,161,789$
6,974,067 9,662,002 9,805,968 7,952,549 8,213,470
HUMAN RESOURCES DIRECTOR:
Human Resources 3,290,785$ 3,687,443$ 3,762,443 3,876,125$ 3,932,170$
Worker's Compensation 450,767$ 854,310$ 854,310 850,777$ 862,683$
3,741,552 4,541,754 4,616,753 4,726,902 4,794,853
FINANCE DIRECTOR:
Finance 1,221,253$ 1,300,773$ 1,300,773 1,409,534$ 1,459,831$
Non-Departmental 5,325,231$ 5,489,627$ 4,039,627 4,204,190$ 5,215,143$
Cumulative Reserve 430,106$ 1,953,298$ 1,953,298 200,000$ 250,000$
Mitigation Fees 1,202,463$ 3,940,845$ 2,974,898 1,365,081$ 1,219,817$
Debt Service Funds 3,013,384$ 2,926,775$ 2,574,824 5,151,226$ 5,129,772$
Capital Improvements 2,385,783$ 9,359,926$ 8,684,926 2,722,117$ 4,015,148$
Local Revitalization 94,150$ 464,551$ 140,000 326,251$ -$
Solid Waste 12,690,426$ 13,534,900$ 13,204,910 14,528,476$ 15,691,927$
Insurance 125,131$ 218,900$ 218,900 229,980$ 241,230$
Fire Pension 177,672$ 170,658$ 170,658 177,717$ 178,225$
Cemetery Endowment Care 30,000$ -$ - -$ -$
26,695,599 39,360,253 35,262,814 30,314,572 33,401,093
CITY ATTORNEY:
Legal 1,938,714$ 2,194,830$ 2,194,830 2,276,603$ 2,364,650$
1,938,714 2,194,830 2,194,830 2,276,603 2,364,650
COMMUNITY DEV. & PUBLIC WORKS DIRECTOR:
Community Development 3,907,332$ 4,731,841$ 4,731,841 4,584,597$ 4,816,225$
Public Works 2,620,478$ 2,809,335$ 2,811,835 3,547,418$ 3,715,032$
Streets 3,016,275$ 3,466,563$ 3,466,563 3,760,044$ 3,863,742$
Arterial Street 7,081,597$ 18,805,638$ 17,592,176 2,794,818$ 6,643,292$
Local Street 2,412,794$ 2,864,398$ 2,835,308 2,417,839$ 2,418,270$
Arterial Street Preservation 4,047,922$ 4,996,571$ 3,566,413 4,768,470$ 2,880,440$
Business Improvement Area 53,947$ 55,000$ 55,000 55,000$ 55,000$
Water 20,681,904$ 22,953,039$ 22,904,761 21,172,517$ 20,550,922$
Sewer 9,387,567$ 14,564,414$ 14,515,138 10,158,093$ 9,207,219$
Storm Drainage 15,026,380$ 14,671,681$ 13,205,767 12,414,086$ 11,097,770$
Sewer Metro 16,034,521$ 16,517,200$ 16,317,200 17,294,700$ 18,250,200$
Airport1 1,048,420$ 1,346,819$ 1,346,819 1,041,034$ 2,547,309$
Equipment Rental 2,635,244$ 8,140,514$ 8,140,514 4,566,369$ 4,336,260$
87,954,380 115,923,014 111,489,334 88,574,985 90,381,681
POLICE CHIEF:
SCORE (jail)3,658,863$ 5,583,542$ 4,020,000 3,953,150$ 4,099,465$
Police 22,085,780$ 23,813,652$ 23,794,252 25,967,258$ 26,966,195$
Drug Forfeiture 216,684$ 273,027$ 273,027 251,016$ 253,221$
25,961,327 29,670,221 28,087,279 30,171,424 31,318,881
PARKS DIRECTOR:
Parks, Arts & Recreation 10,817,212$ 11,584,205$ 11,584,205 12,275,887$ 12,660,606$
Recreational Trails -$ -$ - -$ -$
Municipal Parks 2,942,415$ 8,039,951$ 7,025,132 2,358,106$ 872,000$
Cemetery 852,776$ 1,119,059$ 1,119,059 1,161,977$ 1,197,391$
14,612,403 20,743,215 19,728,396 15,795,970 14,729,997
INNOVATION & TECHNOLOGY DIRECTOR:
Innovation and Technology 3,775,285$ 7,773,574$ 8,273,574 5,528,699$ 5,935,943$
3,775,285 7,773,574 8,273,574 5,528,699 5,935,943
RESERVES:
General Fund 19,566,766 11,266,731 16,191,731 12,623,309 5,855,075
Special Revenue Funds 21,051,048 14,236,453 16,828,897 14,868,339 14,022,050
Debt Service Funds 13,278 30,508 11,706 11,959 12,525
Capital Funds 13,119,474 7,021,915 8,126,379 8,079,415 7,726,714
Enterprise Funds
Utilities 41,774,934 31,690,541 33,704,009 33,354,494 33,204,256
Airport 516,605 346,975 346,975 435,908 460,066
Cemetery 375,647 434,887 434,887 401,210 387,619
Internal Service Funds 14,498,889 9,591,224 9,056,224 8,738,112 8,825,855
Fiduciary Funds 2,512,557 2,417,899 2,417,899 2,324,182 2,229,957
Permanent Funds 1,686,280 1,720,479 1,720,479 1,758,279 1,798,179
115,115,477 78,757,613 88,839,186 82,595,207 74,522,296
TOTAL ALL FUNDS 287,681,628$ 309,762,308$ 309,275,001$ 269,080,329$ 266,871,607$
1Management of the Airport enterprise fund was transferred from the Finance Department to the Community Development & Public Works Department in 2015.
254
2017-2018 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Department & Cost Center
The next table presents a summary of General Fund expenditures by cost center. A cost center
identifies specific activities within an administrative unit of the City. Since these cost centers
correspond to specific programs operated by the City, this page summarizes the program budgets of
the General Fund.
In 2017, the total public safety budget, which includes Police, Jail, Municipal Court, Probation, and
Civil Service, is 46.8% of the total General Fund. Police services make up 37.4% of the General Fund;
the largest police program being Patrol & Operations. Jail services at the South Correctional Entity
(SCORE) account for 5.7%, while Municipal Court, Probation, and Civil Services total 3.8%.
Parks, Arts and Recreation account for 17.7% of the General Fund, with 8.2% dedicated to recreation
and park facilities, and 1.3% to senior services.
The balance of the General Fund budget supports a variety of services – 5.4% has been allocated to
street maintenance; 5.1% to Public Works and engineering services; 6.6% to Community
Development services which include permitting, land use planning, and building code administration;
and the remaining 18.4% is made up of general government services such as Legal, Finance, and
Administration.
The pie charts below and on the next page depict General Fund expenditures for 2017 and 2018 by
department.
Mayor & Council
1.6%
Administration
3.6%
Human Resources
5.6%
Finance
2.0%Legal
3.3%
Community
Development
6.6%
SCORE (jail)
5.7%
Police
37.4%
Public Works
5.1%Parks, Arts &
Recreation
17.7%
Streets
5.4%
Non-Departmental
6.1%
General Fund Expenditures by Department
2017
255
2017-2018 Biennial Budget Section V: Budget Details
Mayor & Council
1.7%
Administration
3.5%
Human Resources
5.4%
Finance
2.0%
Legal
3.2%
Community
Development
6.6%
SCORE (jail)
5.6%
Police
37.0%
Public Works
5.1%Parks, Arts &
Recreation
17.4%
Streets
5.3%
Non-Departmental
7.2%
General Fund Expenditures by Department
2018
256
2017-2018 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center
2015 2016 2016 2017 2018
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
City Council 392,759$ 470,977$ 440,977$ 449,470$ 463,998$
Mayor 520,066$ 664,856 535,889$ 693,948 744,745
912,825 1,135,833 976,866$ 1,143,418 1,208,743
ADMINISTRATION:
Administration 524,129$ 553,425 553,425$ 579,361 596,796
Emergency Management 219,609$ 218,413 218,413$ 212,924 221,460
Community Services 314,400$ 356,450 356,450$ 463,298 494,480
Economic Development 430,950$ 687,851 687,851$ 594,433 603,858
Human Services 908,157$ 864,130 973,097$ 639,742 641,648
2,397,246 2,680,269 2,789,237$ 2,489,758 2,558,242
HUMAN RESOURCES:
Municipal Court 2,239,983$ 2,280,889 2,355,889$ 2,502,954 2,509,145
Personnel & Administration 964,199$ 1,296,321 1,296,321$ 1,229,893 1,275,691
Civil Service Commission 81,908$ 90,233 90,233$ 123,278 127,334
Wellness 4,696$ 20,000 20,000$ 20,000 20,000
3,290,785 3,687,443 3,762,443$ 3,876,125 3,932,170
FINANCE:
Administration 304,991$ 368,879 368,879$ 411,372 427,609
Budgeting & Accounting 915,285$ 931,894 931,894$ 998,162 1,032,222
Pet Licensing 1 977$ - -$ - -
1,221,253 1,300,773 1,300,773$ 1,409,534 1,459,831
LEGAL:
City Clerk 610,467$ 734,833 734,833$ 706,441 732,092
Administration 725,957$ 777,014 777,014$ 777,880 796,186
Prosecution & Criminal 602,290$ 682,983 682,983$ 792,282 836,372
1,938,714 2,194,830 2,194,830 2,276,603 2,364,650
COMMUNITY DEVELOPMENT:
Pet Licensing 1 9,427$ 51,200 51,200$ 57,400 57,400
Building & Permits 2,107,715$ 2,404,578 2,404,578$ 2,156,285 2,262,881
Administration 1,790,190$ 2,276,063 2,276,063$ 1,746,577 1,856,551
Environmental Services 2 -$ - -$ 390,735 405,793
Planning 2 -$ - -$ 233,600 233,600
3,907,332 4,731,841 4,731,841$ 4,584,597 4,816,225
SCORE (JAIL):
SCORE 3,658,863$ 4,020,000 4,020,000$ 3,953,150 4,099,465
SCORE Debt Service -$ 1,563,542 -$ - -
3,658,863 5,583,542 4,020,000$ 3,953,150 4,099,465
POLICE:
Administration 5,438,946$ 6,163,034 6,163,034$ 6,457,816 6,827,691
Patrol & Operations 11,530,883$ 12,261,312 12,241,912$ 13,716,705 14,027,933
Investigations 3,060,163$ 3,055,350 3,055,350$ 3,435,148 3,508,442
Community Programs 871,143$ 1,005,242 1,005,242$ 1,016,293 1,037,423
Records 1,080,145$ 1,193,881 1,193,881$ 1,199,828 1,309,189
Jail -$ 20,000 20,000$ 20,000 20,000
Animal Control 104,499$ 114,834 114,834$ 121,468 235,517
22,085,780 23,813,652 23,794,252$ 25,967,258 26,966,195
PUBLIC WORKS:
Engineering 2,620,478 2,809,335 2,811,835$ 3,547,418 3,715,032
2,620,478 2,809,335 2,811,835$ 3,547,418 3,715,032
257
2017-2018 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center (continued)
2015 2016 2016 2017 2018
Actual Adj Budget Est Actual Budget Budget
PARKS, ARTS & RECREATION:
Cultural Arts 544,202 666,243 666,243$ 600,103 611,666
Special Events 392,723 566,881 566,881$ 570,280 584,367
Administration 1,259,500 1,237,588 1,237,588$ 1,477,354 1,531,708
Senior Center 893,305 902,066 902,066$ 920,789 968,830
Recreation Administration & Programs 1,982,289 2,150,781 2,150,781$ 2,354,123 2,441,025
Theater 646,244 662,161 662,161$ 628,037 642,887
Museum 417,586 454,981 454,981$ 480,837 494,262
Parks Facilities 2,926,537 2,954,794 2,954,794$ 3,412,871 3,498,584
Golf Maintenance & Operations 891,175 996,071 996,071$ 896,936 930,215
Golf Finance Administration 356,208 432,037 432,037$ 372,537 379,614
Golf Pro Shop 507,443 560,602 560,602$ 562,020 577,448
10,817,212 11,584,205 11,584,205$ 12,275,887 12,660,606
STREETS:
Maintenance & Operations 2,596,043 2,987,667 2,987,667$ 3,228,744 3,303,340
Administration 420,232 478,896 478,896$ 531,300 560,402
3,016,275 3,466,563 3,466,563$ 3,760,044 3,863,742
NON-DEPARTMENTAL:
Transfers & Miscellaneous 5,325,231 5,489,627 4,039,627 4,193,190 5,215,143
Ending Fund Balance 19,566,766 11,266,731 16,191,731 12,623,309 5,855,075
24,891,997 16,756,358 20,231,358 16,816,499 11,070,218
TOTAL GENERAL FUND 80,758,760$ 79,744,645$ 81,664,202$ 82,100,291$ 78,715,119$
1 The Pet Licensing function was moved to the Community Development & Public Works Department in April 2015.
2 Effective July 2016, the Community Development Administration division was separated into the Administration, Environmental Services,
and Planning divisions.
258
2017-2018 Biennial Budget Section V: Budget Details
Budgeted Interfund Operating Transfers
The next table presents a summary of transfers between funds for items such as payment of debt
service and transfers in support of capital construction projects.
Transfer Out Transfer In Transfer Out Transfer In
001 General Fund (283,850)$ (282,150)$
229 1998 Library Debt Service 283,850 282,150
001 General Fund (554,393) (554,367)
276 2005/2006A LTGO 554,393 554,367
001 General Fund (50,000) (25,000)
518 Innovation and Technology 50,000 25,000
001 General Fund (12,000) (17,000)
518 Innovation and Technology 12,000 17,000
001 General Fund (45,000) (15,000)
518 Innovation and Technology 45,000 15,000
001 General Fund (84,933) (85,112)
518 Innovation and Technology 84,933 85,112
001 General Fund - (45,000)
518 Innovation and Technology - 45,000
001 General Fund - (250,000)
518 Innovation and Technology - 250,000
001 General Fund (30,000) -
518 Innovation and Technology 30,000 -
001 General Fund (30,000) (3,000)
518 Innovation and Technology 30,000 3,000
001 General Fund (31,950) (9,585)
518 Innovation and Technology 31,950 9,585
001 General Fund (25,560) (25,560)
518 Innovation and Technology 25,560 25,560
001 General Fund - (19,170)
518 Innovation and Technology - 19,170
001 General Fund (25,000) -
518 Innovation and Technology 25,000 -
001 General Fund (10,000) -
518 Innovation and Technology 10,000 -
001 General Fund (38,340) (25,560)
518 Innovation and Technology 38,340 25,560
001 General Fund (45,000) -
518 Innovation and Technology 45,000 -
001 General Fund (31,950)
518 Innovation and Technology 31,950 -
001 General Fund - (130,000)
518 Innovation and Technology - 130,000
001 General Fund (62,500) (93,700)
550 Equipment Rental 62,500 93,700
001 General Fund - (205,000)
568 Innovation and Technology - 205,000
102 Arterial Street (1,861) (1,865)
518 Innovation and Technology 1,861 1,865
102 Arterial Street (700) (210)
518 Innovation and Technology 700 210
102 Arterial Street (560) (560)
518 Innovation and Technology 560 560
102 Arterial Street - (420)
518 Innovation and Technology - 420
102 Arterial Street (840) (560)
518 Innovation and Technology 840 560
102 Arterial Street (700) -
518 Innovation and Technology 700 -
103 Local Street (266) (266)
518 Innovation and Technology 266 266
103 Local Street (100) (30)
518 Innovation and Technology 100 30
103 Local Street (80) (80)
518 Innovation and Technology 80 80
Transfer from F103 to F518 to Pay for IS.0050 -
eDocument Scanning and Workflow
Transfer from F102 to F518 to Pay for IS.0066 -
Centralized Cash Receipting System
Transfer from F103 to F518 to Pay for IS.0042 - Network
Engineer
Transfer from F103 to F518 to Pay for IS.0045 - CRM
System
Transfer from F102 to F518 to Pay for IS.0050 -
eDocument Scanning and Workflow
Transfer from F102 to F518 to Pay for IS.0051 - GIS
Imagery
Transfer from F102 to F518 to Pay for IS.0061 - Cyber
Security Management
Transfer from General Fund to F568 to Pay for POL.0023 -
6 Commissioned Police Officers
Transfer from F102 to F518 to Pay for IS.0042 - Network
Engineer
Transfer from F102 to F518 to Pay for IS.0049 - CRM
System
Transfer from General Fund to F550 to Adjust ER&R
Allocations
Transfer from General Fund to F518 to Pay for IS.0051 -
GIS Imagery
Transfer from General Fund to F518 to Pay for IS.0053 -
Website Refresh
Transfer from General Fund to F518 to Pay for - IS.0060 -
SMART Board
Transfer from General Fund to F518 to Pay for IS.0046 -
Legal CMS
Transfer from General Fund to F518 to Pay for IS.0049 -
CRM System
Transfer from General Fund to F518 to Pay for - IS.0050 -
eDocument Scanning and Workflow
Transfer from General Fund to F518 to Pay for IS.0061 -
Cyber Security Management
Transfer from General Fund to F518 to Pay for IS.0065 -
800 MHz Coverage @ Lea Hill Substation
Transfer from General Fund to F518 to Pay for IS.0066 -
Centralized Cash Receipting System
Transfer from General Fund to F518 to Pay for POL.0023 -
6 Commissioned Police Officers
Transfer from General Fund to F518 to Pay for IS.0043 -
Senior Center A /V Upgrade
Transfer from General Fund to F518 to Pay for IS.0044 -
Digital Parity
Transfer from General Fund to F518 to Pay for IS.0045 - E-
Plan Check Monitor Upgrade
Transfer from General Fund to F518 to Pay for IS.0040 -
City Clerk LIMS Replacement
Transfer from General Fund to F518 to Pay for IS.0041 -
Drone Program Administration
Transfer from General Fund to F518 to Pay for IS.0042 -
Network Engineer
Transfer from General Fund to F229 to Pay for Library
Debt Service
Transfer from General Fund to F276 to Pay for
Golf/Cemetery Debt Service
Transfer from General Fund to F518 to Pay for ASD.0011 -
Auburn Magazine
Fund No Fund Name 2017 2018 Description
259
2017-2018 Biennial Budget Section V: Budget Details
Budgeted Interfund Operating Transfers (continued)
Transfer Out Transfer In Transfer Out Transfer In
103 Local Street - (60)
518 Innovation and Technology - 60
103 Local Street (120) (80)
518 Innovation and Technology 120 80
103 Local Street (100) -
518 Innovation and Technology 100 -
104 Hotel/Motel Tax (10,000) (10,300)
001 General Fund 10,000 10,300
122 Cumulative Reserve (200,000)$ (250,000)$
436 Cemetery 200,000 250,000
124 Mitigation Fees (50,000) -
102 Arterial Street 50,000 -
124 Mitigation Fees (50,000) (70,000)
102 Arterial Street 50,000 70,000
124 Mitigation Fees (50,000) (57,000)
102 Arterial Street 50,000 57,000
124 Mitigation Fees (25,000) -
102 Arterial Street 25,000 -
124 Mitigation Fees (189,000) -
102 Arterial Street 189,000 -
124 Mitigation Fees (100,000) -
102 Arterial Street 100,000 -
124 Mitigation Fees - (100,000)
102 Arterial Street - 100,000
124 Mitigation Fees - (100,000)
102 Arterial Street - 100,000
124 Mitigation Fees - (20,000)
102 Arterial Street - 20,000
124 Mitigation Fees (124,305) (124,013)
102 Arterial Street 124,305 124,013
124 Mitigation Fees (25,000) (25,000)
102 Arterial Street 25,000 25,000
124 Mitigation Fees (85,206) (84,804)
102 Arterial Street 85,206 84,804
124 Mitigation Fees - (190,000)
102 Arterial Street - 190,000
124 Mitigation Fees (20,000) -
102 Arterial Street 20,000 -
124 Mitigation Fees - (235,000)
102 Arterial Street - 235,000
124 Mitigation Fees (20,000) -
328 Capital Improvements 20,000 -
124 Mitigation Fees - (34,000)
102 Arterial Street - 34,000
124 Mitigation Fees (50,000) -
321 Municipal Parks 50,000 -
124 Mitigation Fees (50,000) (50,000)
321 Municipal Parks 50,000 50,000
124 Mitigation Fees (200,000) -
321 Municipal Parks 200,000 -
124 Mitigation Fees (20,000) -
321 Municipal Parks 20,000 -
124 Mitigation Fees (75,000) -
321 Municipal Parks 75,000 -
124 Mitigation Fees (150,000)
321 Municipal Parks 150,000 -
124 Mitigation Fees - (75,000)
321 Municipal Parks - 75,000
124 Mitigation Fees (31,570) (5,000)
328 Capital Improvements 31,570 5,000
328 Capital Improvements (645,037) (645,039)
230 City Hall Annex Bonds 645,037 645,039
Transfer from F104 to General Fund for Community
Support (Grant Program)
Fund No Fund Name 2017 2018 Description
Transfer from F103 to F518 to Pay for IS.0051 - GIS
Imagery
Transfer from F103 to F518 to Pay for IS.0061 - Cyber
Security Management
Transfer from F103 to F518 to Pay for IS.0066 -
Centralized Cash Receipting System
Transfer from F122 to F436 for Cash Flow Needs, If
Needed
Transfer Transportation Impact Fees to F102 for ASBD12 -
M Street NE (E Main St. to 4th St. NE)
Transfer Transportation Impact Fees to F102 for ASBD02 - AWS
Improvements, Hemlock to SE Academy Drive
Transfer Transportation Impact Fees to F102 for ASBD14 -
Evergreen Heights Safe Routes to School
Transfer Transportation Impact Fees to F102 for ASBD15 -
A Street SE & Lakeland Hills Way SE
Transfer Transportation Impact Fees to F102 for ASBD17 -
Lake Tapps Parkway ITS Expansion
Transfer Transportation Impact Fees to F102 for ASBD18 -
Lea Hill Segment 1 (R St. NE to 105th Place)
Transfer Transportation Impact Fees to F102 for ASBD20 - West
Valley Highway Improvements (SR-18 to 15th St. SW)
Transfer Transportation Impact Fees to F102 for ASBD24 - Auburn
Regional Growth Center Access Improvements
Transfer Transportation Impact Fees to F102 for ASBD27 - S. 272nd
/277th St. Corridor & Trail Improvements
Transfer Transportation Impact Fees to F102 for C201A0 -
M St. Underpass Debt Service
Transfer Transportation Impact Fees to F102 for C207A0 -
A Street NW Corridor - Phase 1
Transfer Transportation Impact Fees to F102 for CP0611 -
Harvey Road & 8th Street NE Debt Service
Transfer Transportation Impact Fees to F102 for CP0911 - F
Street SE Improvements
Transfer Transportation Impact Fees to F102 for CP1218 -
Auburn Way S. Corridor Safety Improvements
Transfer Transportation Impact Fees to F102 for CP1513 -
22nd St. NE and I St. NE Intersection
Transfer Transportation Impact Fees to F328 for CP0767 -
Mohawks Plastics
Transfer Traffic Mitigation Fees to F102 for ASBD25 -
Stewart Road (Lake Tapps Parkway Corridor)
Transfer Parks Impact Fees to F321 for CP1605 - Les Gove
Park Improvements
Transfer Parks Impact Fees to F321 for GPBD03 -
Miscellaneous Parks Improvements
Transfer Parks Impact Fees to F321 for GPBD06 - Sunset
Park
Transfer Parks Impact Fees to F321 for GPBD08 - Game
Farm Park Improvements
Transfer Parks Impact Fees to F321 for GPBD12 - Brannan
Park Synthetic Field
Transfer Parks Impact Fees to F321 for GPBD14 - Les Gove
Restroom Facility
Transfer Parks Impact Fees to F321 for GPBD15 - Lakeland
Hills Playground Replacement
Transfer Wetland Mitigation Fees to F328 for Citywide
Wetland Mitigation
Transfer REET 1 Funds to F230 for City Hall Annex Debt
Service
260
2017-2018 Biennial Budget Section V: Budget Details
Budgeted Interfund Operating Transfers (continued)
Transfer Out Transfer In Transfer Out Transfer In
328 Capital Improvements (125,000) -
321 Municipal Parks 125,000 -
328 Capital Improvements - (250,000)
505 Facilities - 250,000
328 Capital Improvements - (200,000)
505 Facilities - 200,000
328 Capital Improvements (155,000) (155,000)
550 Equipment Rental 155,000 155,000
328 Capital Improvements (300,000) -
105 Arterial Street Preservation 300,000 -
328 Capital Improvements (222,510) (226,109)
231 Local Revitalization Debt Srv 222,510 226,109
328 Capital Improvements (20,000) -
321 Municipal Parks 20,000 -
328 Capital Improvements (25,000)$ (150,000)$
321 Municipal Parks 25,000 150,000
328 Capital Improvements -$ (100,000)$
321 Municipal Parks - 100,000
328 Capital Improvements (25,000)$ -$
321 Municipal Parks 25,000 -
328 Capital Improvements -$ (27,000)$
321 Municipal Parks - 27,000
328 Capital Improvements (30,000)$ (30,000)$
321 Municipal Parks 30,000 30,000
328 Capital Improvements (20,000)$ -$
321 Municipal Parks 20,000 -
328 Capital Improvements (45,000)$ -$
321 Municipal Parks 45,000 -
430 Water (1,000,000) (1,250,000)
460 Water Capital 1,000,000 1,250,000
430 Water (16,880) (16,916)
518 Innovation and Technology 16,880 16,916
430 Water (6,350) (1,905)
518 Innovation and Technology 6,350 1,905
430 Water (5,080) (5,080)
518 Innovation and Technology 5,080 5,080
430 Water - (3,810)
518 Innovation and Technology - 3,810
430 Water (7,620) (5,080)
518 Innovation and Technology 7,620 5,080
430 Water (6,350) -
518 Innovation and Technology 6,350 -
430 Water (155,000) (155,000)
550 Equipment Rental 155,000 155,000
430 Water (13,000) (19,500)
550 Equipment Rental 13,000 19,500
431 Sewer (100,000) -
460 Water Capital 100,000 -
431 Sewer (1,000,000) -
461 Sewer Capital 1,000,000 -
431 Sewer (13,292) (13,320)
518 Innovation and Technology 13,292 13,320
431 Sewer (5,000) (1,500)
518 Innovation and Technology 5,000 1,500
431 Sewer (4,000) (4,000)
518 Innovation and Technology 4,000 4,000
431 Sewer - (3,000)
518 Innovation and Technology - 3,000
431 Sewer (6,000) (4,000)
518 Innovation and Technology 6,000 4,000
431 Sewer (5,000) -
518 Innovation and Technology 5,000 -
Transfer REET 1 Funds to F550 for Special Assessment for
Capital Projects
Fund No Fund Name 2017 2018 Description
Transfer REET 1 Funds to F321 for GPBD13 - Mary Olson
Farm - Watts Property Acquisition
Transfer REET 1 Funds to F505 for FAC.0014 - City Hall
Structural Repairs
Transfer REET 1 Funds to F505 for FAC.0015 - City Hall
Roof Replacement
Transfer REET 2 Funds to F105 for Project Funding
Transfer REET 2 Funds to F321 for GPBD08 - Game Farm
Park Improvements
Transfer REET 2 Funds to F231 for Local Revitalization
Fund Debt Service
Transfer REET 2 Funds to F321 for GPBD11 - Lakeland Hills
Nature Area
Transfer REET 2 Funds to F321 for GLF.0029 - Rebuild the
First Green
Transfer REET 2 Funds to F321 for GLF.0029 - Rebuild the
First Green
Transfer REET 2 Funds to F321 for GLF.0030 - Rebuild the
Tenth Green
Transfer REET 2 Funds to F321 for GLF.0031 - Fairway
Drainage Improvement
Transfer REET 2 Funds to F321 for GLF.0032 - Chemical
Storage Building
Transfer REET 2 Funds to F321 for GLF.0033 - Sand
Storage Cover Structure
Transfer Funds from F430 Water Operations to F460
Water Capital Subfund
Transfer from F430 to F518 for IS.0042 - Network
Engineer
Transfer from F430 to F518 for IS.0049 - CRM System
Transfer from F430 to F518 for IS.0050 - eDocument
Scanning & Workflow
Transfer from F430 to F518 for IS.0051 - GIS Imagery
Transfer from F430 to F518 for IS.0061 - Cyber Security
Management
Transfer from F430 to F518 for IS.0066 - Centralized Cash
Receipting System
Transfer from F430 to F550 for Special Assessment for
Capital Projects
Transfer from F430 to F550 to Adjust ER&R Allocations
Transfer from F431 to F460 for Utilities Field Operations
Center
Transfer Funds from F431 Sewer Operations to F461 Sewer
Capital Subfund
Transfer from F431 to F518 for IS.0042 - Network
Engineer
Transfer from F431 to F518 for IS.0049 - CRM System
Transfer from F431 to F518 for IS.0050 - eDocument
Scanning and Workflow
Transfer from F431 to F518 for IS.0051 - GIS Imagery
Transfer from F431 to F518 for IS.0061 - Cyber Security
Management
Transfer from F431 to F518 for IS.0066 - Centralized Cash
Receipting System
261
2017-2018 Biennial Budget Section V: Budget Details
Transfer Out Transfer In Transfer Out Transfer In
431 Sewer (155,000) (155,000)
550 Equipment Rental 155,000 155,000
431 Sewer (7,000) (10,600)
550 Equipment Rental 7,000 10,600
432 Storm Drainage (74,000) (74,000)
001 General Fund 74,000 74,000
432 Storm Drainage (100,000) -
460 Water Capital Projects 100,000 -
432 Storm Drainage (1,400,000) (1,200,000)
462 Storm Drainage Capital 1,400,000 1,200,000
432 Storm Drainage (15,152) (15,184)
518 Innovation and Technology 15,152 15,184
432 Storm Drainage (5,700) (1,710)
518 Innovation and Technology 5,700 1,710
432 Storm Drainage (4,560) (4,560)
518 Innovation and Technology 4,560 4,560
432 Storm Drainage - (3,420)
518 Innovation and Technology - 3,420
432 Storm Drainage (6,840) (4,560)
518 Innovation and Technology 6,840 4,560
432 Storm Drainage (5,700) -
518 Innovation and Technology 5,700 -
432 Storm Drainage -$ (19,058)$
550 Equipment Rental - 19,058
432 Storm Drainage (155,000)$ (155,000)$
550 Equipment Rental 155,000 155,000
432 Storm Drainage (15,800)$ (23,800)$
550 Equipment Rental 15,800 23,800
436 Cemetery (532)$ (533)$
518 Innovation and Technology 532 533
436 Cemetery (200)$ (60)$
518 Innovation and Technology 200 60
436 Cemetery (160)$ (160)$
518 Innovation and Technology 160 160
436 Cemetery -$ (120)$
518 Innovation and Technology - 120
436 Cemetery (240)$ (160)$
518 Innovation and Technology 240 160
436 Cemetery (200)$ -$
518 Innovation and Technology 200 -
460 Water Capital (50,000) (50,000)
103 Local Street 50,000 50,000
461 Sewer Capital (50,000) (50,000)
103 Local Street 50,000 50,000
462 Storm Drainage Capital (50,000) (50,000)
103 Local Street 50,000 50,000
462 Storm Drainage Capital (106,000) -
560 Equipment Rental Capital 106,000 -
505 Facilities (645,038) (645,039)
230 City Hall Annex Bonds 645,038 645,039
505 Facilities (1,300) (1,900)
550 Equipment Rental 1,300 1,900
518 Innovation and Technology (400) (500)
550 Equipment Rental 400 500
Total Transfers (9,695,825)$ 9,695,825$ (8,951,075)$ 8,951,075$
Transfer from F432 to F460 for Utilities Field Operations
Center
Fund No Fund Name 2017 2018 Description
Transfer from F431 to F550 for Special Assessment for
Capital Projects
Transfer from F431 to F550 to Adjust ER&R Allocations
Transfer from F432 to General Fund for Median
Maintenance
Transfer Funds from F432 Storm Drainage Operations to
F462 Storm Drainage Capital Subfund
Transfer from F432 to F518 for IS.0049 - CRM System
Transfer from F432 to F518 for IS.0042 - Network
Engineer
Transfer from F432 to F518 for IS.0050 - eDocument
Scanning and Workflow
Transfer from F432 to F518 for IS.0051 - GIS Imagery
Transfer from F432 to F518 for IS.0061 - Cyber Security
Management
Transfer from F432 to F518 for IS.0066 - Centralized Cash
Receipting System
Transfer from F432 to F550 for STM.0007 - Mini
Excavator
Transfer from F432 to F550 for Special Assessment for
Capital Projects
Transfer from F432 to F550 to Adjust ER&R Allocations
Transfer from F436 to F550 for IS.0042 - Network
Engineer
Transfer from F436 to F550 for IS.0049 - CRM System
Transfer from F436 to F550 for IS.0050 - eDocument
Scanning & Workflow
Transfer from F436 to F550 for IS.0051 - GIS Imagery
Transfer from F436 to F550 for IS.0061 - Cyber Security
Management
Transfer from F436 to F550 for IS.0066 - Centralized Cash
Receipting System
Transfer from F460 to F103 for Utility Trench Mitigation
Transfer from F461 to F103 for Utility Trench Mitigation
Transfer from F462 to F103 for Utility Trench Mitigation
Transfer from F462 to F560 for STM.0007 - Mini
Excavator
Transfer from F505 to F230 for Utilities Debt Service
Transfer from F505 to F550 to Adjust ER&R Allocations
Transfer from F518 to F550 to Adjust ER&R Allocations
262
2017-2018 Biennial Budget Section VI: Program Improvements
SECTION VI: PROGRAM IMPROVEMENTS BY CITY DEPARTMENTS
This section of the budget presents in detail, the program improvements that have been
recommended by the Mayor and City Council during budget deliberations. Each program
improvement consists of the following:
Program Title
The name of the improvement as proposed by the department.
Contact Person
The director of the department requesting the improvement.
For Year
Indicates which year or years the improvement will be implemented into the budget.
2017 Cost
Estimated cost by the department to implement the program improvement in 2017.
2018 Cost
Estimated cost by the department to implement the program improvement in 2018.
Department Name
The department requesting the improvement.
Funding Source
Indicates the fund(s) that have been budgeted to pay for the improvement.
Description of Improvement
A brief summary of the program improvement.
Alternatives
This portion of the proposal describes potential alternatives to the proposed program to assist in
evaluating the proposal’s merits.
Advantages of Approval
The advantages of the proposal relative to the alternatives.
Implications of Denial
A description of what will occur if the proposal is not approved.
Cost of Improvement
Shows the budget for the proposal by line item as well as the fund name or type that will fund the
proposal.
263
2017-2018 Biennial Budget Section VI: Program Improvements
2017-2018 Program Improvements by Department
The following table summarizes the program improvements that have been included in the 2017-2018
budget. The recommended levels of funding are indicated under the Total Costs columns.
PROGRAM IMPROVEMENTS 2017 2018
Total Total
No.Request Department FTE New Program Title (Request ID)Duration Costs Costs
GENERAL FUND
1 ASD.0010 Administration Market & Economic Pro Forma Studies Ongoing 15,000$ 15,000$
2 ENG.0017 Engineering Survey Scanning Equipment and Software One-Time 82,500 2,500
3 ENG.0018 Engineering 1 Traffic Signal Technician Ongoing 121,953 126,776
4 ENG.0019 Engineering Consultant Services Ongoing 17,500 17,500
5 LGL.0003 Legal 1 City Prosecutor Ongoing 131,897 140,033
6 PLN.0045 Community Development Auburn Way South Corridor Plan One-Time 75,000 100,000
7 POL.0023 Police 6 6 Commissioned Police Officers Ongoing 1,115,906 1,445,328
8 POL.0026 Police Taser Gun Issue Limited - 37,200
9 POL.0031 Police 1 Animal Control Officer - MIT Ongoing - 184,520
10 POL.0032 Police Alive and Free Ongoing 30,000 30,000
11 PRK.0043 Parks, Arts & Recreation Replace Large Tractor Mower One-Time 75,000 -
12 PRK.0044 Parks, Arts & Recreation Replace Large Tractor Mower in 2018 One-Time - 75,000
13 PRK.0045 Parks, Arts & Recreation Replace Small Mower with Blower One-Time 30,000 -
14 PRK.0046 Parks, Arts & Recreation Replace 2nd of Two Small Mowers One-Time - 30,000
15 PRK.0047 Parks, Arts & Recreation Replace Play Equipment at Roegner Park One-Time 40,000 -
16 PRK.0048 Parks, Arts & Recreation Replace Equipment at Lakeland Hills Park One-Time - 40,000
17 PRK.0049 Parks, Arts & Recreation Increase in Seasonal Maintenance Budget Ongoing 40,000 40,000
18 PRK.0050 Parks, Arts & Recreation Senior Center Temporary Staff Ongoing 15,000 15,000
19 STR.0005 Streets Seasonal Maintenance Worker - Streets Ongoing 20,800 20,800
GENERAL FUND TOTAL 9.0 1,810,556$ 2,319,657$
OTHER FUNDS
20 ASD.0011 Multimedia Auburn Magazine Limited 50,000$ 25,000$
21 ERR.0007 Equipment Rental M&O Master Planning Limited 50,000 50,000
22 FAC.0014 Facilities City Hall Exterior Structural Repairs One-Time - 250,000
23 FAC.0015 Facilities City Hall Roof Replacement One-Time - 200,000
24 GLF.0029 Municipal Parks Rebuild the First Green and Surrounds One-Time 25,000 -
25 GLF.0030 Municipal Parks Rebuild the 10th Green and Surrounds One-Time - 27,000
26 GLF.0031 Municipal Parks Fairway Drainage Improvement Limited 30,000 30,000
27 GLF.0032 Municipal Parks Chemical Storage Building One-Time 20,000 -
28 GLF.0033 Municipal Parks Topdressing Sand Storage Cover One-Time 45,000 -
29 PRK.0041 Capital Improvements Les Gove Campus Security Cameras One-Time 20,000 -
30 IS.0041 Innovation & Technology Drone Program Administration Ongoing 45,000 15,000
31 IS.0042 Innovation & Technology 1 Network Engineer Ongoing 132,916 133,196
32 IS.0043 Innovation & Technology Sr. Center AV Upgrade/Replacement One-Time - 45,000
33 IS.0044 Innovation & Technology Digital Parity/Broadband Expansion Ongoing - 250,000
34 IS.0045 Innovation & Technology E-Plan Check Monitor Upgrade One-Time 30,000 -
35 IS.0049 Innovation & Technology CRM System Ongoing 50,000 15,000
36 IS.0050 Innovation & Technology eDocument Scanning and Workflow Limited 40,000 40,000
37 IS.0053 Innovation & Technology Website Refresh One-Time 25,000 -
38 IS.0060 Innovation & Technology SMART Board Interactive Display One-Time 10,000 -
39 IS.0061 Innovation & Technology Cyber Security Management Ongoing 60,000 40,000
40 IS.0065 Innovation & Technology 800MHz Coverage Expansion - Lea Hill One-Time 45,000 -
41 IS.0066 Innovation & Technology Centralized Cash Receipting Software One-Time 50,000 -
42 STM.0007 Equipment Rental Mini Excavator Machine One-Time 106,000 19,058
OTHER FUNDS TOTAL 1.0 833,916$ 1,139,254$
TOTAL ALL FUNDS 10.0 2,644,472$ 3,458,911$
264
2017-2018 Biennial Budget Section VI: Program Improvements
No. 1 ASD.0010
Program Title: Contact Person:For Year:
Dana Hinman 2017 & 2018
Department Name: Funding Source:
Administration General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 15,000 General Fund 15,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:15,000$ Total Revenue:15,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 15,000 Professional Services 15,000
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:15,000$ Total Cost:15,000$
Implications of Denial:
This type of documentation is essential when trying to showcase Auburn as a place to do business.By denial of this request
the Economic Development Department is unable to effectively recruit notable developers and /or businesses as it relates to
desirable assets, or target markets identified by the City.
Description of Improvement:
These funds would be used to update previously commissioned studies,and/or commission new studies by agencies who
are experts in their field.Past studies include the Hotel Feasibility Study and Senior Housing Market Study,while future
studies could include but are not limited to a GSA Labor Study, and/or Downtown Office Absorption Study.
Alternatives:
Do not fund.
Advantages of Approval:
Having current studies on hand allows the Economic Development Department the ability to respond (timely, and
effectively)to prospective developers and/or businesses looking to develop,expand and/or relocate in Auburn.This type
of data can influence a company's decision making process,and accelerate the time in which they are able to deliver a
product to the market.
REQUEST FOR PROGRAM IMPROVEMENT
Market/Economic Pro Forma Studies
2017 Cost: 2018 Cost:
$15,000 $15,000
265
2017-2018 Biennial Budget Section VI: Program Improvements
No. 2 ENG.0017
Program Title: Contact Person:For Year:
Kevin Snyder 2017 & 2018
Department Name: Funding Source:
Engineering General Fund, Utility Funds,
Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 20,625 General Fund 625
Proprietary Funds 61,875 Proprietary Funds 1,875
Other Funds Other Funds
Total Revenue:82,500$ Total Revenue:2,500$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance 2,500 Repairs & Maintenance 2,500
Machinery & Equipment 80,000 Machinery & Equipment
Other Other
Total Cost:82,500$ Total Cost:2,500$
Implications of Denial:
If this request isn't funded,the Survey Group will continue to use the Leica 1203 robotic station and Carlson software
,resulting in additional costs and delays in providing survey services as the Leica 1203 robotic station will no longer be
supported by the manufacturer after 2016,which makes replacement parts and repairs slow and expensive.Also,the
Survey Group will continue to use the Carlson software for processing field data instead of utilizing AutoCAD,which
results in extra steps required to transfer the Carlson data into AutoCAD, which is the City's design software platform.
Description of Improvement:
This request will replac e the City's current total robotic station with an updated robotic station that also has scanning
capabilities.The City's Survey Group has evaluated and tested several different equipment and software packages and
determined that the Leica Nova MS-60 Multi-Station and associated Software would best serve the City's needs.
Alternatives:
Continue using the current Leica 1203 robotic station,which will no longer be supported by the manufacturer after 2016
and to also continue using the Carlson Software, which requires more time to process survey data.
Advantages of Approval:
The City's current survey equipment and software doesn't have scanning capability and doesn't connect directly to the
City's design software platform,AutoCAD.Scanning technology allows for collection of data without having to set a rod
at every data point.The primary use by the City's survey crew will be to perform field surveys to support capital
projects.The benefits of using the scanner are:1)Allows for data collection without entering traffic.This is a dramatic
safety improvement for and also results in less traffic impacts; 2) Allows for less "return-trips" to collect additional data.
REQUEST FOR PROGRAM IMPROVEMENT
Survey Scanning Equipment and Software
2017 Cost: 2018 Cost:
$82,500 $2,500
266
2017-2018 Biennial Budget Section VI: Program Improvements
No. 3 ENG.0018
Program Title: Contact Person:For Year:
Kevin Snyder 2017 & 2018
Department Name: Funding Source:
Engineering General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 121,953 General Fund 126,776
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:121,953$ Total Revenue:126,776$
Expenditures:Expenditures:
Wages 73,817 Wages 78,693
Benefits 43,135 Benefits 48,083
Supplies Supplies
Minor Equipment 5,000 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:121,953$ Total Cost:126,776$
Implications of Denial:
The inability to provide appropriate responses to emergency events and incidents due to lack of staff could create
significant safety risks to the public and liability to the City.
- Lower level of service for preventative maintenance potentially resulting in safety concerns.
- Reduced emphasis on improving traffic signal timing and coordination plans resulting in continued delays.
- Reduced emphasis on proactive safety improvements.
Description of Improvement:
This request is for a new Traffic Signal Technician position to be filled in 2017.Currently the City employs two technicians
to cover a rapidly growing infrastructure.Staff focus on meeting minimum safety mandates,keping the system
functioning,and supporting City and private development construction affecting existing facilities or building new
facilities.The Federal Highway Administration and Institute of Transportation Engineers recommends a ratio of between
25-50 Traffic Signals/Field Devices per Technician.The City of Auburn is currently at a ratio of 74 to one not including
communications infrastructure or construction support responsibilities. The current critically low staffing level reduces staffs
ability to respond to basic safety and maintenance needs.
Alternatives:
The alternative to adding this position is to continue to accept a lower level of service in responding to traffic signal issues,
preventative maintenance,and coordinating construction issues.Additionally,an undue burden will continue to be placed
on staff to maintain the system appropriately across a broad geographical area.Another alternative is to utilize more
contracting with the Counties or private contractors in order to maintain minimum safety requirements; however,this has
an added cost to the General Fund budget.
Advantages of Approval:
- Improved traffic signal coverage to capably maintain the safety of the transportation network.
- Improved preventative maintenance on a consistent basis, leading to fewer disruptions and signal failures.
- More time to spend on proactively improving traffic signal timing and coordination citywide leading to fewer delays.
- Enhanced workload and resource management capacity.
- Improved coordination with capital and development project design and construction efforts.
REQUEST FOR PROGRAM IMPROVEMENT
Traffic Signal Technician
2017 Cost: 2018 Cost:
$121,953 $126,776
267
2017-2018 Biennial Budget Section VI: Program Improvements
No. 4 ENG.0019
Program Title: Contact Person:For Year:
Kevin Snyder 2017 & 2018
Department Name: Funding Source:
Engineering General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 17,500 General Fund 17,500
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:17,500$ Total Revenue:17,500$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 17,500 Professional Services 17,500
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:17,500$ Total Cost:17,500$
Implications of Denial:
Denial would reduce the existing level of service by delaying or not providing the products and services delivered by the
consultant services as follows:1)Longer wait times for Plat and other document reviews when workload demands exceed
staff resources;and 2) Longer wait times for capital projects implementation because staff that typically work on capital
projects would need to provide the required services that could not be provided by consultants;and 3)Public safety may
be impacted by lack of specialized technical analysis that City staff is not qualified to provide.
Description of Improvement:
This program improvement would inc rease the amount budgeted for non-project related Consultant Services from
$12,500.00 to $30,000.00.These consultant services are utilized when tasks exceed the expertise or resource availabiliy
of staff.Typically,these services include survey support work,appraisals and property negotiations,specialized technical
evaluations such as geotechnical and structural engineering,environmental assessments,and other services as the needs
arise.The increase in budget is reflective of the actual amounts expended in previous years for the consultant services and
also reflects the anticipated needs in 2017 and 2018.
Alternatives:
To maintain the current level of service the City would need to to hire more staff that have very specialized areas of
expertise. This would require several additional positions and the need for the staff members would be intermittent.
Advantages of Approval:
The advantage to increasing the budget for non-project related consultant services is that the City will be able to continue
its current level of service related to engineering services to internal and external customers.
REQUEST FOR PROGRAM IMPROVEMENT
Consultant Services (Survey, ROW, On-Call Support)
2017 Cost: 2018 Cost:
$17,500 $17,500
268
2017-2018 Biennial Budget Section VI: Program Improvements
No. 5 LGL.0003
Program Title: Contact Person:For Year:
Dan Heid 2017 & 2018
Department Name: Funding Source:
Legal General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 131,897 General Fund 140,033
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:131,897$ Total Revenue:140,033$
Expenditures:Expenditures:
Wages 86,067 Wages 91,751
Benefits 43,331 Benefits 48,282
Supplies Supplies
Minor Equipment 2,500 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:131,897$ Total Cost:140,033$
Implications of Denial:
Without an additional prosecutor,the legal department may need to considering instituting filing guidelines in the event
that criminal case filings increase with the hiring of additional police officers.Instituting filing guidelines would mean that
certain minimum conditions would have to be met before the City would considering filing charges in some types of
cases.For example,the prosecutor may decline to file misdemeanor theft charges when the value of the stolen property
does not exceed a certain amount.
Description of Improvement:
In 2015,the City of Auburn filed 3,342 misdemeanor cases in the King County District Court.Although Auburn's filings
are comparable to those of other cities,the City of Auburn prosecution team has the fewest number of prosecutors and
the fewest number of support staff.
Additionally,over the last three years the Auburn Police Department has increased the number of commissioned officers
from 105 in 2014,to 111 in 2016,and is looking to add several more,the result of which will be an increased caseload for
an already very busy prosecution department.
Alternatives:
Continue as is.The legal d epartment has already implemented case management software in order to streamline its
processes and increase efficiency.
Advantages of Approval:
An additional prosecutor will allow the legal department to continue provide a high level of prosecution services.It will
also provide the prosecutors with much needed in-house (out of court)office time necessary for them to more
thoroughly work up their cases and prepare for trial.
REQUEST FOR PROGRAM IMPROVEMENT
City Prosecutor
2017 Cost: 2018 Cost:
$131,897 $140,033
269
2017-2018 Biennial Budget Section VI: Program Improvements
No. 6 PLN.0045
Program Title: Contact Person:For Year:
Kevin Snyder 2017 & 2018
Department Name: Funding Source:
Community
Development General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 75,000 General Fund 100,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:75,000$ Total Revenue:100,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 55,000 Professional Services 80,000
Other Services & Charges 20,000 Other Services & Charges 20,000
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:75,000$ Total Cost:100,000$
Implications of Denial:
1)AWS will continue to look and function the same as it does today;2)AWS will continue to provide a negative first
impression of Auburn;3)AWS will continue to provide a negative impression to those who routinely travel through
Auburn.
Description of Improvement:
This corridor experiences an extremely high volume of traffic,yet it is widely accepted that it has a tired appearance,is
not pedestrian friendly,and that the commuter experience is generally associated with getting through the corridor rather
than engaging with the businesses and public spaces.In 2017 develop and implement an outreach and engagement
strategy that targets land and business owners along the Corridor. In 2018 develop a schematic plan for the future of AWS
that includes policy language,implementation actions,and visual displays to define the vision.Also,develop
implementation tools that help guide the city, landowners and business owners to understand the public and private
investments necessary, how they should be prioritized, and how to achieve the desired outcomes.
Alternatives:
1)This project is assigned to existing City staff (a Planner)along with their other duties;2)The project is assigned to a
new hire (e.g. a Planner).
Advantages of Approval:
With consultant help, level of service pertaining to permit and project review timeframes will remain as is.A plan will be
developed that leads to a makeover of AWS.Once the plan is implemented AWS will help improve the image and
economic vitality of Auburn.
REQUEST FOR PROGRAM IMPROVEMENT
Auburn Way South Corridor Plan
2017 Cost: 2018 Cost:
$75,000 $100,000
270
2017-2018 Biennial Budget Section VI: Program Improvements
No. 7 POL.0023
Program Title: Contact Person:For Year:
Bob Lee 2017 & 2018
Department Name: Funding Source:
Police General Fund, Innovation &
Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 1,115,906 General Fund 1,110,328
Proprietary Funds Proprietary Funds 335,000
Other Funds Other Funds
Total Revenue:1,115,906$ Total Revenue:1,445,328$
Expenditures:Expenditures:
Wages 428,887 Wages 483,654
Benefits 225,077 Benefits 255,229
Supplies 76,272 Supplies 12,000
Minor Equipment Minor Equipment
Professional Services Professional Services 19,122
Other Services & Charges 196,150 Other Services & Charges 209,955
Repairs & Maintenance Repairs & Maintenance 130,000
Machinery & Equipment 189,519 Machinery & Equipment 335,368
Other Other
Total Cost:1,115,906$ Total Cost:1,445,328$
REQUEST FOR PROGRAM IMPROVEMENT
6 Commissioned Police Officers
2017 Cost: 2018 Cost:
$1,115,906 $1,445,328
Implications of Denial:
Potential for continued high crime rate:Our CAD Incidents were second only to Kent in 2015.Our officer workload is
the highest of any neighboring agency in south King County. Remain re-active rather than Pro-Active.
Description of Improvement:
Increased staff will enable the deployment of dedicated staff to address Downtown crime /citizen perceptions;as well as
Les Gove Campus security issues.Some of this staff will be dedicated to targeted enforcement of individuals/locations
identified as being involved in criminal activities.We will add one additional bicycle officer to enhance that unit to 4
bicycle officers.Re-establish Pro-Act unit that was disbanded back in 2008 due to the economic downturn.Add 1 Day
Shift K-9 Officer and 1 Major Crimes Detective.This decision package also includes:3 patrol vehicles for general patrol
use,3 Pro-Active Detectives vehicles for undercover operations and unmarked patrol vehicle operations (in 2018),1
bicycle for bicycle patrol officer, body cameras (in 2018).
Alternatives:
Continue to assign staff in overtime assignments to address noted issues.
Advantages of Approval:
Dedicated bicycle patrol to patrol Downtown and City Parks,re-establish a Pro-Act unit that dedicates itself to targeting
our most prolific offenders and the crimes they commit, Day Shift K-9 Officer and 1 additional Detective.
271
2017-2018 Biennial Budget Section VI: Program Improvements
No. 8 POL.0026
Program Title: Contact Person:For Year:
Bob Lee 2018
Department Name: Funding Source:
Police General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund 37,200
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:-$ Total Revenue:37,200$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment 37,200
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:-$ Total Cost:37,200$
REQUEST FOR PROGRAM IMPROVEMENT
Taser Gun Issue
2017 Cost: 2018 Cost:
$0 $37,200
Implications of Denial:
We would continue to replac e Taser guns as they break though there seems to be more frequent failures with the older
guns.
Description of Improvement:
Taser 60 pricing plan to replace all of our older Taser X26 units with the new Taser X26P.The premium plan will cost
$31.00 a month per officer,which includes a new gun,holster,battery and 4 cartridges of our choosing each year.We
will be invoiced $37,200 annually for 5 years.The cost is figured for 100 officers since some of our officers already have
the new X26P.
Alternatives:
Full one-time purchase of about $130,000.00 which would not include the 5 year warranty and cartridges and new
battery each year.
Advantages of Approval:
Upgrade to the newer Taser which lasts longer and is a much better quality than what we currently carry.As our older
Tasers are starting to break more frequently, replacement is inevitable.4 cartridges per year within the program would
save the department and city over time.
272
2017-2018 Biennial Budget Section VI: Program Improvements
No. 9 POL.0031
Program Title: Contact Person:For Year:
Bob Lee 2018
Department Name: Funding Source:
Police General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund 184,520
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:-$ Total Revenue:184,520$
Expenditures:Expenditures:
Wages Wages 56,700
Benefits Benefits 41,660
Supplies Supplies 4,900
Minor Equipment Minor Equipment 2,200
Professional Services Professional Services
Other Services & Charges Other Services & Charges 4,810
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment 74,250
Other Other
Total Cost:-$ Total Cost:184,520$
REQUEST FOR PROGRAM IMPROVEMENT
Animal Control Officer - MIT
2017 Cost: 2018 Cost:
$0 $184,520
Implications of Denial:
Animal control calls for servic e currently exceed our service level.One ACO currently does not provide seven day a
week coverage. Therefore citizens have a delayed response to their animal related requests.
Description of Improvement:
This program consists of combining resources for both the City of Auburn and the Muckleshoot Indian Tribe.The tribe
has agreed to fund 1/3 of the operating costs and one time expenditures associated with adding an additional Animal
Control Officer to the Auburn Police Department.This new officer will be considered enhances services that would serve
both communities.
Alternatives:
Continue with current resourc es of one Animal Control Officer,and not provide any services to the Muckleshoot Indian
Tribe.
Advantages of Approval:
The advantage for this impr ovement would be increasing our animal control services using two Animal Control Officers.
Currently,commissioned officers respond to an estimated 40%of the current calls for service related to animals.Most of
the commissioned staff lack training,knowledge and resources to respond effectively to these types of calls and usually
serve on a temporary basis only until the ACO arrives back to work.
273
2017-2018 Biennial Budget Section VI: Program Improvements
No. 10 POL.0032
Program Title: Contact Person:For Year:
Bob Lee 2017 & 2018
Department Name: Funding Source:
Police General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 30,000 General Fund 30,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:30,000$ Total Revenue:30,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 30,000 Professional Services 30,000
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:30,000$ Total Cost:30,000$
REQUEST FOR PROGRAM IMPROVEMENT
Alive and Free
2017 Cost: 2018 Cost:
$30,000 $30,000
Implications of Denial:
We will not be able to meet the demands of youth in need of services to prevent gang and youth violence.
Description of Improvement:
Additional $30,000 will be combined with a $30,000 contribution from Renton PD for 2017 &2018.This will provide
for an additional full-time outreach worker to identify and engage youth at risk of joining gangs or participating in other
violence.Outreach workers go to where the youth are and provide a bridge,connecting youth and families with services
and support.Outreach workers routinely meet with the Auburn School District,AYR and the Auburn Police Department
to address these concerns.
Alternatives:
There are no other alternatives.
Advantages of Approval:
This will allow additional positive impacts on our youth by ensuring outreach workers cultivating relationships with youth
and families through the intake process.If a youth is not engaging in the referred services,the outreach worker plays a
key role in reaching out to the youth and involving the youth in various programs.
274
2017-2018 Biennial Budget Section VI: Program Improvements
No. 11 PRK.0043
Program Title: Contact Person:For Year:
Daryl Faber 2017
Department Name: Funding Source:
Parks, Arts, & Recreation General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 75,000 General Fund
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:75,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment 75,000 Machinery & Equipment
Other Other
Total Cost:75,000$ Total Cost:-$
REQUEST FOR PROGRAM IMPROVEMENT
Replace Large Tractor Mower
2017 Cost: 2018 Cost:
$75,000 $0
Implications of Denial:
Continue to lose productivity with breakdowns.As the mower gets older,it is only a matter of time before we have
some of the bigger ticket items,like a new motor,that will need to be replaced. Replacement parts are no longer
manufactured for this model, making it difficult to find available inventory and delaying the repair process.
Description of Improvement:
Replace the 2nd of five larg e tractor mowers (we replaced the oldest one last year)in year 2017.This mower was
purchased in 2000 and currently has over 375,000 hours on it.
Alternatives:
Continue to use the current mower even though it has exceeded its lifetime expectancy of 10-12 years.
Advantages of Approval:
Cut down on yearly maintenance costs.Cut down on lost productivity,as the number of breakdowns continue to
increase yearly, which costs valuable maintenance time as the operator must return the mower to the shop for repairs.
275
2017-2018 Biennial Budget Section VI: Program Improvements
No. 12 PRK.0044
Program Title: Contact Person:For Year:
Mike Miller 2018
Department Name: Funding Source:
Parks, Arts, & Recreation General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund 75,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:-$ Total Revenue:75,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment 75,000
Other Other
Total Cost:-$ Total Cost:75,000$
REQUEST FOR PROGRAM IMPROVEMENT
Replace Large Tractor Mower in 2018
2017 Cost: 2018 Cost:
$0 $75,000
Implications of Denial:
Continue to have larger repair costs and reduced productivity due to increased breakdowns as the equipment ages.
Description of Improvement:
Replace the third of five larg e tractor mowers.The mower we will need to replace was purchased in 2002,and the
mowers are expected to last 10-15 years.
Alternatives:
Continue to push the mower past its life expectancy,which increases the operating cost and costs us valuable labor time
with increased break downs.
Advantages of Approval:
Be more efficient with the work crew due to fewer break downs.
276
2017-2018 Biennial Budget Section VI: Program Improvements
No. 13 PRK.0045
Program Title: Contact Person:For Year:
Daryl Faber 2017
Department Name: Funding Source:
Parks, Arts, & Recreation General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 30,000 General Fund
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:30,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment 30,000 Machinery & Equipment
Other Other
Total Cost:30,000$ Total Cost:-$
REQUEST FOR PROGRAM IMPROVEMENT
Replace Small Mower with Blower Attachment
2017 Cost: 2018 Cost:
$30,000 $0
Implications of Denial:
Continue to lose valuable labor time with increased break downs as the blower unit continues to age.
Description of Improvement:
Replace the oldest of our two small tractor mowers with a blower attachment.This piece of equipment is used to assist in
gathering and removing leaves from the parks as well as keeping trails clean. It was purchased in 1994.
Alternatives:
Continue to use a piece of equipment that has outlived its useful life and continues to have frequent breakdowns.
Advantages of Approval:
A new unit will help keep the crew running efficiently with fewer breakdowns.
277
2017-2018 Biennial Budget Section VI: Program Improvements
No. 14 PRK.0046
Program Title: Contact Person:For Year:
Mike Miller 2018
Department Name: Funding Source:
Parks, Arts, & Recreation General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund 30,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:-$ Total Revenue:30,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment 30,000
Other Other
Total Cost:-$ Total Cost:30,000$
REQUEST FOR PROGRAM IMPROVEMENT
Replace 2nd of Two Small Mowers (in 2018)
2017 Cost: 2018 Cost:
$0 $30,000
Implications of Denial:
Continue to lose valuable staff time with increased breakdowns as the equipment continues to age past its recommended
useful life.
Description of Improvement:
Replace 2nd of two small trac tor mowers with a blower attachment.This piece of equipment saves valuable time by
helping with the gathering and removal of leaves in the fall as well as cleaning off trails.
Alternatives:
Continue using a piece of equipment that has out lived its useful life.
Advantages of Approval:
Fewer bereakdowns equates to a more p roductive staff and less money spent annually on repairs.This unit was purchased
in 1996.
278
2017-2018 Biennial Budget Section VI: Program Improvements
No. 15 PRK.0047
Program Title: Contact Person:For Year:
Daryl Faber 2017
Department Name: Funding Source:
Parks, Arts, & Recreation General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 40,000 General Fund
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:40,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment 40,000 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:40,000$ Total Cost:-$
REQUEST FOR PROGRAM IMPROVEMENT
Replace Play Equipment at Roegner Park
2017 Cost: 2018 Cost:
$40,000 $0
Implications of Denial:
Continue to remove equipment as it is deemed unsafe for use.
Description of Improvement:
Roegner Park's play equipment is over 20 years old,and is one of the last wooden play structures left in Auburn.We
remove pieces of equipment as the wood deteriorates to the point of no longer being safe.
Alternatives:
Continue to remove equipment as it deteriorates until there is nothing left in the playground for the children to play on.
Advantages of Approval:
Give the children new and safe equipment to play on at Roegner Park.
279
2017-2018 Biennial Budget Section VI: Program Improvements
No. 16 PRK.0048
Program Title: Contact Person:For Year:
Mike Miller 2018
Department Name: Funding Source:
Parks, Arts, & Recreation General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund 40,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:-$ Total Revenue:40,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment 40,000
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:-$ Total Cost:40,000$
REQUEST FOR PROGRAM IMPROVEMENT
Replace Play Equipment at Lakeland Hills Park
2017 Cost: 2018 Cost:
$0 $40,000
Implications of Denial:
Continue to answer complaints about not providing an updated piece of equipment.This play equipment hasn't reached
the point of being unsafe.However,it is outdated and gets very little use because the children don't find it interesting or
challenging.
Description of Improvement:
The play equipment at Lakeland Hills is outdated and outlived its useful life.We continue to get requests from the
Lakeland Hills Communitty to update this play structure.
Alternatives:
Leave existing play equipment and continue to receive complaints.The structures at Lakeland Hills and Roegner Park are
the two last wooden structures in our Park system.
Advantages of Approval:
Give the children in the Lakeland Hills Community a new and safe play structure to play on.This is the original
playground when the Park was built in 1994.
280
2017-2018 Biennial Budget Section VI: Program Improvements
No. 17 PRK.0049
Program Title: Contact Person:For Year:
Daryl Faber 2017 & 2018
Department Name: Funding Source:
Parks, Arts, & Recreation General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 40,000 General Fund 40,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:40,000$ Total Revenue:40,000$
Expenditures:Expenditures:
Wages 40,000 Wages 40,000
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:40,000$ Total Cost:40,000$
REQUEST FOR PROGRAM IMPROVEMENT
Increase in Seasonal Maintenance Budget
2017 Cost: 2018 Cost:
$40,000 $40,000
Implications of Denial:
If we cannot maintain this level of staffing, the quality of the parks will decline as we use more staff time to take care of
the litter,garbage and restroom cleaning that is required.We will also have less visits to the Regional Parks on busy
weekends, as the seasonal staff will be stretched to cover more area with less people. Last year the budget was exceeded in
order to mainatin the level of service that is necesaary.
Description of Improvement:
The hourly wage for Seasonal Maintenace laborers increased last year from $12 per hour up to a max of $16.32 per
hour.To cover 12 positions at 960 hours per position at the $16.31 per hour we need $188,000 in wages.Additionally,
we need an additional $10,000 to cover another temporary position for the 3 months of summertime,as the parks have
gotten busier and we have added 4 new small neighborhood parks to the list of parks we maintain in the last 2 years.
Alternatives:
Hire more FTE or cut back on other park maintenance,as we would use more FTE labor to perform the tasks that the
Temporary Seasonal Staff performs.
Advantages of Approval:
We are already operating with the minimum number of employees to keep the parks at the level of quality that the
community expects.Starting in March, staff works from 6:00am -10:45pm seven days per week.New playgroundsand
improvements are attracting more users to the Parks.The increase in has created more litter,more garbage cans to be
emptied and more frequent cleaning of the restrooms.This request is also for one additional seasonal position to spend
just at Les Gove Park from 10:30 - 7:00pm from June -September during the busy summer times.
281
2017-2018 Biennial Budget Section VI: Program Improvements
No. 18 PRK.0050
Program Title: Contact Person:For Year:
Daryl Faber 2017 & 2018
Department Name: Funding Source:
Parks, Arts, & Recreation General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 15,000 General Fund 15,000
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:15,000$ Total Revenue:15,000$
Expenditures:Expenditures:
Wages 12,707 Wages 12,737
Benefits 2,293 Benefits 2,263
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:15,000$ Total Cost:15,000$
REQUEST FOR PROGRAM IMPROVEMENT
Senior Center Temporary Staff
2017 Cost: 2018 Cost:
$15,000 $15,000
Implications of Denial:
Fewer hiking and other van trips will be offered.These trips are offset by user fees.The Senior Center will be closed one
night that it is currently open.
Description of Improvement:
Added 27.5 hrs per week for clerical front desk help. Increased Recreation Leader II (Van Driver)hours to 48 hours per
month.Expanded the travel program,requiring two vans due to increased participation.The Senior Center is also
expanding from being open three nights per week to four.In addition,a decrease in Senior Volunteers who are able to
manage the electronic registration system requires a decreased use of volunteers for this task and an increase in paid staff.
Alternatives:
Limit hours of being open for activities that are popular in the evening.
Advantages of Approval:
Provides paid quality staff for ex panded trips.Adds one evening to the existing schedule that was previously paid for by
Recreation staff during the construction.
282
2017-2018 Biennial Budget Section VI: Program Improvements
No. 19 STR.0005
Program Title: Contact Person:For Year:
Kevin Snyder 2017 & 2018
Department Name: Funding Source:
Community
Development & Public General Fund
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund 20,800 General Fund 20,800
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:20,800$ Total Revenue:20,800$
Expenditures:Expenditures:
Wages 20,800 Wages 20,800
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:20,800$ Total Cost:20,800$
REQUEST FOR PROGRAM IMPROVEMENT
Seasonal Maintenance Worker - Streets
2017 Cost: 2018 Cost:
$20,800 $20,800
Implications of Denial:
Without seasonal employees it w ould put further stress on the Street Division and cause longer response times to issues
such as graffiti removal and pothole repair.
Description of Improvement:
Hire two seasonal employees to assist with traffic control, painting,asphalt repair,graffiti removal and other seasonal
demands.
Alternatives:
Hiring seasonals will allow Street Maintenance workers to do more street repairs and increase response time for pothole
and graffiti requests.
Advantages of Approval:
Hiring seasonals will allow Street Maintenance workers to do more street repairs and increase response time for pothole
and graffiti requests.
283
2017-2018 Biennial Budget Section VI: Program Improvements
No. 20 ASD.0011
Program Title: Contact Person:For Year:
Dana Hinman 2017 & 2018
Department Name: Funding Source:
Multimedia Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 50,000 Proprietary Funds 25,000
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:25,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 50,000 Professional Services 25,000
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:50,000$ Total Cost:25,000$
REQUEST FOR PROGRAM IMPROVEMENT
Auburn Magazine
2017 Cost: 2018 Cost:
$50,000 $25,000
Implications of Denial:
As the magazine establishes itself, more advertising dollars will be received that will help to offset the costs of the
magazine, eventually eliminating net production costs all together. Without support for the magazine the City will miss
out on what could potentially be a source of revenue.
Description of Improvement:
The Auburn Magazine is a very popular communication tool with the community. The publisher will also be producing a
separate tourism and marketing piece in 2017 to work in conjunction with Tourism's branding effort.
Alternatives:
Do not increase funding for this existing line item.
Advantages of Approval:
By increasing advertisers that support the magazine, our goal is to reduce and eventually eliminate net production costs.
284
2017-2018 Biennial Budget Section VI: Program Improvements
No. 21 ERR.0007
Program Title: Contact Person:For Year:
Kevin Snyder 2017 & 2018
Department Name: Funding Source:
Community
Development & Public Equipment Rental
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 50,000 Proprietary Funds 50,000
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:50,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other 50,000 Other 50,000
Total Cost:50,000$ Total Cost:50,000$
Implications of Denial:
We would have to do multiple individual program improvements as the need arises.
Description of Improvement:
Planning effort for future M&O needs including land usage and building needs for the next 20 years.
Alternatives:
None.
Advantages of Approval:
This would give us the ability to appropriately plan for future logistical and financial needs for the M&O facility. This
planning effort would allow us to schedule and identify funding for needed improvements instead of doing multiple
individual program improvements.
REQUEST FOR PROGRAM IMPROVEMENT
M&O Master Planning
2017 Cost: 2018 Cost:
$50,000 $50,000
285
2017-2018 Biennial Budget Section VI: Program Improvements
No. 22 FAC.0014
Program Title: Contact Person:For Year:
Dana Hinman 2018
Department Name: Funding Source:
Facilities Facilities
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds Other Funds 250,000
Total Revenue:-$ Total Revenue:250,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 250,000
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:-$ Total Cost:250,000$
Implications of Denial:
Leave as is - the deterioration will only get worse over time.
Description of Improvement:
Repair structural deterioration.
Alternatives:
Split the program over two years.
Advantages of Approval:
Prolong the life of the building.
REQUEST FOR PROGRAM IMPROVEMENT
City Hall Exterior Structural Repairs
2017 Cost: 2018 Cost:
$0 $250,000
286
2017-2018 Biennial Budget Section VI: Program Improvements
No. 23 FAC.0015
Program Title: Contact Person:For Year:
Dana Hinman 2018
Department Name: Funding Source:
Facilities Facilities
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds Other Funds 200,000
Total Revenue:-$ Total Revenue:200,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 200,000
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:-$ Total Cost:200,000$
Implications of Denial:
Deal with leaks as they surface.
Description of Improvement:
Replace exisiting roof (deterioration is present).
Alternatives:
Budget for next cycle.
Advantages of Approval:
Avoid costly leaks.
REQUEST FOR PROGRAM IMPROVEMENT
City Hall Roof Replacement
2017 Cost: 2018 Cost:
$0 $200,000
287
2017-2018 Biennial Budget Section VI: Program Improvements
No. 24 GLF.0029
Program Title: Contact Person:For Year:
Daryl Faber 2017
Department Name: Funding Source:
Municipal Parks Municipal Parks
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds 25,000 Other Funds
Total Revenue:25,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other 25,000 Other
Total Cost:25,000$ Total Cost:-$
Implications of Denial:
The denial would continue the complaints from patrons, and the area would still be difficult to manage during the
shoulder months (October through March).
Description of Improvement:
The first green is an old push-up green that does not have subsurface drainage. This green and the surrounds are wet and
mushy throughout the shoulder months. The sod from these areas would be stripped by staff and later reused. A
contrac tor would be hired to create and install subsurface and surface drainage. The contractor would cut and fill the
areas required using native and import materials. The final shaping would be performed by the contractor. The site would
then be ready for the Auburn golf course staff to complete the irrigation installation and lay the sod. New cart path
paving along the west side of the project would be installed by another contractor.
Alternatives:
The alternative would be to continue sanding as we have done for many years.
Advantages of Approval:
The green and surrounds would be firm and manageable throughout the year. Patrons would not have to look for their
$4.00 ball and possibly lose it in the target area. The staff has rebuilt fifteen of the eighteen greens and their surrounds; this
new green would be consistent with these other rebuilt greens and surrounds.
REQUEST FOR PROGRAM IMPROVEMENT
Rebuild the First Green and Surrounds
2017 Cost: 2018 Cost:
$25,000 $0
288
2017-2018 Biennial Budget Section VI: Program Improvements
No. 25 GLF.0030
Program Title: Contact Person:For Year:
Daryl Faber 2018
Department Name: Funding Source:
Municipal Parks Municipal Parks
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds Other Funds 27,000
Total Revenue:-$ Total Revenue:27,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other 27,000
Total Cost:-$ Total Cost:27,000$
Implications of Denial:
-The object to maintaining quality golf greens is to keep them firm and smooth.
-The tenth green sits in a low area, with poor drainage, and poor soil conditions.
-During the shoulder months, patrons will continue to putt on a rough surface full of footprints resulting from this soft
condition.
Description of Improvement:
The 10th green is an original push-up green with poor surface drainage and no subsurface drainage. The surrounds have
the same flaw. This green is difficult to manage throughout the shoulder months (October through March). During this
period , the green and surrounds are soft and mushy. This area is one of our biggest complaints from patrons.
The sod would be cut and saved. A contractor would then cut and fill the site to proper grades, install subsurface
drainage, and grade all import materials to a finished product. Staff would install the required irrigation sprinklers, and
lat the sod. The down time for this green would be less than ten days.
Alternatives:
This is a low area that will always be wet until new grades are established. Staff would continue to sand, aerate and roll
the surface during the shoulder months.
Advantages of Approval:
-Patrons would enjoy a year-round smooth surface to putt on.
-Staff would be able to manage this area throughout all seasons.
-This g r een would match the other sixteen that have been rebuilt and the course would play more consistently.
REQUEST FOR PROGRAM IMPROVEMENT
Rebuild the 10th Green and Surrounds
2017 Cost: 2018 Cost:
$0 $27,000
289
2017-2018 Biennial Budget Section VI: Program Improvements
No. 26 GLF.0031
Program Title: Contact Person:For Year:
Daryl Faber 2017 & 2018
Department Name: Funding Source:
Municipal Parks Municipal Parks
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds 30,000 Other Funds 30,000
Total Revenue:30,000$ Total Revenue:30,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other 30,000 Other 30,000
Total Cost:30,000$ Total Cost:30,000$
Implications of Denial:
-These holes would continue to get complaints from golfers--at times these holes are nearly unplayable.
-These holes would continue to be difficult to maintain during the shoulder months.
Description of Improvement:
This object of this project is to apply topdressing sand to the first five fairways to firm up these landing areas, so these
holes are playable year round. Sand would be applied with a three yard topdressing machine, which we have. One-tenth
of an inc h of sand would be applied bi-weekly throughout the fairways listed above. These fairways would start to show
improvement once dressed with four inches of sand.
Alternatives:
One or two of these fairw ays could be rebuilt each season,the cost would be about 30%less.Each hole would be taken
out of play for two months during the end of the season, and golfers would have to play a temporay hole.
Advantages of Approval:
-The surfaces of these fairways would become firm and playable year round.
-The staff would be able to mow and groom these holes year round.
REQUEST FOR PROGRAM IMPROVEMENT
Fairway Drainage Improvement
2017 Cost: 2018 Cost:
$30,000 $30,000
290
2017-2018 Biennial Budget Section VI: Program Improvements
No. 27 GLF.0032
Program Title: Contact Person:For Year:
Daryl Faber 2017
Department Name: Funding Source:
Municipal Parks Municipal Parks
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds 20,000 Other Funds
Total Revenue:20,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other 20,000 Other
Total Cost:20,000$ Total Cost:-$
Implications of Denial:
The chemical storage area would not be OSHA-approved.
Description of Improvement:
The present container,purchased in 1986,is not OSHA-approved and has exceeded its useful life.The container leaks and
has poor ventilation.The replacement would be an OSHA-approved chemical container,eight feet wide and twenty feet
long.
Alternatives:
We could move the chemicals to a storage area that is not OSHA-approved.
Advantages of Approval:
The chemicals we use (fertilizer, fungicides and herbicides) would be stored in a dry, ventilated and self-contained unit.
REQUEST FOR PROGRAM IMPROVEMENT
Chemical Storage Building
2017 Cost: 2018 Cost:
$20,000 $0
291
2017-2018 Biennial Budget Section VI: Program Improvements
No. 28 GLF.0033
Program Title: Contact Person:For Year:
Daryl Faber 2017
Department Name: Funding Source:
Municipal Parks Municipal Parks
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds 45,000 Other Funds
Total Revenue:45,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other 45,000 Other
Total Cost:45,000$ Total Cost:-$
Implications of Denial:
The sand we use will continue to have weed seed contamination, and will be difficult to spread during
periods of wet weather.
Description of Improvement:
The topdressing sand is presently stored outside in concrete bunkers.The materials are exposed to the elements.An
outdoor cover much like the cover M&O uses for their sanding and asphalt materials is what we are looking for.The
structure would be about 60 feet wide, 35 feet deep and 16 feet in height. The cover would keep the materials drier and
more useable.
Alternatives:
The alternative would be to keep things the way they are, order as needed and at times cover the materials with a tarp.
Advantages of Approval:
The advantages would be:
-The sanding materials would be dry and spread uniformly.
-There w o uld be less contamiation (weed seeds and leaves).
REQUEST FOR PROGRAM IMPROVEMENT
Topdressing Sand Storage Cover
2017 Cost: 2018 Cost:
$45,000 $0
292
2017-2018 Biennial Budget Section VI: Program Improvements
No. 29 PRK.0041
Program Title: Contact Person:For Year:
Daryl Faber 2017
Department Name: Funding Source:
Parks, Arts, & Recreation Capital Improvements
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds 20,000 Other Funds
Total Revenue:20,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment 20,000 Machinery & Equipment
Other Other
Total Cost:20,000$ Total Cost:-$
Increased law enforcement presence will continue to be required to help ensure community safety.Most vandalism and
crime occurs when officers are not present or at night. This will assist in solving that problem.
Implications of Denial:
Description of Improvement:
Add a security camera system with infrared to both interior of park and the north parking lots.New high definition
cameras with zoom technology will aid the Police Department,increase community safety and decrease crime at our
premier park campus.
Alternatives:
Maintain existing security level, which does not cover many areas of the park and does not have infrared capabilites.
Advantages of Approval:
Les Gove Park has had a heightened level of both crime and the appearance of crime.The new camera observation
devices will provide zoom capabilites as well as infrared technology.Three observation areas will be able to cover the
majority of the park space.This addition will decrease the need for on-site officers and allow for "playback" after a crime
is committed.Includes offsite monitoring,web and smartphone viewing where staff and officers can aid in crime
prevention.
REQUEST FOR PROGRAM IMPROVEMENT
Les Gove Campus Security Cameras
2017 Cost: 2018 Cost:
$20,000 $0
293
2017-2018 Biennial Budget Section VI: Program Improvements
No. 30 IS.0041
Program Title: Contact Person:For Year:
Paul Haugan 2017 & 2018
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 45,000 Proprietary Funds 15,000
Other Funds Other Funds
Total Revenue:45,000$ Total Revenue:15,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 15,000
Machinery & Equipment Machinery & Equipment
Other 45,000 Other
Total Cost:45,000$ Total Cost:15,000$
REQUEST FOR PROGRAM IMPROVEMENT
Drone Program Administration
2017 Cost: 2018 Cost:
$45,000 $15,000
Implications of Denial:
Approving this package keeps our city on pace with the abilities of other Police Departments in our region and provides
opportunities to exchange information with them.It also offers civil use capabilities for environmental analysis we don't
have today.If denied,we will have to rely on consultation services to get the images we need to provide accurate
analysis and PD support.
Description of Improvement:
Several Departments have identified a need to utilize aerial drones for their business.CDPW needs flyovers for
Environmental Services,Admin Services has need to use drones for capturing video of City events,Police has need for
accident recreation and officer safety and HR/Risk Management has suggested drones would be a way to reduce risk for
inspections of towers.This request is to establish a Drone program to support city civil use and for general support for
Public Safety.The FAA has begun to define the requirements that City's must adhere to in order to utilize these devices.IT
has begun the process of certifying the City and the first Drone Pilot program.This request is to provide a funding stream
to establish the program and to provide ongoing support.
Alternatives:
Drones offer the city an oppor tunity to view and image places and things that humans cannot in a manner that is safe and
cost effective. The alternative is to wait for the technology to be less expensive or depend on a consultant.
Advantages of Approval:
Drones offer the opportunity to gather information that is otherwise costly or impractical with humans or regular planes.
Technology has advanced to where these can provide better information in a cost effective, safer manner.
294
2017-2018 Biennial Budget Section VI: Program Improvements
No. 31 IS.0042
Program Title: Contact Person:For Year:
Paul Haugan 2017 & 2018
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 132,916 Proprietary Funds 133,196
Other Funds Other Funds
Total Revenue:132,916$ Total Revenue:133,196$
Expenditures:Expenditures:
Wages 86,067 Wages 88,649
Benefits 43,250 Benefits 44,547
Supplies Supplies
Minor Equipment 3,600 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:132,916$ Total Cost:133,196$
REQUEST FOR PROGRAM IMPROVEMENT
Network Engineer
2017 Cost: 2018 Cost:
$132,916 $133,196
Implications of Denial:
In order to continue to support the C ity's network, communications,business continuity,data center,and both public
and private Wi-Fi,additional staff is needed.The implications are simple.Continuing degradation of service,inability to
implement and/or further manage Wi-Fi and lack of capacity to further expand and manage the City's existing fiber optic
infrastructure.The tasks that are not being addressed affect the City as a whole and have a direct impact on the health of
the network infrastructure. This can cause the city a loss of productivity for city staff.
Description of Improvement:
The City has expanded,and continues to grow the underlying technology infrastructure that all the City's applications and
services rely on.This expansion has created a significant amount of additional work that will require the addition of a
Network Engineer. This position will also support the further expansion of the wireless network in alignment with Council
Strategic Goal # 2: Achieving Digital Parity.
Alternatives:
Managing the City's network is d aunting. Maintenance tasks and work orders are falling behind.The alternative is
outsourcing some management services resulting in higher costs, slower response times and service limitations.
Advantages of Approval:
By adding a Network Eng ineer,this will allow us to start to catch up on some overdue maintenance, continue the
network expansion and work more closely on network and information security.This position would also be the
primary person responsible for expanding our public Wi-Fi to support Council Strategic Goal # 2: Digital Parity Wi-Fi and
fiber through the city of Auburn.This position would also be available for new projects and tasks as assigned as the city
moves into more technology initiatives that help our citizens.
295
2017-2018 Biennial Budget Section VI: Program Improvements
No. 32 IS.0043
Program Title: Contact Person:For Year:
Paul Haugan 2018
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds 45,000
Other Funds Other Funds
Total Revenue:-$ Total Revenue:45,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment 45,000
Other Other
Total Cost:-$ Total Cost:45,000$
REQUEST FOR PROGRAM IMPROVEMENT
Sr. Center AV Upgrade/Replacement
2017 Cost: 2018 Cost:
$0 $45,000
Implications of Denial:
The current system is quite dated and is continuing to experience failures.Renters limit use of the facility as attendees
become frustrated since it is known to have poor sound with many limitations.
Description of Improvement:
The Senior Center provides opportunities for meeting events on a regular basis for Auburn citizens.The Audio Visual
system upgrade will provide a replacement for the aging system and improved sound for the entire complex.All areas
will have paging capability and independent or combined room sound as required with easy touch panel controls.
Proposed solution encompasses addressing the ambient acoustics of the environment and providing a presentation
projector.Upgrading the system will enhance the rent ability of the facility and could positively impact the income stream
for Parks and Recreation.
Alternatives:
Standalone systems have been utilized from various sources,however,the preferred method would be to have an internal
system that is available and fine-tuned for the building.
Advantages of Approval:
Providing a system that is designed for the facility, is user friendly and addresses the needs of the senior citizens and the
rental occupants.This upgrade will provide a greater listening and viewing experience to increase the utilization of these
rooms as rentals.
296
2017-2018 Biennial Budget Section VI: Program Improvements
No. 33 IS.0044
Program Title: Contact Person:For Year:
Paul Haugan 2018
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds 250,000
Other Funds Other Funds
Total Revenue:-$ Total Revenue:250,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment 250,000
Other Other
Total Cost:-$ Total Cost:250,000$
REQUEST FOR PROGRAM IMPROVEMENT
Digital Parity/Broadband Expansion
2017 Cost: 2018 Cost:
$0 $250,000
Implications of Denial:
The City would be unable to achieve Councils Strategic Goal #2:Achieving Digital Parity.The City's adoption of Smarter
City initiatives would be delayed.
Description of Improvement:
Council developed a long range str ategic plan in November of 2015.Strategic Goal #2:Achieving Digital Parity by X%
by 2020 is a keystone element of the strategic plan as it provides direction and vision that encompasses all aspects of life in
the City of Auburn.Helping our residents connect to the digital economy and the world in general,and in keeping with
our belief that internet access is a fundamental human right, this request is for funding to expand Access Auburn,the City's
free internet service.The focus of this funding is to move Access Auburn into the residential neighborhoods of the City
and encompasses fiber optic infrastructure expansion and wireless broadband expansion.As this is expected to a multi-
year project, this funding is designated for the 2017/2018 budget years.
Alternatives:
The alternative to declining this request is that we would not meet the Council's Strategic vision of providing broadband
access to the residents of the City of Auburn.
Advantages of Approval:
Providing broadband access to the residents of Auburn enables all residents to participate in the digital economy.Job
searches,24/7 access for students,access to medical services and interaction with other people and the City are all benefits
found by enabling access.In addition this moves the City closer to being recognized as a Connected Community which
helps in attracting families, in supporting economic development, in assisting law enforcement and all City operations.
297
2017-2018 Biennial Budget Section VI: Program Improvements
No. 34 IS.0045
Program Title: Contact Person:For Year:
Paul Haugan 2017
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 30,000 Proprietary Funds
Other Funds Other Funds
Total Revenue:30,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment 30,000 Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:30,000$ Total Cost:-$
REQUEST FOR PROGRAM IMPROVEMENT
E-Plan Check Monitor Upgrade
2017 Cost: 2018 Cost:
$30,000 $0
Implications of Denial:
The City would not accrue the benefits of electronic plan review.Staff would need more breaks to rest their eyes.In
effect,we would be going on a 500 mile road trip and stopping at the 400 mile marker.Full deployment of electronic
plan review has become an expectation of the customer and the industry norm.Factors that limit the City's ability to fully
utilize this technology hamper our ability to ensure fast and positive customer experiences.
Description of Improvement:
This request is to upgrade the monitors used by staff that are involved with electronic plan checking to larger,easier to
read monitors.These new monitors will lower the visual stress from working at smaller,lower resolution monitors and
will make it easier to conduct plan checks in a fully engaged electronic format.Electronic plan review has become the
standard in most jurisdictions and most customers are seeking more ways to take advantage of this option since it allows
for faster movement of information between the City and the customer,reduces the need to print multiple plan sets
which can cost hundreds to thousands of dollars,and to eliminate the need to hire permit runners to deliver and pick up
hard copy plan sets and comments.
Alternatives:
Continue to use lower resolution monitors,increased staff visual eye stress,lower productivity caused by more rest stops
during working hours, loss of efficiency and increased printing to compare documents when needed.
Advantages of Approval:
Electronic plan review is the future direction of the department.Adding these larger,higher resolution monitors will help
support better ergonomics for staff and assist in making the new plan check processes easier to adopt and less stressful.
298
2017-2018 Biennial Budget Section VI: Program Improvements
No. 35 IS.0049
Program Title: Contact Person:For Year:
Paul Haugan 2017 & 2018
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 50,000 Proprietary Funds 15,000
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:15,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 15,000
Machinery & Equipment Machinery & Equipment
Other 50,000 Other
Total Cost:50,000$ Total Cost:15,000$
REQUEST FOR PROGRAM IMPROVEMENT
CRM System
2017 Cost: 2018 Cost:
$50,000 $15,000
Implications of Denial:
The City won't have the data needed to drive change and make decisions as it relates to citizens, businesses and partners.
Description of Improvement:
This would be a system designed to manage citizen interactions including complaints, comments, requests and much more.
This system (and str ategy)would be a combination of a 311 system,a constituency tracking system and potentially tie into
systems like GIS,Neighborhood Meeting tools and asset management.A system like this is designed around tracking,
routing and enabling citizens and management with procedures to interact in a solution focused manner.
Alternatives:
Continue to use multiple systems to track data that do not talk with each other. Maintain the status quo.
Advantages of Approval:
The biggest advantages are a centralized system that integrates with existing systems and the ability to track data that
would be used for action and decision making.In addition the system would provide Executive leadership a more real
time insight into constituent issues and provide a methodology for Citizens to interact more closely with City staff.
299
2017-2018 Biennial Budget Section VI: Program Improvements
No. 36 IS.0050
Program Title: Contact Person:For Year:
Paul Haugan 2017 & 2018
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 40,000 Proprietary Funds 40,000
Other Funds Other Funds
Total Revenue:40,000$ Total Revenue:40,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 40,000 Professional Services 40,000
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:40,000$ Total Cost:40,000$
REQUEST FOR PROGRAM IMPROVEMENT
eDocument Scanning and Workflow
2017 Cost: 2018 Cost:
$40,000 $40,000
Implications of Denial:
Staff continue to use old, manual processes to match their business needs.
Description of Improvement:
Finance has asked IT to work with current enterprise systems to build an interface so documents can be scanned,
processed through workflows,attached and quality controlled in an automated fashion.Implementing an enterprise
document scanning solution not only fits with our IT strategic plan,but it also helps departments increase efficiency and
productivity in their daily processes.This system and process will include,but not be limited to electronic forms,web-
forms, digital signatures, workflows, task management, scanning and professional services.
Alternatives:
Continue the manual process of scanning and uploading documents into enterprise systems and/or department drives.
Advantages of Approval:
This process will automate a completely manual process.In addition,all documents will be centrally stored with their
native application rather than spread across the network.This also provides document workflow,process automation
and eliminates the need for paper.An example is the ability to scan invoices and attach them directly to Eden accounting
software,thereby giving users the ability to immediately access actual invoices from Eden rather than searching through
files.
300
2017-2018 Biennial Budget Section VI: Program Improvements
No. 37 IS.0053
Program Title: Contact Person:For Year:
Paul Haugan 2017
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 25,000 Proprietary Funds
Other Funds Other Funds
Total Revenue:25,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services 25,000 Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:25,000$ Total Cost:-$
REQUEST FOR PROGRAM IMPROVEMENT
Website Refresh
2017 Cost: 2018 Cost:
$25,000 $0
Implications of Denial:
The majority of the website stays the same and current staff work on minor changes like re-organizing content. However,
in-house staff don't have the expertise to build a citizen portal, so the changes would be basic.
Description of Improvement:
A typical website refresh is done every five years and is usually done from the ground up. Our last redesign on
auburnwa.gov was done in 2012 so it is time for a refresh.This refresh would include an updated layout,new images,re-
organized content and a centralized portal for online services.This project would also include creating a website
taskforce that includes citizens, business leaders and City staff.
Alternatives:
Delay the refresh for two years and make minor changes during that time.
Advantages of Approval:
As the City moves more towards Citizen integration and participation for various departments, this refresh will bring
together these capabilities in a planned Citizen Portal-type of design while maintaining the excellent communication and
information environment that the City website supports.
301
2017-2018 Biennial Budget Section VI: Program Improvements
No. 38 IS.0060
Program Title: Contact Person:For Year:
Paul Haugan 2017
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 10,000 Proprietary Funds
Other Funds Other Funds
Total Revenue:10,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment 10,000 Machinery & Equipment
Other Other
Total Cost:10,000$ Total Cost:-$
REQUEST FOR PROGRAM IMPROVEMENT
SMART Board Interactive Display for Police
2017 Cost: 2018 Cost:
$10,000 $0
Implications of Denial:
None.
Description of Improvement:
A SMART board is an interactive whiteboard that uses touch detection for user input.The Police Department would like
to install a unit in the Briefing room. This will allow for more interactive shift briefings.
Alternatives:
Police will continue to use the traditional whiteboard in the Briefing Room.
Advantages of Approval:
Collaboration and interaction are key elements in policing.SMART Board usage during daily briefings will greatly
increase communication and collaboration between officers.During major investigations,collaboration sessions can be
recorded and shared/reviewed by other personnel who were not present, increasing the flow of intelligence.
302
2017-2018 Biennial Budget Section VI: Program Improvements
No. 39 IS.0061
Program Title: Contact Person:For Year:
Paul Haugan 2017 & 2018
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 60,000 Proprietary Funds 40,000
Other Funds Other Funds
Total Revenue:60,000$ Total Revenue:40,000$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance 40,000
Machinery & Equipment 60,000 Machinery & Equipment
Other Other
Total Cost:60,000$ Total Cost:40,000$
REQUEST FOR PROGRAM IMPROVEMENT
Cyber Security Management
2017 Cost: 2018 Cost:
$60,000 $40,000
Implications of Denial:
The Information Technology world has been locked in a struggle for many years with multiple bad actors continually
trying to break into our systems and gather data (both personal and company), steal banking information,and otherwise
compromising essential equipment and services.This is not meant to portray a doom and gloom picture.The intent is to
bring a level of awareness of the need for a higher level of information security.Not adding this service leaves us
vulnerable.
Description of Improvement:
Information Technology requests to ad d a Cyber Security service to our Information Security practice.A Information
Security Management system will provide 24/7 monitoring of our network, communications and operating system and
will provide actionable information on cyber threats in real time.This will assist in staying ahead of the advanced cyber
threat landscape that is evolving.
Alternatives:
Continue to operate as we are.
Advantages of Approval:
Adding automated cyber threat intelligence and monitoring adds a very important piece to our Information Security
needs.Currently we are in a completely reactive mode -if we get hacked or compromised in any fashion,the damage is
already done and we are in a damage control mode.Adding automated cyber defense and threat management improves
the 8 hours of current awareness time to 24-hour,around the clock,7 days per week situational awareness.We can then
be more responsive when dealing with threats - essentially proactive rather than reactive.
303
2017-2018 Biennial Budget Section VI: Program Improvements
No. 40 IS.0065
Program Title: Contact Person:For Year:
Paul Haugan 2017
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 45,000 Proprietary Funds
Other Funds Other Funds
Total Revenue:45,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment 45,000 Machinery & Equipment
Other Other
Total Cost:45,000$ Total Cost:-$
REQUEST FOR PROGRAM IMPROVEMENT
Police - 800 MHz Coverage Expansion - Lea Hill Substation
2017 Cost: 2018 Cost:
$45,000 $0
Implications of Denial:
Officers at the substation would not have 800 MHz radio coverage at the substation.Not receiving dispatch calls,
emergency calls or operational communications would continue in the status quo.Continue to wait until 2020 to begin
the process of upgrading the system at Lea Hill Substation.
Description of Improvement:
Auburn Police recently opened a substation in the Lea Hill area.It was discovered after opening that the location and
general area are substantially subpar in radio coverage.This funding is to purchase and install equipment to boost the
signal strength of the 800 MHz radio system so the area and substation have the coverage needed for effective Law
Enforcement use.
Alternatives:
Leave the substation as is with no r adio coverage.Officers would need to use their cell phones to communicate.The 800
MHz radio system is scheduled for upgrade in 2020, which could include the Lea Hill Substation.
Advantages of Approval:
Having effective and available radio coverage at the substation means officers would be able to receive dispatch and
operational communications.It would eliminate the need to drive a patrol car to another area that has radio coverage.It
would also negate the need for officers to use cell phones for dispatch and operational communication.
304
2017-2018 Biennial Budget Section VI: Program Improvements
No. 41 IS.0066
Program Title: Contact Person:For Year:
Paul Haugan 2017 & 2018
Department Name: Funding Source:
Innovation & Technology Innovation & Technology
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 50,000 Proprietary Funds
Other Funds Other Funds
Total Revenue:50,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment Machinery & Equipment
Other 50,000 Other
Total Cost:50,000$ Total Cost:-$
REQUEST FOR PROGRAM IMPROVEMENT
Centralized Cash Receipting System Software
2017 Cost: 2018 Cost:
$50,000 $0
Implications of Denial:
With the impending expiration of technical support and upgrades,the City runs the risk of a catastrophic loss of the cash
receipting system with a server failure for the general government services identified above.Additionally functional
operational integration with certain City management systems may cease to function as those management systems
advance technologically.
Description of Improvement:
The City currently uses CLASS cash receipting software for licensing (pets and business),permit fees,and miscellaneous
accounts receivable.This software will no longer be supported at the conclusion of 2017.The improvement sought is
for a replacement cash receipting software system.
Alternatives:
There are two alternatives.The first option is to remain with the CLASS cash receipting software.The second option is
to purchase a replacement cash receipting system software.
Advantages of Approval:
A new cash receipting software would be more technically up to date,offer technical support and the ability to integrate
with multiple management systems (i.e. permitting, finance, clerk's office), and payment processing stations and devices.
305
2017-2018 Biennial Budget Section VI: Program Improvements
No. 42 STM.0007
Program Title: Contact Person:For Year:
Kevin Snyder 2017 & 2018
Department Name: Funding Source:
Community
Development & Public Equipment Rental
2017 Cost of Improvement 2018 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds 106,000 Proprietary Funds 19,058
Other Funds Other Funds
Total Revenue:106,000$ Total Revenue:19,058$
Expenditures:Expenditures:
Wages Wages
Benefits Benefits
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance Repairs & Maintenance
Machinery & Equipment 106,000 Machinery & Equipment 19,058
Other Other
Total Cost:106,000$ Total Cost:19,058$
REQUEST FOR PROGRAM IMPROVEMENT
Mini Excavator Machine
2017 Cost: 2018 Cost:
$106,000 $19,058
Implications of Denial:
Crews will not be able to clean and clear some storm ditches in the right-of-way or in easements where space is severely
restricted and/or due to soft ground conditions without this piece of equipment.We also will not be able to access some
of our facilities during a storm event due to remote locations, limited access and fallen debris.
Description of Improvement:
Mini excavator machine w ith trailer,buckets and a mower head.This type of machine will be used by many City
divisions.Small excavators are easy to operate,and can maneuver in very small spaces allowing staff to be more efficient
in completing tasks.
Alternatives:
We can continue to rent a machine day by day.
Advantages of Approval:
The advantages of owning our own mini excavator are that it will allow us to complete more work using in-house
resources,to respond more quickly to emergencies and with the proper equipment,and provide us with more flexibility
in completing projects.It can take additional time to schedule a rental machine during normal working conditions,but
can be difficult to rent during emergency events.
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2017-2018 Biennial Budget Section VII: Capital Planning
SECTION VII: CAPITAL PLANNING, PROGRAMMING AND BUDGETING
The capital budget authorizes and provides the basis of control of expenditures for the acquisition
of significant City assets and construction of all capital facilities. This section describes and
summarizes the 2017-2018 budgets for capital outlays, which are expenditures resulting in the
acquisition of or addition to existing capital assets. Capital assets are defined as land,
improvements to land, easements, buildings, building improvements, vehicles, machinery,
equipment, infrastructure, and all other tangible or intangible assets that are used in operations and
that have initial useful lives extending beyond a single reporting period.
The City of Auburn maintains a comprehensive six-year Capital Facilities Plan (CFP) which is
updated annually and incorporates the capital facility improvements in the City’s biennial budget
process. It is considered a companion document to the budget document.
This section of the budget summarizes the Capital Facilities Plan (CFP) showing capital projects
budgeted for 2017 and 2018 along with the capital facilities plan for these projects in the following
four years. Projects are listed in the following seven sections: Transportation projects, Water
Utility projects, Sanitary Sewer projects, Storm Drainage projects, Parks, Arts and Recreation
projects, General Municipal projects and Community Improvements, and Other Proprietary Fund
projects. Each section includes a map highlighting the general location of significant projects, a brief
discussion of the projects budgeted for 2017 and 2018, a six-year summary of projects showing the
cost and funding source, and two graphs – one showing a comparison of revenue sources for 2017
vs. 2018, and another showing the projected six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2017 – 2022) that is
printed as a separate document. It contains an executive summary along with three chapters.
Chapter 1 explains the purpose of the CFP, statutory requirements, and methodology. Chapter 2
outlines the Goals and Policies related to the provision of capital facilities. Chapter 3 outlines the
proposed capital projects, which include the financing plan and reconciliation of project capacity
to level of service (LOS) standards. Following the financing plan are individual worksheets
showing the project detail. For reconciliation purposes, it is important to note that in many
instances the total project cost will include amounts allocated for salaries, benefits and interfund
charges. Each worksheet, in addition to the project financing, includes a project description,
progress summary, and impact on future operating budgets once the project is completed.
307
2017-2018 Biennial Budget Section VII: Capital Planning
2017 / 2018 Capital Budget:
The following tables summarize the capital facility expenditures and planned funding sources in the
2017-2018 budget.
Total
FUNDING SOURCES - 2017 Fund Federal State Local Other Sources
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 3,466,370$ 2,537,065$ -$ -$ 300,000$ 3,318,511$ 9,621,946$
Water Projects 2,827,586 63,400 - - - 3,295,000 6,185,986
Sewer Projects 1,361,900 - - - - - 1,361,900
Storm Drainage Projects 2,619,200 - - - - - 2,619,200
Parks and Recreation Projects 95,000 250,000 268,100 681,906 290,000 993,100 2,578,106
General Municipal Projects
and Community Improvements 326,251 - 93,000 200,000 1,787,547 516,570 2,923,368
Other Proprietary Fund Projects 46,667 300,000 16,667 - - - 363,334
Total Funding by Source 10,742,974$ 3,150,465$ 377,767$ 881,906$ 2,377,547$ 8,123,181$ 25,653,840$
EXPENDITURES - 2017
Transportation Projects 9,621,946$
Water Projects 6,185,986
Sewer Projects 1,361,900
Storm Drainage Projects 2,619,200
Parks and Recreation Projects 2,578,106
General Municipal Projects
and Community Improvements 2,923,368
Other Proprietary Fund Projects 363,334
Total Capital Projects 25,653,840$
Total
FUNDING SOURCES - 2018 Fund Federal State Local Other Funding
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 1,902,500$ 5,410,940$ -$ -$ -$ 4,117,818$ 11,431,258$
Water Projects 3,886,586 1,050,000 - - - 100,000 5,036,586
Sewer Projects 1,364,000 - - - - - 1,364,000
Storm Drainage Projects 1,486,000 - - - - - 1,486,000
Parks and Recreation Projects 125,000 - 50,000 - 307,000 380,000 862,000
General Municipal Projects
and Community Improvements - - 1,147,000 290,000 2,266,148 470,000 4,173,148
Other Proprietary Fund Projects 111,667 1,650,000 91,667 - - - 1,853,334
Total Funding by Source 8,875,753$ 8,110,940$ 1,288,667$ 290,000$ 2,573,148$ 5,067,818$ 26,206,326$
EXPENDITURES - 2018
Transportation Projects 11,431,258$
Water Projects 5,036,586
Sewer Projects 1,364,000
Storm Drainage Projects 1,486,000
Parks and Recreation Projects 862,000
General Municipal Projects
and Community Improvements 4,173,148
Other Proprietary Fund Projects 1,853,334
Total Capital Projects 26,206,326$
CAPITAL PROJECTS SUMMARY
2017
2018
308
2017-2018 Biennial Budget Section VII: Capital Planning
309
2017-2018 Biennial Budget Section VII: Capital Planning
310
2017-2018 Biennial Budget Section VII: Capital Planning
Transportation Projects
Twenty-six capital projects totaling $9,621,946 are budgeted for 2017 and twenty-two capital
projects totaling $11,431,258 are budgeted for 2018. The significant projects include the following:
The F Street SE Non-Motorized Improvements project ($40,000 in 2017 and $2,502,000
in 2018) will improve mobility and safety along the corridor and will complete a gap in
the non-motorized network between Auburn’s Downtown and the Les Gove Community
Campus. (See Map – “A”)
The Auburn Way North Preservation Phase 2 project ($120,000 in 2017 and $1,508,000
in 2018) will grind and overlay Auburn Way North from 22nd Street NE to 8th Street NE,
remove unused driveways and upgrade all curb ramps and pedestrian signals to meet ADA
requirements. (See Map – “B”)
The 15th Street NE/NW Preservation Project ($1,500,000 in 2017) will restore 7.57 lane
miles of pavement, upgrade 30 curb ramps to meet current ADA standards, as well as
remove unused driveway openings as an upgrade to non ADA compliant pedestrian
facilities. (See Map – “C”)
The B Street NW Reconstruction project ($1,470,000 in 2017) will reconstruct the failed
pavement section between 37th Street NW and North 49th Street NW. (See Map – “D”)
The 22nd Street NE & I Street NE Intersection project ($1,175,000 in 2018) will provide
funding to construct a modern roundabout to replace the current 4-way stop controlled
intersection. (See Map – “E”)
The Lake Tapps Parkway ITS Expansion project ($900,000 in 2017) will fund the design,
coordination, permitting and construction of a new Intelligent Transportation System (ITS)
infrastructure along Lake Tapps Parkway from Lakeland Hills Way to East Valley Highway.
(See Map – “F”)
The “Save our Streets” (SOS) Program ($2,400,000 in 2017 and $2,400,000 in 2018) will
consist of a number of different contracts focused on the preservation of local
(unclassified) streets within the City. These contracts will include work such as crack
sealing, asphalt patching, pre-leveling, and asphalt overlays and roadway reconstruction.
The Annual Arterial Street Preservation Program ($500,000 in 2017 and $900,000 in
2018) will consist of regular pavement maintenance and/or rehabilitation of various
classified streets citywide that may include a combination of overlays, rebuilds, and spot
repairs.
311
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 123,276 -
Federal (Grants)6,562,702 -
State - -
Traffic Impact Fees 1,269,853 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Other Sources 383,381 -
Subtotal 8,339,212 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Capital Costs:
Design 2,247,331 -
Right of Way 821,341 -
Environmental 269,900 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Construction 5,000,640 -
Subtotal 8,339,212 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $25,830
Capacity Project: YES Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund - -
Federal (Grants)862,016 -
State 8,834,297 -
Traffic Impact Fees 4,557,391 124,305 124,013 123,720 123,428 123,135 122,843 741,444
Traffic Mitigation Fees 660,000 -
REET 1,140,000 -
PWFT 3,284,857 -
Other (Other Agencies)3,126,104 -
Subtotal 22,464,665 124,305 124,013 123,720 123,428 123,135 122,843 741,444
Capital Costs:
Design 2,688,924 -
Right of Way 3,358,443 -
Construction 16,021,908 -
Long Term Debt 395,390 124,305 124,013 123,720 123,428 123,135 122,843 741,444
Subtotal 22,464,665 124,305 124,013 123,720 123,428 123,135 122,843 741,444
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $21,827
Project No: c222a0 (TIP#6)Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 408,507 -
Federal (Grants)1,020,701 -
State 4,000,000 -
Traffic Impact Fees 935,519 -
Street Preservation Fund 105 - 200,000 200,000
Other 2,300,000 -
Subtotal 8,664,727 200,000 - - - - 200,000
Capital Costs:
Design 1,415,300 -
Right of Way 1,336,870 -
Construction 5,912,557 200,000 200,000
Subtotal 8,664,727 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $27,250
Project No: c201a0 (TIP#5)
Project Name: S 272nd/277th St Corridor Capacity & Non-Motorized Trail Improvements
This project includes preliminary engineering, design, right-of-way acquisition and construction of major widening on S 277th Street, including the addition of three lanes, one
westbound and two eastbound, a Class 1 trail, and storm improvements. The project length is nine-tenths of a mile.
Construction of a grade separated railroad crossing of M St SE at the BNSF Stampede Pass tracks. Project was completed in 2014; ongoing budget is for Public Works Trust Fund
Loan debt payment scheduled through 2041.
Project Name: A Street NW, Phase 1 (3rd St NW to 14th St NW)
Project No: c207a0 (TIP#1)
Construct a new multi-lane arterial from 3rd Street NW to 14th Street NW. This project will improve mobility and is tied to corridor development. It is consistent with the
Comprehensive Plan and completes a missing link of a north/south arterial corridor. The project length is approximately three-quarters of a mile. The City purchased right-of-
way from the northern property owner. If the property develops, some or a portion of those funds may be reimbursed to the City (total cost was $251,000).
Project Name: M Street Grade Separation (3rd St SE to 8th St SE)
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2017-2018 Biennial Budget Section VII: Capital Planning
Project No: asbd02 (TIP#9)Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund -
Federal (Grants)1,720,000 4,580,000 8,650,000 14,950,000
State -
Traffic Impact Fees 100,000 50,000 140,000 385,000 675,000 1,250,000
Other (MIT)100,000 50,000 140,000 1,385,000 675,000 2,250,000
Subtotal 200,000 100,000 - - 2,000,000 6,350,000 10,000,000 18,450,000
Capital Costs:
Design 200,000 100,000 2,000,000 3,000,000 - 5,100,000
Right of Way 3,350,000 - 3,350,000
Construction - 10,000,000 10,000,000
Subtotal 200,000 100,000 - - 2,000,000 6,350,000 10,000,000 18,450,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 40,000 - 150,000 - - - - 150,000
Federal (Grants)480,000 40,000 2,162,000 2,202,000
State -
Traffic Impact Fees 130,000 190,000 190,000
Other Sources -
Subtotal 650,000 40,000 2,502,000 - - - - 2,542,000
Capital Costs:
Design 600,000 40,000 40,000
Right of Way 50,000 -
Construction 2,502,000 2,502,000
Subtotal 650,000 40,000 2,502,000 - - - - 2,542,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $4,100
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund - - - - - - - -
Federal (Grants)280,000 1,000,000 1,280,000
State -
Traffic Impact Fees 50,000 70,000 250,000 370,000
Other Sources -
Subtotal - 50,000 350,000 1,250,000 - - - 1,650,000
Capital Costs:
Design 50,000 350,000 400,000
Right of Way 100,000 100,000
Construction 1,150,000 1,150,000
Subtotal - 50,000 350,000 1,250,000 - - - 1,650,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,500
Project Name: M Street NE (E. Main St. to 4th St. NE)
Project No: asbd12 (TIP#11)
Project No: cp1416 (TIP#10)
The F St SE project includes pavement rehabilitation, installation of curbs, gutters, bike lanes, sidewalks, ADA improvements, utility undergrounding, LED street lighting, new two
way center left turn-lane, crash attenuation at the supports for the BNSF railroad bridge, initiation of Auburn Staff Bike share pilot program, wayfinding signage and a "Bicycle
Boulevard" designation of roadway connections between Auburn City Hall and the Les Gove Park Campus. This project improves mobility and safety along the corridor and
will complete a gap in the non-motorized network between Auburn's Downtown and the Les Gove Community Campus. The major infrastructure improvements are
approximately 0.3 miles long and the "Bicycle Boulevard" improvements are just over a mile long.
Project Name: Auburn Way S Improvements (Hemlock St SE to Academy Dr SE)
Project Name: F Street SE Non-Motorized Improvements (Downtown to Les Gove)
This project will construct a four-lane street section that includes sidewalks, gutters, landscaping and streetlights on M St NE between south of E Main St and 4th St NE.
Widen Auburn Way S between Hemlock St SE and Academy Dr SE to accommodate two general purpose lanes in each direction, center turn lanes, access management medians,
U-turns, curb, gutter, sidewalk, illumination, transit stop improvements, new traffic signals, Intelligent Transportation Systems, streetscape and storm improvements. The project
length is approximately two miles.
313
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund - - - - - - - -
Federal (Grants)-
PWFT 1,527,300 -
Traffic Impact Fees 811,617 85,206 84,805 84,402 84,000 83,598 83,196 505,207
Other (Other Funds)-
Subtotal 2,338,917 85,206 84,805 84,402 84,000 83,598 83,196 505,207
Capital Costs:
Design 327,500 -
Right of Way 200,400 -
Construction 1,203,900 -
Long Term Debt 607,117 85,206 84,805 84,402 84,000 83,598 83,196 505,207
Subtotal 2,338,917 85,206 84,805 84,402 84,000 83,598 83,196 505,207
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 50,000 125,000 - - - 175,000
Federal (Grants)- 425,000 - - - 425,000
PWFT -
Traffic Impact Fees -
Other Sources -
Subtotal - - 50,000 550,000 - - - 600,000
Capital Costs:
Design 50,000 50,000
Right of Way 50,000 50,000
Construction 500,000 500,000
Subtotal - - 50,000 550,000 - - - 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 320,000 20,000 20,000
Federal (Grants)-
State -
Traffic Mitigation 150,000 -
Other (Other Agencies)-
Subtotal 470,000 20,000 - - - - - 20,000
Capital Costs:
Design 46,856 -
Right of Way -
Construction 423,144 20,000 20,000
Subtotal 470,000 20,000 - - - - - 20,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project was completed in 2010. Ongoing budget is for Public Works Trust Fund Loan debt payments scheduled through 2028.
Reconstruct the existing traffic signals at C St NW and W Main Street . The new C St NW signal will provide protected left-turn phasing for C Street, and will provide additional
safety related to the railroad pre-emption.
Project Name: Main Street Signal Upgrades
Project Name: Harvey Rd. & 8th St. NE Intersection Improvements
Project No: cp1406 (TIP#21)
Project Name: Auburn Way North / 1st St NE Signal Improvements
Project No: asbd05 (TIP#19)
This project will construct a new traffic signal with controller cabinet and battery backup along with necessary intersection improvements.
Project No: cp0611 (TIP#17)
314
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 125,000 125,000 250,000
Federal (Grants)1,250,000 1,250,000
State -
Traffic Mitigation -
Other (MIT)125,000 125,000 250,000
Subtotal - - 250,000 1,500,000 - - - 1,750,000
Capital Costs:
Design - 250,000 250,000
Right of Way -
Construction 1,500,000 1,500,000
Subtotal - - 250,000 1,500,000 - - - 1,750,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $10,000
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 51,230 5,000 5,000
Federal (Grants)-
State -
Traffic Mitigation -
REET -
Other Sources -
Subtotal 51,230 5,000 - - - - - 5,000
Capital Costs:
Design 51,230 5,000 5,000
Right of Way -
Construction -
Subtotal 51,230 5,000 - - - - - 5,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund -
Federal (Grants)-
State -
Traffic Impact 20,000 20,000 20,000 20,000 20,000 100,000
REET -
Other Sources -
Subtotal - - 20,000 20,000 20,000 20,000 100,000
Capital Costs:
Design -
Right of Way -
Environmental 20,000 20,000 20,000 20,000 20,000 100,000
Construction -
Subtotal - - 20,000 20,000 20,000 20,000 20,000 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: asbd27 (TIP#29)
Project Name: A Street SE Safety Improvements Study
Project No: cp1110 (TIP#27)
Study the A Street SE corridor between 6th Street SE and Lakeland Hills Way SE including 41st St SE from D St SE to C St SE. The study will review the safety and access needs of
the traveling public and the adjacent properties.
Project Name: Riverwalk Drive SE Non-Motorized Improvements
Project No: asbd26 (TIP#23)
This project is planned as a partnership between the City of Auburn and the Muckleshoot Indian Tribe to improve pedestrian safety by constructing sidewalks, street lighting,
and related storm improvements on Riverwalk Drive SE between Auburn Way S and Howard Road SE. This project will close a major gap in the sidewalk system and ties into
the proposed improvements on Auburn Way South.
Project Name: South 277th Wetland Mitigation
This project will complete the environmental monitoring requirements related to the S 277th St corridor widening project between Auburn Way North and l St NE.
315
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 75,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Federal (Grants)-
State -
Local -
REET -
Other Sources -
Subtotal 75,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design 5,000 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Right of Way -
Construction 70,000 90,000 90,000 90,000 90,000 90,000 90,000 540,000
Subtotal 75,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 100,000 100,000 100,000 100,000 300,000
Federal (Grants)-
State -
Local -
REET -
Other Sources -
Subtotal 100,000 - 100,000 - 100,000 - 100,000 300,000
Capital Costs:
Design 10,000 10,000 10,000 10,000 30,000
Right of Way -
Construction 90,000 90,000 90,000 90,000 270,000
Subtotal 100,000 - 100,000 - 100,000 - 100,000 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 2,910 -
Federal (Grants)2,639,782 -
State -
Traffic Impact Fees 304,455 20,000 20,000
REET -
Other Sources -
Subtotal 2,947,147 20,000 - - - - - 20,000
Capital Costs:
Design 618,933 -
Right of Way 100,000 -
Construction 2,228,214 20,000 20,000
Subtotal 2,947,147 20,000 - - - - - 20,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
This project will improve access management, including U-turns, upgrade transit stops and street lighting, widen to accommodate turn-lanes and pedestrian and bicycle facilities,
upgrade pavement markings, install pedestrian signals and audible pedestrian push buttons, and upgrade traffic signals to change the phasing and to improve the visibility of the
signal heads.
Project Name: Citywide Arterial Bicycle & Safety Improvements
Project No: asbd07 (TIP#31)
This is a bi-annual program to fund bicycle and safety improvements on classified roadways. Projects are prioritized annually based upon field studies.
Project Name: Auburn Way South (SR-164) Corridor Safety Improvements
Project Name: Citywide Pedestrian Accessibility and Safety Program
Project No: asbd08, cp1615 (TIP#30)
This is an annual program to fund pedestrian access and safety improvement projects at locations throughout the City. Projects are prioritized annually based on pedestrian
demands, existing deficiencies, and citizen requests.
Project No: cp1218 (TIP#43)
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2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 100,000 30,000 30,000 30,000 30,000 220,000
Federal (Grants)120,000 120,000 120,000 120,000 480,000
State -
Traffic Mitigation Fees -
REET 100,000 -
Other Sources 50,000 -
Subtotal 150,000 100,000 150,000 150,000 150,000 150,000 - 700,000
Capital Costs:
Design 15,000 10,000 15,000 15,000 15,000 15,000 70,000
Right of Way -
Construction 135,000 90,000 135,000 135,000 135,000 135,000 630,000
Subtotal 150,000 100,000 150,000 150,000 150,000 150,000 - 700,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund -
Federal (Grants)82,950 711,000 711,000
State -
Traffic Impact Fees 22,050 189,000 189,000
REET -
Other Sources -
Subtotal 105,000 900,000 - - - - - 900,000
Capital Costs:
Design 105,000 -
Right of Way -
Construction 900,000 900,000
Subtotal 105,000 900,000 - - - - - 900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund -
Federal (Grants)-
State -
Traffic Impact Fees 50,000 25,000 25,000
REET -
Other Sources -
Subtotal 50,000 25,000 - - - - - 25,000
Capital Costs:
Design 50,000 25,000 25,000
Right of Way -
Construction -
Subtotal 50,000 25,000 - - - - - 25,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: A Street SE & Lakeland Hills Way SE Intersection Safety & Capacity Imp.
Project Name: ITS Dynamic Message Signs
Project No: asbd16 (TIP#50)
This project funds the design and construction of Dynamic Message Signs at various locations throughout the City. Dynamic message signs are an important Intelligent
Transportation System (ITS) tool for providing information to roadway users. Priority locations for sign placement are based on the Comprehensive Transportation Plan ITS map
and include Auburn Way N, Auburn Way S, W Valley Highway, E Valley Highway and Lea Hill Road.
Project No: asbd15 (TIP#52)
This project will study traffic operations, safety, and prepare a preliminary design for intersection improvements.
Project Name: Lake Tapps Parkway ITS Expansion
Project No: asbd17 (TIP#51)
The project funds the design, coordination, permitting, and construction of new Intelligent Transportation System (ITS) infrastructure along Lake Tapps Parkway from Lakeland
Hills Way to East Valley Highway, and along East Valley Highway to Lakeland Hills Way. The proposed ITS infrastructure includes conduit, fiber, VMS signage, cameras, network
communication upgrades, and weather stations along the route.
317
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 50,000 150,000 150,000
Federal (Grants)-
State -
Traffic Impact Fees -
REET -
Other Sources -
Subtotal 50,000 150,000 - - - - - 150,000
Capital Costs:
Design 50,000 -
Right of Way -
Construction 150,000 150,000
Subtotal 50,000 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 52,000 238,000 290,000
Federal (Grants)208,000 952,000 1,160,000
State -
Traffic Impact Fees -
REET -
Street Preservation Fund 105 -
Subtotal - - 260,000 1,190,000 - - - 1,450,000
Capital Costs:
Design 260,000 260,000
Right of Way -
Construction 1,190,000 1,190,000
Subtotal - - 260,000 1,190,000 - - - 1,450,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund -
Federal (Grants)200,000 300,000 1,420,000 1,920,000
State -
Traffic Impact Fees 50,000 57,000 400,033 507,033
REET -
Other Sources 50,000 53,000 449,967 552,967
Subtotal - 300,000 410,000 2,270,000 - - - 2,980,000
Capital Costs:
Design 300,000 200,000 500,000
Right of Way 210,000 210,000
Construction 2,270,000 2,270,000
Subtotal - 300,000 410,000 2,270,000 - - - 2,980,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Way South and 12th Street SE Intersection Improvements
Project No: cp1114 (TIP#53)
The project will design and construct multi-modal intersection improvements at the AWS/12th Street SE intersection. The improvements will include pedestrian access, bicycle
lanes, signal phasing and timing, and ITS upgrades.
Project Name: Evergreen Heights Safe Routes to School Improvements
Project No: asbd14 (TIP#56)
The project will widen S 316th Street from 52nd Avenue S to the west of the Evergreen Elementary School frontage to accommodate the addition of bike lanes and sidewalks
along the north side of the street , matching the existing roadway cross-section to the east of the school. The S 316th Street improvements include the vertical realignment of the
existing roadway along the school frontage which creates sight-distance problems associated with the school driveways and at the intersection with 56th Avenue S.
The 56th Avenue S approach to S 316th Street will be realigned to the east to remove the offset between the street approach and school driveway, and a roundabout will be
constructed at the S 316th Street/56th Avenue S intersection replacing the existing all-way stop-control. Other project elements include street lighting and required storm water
system improvements.
Project Name: Auburn Way South (SR-164) Sidewalk Improvements
Project No: asbd23 (TIP#55)
The project will construct missing sidewalks along both sides of Auburn Way South. The existing sidewalks currently end to the east of the intersection with 17th Street SE and
restart to the west of the intersection with Muckleshoot Plaza. The sidewalk gap extends for approximately 1,700 feet.
318
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 125,000 125,000
Federal (Grants)-
State -
Traffic Impact Fees -
REET 150,000 -
Street Preservation Fund 105 150,000 50,000 50,000
Subtotal 300,000 175,000 - - - - - 175,000
Capital Costs:
Design 30,000 -
Right of Way -
Construction 270,000 175,000 175,000
Subtotal 300,000 175,000 - - - - - 175,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund -
Federal (Grants)400,000 464,000 3,120,000 3,984,000
State -
Traffic Impact Fees 100,000 116,000 780,000 996,000
REET -
Other Sources -
Subtotal - - 500,000 580,000 3,900,000 - - 4,980,000
Capital Costs:
Design 500,000 330,000 830,000
Right of Way 250,000 250,000
Construction 3,900,000 3,900,000
Subtotal - - 500,000 580,000 3,900,000 - - 4,980,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund -
Federal (Grants)1,950,000 8,000,000 9,950,000
State -
Traffic Impact Fees 580,000 100,000 500,000 2,000,000 2,600,000
REET -
Other Sources -
Subtotal 580,000 100,000 - - 2,450,000 10,000,000 - 12,550,000
Capital Costs:
Design 150,000 100,000 1,950,000 2,050,000
Right of Way 430,000 500,000 500,000
Construction 10,000,000 10,000,000
Subtotal 580,000 100,000 - - 2,450,000 10,000,000 - 12,550,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $18,300
Project Name: Auburn Way South Corridor Imp., Fir St SE to Hemlock St SE
Project No: cp1511 (TIP#58)
In partnership with a city utility project, this project will complete pavement, sidewalk, and street lighting improvements on M St SE between 3rd St SE and E Main St.
Project Name: Auburn Regional Growth Center Access Improvements
Project No: asbd24 (TIP#59)
The project will improve the 3rd Street NW/NE/4th Street NE corridor through downtown Auburn. The project elements include the realignment of side street approaches,
associated traffic signal upgrades, at the signalized intersections along the corridor, and illumination, ADA, and pavement rehabilitation along the corridor. The improvements will
improve traffic operations at the intersection with A Street NW by removing the need to operate the north/south approaches with split phase due to the existing offset, will add
a northbound left-turn movement at the intersection with Auburn Avenue, and realign the intersection of 4th St NE with Auburn Way North to eliminate another split phase
operation signal, improving circulation and access.
Project Name: Lea Hill Segment 1 (R St NE to 105th Pl SE)
Project No: asbd18 (TIP#64)
Widen the existing roadway to provide a four-lane cross section pedestrian and bicycle facilities. The project includes widening the Green River Bridge.
319
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 55,000 -
Federal (Grants)608,295 183,965 183,965
State -
Traffic Mitigation Fees -
Street Preservation Fund 105 87,240 -
Subtotal 750,535 183,965 - - - - - 183,965
Capital Costs:
Design 145,500 -
Right of Way 66,400 -
Construction 538,635 183,965 183,965
Subtotal 750,535 183,965 - - - - - 183,965
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,500
Capacity Project: YES Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 25,000 -
Federal (Grants)200,000 940,000 940,000
State -
Traffic Impact Fees 55,000 235,000 235,000
Other Sources (Fund 105)-
Subtotal 280,000 - 1,175,000 - - - - 1,175,000
Capital Costs:
Design 280,000 -
Right of Way -
Construction 1,175,000 1,175,000
Subtotal 280,000 - 1,175,000 - - - - 1,175,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund -
Federal (Grants)400,000 2,000,000 2,400,000
State -
Traffic Impact Fees 100,000 100,000 500,000 700,000
Other Sources (Fund 105)-
Subtotal - - 100,000 500,000 2,500,000 - - 3,100,000
Capital Costs:
Design 100,000 500,000 600,000
Right of Way -
Construction 2,500,000 2,500,000
Subtotal - - 100,000 500,000 2,500,000 - - 3,100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: West Valley Highway Improvements (SR-18 to 15th Street NW)
Project No: asbd20 (TIP#72)
This project scope includes pavement rehabilitation and re-channelization, pedestrian and bicycle facility improvements, improved roadway lighting, required storm system
improvements, intersection signal replacement at 15th St SW, and Intelligent Transportation System Improvements.
Project No: cp1513 (TIP#69)
This project includes the design and construction of a modern roundabout at the 22nd Street NE and I Street NE intersection. This is currently a 4-way stop controlled
intersection.
Project Name: A Street SE & 37th Street SE Intersection Improvements
Project No: cp1502 (TIP#68)
Widen the intersection for a U-turn, install an interconnected traffic signal, overlay the intersection, and upgrade curb ramps.
Project Name: 22nd Street NE & I St NE Intersection
320
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund 66,000 66,000
Federal (Grants)-
State -
Traffic Mitigation Fees 34,000 34,000
Other Sources (Fund 105)-
Subtotal - - 100,000 - - - - 100,000
Capital Costs:
Design -
Right of Way -
Construction 100,000 100,000
Subtotal - - 100,000 - - - - 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Street Preservation Fund 105 26,480 176,370 176,370
Federal (Grants)97,900 652,100 652,100
Utility Tax -
Other Sources -
Subtotal 124,380 828,470 - - - - - 828,470
Capital Costs:
Design 124,380 -
Right of Way -
Construction 828,470 828,470
Subtotal 124,380 828,470 - - - - - 828,470
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Street Preservation Fund 105 -
Property Tax -
Utility Tax 4,585,037 500,000 900,000 836,720 1,017,560 1,800,000 1,800,000 6,854,280
REET2 -
Other Sources 132,000 -
Subtotal 4,717,037 500,000 900,000 836,720 1,017,560 1,800,000 1,800,000 6,854,280
Capital Costs:
Design 200,000 50,000 50,000 36,720 117,560 120,000 120,000 494,280
Right of Way -
Construction 4,517,037 450,000 850,000 800,000 900,000 1,680,000 1,680,000 6,360,000
Subtotal 4,717,037 500,000 900,000 836,720 1,017,560 1,800,000 1,800,000 6,854,280
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Lake Tapps Parkway Preservation
Project No: cp1523 (TIP#22)
The Lake Tapps Parkway Preservation project will complete a patch and overlay of pavement between the Auburn/Sumner city limit and Lakeland Hills Way including all
required ADA improvements to curb ramps, sidewalks, and pedestrian signals.
Project No: various (TIP#35)
This is a City of Pacific project to widen the Stewart Road (Lake Tapps Parkway) Corridor. This is the final segment of widening in the City of Pacific which will tie in with the
City of Sumner's planned final widening segment and new bridge over the White river. Completion of this corridor widening is expected to significantly relieve traffic congestion
in Auburn along the A St SE and C St SE corridors.
Project Name: Annual Arterial Street Preservation
Project No: asbd25 (TIP#73)
Description: Implement regular pavement maintenance and/or rehabilitation of various classified streets Citywide. These projects may include overlays, rebuilds, spot repairs, or
a combination of these. This program is funded through a 1% utility tax that was adopted by Council in 2008.
Project Name: Stewart Road (Lake Tapps Parkway Corridor)
321
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Street Preservation Fund 105 - -
Property Tax -
Utility Tax 274,318 100,000 100,000 100,000 100,000 100,000 100,000 600,000
REET2 -
Other Sources -
Subtotal 274,318 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design 23,738 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Right of Way -
Construction 250,580 90,000 90,000 90,000 90,000 90,000 90,000 540,000
Subtotal 274,318 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Street Preservation Fund 105 - 120,000 618,280 738,280
Federal (Grants)889,720 889,720
Utility Tax -
Other Sources -
Subtotal - 120,000 1,508,000 - - - - 1,628,000
Capital Costs:
Design 120,000 120,000
Right of Way -
Construction 1,508,000 1,508,000
Subtotal - 120,000 1,508,000 - - - - 1,628,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Street Preservation Fund 105 - 111,220 863,920 975,140
Federal (Grants)111,220 863,920 975,140
Utility Tax -
Other Sources -
Subtotal - - 222,440 1,727,840 - - - 1,950,280
Capital Costs:
Design 222,440 222,440
Right of Way -
Construction 1,727,840 1,727,840
Subtotal - - 222,440 1,727,840 - - - 1,950,280
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: various, spbd03 (TIP#36)
Project Name: Auburn Way N Preservation Phase 2 (8th St NE to 22nd St NE)
Project No: spbd04 (TIP#46)
This project will grind and overlay Auburn Way N from 8th Street NE to 22nd Street NE, remove unused driveways, and upgrade all curb ramps and pedestrian signals to meet
ADA requirements.
Project Name: Auburn Way N Preservation Phase 3 (8th St NE to 4th St SE)
Project No: spbd05 (TIP#47)
This project will grind and overlay Auburn Way N from approximately 8th Street NE to approximately 4th St SE, remove unused driveways, and upgrade all curb ramps and
pedestrian signals to meet ADA requirements.
Implement regular maintenance of various classified streets by sealing newly formed cracks. Sealing the cracks will prolong the life of the pavement by stopping water from
draining into the subbase of the road.
Project Name: Annual Arterial Crack Seal Program
322
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Street Preservation Fund 105 300,734 1,470,000 1,470,000
Federal (Grants)-
Utility Tax -
Other Sources -
Subtotal 300,734 1,470,000 - - - - - 1,470,000
Capital Costs:
Design 300,734 -
Right of Way -
Construction 1,470,000 1,470,000
Subtotal 300,734 1,470,000 - - - - - 1,470,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Street Preservation Fund 105 67,500 450,000 450,000
Federal (Grants)67,500 750,000 750,000
Utility Tax -
REET 2 300,000 300,000
Subtotal 135,000 1,500,000 - - - - - 1,500,000
Capital Costs:
Design 135,000 -
Right of Way -
Construction 1,500,000 1,500,000
Subtotal 135,000 1,500,000 - - - - - 1,500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Local Street Fund 103 226,768 500,000 500,000 1,000,000
Property Tax -
Sales Tax on Construction 5,653,965 1,750,000 1,750,000 1,450,000 1,450,000 1,450,000 1,450,000 9,300,000
REET2 -
Other (Funds 430, 431, 432)450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Subtotal 6,330,733 2,400,000 2,400,000 1,600,000 1,600,000 1,600,000 1,600,000 11,200,000
Capital Costs:
Design 900,000 300,000 300,000 250,000 250,000 250,000 250,000 1,600,000
Right of Way -
Construction 5,430,733 2,100,000 2,100,000 1,350,000 1,350,000 1,350,000 1,350,000 9,600,000
Subtotal 6,330,733 2,400,000 2,400,000 1,600,000 1,600,000 1,600,000 1,600,000 11,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
The project proposes to grind and overlay 15th Street NW/NE from the SR167 to Auburn Way N; and grind and overlay Harvey Road NE from Auburn Way N to 8th Street
NE. The project will restore 7.57 lane miles of pavement, upgrade 30 curb ramps to meet current ADA standard, as well as remove unused driveway openings as an upgrade to
non ADA compliant pedestrian facilities. The project funds the design, coordination, permitting, and construction of the pavement preservation project.
Project Name: 15th Street NE/NW Preservation (SR-167 to 8th Street NE)
Project No: cp1521 (TIP#71)
Project Name: Local Street Improvement Program
Project No: various (TIP#37)
The program preserves local (unclassified) streets. The work includes crack sealing, asphalt patching, pre-leveling, asphalt overlays and roadway reconstruction. Beginning in
2013, funding sources include annual sales tax on construction.
Project Name: B St NW Reconstruction (37th St NW to 49th St NW)
Project No: cp1520 (TIP#70)
The project will reconstruct the failed pavement section between 37th ST NW and north of 49th St NW.
323
2017-2018 Biennial Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-2022
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Arterial Street Fund (Fund 102) 1,250,923 500,000 673,000 618,000 230,000 130,000 200,000 2,351,000
Local Street Fund (Fund 103)226,768 500,000 500,000 - - - - 1,000,000
Street Preservation (Fund 105) 631,954 2,466,370 729,500 863,920 - - - 4,059,790
Federal (Grants)12,621,846 2,537,065 5,410,940 6,894,920 8,910,000 12,700,000 8,650,000 45,102,925
State 12,834,297 - - - - - - -
REET 1,390,000 300,000 - - - - - 300,000
PWTFL 4,812,157 - - - - - - -
Property Tax (Fund 103)- - - - - - - -
Sales tax on Const. (Fund 103) 5,653,965 1,750,000 1,750,000 1,450,000 1,450,000 1,450,000 1,450,000 9,300,000
Utility Tax (Fund 105)4,859,355 600,000 1,000,000 936,720 1,117,560 1,900,000 1,900,000 7,454,280
Other (Funds 430, 431, 432)450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Other (Other Agencies)6,091,485 100,000 178,000 574,967 140,000 1,385,000 675,000 3,052,967
Other (Traffic Mitigation Fees) 810,000 - 34,000 - - - - 34,000
Other (Traffic Impact Fees)8,815,885 718,511 1,005,818 1,119,155 2,172,428 2,636,733 926,039 8,578,684
Subtotal 60,448,635 9,621,946 11,431,258 12,607,682 14,169,988 20,351,733 13,951,039 82,133,646
Capital Costs:
Design 10,720,426 1,120,000 2,327,440 1,151,720 4,362,560 3,405,000 400,000 12,766,720
Right of Way 6,363,454 - 210,000 400,000 500,000 3,350,000 - 4,460,000
Environmental 269,900 25,000 45,000 45,000 45,000 45,000 45,000 250,000
Construction 42,092,348 8,267,435 8,640,000 10,802,840 9,055,000 13,345,000 13,300,000 63,410,275
Long Term Debt 1,002,507 209,511 208,818 208,122 207,428 206,733 206,039 1,246,651
Subtotal 60,448,635 9,621,946 11,431,258 12,607,682 14,169,988 20,351,733 13,951,039 82,133,646
TOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATION
324
2017-2018 Biennial Budget Section VII: Capital Planning
$0 $1,500 $3,000 $4,500 $6,000
Fund Balance
Federal Grants
Sales Tax on Construction
Utility Tax
Traffic Impact & Mitigation Fees
Other Funds
Other Local Agencies
Thousands
Transportation Projects
2017 / 2018 Revenue Sources 2017
2018
$0
$6
$12
$18
$24
2017 2018 2019 2020 2021 2022MillionsTransportation Projects
Projected Capital Expenditures
325
2017-2018 Biennial Budget Section VII: Capital Planning
326
2017-2018 Biennial Budget Section VII: Capital Planning
Water Utility Projects
Fifteen capital projects totaling $6,185,986 are budgeted for 2017 and fourteen capital projects
totaling $5,036,586 are budgeted for 2018. The significant projects include the following:
The Coal Creek Springs Transmission Main Replacement ($63,400 in 2017 and $1,300,000
in 2018) will provide full replacement of the 24” transmission main crossing the White
River. (See Map – “A”)
Coal Creek Springs Rehabilitation project ($800,000 in 2018) will fund the design phase
to rehabilitate the Coal Creek Springs middle collector to improve the capacity of the
springs. (See Map – “B”)
Fulmer Well Field Improvements Project ($800,000 in 2017) will install new well pumps
in Wells 2 and 6 and new Supervisory Control and Data Acquisition (SCADA) system. (See
Map – “C”)
The Water Meter & Billing System Improvements Project ($3,095,000 in 2017 and
$100,000 in 2018) will complete implementation and construction of selected
improvements in automated metering technology, generally referred to as Advanced
Metering Infrastructure (AMI). Benefits include more accurate meter reads, daily
information for quicker detection of leaks, and improved efficiency of billing operations.
327
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 520,422 800,000 800,000
Bond Proceeds 999,893 -
State -
Local -
Other (PWTF loan)-
Subtotal 1,520,315 800,000 - - - - - 800,000
Capital Costs:
Design 1,079,062 -
Right of Way -
Construction 441,253 800,000 800,000
Subtotal 1,520,315 800,000 - - - - - 800,000
Capacity Project: YES Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 252,586 252,586 252,586 934,805 934,805 934,805 3,562,173
Bond Proceeds -
State -
Local -
Other -
Subtotal - 252,586 252,586 252,586 934,805 934,805 934,805 3,562,173
Capital Costs:
Water Supply Charges 252,586 252,586 252,586 934,805 934,805 934,805 3,562,173
Right of Way -
Construction -
Subtotal - 252,586 252,586 252,586 934,805 934,805 934,805 3,562,173
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund - 800,000 2,600,000 3,400,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - - 800,000 - - - 2,600,000 3,400,000
Capital Costs:
Design 800,000 800,000
Right of Way -
Construction 2,600,000 2,600,000
Subtotal - - 800,000 - - - 2,600,000 3,400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Financing to purchase water from adjacent purveyors to meet projected demand based on agreements with Cascade Water Alliance. Council approved the
agreements for permanent and reserve wholesale supply in September 2013. A new agreement with Tacoma was executed in 2014. Budget reflects purchase of
permanent supply; reserve supply is not anticipated to be purchased and is not included.
Project Name: Cascade Water Alliance Water Purchase
Project No: wabd06
Project Name: Coal Creek Springs Rehabilitation
Project No: wabd07
Rehabilitation of the Coal Creek Springs middle collector will improve capacity of the springs resulting in greater utilization of the water right.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Restoration of these wells to full productivity will reduce the need
to purchase regional water from Tacoma, a significant annual operating savings.
Project Name: Fulmer Well Field Improvements
Phase 1: Evaluate Wells 2, 6 and 7 and the Fulmer Field Corrosion Control Treatment Facility to assess the supply and treatment capacity of the existing facilities
and infrastructure. The evaluation will include an assessment of individual and total well supply capacities, along with a review of the treatment facility
operating and control parameters. The evaluation will also incorporate recommendations for facility improvements. Budget for 2017 will provide funding for
Phase II: Install well pumps in Wells 2 and 6, new clearwell pumps, and new a Supervisory Control and Data Acquisition (SCADA) system.
Project No: cp1107
328
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 39,000 39,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - - 39,000 - - - - 39,000
Capital Costs:
Design 39,000 39,000
Right of Way -
Construction -
Subtotal - - 39,000 - - - - 39,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 300,000 1,000,000 300,000 1,000,000 300,000 1,000,000 3,900,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - 300,000 1,000,000 300,000 1,000,000 300,000 1,000,000 3,900,000
Capital Costs:
Design 300,000 300,000 300,000 900,000
Right of Way -
Construction 1,000,000 1,000,000 1,000,000 3,000,000
Subtotal - 300,000 1,000,000 300,000 1,000,000 300,000 1,000,000 3,900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 90,000 600,000 690,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - - 90,000 600,000 - - - 690,000
Capital Costs:
Design 90,000 90,000
Right of Way -
Construction 600,000 600,000
Subtotal - - 90,000 600,000 - - - 690,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $600
Project No: wabd09
Program to fund capacity-related improvements to the water distribution system to address low pressures during peak hour demand and fire flows. Design is
expected to be completed in one year, followed by construction of those improvements in the subsequent year
The Algona well has been temporarily abandoned and all related facilities removed. This project will have the well properly decommissioned by a State of
Washington-licensed well driller, once the water rights have been transferred to an alternate source.
Project Name: Algona Well 1 Decommissioning
Project No: wabd08
Project Name: Annual Distribution System Improvements Program
Project Name: Green River Pump Station Emergency Power
Project No: wabd10
Construction of facility improvements to house an emergency generator and associated electrical equipment.
329
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 150,000 150,000 300,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - 150,000 - 150,000 - - - 300,000
Capital Costs:
Design -
Right of Way -
Construction 150,000 150,000 300,000
Subtotal - 150,000 - 150,000 - - - 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 300,000 1,000,000 300,000 1,000,000 300,000 2,900,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - - 300,000 1,000,000 300,000 1,000,000 300,000 2,900,000
Capital Costs:
Design 300,000 300,000 300,000 900,000
Right of Way -
Construction - 1,000,000 1,000,000 2,000,000
Subtotal - - 300,000 1,000,000 300,000 1,000,000 300,000 2,900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 519,430 10,000 10,000
Bond Proceeds -
State -
Local -
Other -
Subtotal 519,430 10,000 - - - - - 10,000
Capital Costs:
Design 46,260 -
Right of Way -
Construction 473,170 10,000 10,000
Subtotal 519,430 10,000 - - - - - 10,000
Project Name: Muckleshoot Indian Tribe Master Meters
Project No: cp1411
Install master meters at Muckleshoot Indian Tribe properties to ease account administration.
Project No: wabd11
Program for inspection and redevelopment of supply wells and springs necessary to ensure production at maximum capacity for efficient utilization.
Project Name: Well Inspection and Redevelopment Program
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Water Repair & Replacements
Project No: wabd02
Program to fund distribution system repair and replacement projects required for meeting peak demands and reducing system losses. Projects will be coordinated
with the Local Street Program and other utility projects.
330
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Bond Proceeds -
State -
Local -
Other-Transfers In (Sewer/Storm)-
Subtotal 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Capital Costs:
Design -
Right of Way -
Construction 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Subtotal 500,000 500,000 500,000 500,000 500,000 500,000 500,000 3,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 75,000 625,000 625,000
Bond Proceeds -
State -
Local -
Other -
Subtotal 75,000 625,000 - - - - - 625,000
Capital Costs:
Design 75,000 -
Right of Way -
Construction 625,000 625,000
Subtotal 75,000 625,000 - - - - - 625,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund -
Bond Proceeds 3,314,407 3,095,000 100,000 3,195,000
State -
Local -
Other -
Subtotal 3,314,407 3,095,000 100,000 - - - - 3,195,000
Capital Costs:
Design 70,752 -
Right of Way -
Construction 3,243,655 3,095,000 100,000 3,195,000
Subtotal 3,314,407 3,095,000 100,000 - - - - 3,195,000
Complete the implementation and construction of selected improvements in automated metering technology, generally referred to as Advanced Metering
Infrastructure (AMI). Benefits include more accurate meter reads, daily information for quicker detection of leaks, and improved efficiency of billing operations.
Project Name: Water Meter & Billing System Improvements
Project No: cp1317
Water main improvements in coordination with the Local Street Preservation Program and general arterial street improvements.
Project No: wabd03
Replace 5 pressure reducing valve stations in the Lea Hill area. Existing stations are old, difficult to access and are typically flooded. They do not have sump
pumps or proper drainage to remove water that enters the stations. Maintaining the stations is difficult. This is a potential safety and health issue.
Project Name: Street Utility Improvements
Project No: wabd01
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project should decrease the future operating budget through
earlier leak detection, reduction in meter inaccuracies and increasing efficiency in billing operations.
Project Name: Lea Hill PRV Station Improvements
331
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 100,000 100,000
Bond Proceeds -
State -
Local -
Other 200,000 200,000
Subtotal - 300,000 - - - - - 300,000
Capital Costs:
Design -
Right of Way -
Construction 300,000 300,000
Subtotal - 300,000 - - - - - 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 595,000 10,000 10,000
Bond Proceeds -
State -
Local -
Other -
Subtotal 595,000 10,000 - - - - - 10,000
Capital Costs:
Design 140,000 -
Right of Way -
Construction 455,000 10,000 10,000
Subtotal 595,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 1,130,000 10,000 10,000
Bond Proceeds -
State -
Local -
Other -
Subtotal 1,130,000 10,000 - - - - - 10,000
Capital Costs:
Design 155,000 -
Right of Way -
Construction 975,000 10,000 10,000
Subtotal 1,130,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Utilities Field Operations Center
Project No: wabd04
Construct building for utilities field staff use and storage of field equipment.
Project Name: West Hill Springs Improvements
Project No: cp1417
Install flow control valve for automatic shutdown, replace meter, and upgrade reservoir hatches. This project was identified during the Department of Health
Sanitary Survey as a health and safety concern.
Project Name: Auburn Way South - Muckleshoot Plaza to Dogwood
Project No: cp1218
Water main improvements constructed in conjunction with Auburn Way South Corridor Improvements.
332
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 250,000 250,000
Bond Proceeds -
State -
Local -
DWSRF Loan 200,000 63,400 1,050,000 1,113,400
Subtotal 200,000 63,400 1,300,000 - - - - 1,363,400
Capital Costs:
Design 200,000 63,400 63,400
Right of Way -
Construction 1,300,000 1,300,000
Subtotal 200,000 63,400 1,300,000 - - - - 1,363,400
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 100,000 250,000 250,000
Bond Proceeds -
State -
Local -
Other -
Subtotal 100,000 - 250,000 - - - - 250,000
Capital Costs:
Design 100,000 -
Right of Way -
Construction 250,000 250,000
Subtotal 100,000 - 250,000 - - - - 250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 460,216 10,000 10,000
Bond Proceeds -
State -
Local -
Other -
Subtotal 460,216 10,000 - - - - - 10,000
Capital Costs:
Design 48,046 -
Right of Way -
Construction 412,170 10,000 10,000
Subtotal 460,216 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Coal Creek Springs Transmission Main Replacement
Project No: cp1603
The facilities evaluation study conducted in 2013-2014 found a suspected leak on the 24" steel transmission main crossing the White River. The approximate
location was determined, but further investigation is required to assess the degree and magnitude of the potential leak. This project will provide for full
replacement of the river crossing.
Project Name: F Street SE Non-Motorized Improvements
Project No: cp1416
Water main improvements constructed in conjunction with F Street SE street improvements.
Project Name: M Street SE Storm Improvements
Project No: cp1511
Water main improvements constructed in conjunction with Auburn Way South Corridor Improvements.
333
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Capital Costs:
Design -
Right of Way -
Construction 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal - 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 40,000 285,000 285,000
Bond Proceeds -
State -
Local -
Other -
Subtotal 40,000 - 285,000 - - - - 285,000
Capital Costs:
Design 40,000 -
Right of Way -
Construction 285,000 285,000
Subtotal 40,000 - 285,000 - - - - 285,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 50,000 430,000 480,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - - 50,000 - 430,000 - - 480,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 430,000 430,000
Subtotal - - 50,000 - 430,000 - - 480,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Reservoir Repair and Replacements
Project No: wabd12
General reservoir maintenance and minor improvements.
Project Name: 22nd Street NE & I Street NE Intersection
Project No: cp1513
Water main improvements constructed in conjunction with 22nd Street NE and I Street NE intersection improvements.
Project Name: Auburn Regional Growth Center Access Improvements
Project No: wabd14
Water main improvements constructed in conjunction with Urban Center Access Improvements to address water system needs on A Street NW.
334
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 10,000 20,000 125,000 155,000
Bond Proceeds -
State -
Local -
Other -
Subtotal - 10,000 20,000 125,000 - - - 155,000
Capital Costs:
Design 10,000 20,000 30,000
Right of Way -
Construction 125,000 125,000
Subtotal - 10,000 20,000 125,000 - - - 155,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Water Fund 3,940,068 2,827,586 3,886,586 2,977,586 3,214,805 2,784,805 5,384,805 21,076,173
Bond Proceeds 4,314,300 3,095,000 100,000 - - - - 3,195,000
State - - - - - - - -
Local - - - - - - - -
DWSRF Loan 200,000 63,400 1,050,000 - - - - 1,113,400
Other - 200,000 - - - - - 200,000
Subtotal 8,454,368 6,185,986 5,036,586 2,977,586 3,214,805 2,784,805 5,384,805 25,584,573
Capital Costs:
Design 1,954,120 373,400 1,299,000 300,000 300,000 300,000 300,000 2,872,400
Water Supply Charges - 252,586 252,586 252,586 934,805 934,805 934,805 3,562,173
Right of Way - - - - - - - -
Construction 6,500,248 5,560,000 3,485,000 2,425,000 1,980,000 1,550,000 4,150,000 19,150,000
Subtotal 8,454,368 6,185,986 5,036,586 2,977,586 3,214,805 2,784,805 5,384,805 25,584,573
TOTAL CAPITAL COSTS and FUNDING SOURCES - WATER
Water main improvements constructed in conjunction with M ST NE widening.
Project Name: M Street NE Widening
Project No: wabd13
335
2017-2018 Biennial Budget Section VII: Capital Planning
$0 $1 $2 $3 $4
Working Capital
Bond Proceeds
Other Sources
DWSRF Loan
Millions
Water Utility Projects
2017 / 2018 Revenue Sources 2017
2018
$0
$2
$4
$6
$8
2017 2018 2019 2020 2021 2022MillionsWater Utility Projects
Projected Capital Expenditures
336
2017-2018 Biennial Budget Section VII: Capital Planning
337
2017-2018 Biennial Budget Section VII: Capital Planning
338
2017-2018 Biennial Budget Section VII: Capital Planning
Sanitary Sewer Projects
Eight capital projects totaling $1,361,900 are budgeted for 2017 and eight capital projects totaling
$1,364,000 are budgeted for 2018. The significant projects include the following:
The Siphon Assessment project ($524,000 in 2017) will inspect each of the three sewer
siphons to determine its condition and help set future inspection and cleaning protocols.
(See Map – “A”)
The Large Diameter Pipe Assessment Project ($400,000 in 2018) will clean and internally
inspect all pipe owned by the City that is larger than 18 inches in diameter.
The Street Utility Improvements Project ($200,000 in both 2017 and 2018) will replace
sewer lines in coordination with the Local Street Preservation program and the Arterial
Street Preservation program.
The B Street NW Reconstruction project ($360,000 in 2017) will install approximately
1200 LF of 12” sewer line and associated manholes. (See Map – “B”)
339
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 60,000 360,000 360,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 60,000 360,000 - - - - - 360,000
Capital Costs:
Design 60,000 30,000 30,000
Right of Way -
Construction 330,000 330,000
Subtotal 60,000 360,000 - - - - - 360,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 3,750,502 - 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 3,750,502 - 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Capital Costs:
Design 502,575 - 200,000 150,000 200,000 150,000 200,000 900,000
Right of Way -
Construction 3,247,927 - 100,000 1,350,000 100,000 1,350,000 100,000 3,000,000
Subtotal 3,750,502 - 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 600,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 600,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Capital Costs:
Design 90,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Right of Way -
Construction 510,000 170,000 170,000 170,000 170,000 170,000 170,000 1,020,000
Subtotal 600,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Sanitary Sewer Repair & Replacement
Project No: sebd01
Repair and replace broken sewer mains and other facilities. These lines will be identified through television inspection and routine cleaning. This particular
program includes proposed projects which do not have an approved Project Management Plan, or are not associated with the SOS or other transportation
improvements. Anticipated projects include bi-annual, stand-alone, repair and replacement projects for sewer lines which are broken, misaligned, "bellied"
or otherwise require an inordinate amount of maintenance effort or present a risk of backup or trench failure, and facilities which generate consistent odor
complaints. Additionally, system improvements which enhance the ability to maintain service are included here.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This should decrease the operating budget by correcting the
problems that require operation staff's attention.
Project Name: B Street NW Reconstruction Project
As part of the reconstruction of the street, install approximately 1200 LF of 12" sewer line and associated manholes. Connect a system currently served by a
small pump station to the extension and eliminate the station.
Project No: cp1520
Project Name: Street Utility Improvements
Project No: sebd02
Sewer line replacement in coordination with the Local street Preservation Program and Arterial Preservation Program improvements.
340
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 150,000 150,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal - - 150,000 - - - - 150,000
Capital Costs:
Design 150,000 150,000
Right of Way -
Construction -
Subtotal - - 150,000 - - - - 150,000
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 1,177,904 10,000 350,000 360,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 1,177,904 10,000 - - - - 350,000 360,000
Capital Costs:
Design 107,904 1,000 350,000 351,000
Right of Way -
Construction 1,070,000 9,000 9,000
Subtotal 1,177,904 10,000 - - - - 350,000 360,000
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 20,000 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 20,000 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Capital Costs:
Design 1,000 8,000 8,000 8,000 8,000 8,000 8,000 48,000
Right of Way -
Construction 19,000 72,000 72,000 72,000 72,000 72,000 72,000 432,000
Subtotal 20,000 80,000 80,000 80,000 80,000 80,000 80,000 480,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project could decrease the future operating budget by
reducing the number of sewer lines that require frequent maintenance staff attention.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project could decrease the future operating budget by
reducing the need for staff to respond to loose manholes or lids.
Project Name: Vactor Decant Facility
Project No: cp1512
This project consists of the replacement of aging or problematic sewer lines at nine different sites throughout the City.
This project consists of a study/analysis to assess the City’s vactor disposal method and identify a cost-effective alternative to the status quo.
Project Name: Manhole Ring and Cover Replacement
Project No: sebd04
As manholes and roads age and their condition deteriorates, access covers and the rings in which they sit can become loose and/or misoriented, and can
become a road hazard requiring maintenance staff attention and increasing the City's liability. This annual project will replace approximately 50 sewer
manhole rings and covers to maintain access to the sewer system and to decrease the likelihood of the manholes becoming road hazards. Some of these
replacements may be in conjunction with other City capital projects.
Project Name: 2015 Sewer Repair and Replacement
Project No: sebd03
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project could decrease the future operating budget by
reducing the expenses associated with hauling saturated waste to the County landfill.
341
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 141,000 500,000 168,000 900,000 141,000 1,850,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal - - 141,000 500,000 168,000 900,000 141,000 1,850,000
Capital Costs:
Design 141,000 50,000 168,000 90,000 141,000 590,000
Right of Way -
Construction 450,000 810,000 1,260,000
Subtotal - - 141,000 500,000 168,000 900,000 141,000 1,850,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 524,000 524,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal - 524,000 - - - - - 524,000
Capital Costs:
Design 524,000 524,000
Right of Way -
Construction -
Subtotal - 524,000 - - - - - 524,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 177,000 10,000 10,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 177,000 10,000 - - - - - 10,000
Capital Costs:
Design 177,000 10,000 10,000
Right of Way -
Construction -
Subtotal 177,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Siphon Assessment
Project No: sebd06
Currently, the City does not have the required equipment to complete inspections of the three sewer siphons (2 across the Green River, 1 under the
railroad tracks at H and 6th NW) located within its collection system. Their condition is unknown. This project would inspect each siphon to determine its
condition and help set future inspection/cleaning protocols. The siphons would be inspected prior to cleaning to determine what their in situ condition is,
then if required the lines would be cleaned and re-inspected. Based on the debris level and condition of the pipes, future activities can be planned.
Project Name: Pump Station Condition Assessment
Project No: cp1609
The assessment will evaluate the physical condition of existing sewage pump stations and equipment. The purpose of the assessment is to predict future
serviceability and anticipated longevity for development of future CIPs and the City's asset management program. This assessment will also be used to
further define the scope of the Pump Station Replacement/Improvement project.
Project Name: Sewer Pump Station Replacement/Improvement
Project No: sebd05
Three sewer pump stations, the 8th Street Pump Station, Valley Meadows Pump Station, and 22nd Street Pump Station have been identified as needing
renovation, replacement, and/or relocation based on condition, safety concerns, and to accommodate growth. The scope of these improvements has not yet
been developed, but will be based on the Pump Station Condition Assessment project scheduled for 2016. Rehabilitation costs for the 3 pump stations
have been estimated over a 6-year period.
342
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 400,000 400,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal - - 400,000 - - - - 400,000
Capital Costs:
Design 400,000 400,000
Right of Way -
Construction -
Subtotal - - 400,000 - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 24,000 88,000 88,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 24,000 - 88,000 - - - - 88,000
Capital Costs:
Design 24,000 8,800 8,800
Right of Way -
Construction 79,200 79,200
Subtotal 24,000 - 88,000 - - - - 88,000
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 388,283 27,900 27,900
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal 388,283 27,900 - - - - - 27,900
Capital Costs:
Design 55,000 1,000 1,000
Right of Way -
Construction 333,283 26,900 26,900
Subtotal 388,283 27,900 - - - - - 27,900
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project saves money and avoids damage to the new
roadway that could occur if the pipe was not replaced and experienced a failure of blockage.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project saves money and avoids damage to the new
roadway that could occur if the pipe was not replaced and experienced a failure of blockage.
Project Name: Large Diameter Pipe Assessment
Project No: sebd07
City staff is not equipped to efficiently clean and inspect sewer pipes with a diameter larger than 18 inches. This project would clean and internally inspect
all pipe owned by the City that is larger than 18 inches in diameter. This is approximately 39,300 feet, ranging in diameter from 20 inches up to 36
inches.
Project Name: F Street SE Non-Motorized Improvements
Project No: cp1416
Replace approximately 420 LF of 15"-18" diameter clay pipe as part of the F Street SE Non-Motorized Improvements project. Constructing this project in
association with a road improvement project saves money and avoids damage to the new roadway that could occur if the pipe was not replaced and
experienced a failure or blockage.
Project Name: M Street SE Storm Improvements
Project No: cp1511
Replace approximately 800 LF of aging sewer pipe with root intrusion issues with new 8" PVC in conjunction with storm and road improvements.
Constructing this project in association with a road improvement project saves money and avoids damage to the new roadway that could occur if the pipe
was not replaced and experienced a failure or blockage.
343
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 5,000 45,000 50,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal - - 5,000 45,000 - - - 50,000
Capital Costs:
Design 5,000 5,000 10,000
Right of Way -
Construction 40,000 40,000
Subtotal - - 5,000 45,000 - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 150,000 150,000
Federal -
Bond Proceeds -
Local -
REET -
Other -
Subtotal - 150,000 - - - - - 150,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 125,000 125,000
Subtotal - 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Sewer Fund 6,197,689 1,361,900 1,364,000 2,325,000 748,000 2,680,000 1,071,000 9,549,900
Federal - - - - - - - -
Bond Proceeds - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
Subtotal 6,197,689 1,361,900 1,364,000 2,325,000 748,000 2,680,000 1,071,000 9,549,900
Capital Costs:
Design 1,017,479 629,000 942,800 243,000 406,000 278,000 729,000 3,227,800
Right of Way - - - - - - - -
Construction 5,180,210 732,900 421,200 2,082,000 342,000 2,402,000 342,000 6,322,100
Subtotal 6,197,689 1,361,900 1,364,000 2,325,000 748,000 2,680,000 1,071,000 9,549,900
Project Name: Pump Station Telemetry Improvements
Project No: sebd09
Install new SCADA and communication equipment for the 22nd Street and R Street Pump Station.
Project Name: M Street NE Widening
Project No: sebd08
Sewer line replacements in conjunction with street improvements.
TOTAL CAPITAL COSTS and FUNDING SOURCES - SEWER
344
2017-2018 Biennial Budget Section VII: Capital Planning
$0 $500 $1,000 $1,500 $2,000
Working Capital
Thousands
Sanitary Sewer Projects
2017 / 20118 Revenue Sources 2017
2018
$0
$1
$2
$3
$4
2017 2018 2019 2020 2021 2022MillionsSanitary Sewer Projects
Projected Capital Expenditures
345
2017-2018 Biennial Budget Section VII: Capital Planning
346
2017-2018 Biennial Budget Section VII: Capital Planning
Storm Drainage Projects
Eight capital projects totaling $2,619,200 are budgeted for 2017 and nine capital projects totaling
$1,486,000 are budgeted for 2018. The most significant projects are as follows:
The Eastridge Manor Outfall Replacement Project ($315,000 in 2017 and $700,000 in
2018) will replace the existing deteriorated outfall with new High Density Polyethylene
(HDPE). Two existing outfalls may be combined into a single outfall and improvements
to the Golf Course conveyance system may be needed. (See Map – “A”)
The 37th Street NW Storm Improvement Project ($40,000 in 2017 and $251,000 in 2018)
will increase existing pipes to provide additional capacity to alleviate current periodic
flooding conditions the vicinity of “I” St. NW. This would also provide relief to the
flooding experienced on the Interurban Bike Trail. (See Map – “B”)
The M Street Storm Improvement Project ($265,200 in 2017) will install a replacement
pipe with greater capacity from 3rd Street SE to Main Street to alleviate periodic flooding
in this area. (See Map – “C”)
The Pipeline Repair and Replacement Project ($1,000,000 in 2017 and $100,000 in 2018)
will include projects identified as those requiring replacement of existing infrastructure.
These projects support street repairs and other utility replacement programs requiring
coordination. (See Map – “D”)
347
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 399,452 265,200 265,200
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 399,452 265,200 - - - - - 265,200
Capital Costs:
Design 90,000 -
Right of Way -
Construction 309,452 265,200 265,200
Subtotal 399,452 265,200 - - - - - 265,200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 40,000 251,000 291,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 40,000 251,000 - - - - 291,000
Capital Costs:
Design 40,000 20,000 60,000
Right of Way -
Construction 231,000 231,000
Subtotal - 40,000 251,000 - - - - 291,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion: Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 559,000 1,000,000 100,000 844,000 100,000 1,000,000 100,000 3,144,000
Bond Proceeds -
State -
Local -
REET -
Other (Other Agency)-
Subtotal 559,000 1,000,000 100,000 844,000 100,000 1,000,000 100,000 3,144,000
Capital Costs:
Design 75,000 100,000 75,000 100,000 75,000 100,000 525,000
Right of Way -
Construction 559,000 925,000 769,000 925,000 2,619,000
Subtotal 559,000 1,000,000 100,000 844,000 100,000 1,000,000 100,000 3,144,000
Project Name: Pipeline Repair & Replacement Program
Project No: sdbd03
This program provides funding for projects involving replacement of existing infrastructure. These projects support street repairs and other utility
replacement programs, requiring coordination. Typically, design for R&R projects is completed in one year, followed by construction the following
year.
Project Name: M Street SE Storm Improvement
This project will install a replacement pipe of greater capacity from 3rd Street SE to Main Street to alleviate periodic flooding in this area as a result of
upstream flows conveyed in replaced lines upstream associated with earlier projects.
Project No: cp1511
This project will increase existing pipes to provide additional capacity to alleviate current periodic flooding conditions in the vicinity of "I" St. NW. This
will also provide relief to the flooding experienced on the Interurban Bike Trail.
Project Name: 37th St. NW Storm Improvement
Project No: sdbd05
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Repair and replacement of aging infrastructure should
reduce operating costs
348
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion: Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 158,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 158,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design 5,000 -
Right of Way -
Construction 153,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Subtotal 158,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 44,489 315,000 700,000 1,015,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 44,489 315,000 700,000 - - - - 1,015,000
Capital Costs:
Design 44,489 130,000 40,000 170,000
Right of Way 185,000 185,000
Construction 660,000 660,000
Subtotal 44,489 315,000 700,000 - - - - 1,015,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 750,000 75,000 825,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 750,000 75,000 - - - - 825,000
Capital Costs:
Design -
Right of Way 750,000 750,000
Construction 75,000 75,000
Subtotal - 750,000 75,000 - - - - 825,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Vegetation Sorting Facility
Evaluation to determine benefits and costs of acquiring property to use as a vegetation sorting facility prior to disposal or reuse of materials from storm
drainage maintenance activities (e.g., pond and ditch cleaning). In addition, evaluate potential for use by other City departments and by neighboring
jurisdictions as a regional facility. If evaluation shows a reasonable benefit/cost ratio, budget includes property acquisition and site improvements to
construct the vegetation sorting facility.
Project No: sdbd12
Project Name: Eastridge Manor Outfall Replacement
Project No: cp1316
Replace the existing deteriorated outfall with new High Density Polyethylene (HDPE). Two existing outfalls may be combined into a single outfall.
Improvements to the Golf Course conveyance system may be needed.
Project Name: Street Utility Improvements
Project No: sdbd04
Storm drainage conveyance improvements in coordination with Arterial Preservation and Local Street Preservation improvements.
349
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 139,000 150,000 289,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 139,000 150,000 - - - - 289,000
Capital Costs:
Design 139,000 150,000 289,000
Right of Way -
Construction -
Subtotal - 139,000 150,000 - - - - 289,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 20,000 53,000 244,000 317,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 20,000 53,000 244,000 - - 317,000
Capital Costs:
Design 20,000 53,000 73,000
Right of Way -
Construction 244,000 244,000
Subtotal - - 20,000 53,000 244,000 - - 317,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 1,294,241 10,000 10,000
Bond Proceeds 599,583 -
Federal -
State -
Local 300,000 -
Other -
Subtotal 2,193,824 10,000 - - - - - 10,000
Capital Costs:
Design 204,932 -
Right of Way -
Construction 1,988,902 10,000 10,000
Subtotal 2,193,834 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Hillside Drainage Assessment
Project No: sdbd07
Project Name: S. 330th St. & 46th Pl. S. Storm Improvement
Project No: sdbd13
Improve existing drainage conditions for the West Hill annexation areas. This project includes improvements near 330th St. and 46th Pl. S. where
public storm drainage currently discharges within a large open ditch. The improvement will re-route the drainage within the right-of-way to the
existing outfall.
Project Name: 30th Street NE Area Flooding, Phase 1B
Project No: cp1522
This project will complete the Phase 1 project by completing the downstream system not completed in Phase 1A. Phase 1A replaced the existing 30-
inch diameter pipe generally located along the 30th St. NE alignment toward I St. NE to improve drainage conditions in and around the north end of
the Auburn Municipal Airport. Phase 1B will complete the remainder of the project by constructing the downstream system to the existing Brannan
Park pump station.
The existing drainage system includes pipes that discharge over hillsides. While a preliminary inventory and mapping of locations has been completed,
field-locating and detailed inspection is warranted to define deficiencies.
350
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 48,970 40,000 400,000 440,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 48,970 - 40,000 400,000 - - - 440,000
Capital Costs:
Design 48,970 40,000 20,000 60,000
Right of Way -
Construction 380,000 380,000
Subtotal 48,970 - 40,000 400,000 - - - 440,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 50,000 405,000 455,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - - 50,000 405,000 - - - 455,000
Capital Costs:
Design 50,000 55,000 105,000
Right of Way -
Construction 350,000 350,000
Subtotal - - 50,000 405,000 - - - 455,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Maintenance should decrease as a result of this project.
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Storm Drainage Fund 2,504,152 2,619,200 1,486,000 1,802,000 444,000 1,100,000 200,000 7,651,200
Bond Proceeds 599,583 - - - - - - -
Federal - - - - - - - -
State - - - - - - - -
Local 300,000 - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
Subtotal 3,403,735 2,619,200 1,486,000 1,802,000 444,000 1,100,000 200,000 7,651,200
Capital Costs:
Design 393,391 384,000 420,000 203,000 100,000 75,000 100,000 1,282,000
Right of Way - 935,000 - - - - - 935,000
Construction 3,010,354 1,300,200 1,066,000 1,599,000 344,000 1,025,000 100,000 5,434,200
Subtotal 3,403,745 2,619,200 1,486,000 1,802,000 444,000 1,100,000 200,000 7,651,200
Project Name: Academy Drive, SE 312th St. SE, & D St. SE Storm Improvements
Project No: cp1312
Project replaces existing storm system infrastructure. Funding is from the 2015-2016 Pipeline Repair and Replacement Program. Project includes
pipeline replacement in Academy Drive, a new pipeline within 312th St. SE to provide a "missing link", and the extension of a pipeline to the Velvet
Square storm pond to allow the pond to be abandoned.
Project Name: Riverwalk Drive SE Non-Motorized Improvements
Project No: sdbd14
TOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGE
As part of a non-motorized improvement project along Riverwalk Drive SE between Howard Road and Auburn Way South, construct large diameter
storm piping to replace existing ditch, and expand Riverwalk ponds to accommodate increased capacity.
351
2017-2018 Biennial Budget Section VII: Capital Planning
$0 $1 $2 $3 $4
Working Capital
Millions
Storm Drainage
2017 / 2018 Revenue Sources 2017
2018
$0
$750
$1,500
$2,250
$3,000
2017 2018 2019 2020 2021 2022ThousandsStorm Drainage Projects
Projected Capital Expenditures
352
2017-2018 Biennial Budget Section VII: Capital Planning
353
2017-2018 Biennial Budget Section VII: Capital Planning
354
2017-2018 Biennial Budget Section VII: Capital Planning
Parks, Arts and Recreation Projects
Sixteen projects totaling $2,578,106 are budgeted for 2017 and nine capital projects totaling
$862,000 are budgeted for 2018.
The most significant projects include following:
The Les Gove Park Improvements Project ($481,906 in 2017 and $100,000 in 2018) will
provide funding for the design and implementation of recommendations from the
completed Les Gove Master Plan that will increase user safety, encourage public use and
community connectivity. (See Map – “A”)
The Brannan Park Synthetic Infield Project ($436,200 in 2017) will upgrade the existing
dirt infield to synthetic turf to increase playability during inclement weather. (See Map –
“B”)
The Sunset Park Project ($400,000 in 2017) will expand the playground area to include a
spray park and additional play activities. (See Map – “C”)
The Les Gove Restroom Facility Project ($400,000 in 2017) will provide funding to
construct a new restroom facility at Les Gove Park. (See Map – “D”)
355
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion: Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Other (KC Prop 2)64,614 125,000 125,000 125,000 125,000 125,000 125,000 750,000
REET 1 -
Other -Park Impact Fee -
Subtotal 64,614 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Capital Costs:
Design -
Acquisition 46,414 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Construction 18,200 -
Subtotal 64,614 125,000 125,000 125,000 125,000 125,000 125,000 750,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State 218,100 218,100
Local 75,000 75,000
Other (KC Prop 2)48,100 48,100
Other -Park Impact Fee 75,000 60,000 135,000
Other (Donations)20,000 20,000
Subtotal - 436,200 - 60,000 - - - 496,200
Capital Costs:
Design 18,500 18,500
Right of Way -
Construction 417,700 60,000 477,700
Subtotal - 436,200 - 60,000 - - - 496,200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 125,000 125,000
REET 1 125,000 125,000
Other (KC Prop 2)-
Subtotal - 250,000 - - - - - 250,000
Capital Costs:
Design -
Property Acquisition 250,000 250,000
Construction -
Subtotal - 250,000 - - - - - 250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Upgrade the existing dirt infield to synthetic turf to increase playability during inclement weather. The Parks Department submitted an application for a
Youth Sports Facilities Grant (YAF) from RCO in May 2016 for the synthetic infield. In addition, a King County Youth Athletic Facilities Grant
application was submitted to cover City matching funds for the YAF grant. Additional improvements to the park include replacing the degraded
concrete curbing around the perimeter of the parking lot.
Project Name: Park Acquisitions/Development
Land acquisitions to occur based on demand and deficiencies including parks, open space, trails and corridors.
Project No: gpbd04
Project Name: Mary Olson Farm - Watts Property Acquisition
Project No: gpbd13
Acquire approximately 16 acres in the southern portion of tax parcel which is located east of the Mary Olson Farm property. The purpose of the
acquisition is to create interpretive and educational opportunities in a plateau area that has historical significance within the steep forested ravine. The
area was once a gathering place for Native Americans preparing to embark on fishing expeditions. The City was recently awarded a King County
Conservation Futures grant to acquire the property.
Project Name: Brannan Park Synthetic Infield
Project No: gpbd02
356
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 115,000 431,906 431,906
Other (KC Prop 2)260,000 100,000 100,000
Other (Parks Impact Fee)50,000 50,000
Subtotal 375,000 481,906 100,000 - - - - 581,906
Capital Costs:
Design 15,000 -
Property Acquisition -
Construction 360,000 481,906 100,000 581,906
Subtotal 375,000 481,906 100,000 - - - - 581,906
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (KC Prop 2)30,000 30,000 60,000
Other (Park Impact & Mitigation)-
Subtotal - 30,000 30,000 - - - - 60,000
Capital Costs:
Design 5,000 5,000 10,000
Right of Way -
Construction 25,000 25,000 50,000
Subtotal - 30,000 30,000 - - - - 60,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion: Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Federal -
State 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Local -
REET 2 -
Other (Parks Impact Fee)10,922 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal 10,922 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Capital Costs:
Design -
Right of Way -
Construction 10,922 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Subtotal 10,922 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: gpbd03
Minor park improvements including shelters, roofs, playgrounds, irrigation and restrooms.
Project Name: Les Gove Park Improvements
Project Name: Rotary Park Improvements
Project No: gpbd07
Coordinate improvements with neighborhood and Rotary Club of Auburn to add walking path.
Project No: cp1605
Based on completed Les Gove Master Plan, design and implement recommendations that will increase user safety, encourage public use and community
connectivity.
Project Name: Miscellaneous Parks Improvements
357
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State 1,500,000 1,500,000
Local -
Other (Park Impact Fee)20,000 20,000
REET 2 20,000 20,000
Subtotal - 40,000 - 1,500,000 - - - 1,540,000
Capital Costs:
Design 40,000 40,000
Right of Way -
Construction 40,000 1,460,000 1,500,000
Subtotal - 40,000 - 1,500,000 - - - 1,540,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund 25,000 25,000
Federal -
State -
Local 50,000 50,000
Other (KC Prop 2)25,000 25,000
Other (Contribution)-
Subtotal - 100,000 - - - - - 100,000
Capital Costs:
Design 5,000 5,000
Right of Way -
Construction 95,000 95,000
Subtotal - 100,000 - - - - - 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (Park Impact Fee)200,000 200,000
Other (Contribution)200,000 200,000
Subtotal - 400,000 - - - - - 400,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 385,000 385,000
Subtotal - 400,000 - - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $10,000
This project will provide for trail system maintenance, play structure replacement and riverbank stabilization.
This project will provide for trail system maintenance, play structure replacement and riverbank stabilization.
Project Name: Roegner Park
Project No: gpbd10
Project Name: Game Farm Park Improvements
Project No: gpbd08
Project Name: Sunset Park
Project No: gpbd06
Improve interior lighting and pathways and provide access from the newly acquired property on southwest corner of the park. Replace synthetic turf
on two full sized soccer fields.
358
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 25,000 150,000 175,000
Other (Contribution)-
Subtotal - 25,000 150,000 - - - - 175,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 150,000 150,000
Subtotal - 25,000 150,000 - - - - 175,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal 250,000 250,000
State -
Local -
Other (KC Prop 2)-
Other (Park Impact Fee)150,000 150,000
Subtotal - 400,000 - - - - - 400,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 350,000 350,000
Subtotal - 400,000 - - - - - 400,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund 75,000 75,000
Federal -
State -
Local -
Other (KC Prop 2)-
Other (Park Impact Fee)75,000 75,000
Subtotal - - 150,000 - - - - 150,000
Capital Costs:
Design 10,000 10,000
Right of Way -
Construction 140,000 140,000
Subtotal - - 150,000 - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Construct new restroom to replace the dated facility at Les Gove Park.
Project Name: Lakeland Hills Playground Replacement
Project No: gpbd15
Replace aging playground at Lakeland Hills.
Project Name: Lakeland Hills Nature Area
Project No: gpbd11
Complete Master Plan to include the development and construction of an environmental community park. Trails, fencing, parking and visitor amenities
are included in the project.
Project Name: Les Gove Restroom Facility
Project No: gpbd14
359
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 100,000 100,000
Other (Park Impact Fee)-
Subtotal - - 100,000 - - - - 100,000
Capital Costs:
Design 20,000 20,000
Right of Way -
Construction 80,000 80,000
Subtotal - - 100,000 - - - - 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 25,000 25,000
Other (Park Impact Fee)-
Subtotal - 25,000 - - - - - 25,000
Capital Costs:
Design -
Right of Way -
Construction 25,000 25,000
Subtotal - 25,000 - - - - - 25,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 27,000 27,000
Other (Park Impact Fee)-
Subtotal - - 27,000 - - - - 27,000
Capital Costs:
Design -
Right of Way -
Construction 27,000 27,000
Subtotal - - 27,000 - - - - 27,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Install drainage improvements to remedy poor surface and subsurface drainage. Drainage improvements will include cutting and filling the site to proper
grades, installing subsurface drainage, and grading all imported materials to a finished product. Sod will be cut and saved, and irrigation will be
installed by golf course staff.
Improve drainage at the entrance and in the parking lot at Game Farm Park. For years the entrance to the park and parking lots have flooded during
heavy rain events. Alternatives need to be explored to divert stormwater in the necessary direction to avoid flooding these areas and affecting access to
the park and sports complex.
Project Name: First Green & Surrounds Rebuild
Project No: gpbd17
Eliminate closed contours through the design and installation of drainage improvements. Drainage improvements will include cutting and filling the site
to proper grades, installing subsurface drainage, and grading all imported materials to a finished product. Sod will be cut and saved, and irrigation will
be installed by golf course staff.
Project Name: 10th Green & Surrounds Rebuild
Project No: gpbd18
Project Name: Game Farm Drainage Improvements
Project No: gpbd16
360
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 30,000 30,000 60,000
Other (Park Impact Fee)-
Subtotal - 30,000 30,000 - - - - 60,000
Capital Costs:
Design -
Right of Way -
Construction 30,000 30,000 60,000
Subtotal - 30,000 30,000 - - - - 60,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 20,000 20,000
Other (Park Impact Fee)-
Subtotal - 20,000 - - - - - 20,000
Capital Costs:
Design -
Right of Way -
Construction 20,000 20,000
Subtotal - 20,000 - - - - - 20,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 45,000 45,000
Other (Park Impact Fee)-
Subtotal - 45,000 - - - - - 45,000
Capital Costs:
Design -
Right of Way -
Construction 45,000 45,000
Subtotal - 45,000 - - - - - 45,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Fairway Drainage Improvement
Project No: gpbd19
Apply top dressing sand to the first five fairways in order to firm up these landing areas so that the holes are playable year round. Sand will be applied
with a three yard topdressing machine. Sand will be applied bi/weekly at a tenth of an inch of sand throughout the fairways. Fairways will start to
show improvements once four inches of sand are applied.
Project Name: Chemical Storage Container
Project No: gpbd20
Replace the existing chemical storage container with a new Occupational Safety and Health Administration (OSHA) approved container. The new
container will be 8-feet wide by 20-feet long.
Project Name: Topdressing Sand Storage Cover Structure
Project No: gpbd21
Construct a structure for topdressing material, which is currently being stored in outdoor bunkers. The new structure will be similar to what Public
Works M&O uses for their sanding and asphalt materials. The structure will be approximately 60-feet wide X 35-feet deep X 16-feet tall.
361
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund 20,000 20,000
Federal -
State -
Local -
REET 2 -
Other (Park Impact Fee)-
Subtotal - 20,000 - - - - - 20,000
Capital Costs:
Design -
Right of Way -
Construction 20,000 20,000
Subtotal - 20,000 - - - - - 20,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Municipal Parks Constr. Fund - 95,000 125,000 50,000 50,000 50,000 50,000 420,000
Federal - 250,000 - - - - - 250,000
Local 115,000 681,906 - - - - - 681,906
State - 268,100 50,000 1,550,000 50,000 50,000 50,000 2,018,100
Other (Park Impact Fee)10,922 545,000 125,000 110,000 50,000 50,000 50,000 930,000
Other (KC Prop 2)324,614 228,100 255,000 125,000 125,000 125,000 125,000 983,100
REET 1 - 125,000 - - - - - 125,000
REET 2 - 165,000 307,000 - - - - 472,000
Other TBD & Contributions - 220,000 - - - - - 220,000
Subtotal 450,536 2,578,106 862,000 1,835,000 275,000 275,000 275,000 6,100,106
Capital Costs:
Design 15,000 118,500 35,000 40,000 - - - 193,500
Property Acquisition 46,414 375,000 125,000 125,000 125,000 125,000 125,000 1,000,000
Right of Way - - - - - - - -
Construction 389,122 2,084,606 702,000 1,670,000 150,000 150,000 150,000 4,906,606
Subtotal 450,536 2,578,106 862,000 1,835,000 275,000 275,000 275,000 6,100,106
Install infrared security cameras to both the interior areas of the park, and the northern parking lots. There will be three observations areas that will
cover a majority of the approximate 25 -acres of park area. The system has off-site monitoring capabilities, which includes both web and smartphone
viewing. The HD level cameras has zoom technology that will aid the Police Department, improve public safety, and decrease crime in and around the
Les Gove Community Campus.
Project Name: Les Gove Campus Security Cameras
Project No: gpbd22
TOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKS
362
2017-2018 Biennial Budget Section VII: Capital Planning
$0 $300 $600 $900 $1,200 $1,500
Municipal Parks Fund
Federal, State & Local Grants
Park Impact Fees
King County Prop 2
REET
Other
Thousands
Parks, Arts & Recreation Projects
2017 / 2018 Revenue Sources
2017
2018
$0
$750
$1,500
$2,250
$3,000
2017 2018 2019 2020 2021 2022ThousandsParks , Arts & Recreation Projects
Projected Capital Expenditures
363
2017-2018 Biennial Budget Section VII: Capital Planning
364
2017-2018 Biennial Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
Twelve Community Improvement Projects totaling $1,365,331 are budgeted for 2017 and ten
projects totaling $1,821,109 are budgeted for 2018. Seven General Municipal Building Projects
totaling $1,558,037 are budgeted for 2017 and eight projects totaling $2,352,039 are budgeted
for 2018.
The “Community Improvement Projects” include the following:
The Auburn Environmental Park Boardwalk –Phase 2 project ($35,000 in 2017 and
$800,000 in 2018) will construct a combination of surface trail and elevated boardwalk
trail from the current terminus at the Bird Viewing Tower to a connection with the
Interurban Trail. (See Map – “B”)
The Citywide ADA & Sidewalk Improvements Project ($200,000 in both 2017 and 2018)
will fund citywide accessibility improvements to the public right-of way sidewalk system
including adding/upgrading curb ramps, removing barriers to access and completing gaps.
Annual Traffic Signal Replacement & Improvements ($175,000 in both 2017 and 2018)
will fund replacement for traffic signal and Intelligent Transportation System equipment.
This project will also fund minor safety improvements, operations improvements and
Accessible Pedestrian Signal improvements.
Local Revitalization Debt Service ($222,510 in 2017 and $226,109 in 2018) for GO Bonds
issued for the Downtown Promenade Improvements.
The City Downtown Public Parking Lot Reconfiguration Project ($326,251 in 2017) will
reconfigure the City owned public parking lot between Safeway and Main Street to
address pedestrian and vehicular circulation. (See Map – “F”)
The “General Municipal Building Projects” include the following:
The Downtown Auburn Arts Center Project ($293,000 in 2017 and $637,000 in 2018)
will fund renovation of the property and building located at Auburn Avenue to create a
dedicated Art Center in the downtown area. This project would increase access to the arts
for all Auburn residents and visitors. (See Map – “A”)
Construction of a Vehicle Maintenance Bay ($250,000 in 2017 and $220,000 2018) for
heavy equipment and large vehicles to improve efficiency and the ability to perform
inspections and maintenance on more than one large vehicle at a time. (See Map – “C”)
The M&O Fuel Tank Replacement Project ($70,000 in 2017 and $250,000 in 2018) will
replace three 10,000-gallon underground tanks that were installed in 1989 with new
above ground tanks. This project will provide future costs savings to the City due to
reduced maintenance and inspections costs. (See Map – “D”)
City Hall Exterior Structural Repairs ($250,000 in 2018) will provide funding to repair
structural deterioration. (See Map – “E”)
City Hall Annex Debt Service ($645,037 in 2017 and $645,039 in 2018) for GO Bonds
issued for the City Hall Annex.
365
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 172,493 -
Federal -
State -
Local -
REET 400,000 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Other -
Subtotal 572,493 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Capital Costs:
Design -
Right of Way -
Construction 572,493 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal 572,493 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 175,000 175,000 175,000 200,000 200,000 200,000 200,000 1,150,000
Other -
Subtotal 175,000 175,000 175,000 200,000 200,000 200,000 200,000 1,150,000
Capital Costs:
Design -
Right of Way -
Construction 175,000 175,000 175,000 200,000 200,000 200,000 200,000 1,150,000
Subtotal 175,000 175,000 175,000 200,000 200,000 200,000 200,000 1,150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 78,283 -
Other (Traffic Impact)516,106 20,000 20,000
Subtotal 594,389 20,000 - - - - - 20,000
Capital Costs:
Design 170,706 -
Right of Way -
Construction 423,683 20,000 20,000
Subtotal 594,389 20,000 - - - - - 20,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Citywide ADA & Sidewalk Improvements
This project funds citywide accessibility improvements to the public right-of-way sidewalk system including adding/upgrading curb ramps, removing barriers to access and
completing gaps. Improvements are programmed annually based on the criteria adopted in the City's Public Right-of-Way Accessibility Transition Plan.
Project No: various, gcbd01
Project Name: Annual Traffic Signal Replacement & Improvements
Project No: various, gcbd07
This project funds end of life capital replacement for traffic signal and Intelligent Transportation System equipment including cabinets, video detection cameras, field network
devices, traffic cameras, battery backup components, and other related equipment. This project also funds minor safety improvements, operations improvements, and Accessible
Pedestrian Signal Improvements based on the criteria adopted in the City's Public Right-of-Way Accessibility Transition Plan.
The project consists of developing a wetland mitigation plan and conducting construction within the Goedecke South Property owned by the Sewer Utility in order to
compensate for the loss of approximately 1.6-acre wetlands on the Mohawk Plastics property. The project was approved under an existing agreement approved by Resolution
No. 4196, June 2007. The project was completed in 2010 and is currently within the 10-year monitoring period, which involves annual maintenance, monitoring and reporting.
Staff anticipates to receive early release from the monitoring period in 2016 or 2017.
Project Name: Mohawks Plastics Site Mitigation Project
Project No: cp0767
366
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 194,000 100,000 150,000 150,000 150,000 150,000 150,000 850,000
Other (Traffic Impact)-
Subtotal 194,000 100,000 150,000 150,000 150,000 150,000 150,000 850,000
Capital Costs:
Design -
Right of Way -
Construction 194,000 100,000 150,000 150,000 150,000 150,000 150,000 850,000
Subtotal 194,000 100,000 150,000 150,000 150,000 150,000 150,000 850,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:2 Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 133,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other -
Subtotal 133,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design -
Right of Way -
Construction 133,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal 133,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Federal -
State -
Local -
REET -
Other -Wetland Mitigation 4,355 31,570 5,000 5,000 5,000 5,000 51,570
Subtotal 4,355 31,570 5,000 5,000 5,000 5,000 - 51,570
Capital Costs:
Design 10,000 10,000
Right of Way -
Construction 4,355 21,570 5,000 5,000 5,000 5,000 41,570
Subtotal 4,355 31,570 5,000 5,000 5,000 5,000 - 51,570
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Neighborhood Traffic Calming Program
This project will implement neighborhood traffic calming strategies including street lighting, speed cushions, signage, speed radar signs, mini roundabouts, chicanes, traffic circles,
and other approved traffic calming devices. Projects will be selected annually based on neighborhood meetings, public surveys, and engineering studies.
Project Name: City Wetland Mitigation Projects
Project No: cp1315
This project designs and constructs off-site wetland mitigation in the Auburn Environmental Park for participating development projects as approved through the City's
development review process. Design, construction, monitoring, and maintenance of the mitigation is funded through wetland mitigation fees collected by the City.
Project No: gcbd06
Project Name: Public Art
Project No: gcbd05
The City designates $30,000 annually toward the purchase of public art, for placement at various locations throughout the City.
367
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State 550,000 550,000
Local 250,000 250,000
REET 40,000 35,000 35,000
Other -
Subtotal 40,000 35,000 800,000 - - - - 835,000
Capital Costs:
Design 40,000 35,000 35,000
Right of Way -
Construction 800,000 800,000
Subtotal 40,000 35,000 800,000 - - - - 835,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $10,000
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 25,000 35,000 60,000
Other -
Subtotal - 25,000 35,000 - - - - 60,000
Capital Costs:
Design 25,000 25,000
Right of Way 35,000 35,000
Construction -
Subtotal - 25,000 35,000 - - - - 60,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 100,000 100,000 100,000 300,000
Other -
Subtotal - 100,000 100,000 100,000 - - - 300,000
Capital Costs:
Design -
Right of Way -
Construction 100,000 100,000 100,000 300,000
Subtotal - 100,000 100,000 100,000 - - - 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Environmental Park Boardwalk -Phase 2
Project Name: Citywide Bridge Railing Replacements
Project No: gcbd08
Project No: cp1611
The Auburn Environmental Park (AEP) provides vegetated natural open space within an urbanized area. The AEP provides opportunities for local economic development, water
quality improvement, storm water detention, flood control, fish and wildlife enhancement, visual resources, public education, and passive recreation, including walking trails and
bird viewing amenities. In 2012, the City completed the construction of approximately 1,200 lineal feet of the first phase (Phase 1) of an elevated boardwalk trail in the Auburn
Environmental Park (AEP). This trail extended from West Main Street through existing wetlands in the AEP terminating at the base of the Bird Viewing Tower constructed in
2009. As part of the construction of the elevated boardwalk, the City also installed interpretative signage, bench seating, limited new vehicle parking on Western Avenue and
over two acres of wetland species of trees, plants and shrubs. Phase 2 of the elevated boardwalk trail would construct a combination of approximately 2,000 lineal feet of
surface trail and elevated boardwalk trail from the current terminus at the Bird Viewing Tower to a connection with the Interurban Trail. The Phase 2 project will further
previous and current Councils’ visions of the AEP providing passive recreation and environmental education opportunities for all Auburn citizens.
Phase 1: Develop a citywide wayfinding design and strategy. This phase will include a pedestrian strategy for downtown and a vehicular strategy that would be deployed
citywide. The design effort will include identification of key locations to install wayfinding signage as well as the look and appearance of signage.
Phase 2: Produce and deploy wayfinding signage consistent with the design developed in phase 1.
This project will fund the refinishing/replacement of bridge railings for the 15th ST NW Bridges over the BNSF and UP Railroads and the Auburn Way South Bridge over R Street
SE.
Project Name: Wayfinding Program
Project No: gcbd03
368
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Other -
Subtotal - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design -
Right of Way -
Construction 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Subtotal - 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Local Revitalization Fund 330 -
Federal -
State 93,000 597,000 690,000
Local 200,000 40,000 240,000
REET -
Other -
Subtotal - 293,000 637,000 - - - - 930,000
Capital Costs:
Design 93,000 93,000
Right of Way -
Construction 200,000 637,000 837,000
Subtotal - 293,000 637,000 - - - - 930,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $95,000
Capacity Project: NO Anticipated Year of Completion:2015
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Local Revitalization Fund 330 30,000 326,251 326,251
Federal -
State -
Local -
REET -
Other -
Subtotal 30,000 326,251 - - - - - 326,251
Capital Costs:
Design -
Right of Way -
Construction 30,000 326,251 326,251
Subtotal 30,000 326,251 - - - - - 326,251
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: City Downtown Public Parking Lot Reconfiguration
Project No: cpxxxx
Reconfigure the City owned public parking lot between Safeway and Main Street to address pedestrian and vehicular circulation; remove existing landscaping to allow more
flexibility in the parking lot redesign; explore whether more parking stalls can be added to the lot to aid in providing additional customer parking within Downtown Auburn;
and resurface the parking lot.
This project will fund street lighting improvements in neighborhoods without existing infrastructure. Projects will be selected from prioritized list developed with neighborhood
input.
Project Name: Downtown Auburn Arts Center
Project No: cp1612
Renovation to the property and building located at 20 Auburn Avenue (100 Auburn Avenue)Building for the creation of a Downtown Arts Center. The renovation of this
building will allow increased access to the arts for Auburn residents and visitors. Having a dedicated Art Center alongside the Auburn Avenue Theater performing arts series has
the potential to transform Auburn into an arts tourism destination within the South Puget Sound. This project is a high priority for the City of Auburn and the purchase of this
important building was completed in 2016.
Project Name: Citywide Street Lighting Improvements
Project No: gcbd09
369
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:3 Years 2017 2018 2019 2020 2021 2022 Total
Federal -
State -
Local -
REET 653,200 222,510 226,109 220,500 220,300 224,700 223,400 1,337,519
Other -
Subtotal 653,200 222,510 226,109 220,500 220,300 224,700 223,400 1,337,519
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 653,200 222,510 226,109 220,500 220,300 224,700 223,400 1,337,519
Subtotal 653,200 222,510 226,109 220,500 220,300 224,700 223,400 1,337,519
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Equipment Rental Fund 5,451 -
Federal -
State -
Local -
REET 25,000 25,000 50,000
Other (Water, Sewer & Storm Funds)75,000 75,000 150,000
Subtotal 5,451 100,000 100,000 - - - - 200,000
Capital Costs:
Design 10,000 10,000 20,000
Right of Way -
Construction 5,451 90,000 90,000 180,000
Subtotal 5,451 100,000 100,000 - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Equipment Rental Fund 29,276 -
Federal -
State -
Local -
REET 62,500 55,000 117,500
Other (Water, Sewer & Storm Funds)187,500 165,000 352,500
Subtotal 29,276 250,000 220,000 - - - - 470,000
Capital Costs:
Design 25,000 22,000 47,000
Right of Way -
Construction 29,276 225,000 198,000 423,000
Subtotal 29,276 250,000 220,000 - - - - 470,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp1223
Build additional vehicle bay at Equipment Rental shop for heavy equipment and large vehicles to improve efficiency and remove choke points. Adding a large vehicle bay with
a large vehicle lift will enable us to perform inspections and maintenance on more than one large vehicle at a time, this becomes extremely important during emergency
operations such as snow and ice events. The City currently has 2.5 maintenance bays, this project will add one more maintenance bay for a total of 3.5 bays.
Project No: cp0711
Enclose the 8 existing bays to provide necessary weather protection for street sweepers, vactors, sanding, and snow plow equipment. Construct storage shed to facilitate removal
of portable containers, improving space utilization and traffic flow throughout M&O.
Project Name: Local Revitalization
Project No: cpxxxx
To pay debt service costs on 2010 General Obligation bonds issued for the Downtown Promenade Improvements.
Project Name: M&O Vehicle Storage Bay Improvements
Project Name: Equipment Rental Vehicle Maintenance Bay
370
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Equipment Rental Fund -
Federal -
State -
Local -
REET 17,500 62,500 80,000
Other (Water, Sewer & Storm Funds)52,500 187,500 240,000
Subtotal - 70,000 250,000 - - - - 320,000
Capital Costs:
Design 7,000 25,000 32,000
Right of Way -
Construction 63,000 225,000 288,000
Subtotal - 70,000 250,000 - - - - 320,000
Capacity Project: NO Anticipated Year of Completion:2017
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Equipment Rental Fund -
Federal -
State -
Local -
REET 37,500 37,500
Other (Water, Sewer & Storm funds)112,500 112,500
Subtotal - 150,000 - - - - - 150,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 135,000 135,000
Subtotal - 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Equipment Rental Fund -
Federal -
State -
Local -
REET 12,500 12,500 25,000
Other (Water, Sewer & Storm funds)37,500 37,500 75,000
Subtotal - 50,000 50,000 - - - - 100,000
Capital Costs:
Design 50,000 50,000 100,000
Right of Way -
Construction -
Subtotal - 50,000 50,000 - - - - 100,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Maintenance and Operations Master Planning
Project Name: M & O Fuel Tank Replacement
Project Name: M & O Lunchroom Expansion
Project No: erbd02
Expansion of the current lunchroom by redesigning the area to accommodate All-Staff meetings, provide for a training facility, lunch room and also serve as the Department
Operations Center (DOC) during an emergency event. In addition, the design will include sliding doors which will allow the area to serve two purposes at once, for example,
one half of the room being used as a DOC and the other half open to employees to use as a lunch/break room.
Project No: erbd03
Use consulting services to look at current and future space needs for maintenance activities. This will encompass land, building and access needs at the existing site or other
locations.
Project No: erbd01
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project should reduce the operating budget due to lower maintenance and
inspection costs.
Replace three 10,000 gallon underground tanks with new above ground tanks. The existing tanks were installed in 1989 and are single wall fiberglass tanks. It will be a benefit
to the City to have the tanks above ground in the future due to the reduced maintenance and inspection cost.
371
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Equipment Rental Fund -
Federal -
State -
Local -
REET 250,000 250,000
Other -
Subtotal - - 250,000 - - - - 250,000
Capital Costs:
Design -
Right of Way -
Construction 250,000 250,000
Subtotal - - 250,000 - - - - 250,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Equipment Rental Fund -
Federal -
State -
Local -
REET 200,000 200,000
Other -
Subtotal - - 200,000 - - - - 200,000
Capital Costs:
Design -
Right of Way -
Construction 200,000 200,000
Subtotal - - 200,000 - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources: 3 Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 1,947,750 645,037 645,039 657,100 658,200 656,250 674,150 3,935,776
Other -
Subtotal 1,947,750 645,037 645,039 657,100 658,200 656,250 674,150 3,935,776
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 1,947,750 645,037 645,039 657,100 658,200 656,250 674,150 3,935,776
Subtotal 1,947,750 645,037 645,039 657,100 658,200 656,250 674,150 3,935,776
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
To pay debt service costs on General Obligation bonds issued for the City Hall Annex.
Project Name: City Hall Annex Debt Service
Project No: cpxxxx
Project No: msxxxx
This project will fund City Hall exterior structural repairs.
Project Name: City Hall Roof Replacement
Project No: msxxxx
This project will replace the existing roof at City Hall.
Project Name: City Hall Exterior Structural Repairs
372
2017-2018 Biennial Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Capital Improvements Fund 328 172,493 - - - - - - -
Equipment Rental Fund 560 34,727 - - - - - - -
Local Revitalization Fund 330 30,000 326,251 - - - - - 326,251
Federal - - - - - - - -
State - 93,000 1,147,000 - - - - 1,240,000
Local - 200,000 290,000 - - - - 490,000
REET 3,621,233 1,787,547 2,266,148 1,657,600 1,558,500 1,560,950 1,577,550 10,408,295
Other 520,461 516,570 470,000 5,000 5,000 5,000 - 1,001,570
Subtotal 4,378,914 2,923,368 4,173,148 1,662,600 1,563,500 1,565,950 1,577,550 13,466,116
Capital Costs:
Design 210,706 270,000 107,000 - - - - 377,000
Right of Way - - 35,000 - - - - 35,000
Construction 4,168,208 2,653,368 4,031,148 1,662,600 1,563,500 1,565,950 1,577,550 13,054,116
Long-Term Debt Service 2,600,950 867,547 871,148 877,600 878,500 880,950 897,550 5,273,295
Subtotal 4,378,914 2,923,368 4,173,148 1,662,600 1,563,500 1,565,950 1,577,550 13,466,116
TOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTS
373
2017-2018 Biennial Budget Section VII: Capital Planning
$0 $625 $1,250 $1,875 $2,500
Local Revitalization Fund
Local Grants
State Grant
REET
Other
Thousands
General Municipal & Community Projects
2017 / 2018 Revenue Sources
2017
2018
$0
$1,250
$2,500
$3,750
$5,000
2017 2018 2019 2020 2021 2022ThousandsGeneral Municipal & Community Improvement Projects Projected
Capital Expenditures
374
2017-2018 Biennial Budget Section VII: Capital Planning
375
2017-2018 Biennial Budget Section VII: Capital Planning
376
2017-2018 Biennial Budget Section VII: Capital Planning
Other Proprietary Fund Projects
Airport Fund: (See Map – “A”)
Three capital projects totaling $363,334 are budgeted for 2017 and two capital project totaling
$1,853,334 is budgeted for 2018.
The Airport Projects includes the following:
The Runway Enhancement Project ($333,334 in 2017 and $1,833,334 in 2018) will
provide funding the enhancement of Runway 16/34 per the Airport Layout Plan and the
Master Plan Update for increased safety and utilization
The Jet Fueling Facility Project ($10,000 in 2017) will construct the necessary site
improvements for a temporary 2,200 gallon fueling truck for Jet A fuel on site in 2017.
The Annual Repair and Replacement of Airport Facilities Project ($20,000 in 2017 and
$20,000 in 2018) will provide funding for completing various capital repairs at the
Airport.
Cemetery Fund:
There are no capital projects currently planned for 2017/2018.
377
2017-2018 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion: 2018
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Airport Fund 19,488 16,667 91,667 108,334
Federal 220,253 300,000 1,650,000 1,950,000
State 12,161 16,667 91,667 108,334
Local -
REET -
Other -
Subtotal 251,902 333,334 1,833,334 - - - - 2,166,668
Capital Costs:
Design 333,334 333,334
Environmental Assessment 251,902 -
Construction 1,833,334 1,833,334
Subtotal 251,902 333,334 1,833,334 - - - - 2,166,668
Capacity Project: NO Anticipated Year of Completion: 2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Airport Fund 10,000 50,000 60,000
Federal -
State -
Local -
REET -
Other 350,000 350,000
Subtotal - 10,000 - - 50,000 350,000 - 410,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 10,000 350,000 360,000
Subtotal - 10,000 - - 50,000 350,000 - 410,000
Capacity Project: NO Anticipated Year of Completion: Beyod 2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Airport Fund 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Capital Costs:
Design -
Right of Way -
Construction 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Subtotal - 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Jet A Fueling Facility
This is an annual repair and replacement program for the purpose of completing repairs to site fencing, hanger doors, fueling facilities, roof
repairs, etc.
Project No: apbd04
Anticipated Impact on Future Operating Budgets: $0
Project Name: Runway Enhancements
Project No: cp1516
Enhance Runway 16/34 per Airport Layout Plan & Master Plan Update for increased safety and utilization. This also includes the As-built
AGIS Survey that is required following the runway construction.
Construct any necessary site improvements to accommodate a temporary 2,200 gallon fueling truck for Jet A fuel on site in 2017. Design and
Construct a permanent 12,000 gallon Fuel Tank for Jet A service at Airport in 2020 and 2021 after the runway extension is complete and
demand for Jet A fuel is established.
Project Name: Annual Repair and Replacement of Airport Facilities
Project No: apbd05
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000/month to be offset by fuel sale revenues
378
2017-2018 Biennial Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2017-22
Funding Sources:Years 2017 2018 2019 2020 2021 2022 Total
Airport Fund 19,488 46,667 111,667 20,000 70,000 20,000 20,000 288,334
Federal 220,253 300,000 1,650,000 - - - - 1,950,000
State 12,161 16,667 91,667 - - - - 108,334
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - 350,000 - 350,000
Subtotal 251,902 363,334 1,853,334 20,000 70,000 370,000 20,000 2,696,668
Capital Costs:
Design - 333,334 - - 50,000 - - 383,334
Environmental Assessment 251,902 - - - - - - -
Right of Way - - - - - - - -
Construction - 30,000 1,853,334 20,000 20,000 370,000 20,000 2,313,334
Subtotal 251,902 363,334 1,853,334 20,000 70,000 370,000 20,000 2,696,668
TOTAL CAPITAL COSTS and FUNDING SOURCES - AIRPORT
379
2017-2018 Biennial Budget Section VII: Capital Planning
$0 $450 $900 $1,350 $1,800
Airport Fund
FAA Grants
State Grants
Thousands
Other Proprietary Fund Projects
2017 / 2018 Revenue Sources 2017
2018
$0
$500
$1,000
$1,500
$2,000
2017 2018 2019 2020 2021 2022ThousandsOther Proprietary Fund Projects
Projected Capital Expenditures
380
2017-2018 Biennial Budget Section VIII: Appendices
APPENDIX A
POSITION SALARY SCHEDULE
The following pages in this appendix detail the compensation ranges for all City of Auburn employees, both
affiliated and non-affiliated. The amounts listed include only base salaries, excluding benefits such as
retirement, health insurance, etc.
Elected Officials
Minimum Maximum
Mayor N/A $142,351.44
Deputy Mayor N/A $19,584.00
Council Members N/A $14,688.00
Department Directors
Minimum Maximum
Administration Director $131,057.76 $161,10 3.36
City Attorney $131,057.76 $161,10 3.36
Community Development & Public Works Director $131,057.76 $161,10 3.36
Finance Director $131,057.76 $161,10 3.36
Human Resources/Risk Management Director $131,057.76 $161,10 3.36
Innovation & Technology Director $131,057.76 $161,10 3.36
Parks, Arts, & Recreation Director $131,057.76 $161,10 3.36
Police Chief N/A $169,30 8.48
381
2017-2018 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Auburn Police Department
The police department has both affiliated and unaffiliated positions. The charts on this page represent the
positions organized by the bargaining units. Wages reflected here are base wages only and do not include
longevity, education or other premiums. Contract periods are listed below each chart. All unaffiliated
positions under the direction of the Police Chief are included with all of the City’s unaffiliated positions later
in this appendix.
Commanders
Minimum Maximum
Police Commander N/A $130,351.44
Contract Period: January 2016 - December 2018.
Commissioned
Minimum Maximum
Police Officer $66,934.80 $84,642.24
Police Sergeant N/A $99,488.64
Contract Period: January 2016 - December 2018.
Non-Commissioned
Minimum Maximum
Animal Control Officer $55,758.00 $66,223.92
Evidence/Identification Technician $50,300.40 $62,057.76
Parking Control Attendant $41,370.24 $52,118.16
Police Services Specialist $44,170.80 $55,644.72
Police Services Supervisor $52,122.96 $64,306.80
Contract Period: January 2016 - December 2018.
382
2017-2018 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Teamsters
Other affiliated positions within the City are represented by Teamster Local No. 117. As with some of the
non-affiliated positions, the positions classified below may have positions in more than one department.
Teamsters
Minimum Maximum
Building Technician $55,308.00 $72,781.20
Custodian $40,365.12 $47,581.68
Custodian Lead $45,093.60 $53,155.92
Electrician $57,471.12 $75,628.56
M&O Mechanic $60,358.56 $69,144.48
Maintenance Specialist $61,006.32 $69,886.32
Maintenance Worker I $47,209.92 $57,797.52
Maintenance Worker I (CDL)$48,154.08 $58,953.36
Maintenance Worker II $55,804.56 $64,264.08
Maintenance Worker II (CDL)$56,920.56 $65,549.28
Meter Reader $44,554.08 $54,547.44
Parks Mechanic $59,197.68 $67,814.64
Expected Contract Period: January 2017 - December 2019.
383
2017-2018 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees
Minimum Maximum
Accountant $65,933.52 $81,047.52
Accounting Manager $89,398.56 $109,894.56
Accounting Specialist $53,872.32 $66,223.92
Administrative Specialist - M&O $48,795.60 $59,983.44
Arts & Events Manager $76,874.40 $94,496.88
Arts Coordinator $65,933.52 $81,047.52
Assistant Chief of Police N/A $153,384.24
Assistant City Attorney $102,587.52 $126,107.04
Assistant City Engineer $102,587.52 $126,107.04
Assistant Director of Community Development Services $118,203.12 $145,302.24
Assistant Director of Engineering Services/City Engineer $118,203.12 $145,302.24
Assistant Director of Finance $118,203.12 $145,302.24
Assistant Director of Innovation & Technology $118,203.12 $145,302.24
Assistant Director of Public Works Services $118,203.12 $145,302.24
Assistant Golf Professional $59,505.84 $73,182.48
Associate Engineer $76,874.40 $94,496.88
Budget & Business Manager $76,874.40 $94,496.88
Building Inspector $65,933.76 $81,047.52
Capitol Projects Manager $97,682.64 $120,075.84
Cemetery Supervisor $71,611.68 $88,030.08
Chief Prosecutor $89,398.56 $109,894.56
City Clerk $83,067.36 $102,109.20
City Prosecutor $76,874.40 $94,496.88
Civil Engineer - Utilities $79,949.04 $98,277.12
Code Compliance Officer $65,933.76 $81,047.52
Communications Coordinator $65,933.52 $81,047.52
Community Services Work Crew Leader $48,795.60 $59,983.44
Compensation & Employee Relations Manager $102,587.52 $126,107.04
Construction Clerk $45,205.20 $55,310.88
Construction Inspector $65,933.76 $81,047.52
Construction Manager $76,874.40 $94,496.88
Contract Administration Specialist $53,872.32 $66,223.92
Contract Administration Specialist Supervisor $71,611.68 $88,030.08
Crime Analyst $65,933.52 $81,047.52
Curator of Education $59,505.84 $73,182.48
Customer Care Manager - Utilities $89,398.56 $109,894.56
Customer Care Representative - Utilities $45,205.20 $55,310.88
Customer Care Supervisor $71,611.68 $88,030.08
Customer Support Manager $79,949.04 $98,277.12
Department Administrative Assistant $53,872.32 $66,223.92
Deputy City Clerk $59,505.84 $73,182.48
Design Technician Supervisor $76,874.40 $94,496.88
Development Administration Specialist $53,872.32 $66,223.92
Development Engineer Manager $91,186.56 $112,092.00
Development Review Engineer $79,949.04 $98,277.12
Development Services Manager $102,587.52 $126,107.04
Domestic Violence Victim Advocate $59,505.84 $73,182.48
384
2017-2018 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
Minimum Maximum
Economic Development Manager $89,398.56 $109,894.56
Emergency Management Specialist $53,872.32 $66,223.92
Emergency Manager $71,611.68 $88,030.08
Employment Manager $83,067.36 $102,109.20
Engineering Aide $61,885.44 $76,074.24
Engineering Design Technician $71,611.68 $88,030.08
Engineering Survey Technician $61,885.44 $76,074.24
Environmental Planner $65,933.52 $81,047.52
Environmental Services Manager $76,874.40 $94,496.88
Executive Assistant to the Mayor $71,611.68 $88,030.08
Facilities Manager $83,067.36 $102,109.20
Facility Assistant $40,877.76 $49,797.84
Field Supervisor $71,611.68 $88,030.08
Financial Analyst $71,611.68 $88,030.08
Financial Planning Manager $102,587.52 $126,107.04
Fleet/General Services Manager $83,067.36 $102,109.20
GIS & Database Specialist $61,885.44 $76,074.24
GIS Inventory Technician $53,872.32 $66,223.92
Golf Course Manager $76,874.40 $94,496.88
Human Resources Analyst $65,933.52 $81,047.52
Human Resources Assistant $53,872.32 $66,223.92
Human Resources Coordinator $65,933.52 $81,047.52
Human Services Manager $76,874.40 $94,496.88
Human Services Program Coordinator $65,933.52 $81,047.52
I&T Support Specialist $61,885.44 $76,074.24
Lead Permit Technician $61,885.44 $76,074.24
Legal Assistant $53,872.32 $66,223.92
Multimedia Assistant (.6 FTE)$24,526.66 $29,878.70
Multimedia Design Technician $61,885.44 $76,074.24
Multimedia Video Specialist $65,933.76 $81,047.52
Museum Director $76,874.40 $94,496.88
Network Engineer $76,874.40 $94,496.88
Network Services Manager $79,949.04 $98,277.12
Office Assistant $45,205.20 $55,310.88
Paralegal $59,505.84 $73,182.48
Parks Maintenance Manager $83,067.36 $102,109.20
Parks Planning & Development Manager $76,874.40 $94,496.88
Payroll Accountant $65,933.52 $81,047.52
Payroll Specialist $53,872.32 $66,223.92
Permit Technician $53,872.32 $66,223.92
Planner $65,933.52 $81,047.52
Planner II $71,611.68 $88,030.08
Planning Services Manager $89,398.56 $109,894.56
Plans Examiner $71,611.68 $88,030.08
Police Records Manager $76,874.40 $94,496.88
Program Specialist $53,872.32 $66,223.92
385
2017-2018 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
Minimum Maximum
Project Engineer $91,186.56 $112,092.00
Project Survey Technician $65,933.76 $81,047.52
Project Surveyor $76,874.40 $94,496.88
Real Property Analyst $68,830.80 $84,611.76
Records Clerk $48,795.60 $59,983.44
Recreation Manager $76,874.40 $94,496.88
Recreation Program Coordinator $65,933.52 $81,047.52
Registration Clerk/Office Assistant $45,205.20 $55,310.88
SCADA Technician $61,885.44 $76,074.24
Senior Center Supervisor $71,611.68 $88,030.08
Senior Construction Coordinator $71,611.68 $88,030.08
Senior Planner $76,874.40 $94,496.88
Sewer Utility Engineer $91,186.56 $112,092.00
Solid Waste & Recycling Supervisor $71,611.68 $88,030.08
Solid Waste Customer Care Specialist $53,872.32 $66,223.92
Special Events & Farmers Market Specialist $53,872.32 $66,223.92
Special Events Coordinator $65,933.52 $81,047.52
Storm Drainage Technician $65,933.52 $81,047.52
Storm Drainage Utility Engineer $91,186.56 $112,092.00
Storm/Sewer Manager $83,067.36 $102,109.20
Stormwater Management Inspector $65,933.52 $81,047.52
Street Systems Engineer $91,186.56 $112,092.00
Street/Vegetation Manager $83,067.36 $102,109.20
Survey Party Chief $65,933.52 $81,047.52
Survey Supervisor $83,067.36 $102,109.20
Systems Analyst $71,611.68 $88,030.08
Systems Security Analyst $71,611.68 $88,030.08
Teen Coordinator $65,933.52 $81,047.52
Theater Operations Coordinator $65,933.52 $81,047.52
Traffic Engineer $91,186.56 $112,092.00
Traffic Operations Engineer $91,186.56 $112,092.00
Traffic Operations Technician $76,874.40 $94,496.88
Traffic Signal Technician $65,933.52 $81,047.52
Transportation Manager $102,587.52 $126,107.04
Transportation Planner $79,949.04 $98,277.12
Utility Engineering Manager $102,587.52 $126,107.04
Utility Technician $53,872.32 $66,223.92
Water Division Manager $83,067.36 $102,109.20
Water Quality Program Coordinator $76,874.40 $94,496.88
Water Resources Technician $65,933.52 $81,047.52
Water Utility Engineer $91,186.56 $112,092.00
Web Specialist $65,933.52 $81,047.52
386
2017-2018 Biennial Budget Section VIII: Appendices
APPENDIX B
History of Auburn
The City of Auburn, located 20 miles south of Seattle, was home
to some of the earliest white settlers in King County. Nestled in a
fertile river valley, Auburn has been both a farm community and
a center of business and industry for more than 150 years.
Auburn is located near the original confluence of the Green and
White rivers, both of which contain runoff water from the
Cascade Mountain range. The valley was originally the home of
the Skopamish, Smalhkamish, and Stkamish Indian tribes. The first
white men in the region were explorers and traders who arrived
in the 1830s.
Settlers first came to the valley in the 1850s. On October 27, 1855, an Indian ambush killed nine people, including
women and children. In November, a military unit led by Lieutenant William Slaughter camped near what is now
present-day Auburn. On December 4, 1855, a group of Indians attacked, killing Lt. Slaughter and two other men.
A new treaty was written which provided the establishment of the Muckleshoot reservation, which is the only Indian
reservation now within the boundaries of King County. The White River tribes collectively became known as the
Muckleshoot tribe.
White settlers, the Neely and Ballard families, began returning to the area. In 1891, the town of Slaughter incorporated.
Although many older citizens considered the town’s name as a memorial, many newer residents understandably felt
uncomfortable with it. Within two years, the town was renamed Auburn, taken from the first line of Oliver
Goldsmith’s poem, The Deserted Village: “Sweet Auburn! Loveliest village of the plain.”
Auburn had been a bustling center for hop farming until 1890 when the crops were destroyed by aphids. After that, the
farms were mostly dairy farms and berry farms. Nevertheless, flooding was still a problem for Auburn farmers until the
Howard Hanson Dam was built in 1962. This dam on the Green River, along with the Mud Mountain Dam on the
White River, provided controlled river management, which left the valley nearly flood-free.
Another impetus to Auburn’s growth was the railroad. The Northern Pacific Railroad put a rail line through town in
1883, but it was the Seattle-Tacoma Interurban line that allowed easy access to both cities starting in 1902. The
Interurban allowed farmers to get their product to the markets within hours after harvest. The railroad, along with
better roads, caused many new companies to set up business in Auburn, among them the Borden Condensery (which
made Borden’s Condensed Milk) and the Northern Clay Company.
Auburn grew through the twentieth century like many American towns. The 1920s were prosperous for citizens, but the
Great Depression of the 1930s left many in need. World War II brought great hardship to many local Japanese farmers
when they were moved to internment camps and their land taken from them. At the same time, local boys were sent
to fight in the Pacific, and some died in battle.
The postwar era was prosperous to Auburn, bringing more businesses and a community college to the city. In 1963,
The Boeing Company built a large facility to mill sheet metal skin for jet airliners. As time went on, many farms
disappeared as the land was converted to industrial use. In the 1990s, a large “supermall” was built in the valley,
enticing consumers from all over the Puget Sound region.
Auburn has made the transition from small farms to large industries, but much of the city’s history remains. A
monument in the memory of Lieutenant Slaughter, erected in 1918, still stands in a local park. The Neely Mansion, built
by the son of a pioneer in 1891, has been refurbished and is listed in the National Register of Historic Places. Auburn’s
downtown still maintains a “Main Street U.S.A” appearance.
Sources: Clarence B. Bagley, History of King County (Chicago: S. J. Clarke Publishing Co, 1929) Vol. 1, 712-727.
Also see: Josephine Emmons Vine, Auburn – A Look Down Main Street (City of Auburn, 1990).
Auburn Hardware Store, 1915, White River Valley Museum
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2017-2018 Biennial Budget Section VIII: Appendices
About Auburn
For over 100 years the City of Auburn has been providing visitors and
residents with the opportunity to discover why this town is like no other.
Auburn is the land of two rivers, home to two nations and spread across
two counties. Located between Seattle and Tacoma in the shadow of Mt.
Rainier, Auburn is the perfect place to work, play and spend a lifetime. It is
is a warm, embracing community where people still stop to say hello.
Auburn is a community rich in history where you’ll find new businesses
mingling with old and a historic downtown getting acquainted with a new,
modern facade.
Auburn is centrally located between Seattle and Tacoma in the heart of
the Green River Valley with easy access to the best of both cities. Auburn
is a quick 30 minute drive to all Seattle has to offer and more, and a 20
minute drive to Tacoma. Amenities like the Pike Place Market, Benaroya
Hall, Seattle Art Museum and Tacoma Chihuly Museum of Glass are all
within easy reach.
Sustainable Business Prices
Auburn, with its close proximity and all the advantages of Seattle and Tacoma, still has sustainable business practices.
And although there is an influx of people into the Auburn community, housing prices are still affordable.
Mt. Rainier and Outdoor Lifestyle
Auburn is about one hour from Mt. Rainier, Crystal Mountain and the Snoqualmie Ski Area. It is also home to several
biking and walking trails, including the White and Green River trails and the Interurban Trail. Auburn has over 30
developed parks of all sizes for the whole family to enjoy. There are two golf courses in Auburn: the Auburn Golf
Course and Washington National Golf Club.
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 nearly two dozen
elementary, middle, and high schools, each one unique, but all offering a supportive learning environment designed
to foster each student’s natural abilities. Green River College, the city’s “Harvard on the Hill,” provides the serious
student a quiet, natural environment in which to study. This is a community that puts learning and education first.
Urban Transportation
Take the Sounder Train to Seattle. Avoid the traffic and rest, read or log onto your laptop as you take the 20 minute
ride from Auburn to Seattle to work, shop, or do business. The Sounder Train has nine morning trains and two
evening trains traveling from Auburn into Seattle and back.
Sense of Community in Historic Downtown
Come enjoy a sense of community in one of the oldest cities in the state of Washington. With unique architecture,
combined with historic preservation and renovations, Auburn has retained the look and feel of a real downtown.
Auburn’s unique historic downtown still provides a gathering place for numerous events.
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2017-2018 Biennial Budget Section VIII: Appendices
ARTS AND CULTURE
City of Auburn Arts Programs
The City of Auburn offers various arts and education programs including a growing public art collection, the City Hall
Gallery, the Cheryl Sallee Gallery at the Senior Activity Center, the Community and Event Center Gallery. Featuring
emerging regional artists, an Outdoor Sculpture Gallery, and the popular BRAVO Performing Arts Series, presenting
national and internationally acclaimed touring shows, from dance, theatre, and music, to amazing circus acts and
children’s shows. For more information visit www.auburnwa.gov/arts.
Auburn Symphony Orchestra
Auburn’s Symphony Orchestra is made up of more than 60 professional musicians, and has received wide press
coverage for its superb performances. The Auburn Symphony Orchestra is currently auditioning for a new conductor
following the retirement of internationally renowned founding conductor Stewart Kershaw, who conducted some 70
orchestras in 15 different countries throughout his career. A new conductor is expected to be selected in March 2018,
following auditions by four candidates. For more information visit www.auburnsymphony.org.
Auburn Performing Arts Center
The Auburn Performing Arts Center, a venue conveniently located in downtown Auburn, reopened in October 2015
after undergoing a remodel in conjunction with construction of the new Auburn High School. Owned and subsidized
by Auburn School District No. 408, the Performing Arts Center features a 935-seat theater, and is the home of the
BRAVO! Performing Arts series, the Auburn Symphony Orchestra, the Pacific Ballroom Dance Company, and the Miss
Auburn Scholarship Pageant, among other attractions. For more information visit www.auburn.wednet.edu.
Auburn Avenue Theater
The City of Auburn currently leases the Auburn Avenue Theater and since 2007 has been operating the venue as a
popular performing arts space featuring a variety of entertainment options including theatrical performances,
children’s shows, comedy nights, dance, music and more, right in the heart of downtown. For a full list of
performances at the Auburn Avenue Theater, visit www.auburnwa.gov/arts.
White River Valley Museum
The White River Valley Museum is operated as a partnership with the City of Auburn and combines history and
culture to create an exciting and educational experience for visitors. Museum collections focus on local Puget Sound
history, Northwest Indian culture, Japanese immigration and the Northern Pacific Railroad.
The White River Valley Museum has worked with the City of Auburn to restore Mary Olson Farm, the most intact
1880s family farm in King County. It operates as a living history and environmental learning site. The Farm is a King
County Landmark and in the National Register of Historic Places. Significant features include an 1897 barn, a 1902
farmhouse and four runs of salmon in Olson Creek. For more information visit www.wrvmuseum.org.
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2017-2018 Biennial Budget Section VIII: Appendices
WHAT’S HAPPENING IN AUBURN
YEAR ‘ROUND
White River Valley Museum
Exhibits open Wednesday through Sunday, 12-4pm
and every first Thursday, 6-8pm.
Call 253 288-7433
www.wrvmuseum.org
Teen Late Night
Call 253-931-3043 for dates, times and locations
BRAVO Performing Arts Series
September - July
Auburn Performing Arts Center and Auburn Avenue Theater
Call 253-931-3043 for full schedule
Avenue Kids
Auburn Avenue Theater
Call 253-931-3043 for full schedule
Comedy Night at the Ave
Auburn Avenue Theater
Call 253-931-3043 for full schedule
Auburn Symphony Orchestra
Call 253-939-8509 for concert information
SPRING & FALL
King County Residential Special Recycling Event
Held March/April and September/October
Auburn Riverside High School
Open to households within Auburn who are served by
Waste Management or Republic Services.
For more information call 253-931-3038 (option #2)
or visit www.auburnwa.gov/solidwaste
JANUARY
Miss Auburn Scholarship Show
www.missauburn.org
Largest local program of Miss America in the United
States.
FEBRUARY
Daddy Daughter Date Night
Auburn Community and Event Center
Call 253-931-3043 for dates and times
MARCH
Auburn Senior Activity Center Rummage Sale
Call 253-931-3016 for dates, times or to donate
APRIL
Community Volunteer Event
Call 253-931-3041 for dates, times and registration
information
Mountain View Cemetery Sunrise Service
Easter morning
Call 253-931-3028 for more information
Auburn’s Clean Sweep
A perfect opportunity to give back to your community
Call 253-931-3043 for more information
Annual Residential Bulky Item Collection
April/May
Items collected curbside
A once-a-year opportunity to clean house and get rid
of such bulky items as appliances, outdoor items,
furniture, and lawn equipment.
For more information call 253-931-3038 (option #2)
or visit www.auburnwa.gov/solidwaste
MAY
Kent-Auburn Tamba Sister City Dinner & Auction
Location to be determined
Annual fundraiser for the Sister City Committee.
Call 253-931-3099 for more information
Auburn’s Memorial Day Service
Mountain View Cemetery
Call 253-931-3028 for time and more information
Petpalooza
Auburn’s award-winning pet-friendly event
Call 253-931-3043 for dates, times and information
JUNE
Auburn Int’l Farmers Market
Sundays, June-September
10am-3pm, Sound Transit Plaza
A cornucopia of fresh vegetables, fruits, flowers and
other products. www.auburnfarmersmarket.org
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2017-2018 Biennial Budget Section VIII: Appendices
City of Auburn Residential Community Yard Sale
Call 253-931-3038 (option #2) for dates, times and
participation information
Senior Fishing Pond
Mill Pond
The Senior Center is hosting a Senior Fishing Derby along
with the Green River Steelhead Trout Club
Call 253-931-3016 for date, time and information
KIDS DAY
Les Gove Park
Day after last day of school for Auburn School District
Children’s summer kickoff celebration which includes
entertainment, information fair, arts and crafts, and other fun
activities.
Call 253-931-3043 for date, time and more information.
JULY
Fourth of July Festival
Les Gove Park
253-931-3043
Come out and enjoy Auburn’s 4th of July Festival! Activities
include a kid’s parade, games and crafts as well as bingo, a
vintage car show, book sale, and free Museum admission for
everyone.
Soundbites
City Hall Plaza Park
Auburn’s newest concert series – a lively, eclectic music series
certain to quench your ears and appetite!
Summer Fun in Auburn’s Parks
July–August
Call 253-931-3043 for more details
• Kids SummerStage, Les Gove Park, Wednesdays at
12pm
• Hooked on History Kids Program, Free, White River
Valley Museum, Wednesdays 10:30-11:30am. 253-
288-7433
• Summer Sounds & Cinema, various parks, Fridays,
music begins at 7pm, movie at dusk
AUGUST
NATIONAL NIGHT OUT
Held throughout the City of Auburn; First Tuesday of the
month
Designed to encourage neighbors to gather together to show
they are united against crime, connecting with each other and
City staff.
Call 253-931-3099 for more information
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2017-2018 Biennial Budget Section VIII: Appendices
AUBURNFEST
Held the second Saturday in August; Les Gove Park.
Featuring over 80 vendors, two entertainment stages, a
beer garden, literary showcase, hands-on art activities, a
Friday night 5k, car show, parade, and more.
Call 253-951-3043 for more information
SEPTEMBER
Hops & Crops Festival
Mary Olson Farm
Call 253-288-7433 for more information
Ladies & Little Gents
Auburn Community and Event Center
Call 253-931-3043 for more information
OCTOBER
Auburn’s S’more Than You Imagined Festival
Game Farm Wilderness Park
Enjoy an evening of storytelling, s’mores, and
entertainment around a campfire.
Call 253-931-3043 for more information
Harvest Masquerade Ball
Dinner and dancing fundraiser to support educational
programs at the White River Valley Museum
For more information call 253-288-7433 or visit
www.wrvmuseum.org
Halloween Harvest Festival & Les Gove Park Trunk-
or-Treat
Les Gove Park; The REC; Auburn Community & Event
Center
Come out and celebrate with games and activities at and
trunk or treat at Les Gove Park.
Call 253-931-3043 for more information
NOVEMBER
Auburn’s Veterans Day Observance & Parade
Main Street
Auburn’s annual Veterans Day observance features one of
the largest sanctioned Veterans Day parades west of the
Mississippi along with a static display exhibit, a luncheon,
military display and flyover followed by one of the State’s
largest marching band competitions.
Call 253-931-3043 for more information
Auburn Senior Activity Center Thanksgiving Dinner
Call 253-931-3016 for more information
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2017-2018 Biennial Budget Section VIII: Appendices
DECEMBER
Santa Parade/City Hall Tree Lighting
Main Street; City Hall Plaza & B Street Plaza
253-931-3043
A fun-filled parade celebrating the holidays. Parade
on Main Street, immediately followed by a tree
lighting ceremony at City Hall.
Breakfast with Santa
Auburn Community and Event Center
Join Santa and his elves for breakfast and special
holiday entertainment.
Call 253-931-3043 for registration information
Auburn Senior Activity Center Holiday Dinner
Call 253-931-3016
Tree of Giving Program
November - December
Trees with stockings at Auburn City Hall and
various locations around Auburn.
Gift giving for the disadvantaged and disabled in
the community.
Call 253-931-3043 for more information
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2017-2018 Biennial Budget Section VIII: Appendices
Elected Official Regional & National Involvement
Mayor
Nancy Backus
All Home Coordinating Board
Auburn Tourism Board
AWC Large City Advisory Committee
Children & Youth Advisory Board
EDC Executive Committee & Treasurer
King County Flood Control District
Puget Sound Regional Council: Executive Board and Operations Committee
SCORE, South Correctional Entity
SELA, Safe Energy Leadership Alliance
South Sound Behavioral Health Coalition
SWIF
Valley Communications Board of Directors
Sound Cities Association: Board of Directors, Executive Committee & Public Issues Committee
Sound Transit Board & Committees: ARC Internal Audit Division, Capitol Committee, Pierce County Briefings
US Conference of Mayors: Standing Committees/Tourism, Arts, Parks & Entertainment & Sports & Community
Development & Housing, Taskforce: Veterans Affairs
Valley Regional Fire Authority – Finance & Board of Governance
Auburn Elected Officials
Front row: Yolanda Trout, Bob Baggett, Largo Wales
Back row: John Holman, Rich Wagner, Mayor Nancy Backus, Claude DaCorsi, Bill Peloza
394
2017-2018 Biennial Budget Section VIII: Appendices
Deputy Mayor
Largo Wales
(Position #1)
Pierce County Regional Council
King County Board of Health
Seattle King County Board of Health Environmental Health Fees
Councilmember
Claude DaCorsi
(Position #2)
National League of Cities Transportation and Infrastructure Services Committee
Associated Washington Cities Federal Legislative Committee
King County Growth Management Planning Council
King County Regional Transit Committee
Affordable Housing Advisory Board
Affordable Housing Advisory Board Committee Chair
Valley Regional Fire Authority Board of Governance
South County Area Transportation Advisory Board, Alternate Member
Councilmember
Bill Peloza
(Position #3)
Valley Regional Fire Authority Board of Governance
National League of Cities Board of Directors
King County Regional Policy Committee
King County Metropolitan Solid Waste Management Advisory Committee
King County Metropolitan Water Pollution Abatement Advisory Committee
King County Water Resource Inventory Area (WRIA 9 – Green/Duwamish & Central Puget Sound Watershed) Management
Committee
Watershed Ecosystem Forum, Vice-Chair and Co-Chair
King County Flood Control District Advisory Committee, Alternate Member
South County Area Transportation Advisory Board
Association of Washington Cities Federal Legislative Priorities Committee
Rail Transport of Hazardous Materials Ad-Hoc Committee
Councilmember
Yolanda Trout
(Position #4)
King County Domestic Violence Initiative Regional Task Force
Sound Cities Association Regional Law, Safety, and Justice Committee
Councilmember
John Holman
(Position #5)
Puget Sound Regional Council Growth Management Policy Board
Seattle King County Economic Development Council
Sound Cities Association Public Issues Committee, Alternate Member
National League of Cities Community & Economic Development Committee
National League of Cities First Tier Suburbs Steering Committee
Washington State Forensics Investigations Council
Councilmember
Rich Wagner
(Position #6)
Puget Sound Regional Council Transportation Policy Board
Metropolitan Solid Waste Management Advisory Committee
Regional Access Mobility Partnership
Puyallup River Watershed Forum
Pierce County Regional Council
Valley Regional Fire Authority, Alternate Member
Councilmember
Bob Baggett
(Position #7)
Pierce County Cities & Towns Association
Sound Cities Association Emergency Management Advisory Committee
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2017-2018 Biennial Budget Section VIII: Appendices
WHO TO CALL
City Government:
Mayor’s Office 253-931-3041
City Attorney’s Office 253-931-3030
Communications & Community Relations 253-931-4009
Finance Department 253-931-3033
Human Resources & Risk Management 253-931-3040
Innovation & Technology 253-804-5078
Parks, Arts and Recreation 253-931-3043
Planning & Development 253-931-3090
Public Works 253-931-3010
Public Safety:
Fire Department (Valley Regional Fire Authority) 253-288-5800
King County District Court – South Division, Auburn 206-205-9200
Police Department 253-931-3080
South Correctional Entity (SCORE) 206-257-6200
City Resources:
Auburn Golf Course 253-833-2350
Auburn Municipal Airport 253-333-6821
Auburn Senior Activity Center 253-931-3016
Mountain View Cemetery 253-931-3028
White River Valley Museum 253-288-7433
Community Resources:
Animal Control 253-931-3062
Auburn Chamber of Commerce 253-833-0700
Auburn Downtown Association 253-939-3982
Auburn School District 253-931-4900
Auburn Valley Humane Society 253-249-7849
Drivers’ Licensing, Federal Way 253-661-5001
Employment Security Department, WorkSource 253-804-1177
Food Bank 253-833-8925
General Services Administration 253-931-7000
King County Superior Court, Kent 206-205-2501
King County Tax Assessor 206-296-7300
Language Line Solutions 800-752-6096
Pet Licensing 253-876-1997
Pierce County Tax Assessor 253-798-6111
Post Office 253-333-1377
Puget Sound Energy 888-225-5773
Waste Management (Residential) 253-931-3038
The Outlet Collection - Seattle 253-833-9500
Voter Registration, King County 206-296-8683
Voter Registration, Pierce County 253-798-7430
396
2017-2018 Biennial Budget Section VIII: Appendices
COMMUNITY STATISTICS
This section of the budget contains a synopsis of data regarding the Auburn community. This data is presented
both to provide background information to the reader and to add insight to some of the budget
goals and policies addressed in this document.
June 13, 1891
Mayor-Council
Non-Charter Code City
77,060
15th
Date of Incorporation
Form of Government
Type of G overnment
Population
Rank in Size - Washington State
Assessed Valuation $8,967,119,191
Area 30.2 Square Miles
Auburn Med ian Age 35.3
Registered Voters 38,673
Miles of Streets 238 Miles
Number of Stations (5 in Auburn, 1 in Pacific)*6
Number of Commissioned Fire Fighting Personnel 107
Number of Non-Commissioned Personnel 14
Total Number of Personnel and Firefighters 121
Fire Responses 351
Emergency Medical Service Responses 9,608
All Other Responses 2,569
Total Number of Responses 12,528
Number of Stations/Precincts 3
Number of Commissioned Police Personnel 104
Number of Non-Commissioned Personnel 27
Total Number of Officers and Personnel 131
Number of Calls for Service - 2016 95,612
WATER SERVICE
Basic Service Charge $16.12/Month
Commodity Rate:
0-7 $3.20/ccf
7.01-15 $3.91/ccf
15.01-9999 $4.44/ccf
Total Water Customers - January 2017 14,872
Gallons of Water Produced - 2016 Statistic 2,488,785,910
Gallons of Water Purchased - 2016 Statistic 322,456,000
Average Daily Consumption - 2016 Statistic 7.33 Million Gallons
Miles of Water Main 321 Miles
2016 INFORMATION
FIRE PROTECTION
*Beginning January 1, 2007, the Valley Regional Fire
Authority began providing fire protection services for the
Cities of A uburn, Algona and Pacific. There are 6 stations
total, 5 in Auburn (although one is a training station), and
1 in Pacific.
POLICE PROTECTION
2017 Utility Rates: Reduced rates for low-income senior
citizens and disabled persons available.
397
2017-2018 Biennial Budget Section VIII: Appendices
City Sewer - Single Family Residence $24.89/Month
Metro Sewer - Single Family Residence $44.22/Month
Total Sanitary Sewer Customers - January 2017 15,816
Sanitary Sewer Lines 224 Miles
Single Family Residence $20.22/Month
Total Storm Drainage Customers - January 2017 18,113
Storm Lines 319 Miles
1 can (35 gal)/week, curbside $16.11/Month
Number of Residential Accounts - January 2017 17,234
BUSINESS LICENSES
Fee per Year $50
Business Licenses Issued - 2016 Statistic 3,490
VALUE OF BUILDING PERMITS ISSUED IN 2016 $143,884,111
Developed Park Acreage 294
Total Park Acreage 989
Number of Developed Parks 34
Number of Cemetery Placements 281
Number of Rounds Played (Golf Course)48,803
Athletic Teams 328
Recreation Activities 2,435
Senior Center Visits 36,636
Cultural Arts & Major Special Events 203
Audience Served by Cultural Arts & Major Special Events 115,830
Museum Audience Served 14,380
MAJOR EMPLOYERS (number of employees)
The Boeing Company 5,750
The Outlet Collection 3,150
Auburn School District 2,458
Muckleshoot Tribal Enterprises 2,299
Green River Community College 1,940
Multicare Auburn Medical Center 1,613
Emerald Downs Racetrack 1,196
Safeway Distribution Center 944
Social Security Administration 678
Zones, Inc.645
PARKS, ARTS AND RECREATION
SEWER
STORM DRAINAGE
SOLID WASTE (Contracted Services)
398
2017-2018 Biennial Budget Section VIII: Appendices
GENERAL DEMOGRAPHICS
Persons 19 years and younger 29.0%
Persons 20 - 34 years 20.8%
Persons 35 - 54 years 26.7%
Persons 55 years and older 23.5%
Male 48.4%
Female 51.6%
Median Household Income (City of Auburn)
City of Auburn $59,347
Washington State $61,062
State 6.50%
King County Metro 0.80%
Transit and Traffic Congestion (effective 4/1/01)0.36%
RTA (effective 4/1/09) 0.90%
City of Auburn Local Option 0.84%
City of Auburn Local Option-Criminal Justice 0.10%
King County Option 0.00%
TOTAL SALES TAX RATE 9.50%
OTHER CITY TAXES AND TAX RATES:
Natural Gas Utility Tax*6.00%
Brokered Natural Gas 5.00%
Electric Utility Tax*6.00%
Telephone Utility Tax*6.00%
Cable Television Utility Tax*6.00%
Cable Television Franchise Tax 5.00%
Solid Waste Utility Tax*7.00%
Water Utility Tax*7.00%
Sewer Utility Tax*7.00%
Storm Drainage Utility Tax*7.00%
Gambling Taxes**
Amusement Games**2.00%
Bingo**5.00%
Card Rooms***4.00%
Punch Board and Pull Tabs**10.00%
SALES TAX RATE:
*Includes 1.0% allocated to the Arterial Street Fund (Fund 102) for improvements.
**Applied on gross receipts net of the amount awarded as prizes.
***Applied on gross receipts.
Sources of information:
City of Auburn GIS, Finance, Community Deveopment, Fire, Police, Parks, Arts and
Recreation Department, US Bureau of Labor Statistics, King and Pierce County
Electio ns Office and Washington State Office of Financial Management.
399
2017-2018 Biennial Budget Section VIII: Appendices
0
15,000
30,000
45,000
60,000
75,000
2012 2013 2014 2015 2016
Population, Housing and School Enrollment
Population Housing Units Enrollment
2012 2013 2014 2015 2016
School Enrollment (1)14,596 14,971 15,277 15,663 15,887
Rate of Unemployment (2)7.7% 6.0% 5.3% 5.0% 4.7%
Population (3)71,240 73,235 74,630 75,545 77,060
Housing Units (3)
One Unit 14,957 15,393 15,804 16,042 16,167
Two or More 10,631 10,841 10,841 10,847 10,854
Mobile Home or Special 2,618 2,630 2,631 2,637 2,630
Total Housing Units 28,206 28,864 29,276 29,526 29,651
Sources:
(1) Auburn School District No. 408 - CAFR
(2) U.S. Department of Labor Statistics
(3) WA State Office of Financial Management
Population, Housing and School Enrollment Trends
400
2017-2018 Biennial Budget Section VIII: Appendices
$0
$5,000
$10,000
$15,000
$20,000
2012 2013 2014 2015 2016ThousandsRetail Tax Collections
Wholesaling Construction Services Retail Trade
Automotive Manufacturing Other Business Transportation
Sales Tax Collections by Sector (in Thousands)
2012 2013 2014 2015 2016
$772 $889 $1,009 $1,080 $1,136
3,019 3,136 3,309 3,707 3,659
425 447 502 590 579
341 335 353 368 397
269 316 382 394 321
372 409 491 549 406
967 974 955 988 1,018
778 848 988 1,020 995
6,943$ 7,354$ 7,989$ 8,695$ 8,512$
3,056 3,054 3,322 3,646 3,970
1,221 1,943 1,754 2,297 2,292
405 624 1,163 862 761
55 46 71 66 99
1,297 1,279 1,205 1,229 1,265
61 64 120 72 67
13,037$ 14,364$ 15,623$ 16,866$ 16,967$
Transportation
Wholesaling
Grand Total
Other Business
Retail Trade
Auto & Gas
General Merchandise
Building Material
Food Stores
Apparel
Furniture & Electronics
Manufacturing
Construction
Non-Store Retailers
Miscellaneous Retail Trade
Retail Trade
Services
Source:
City of Auburn Finance Department
Actual receipts, January through December
401
2017-2018 Biennial Budget Section VIII: Appendices
$0
$20
$40
$60
$80
2012 2013 2014 2015 2016MillionsConstruction Activity By Value
Commercial Residential
Building Permits and Construction Values
Year Permits Value Permits Value
2012 24 $13,218,643 461 $98,212,026
2013 32 $28,357,154 464 $96,248,204
2014 64 $35,785,902 374 $83,006,914
2015 52 $36,289,295 253 $62,042,816
2016 79 $74,887,013 242 $68,997,098
Source:
City of Auburn Community Development Department
Data represents new construction only
Commercial Building Residential Building
402
2017-2018 Biennial Budget Section VIII: Appendices
$0.00
$3.00
$6.00
$9.00
$12.00
$15.00
$18.00
2012 2013 2014 2015 2016
$2.08 $2.10 $2.17 $2.08 $2.05
$14.96 $15.77 $15.63
$14.66 $14.22
Property Tax Levy Information
(King County portion of Auburn)
Hospital District King County Flood District Emergency Medical Services
Library Valley Regional Fire Authority (VRFA)Port of Seattle
Washington State King County Ferry District King County
Auburn School District City of Auburn
Property Tax
Levy 2012 2013 2014 2015 2016 $ %
City of Auburn 2.08$ 2.10$ 2.17$ 2.08$ 2.05$ (0.03)$ -2%
Auburn School District 6.14 6.62 6.50 6.14 5.83 (0.31) -5%
King County 1.42 1.54 1.52 1.35 1.48 0.14 9%
King County Flood District 0.12 0.13 0.15 0.14 0.13 (0.01)-7%
King County Ferry District 0.00 0.00 0.00 0.00 0.00 0.00 0%
Washington State 2.42 2.57 2.47 2.29 2.17 (0.12) -5%
Port of Seattle 0.23 0.23 0.22 0.19 0.17 (0.02)-8%
Hospital District 0.50 0.50 0.50 0.50 0.50 0.00 0%
Valley Regional Fire Authority (VRFA)1.19 1.20 1.20 1.18 1.13 (0.05)-4%
Library 0.57 0.57 0.56 0.50 0.48 (0.03)-5%
Emergency Medical Services 0.30 0.30 0.34 0.30 0.28 (0.02)-7%
Total Levy Rate 14.96$ 15.77$ 15.63$ 14.66$ 14.22$ (0.45)$ -3%
Auburn % to Total Levy 13.87% 13.32% 13.87% 14.19% 14.40%
Demographic Information
(King & Pierce County)2012 2013 2014 2015 2016 Change %
Assessed Valuation (in 000's)7,225,550$ 6,968,719$ 7,422,169$ 8,366,653$ $ 8,967,119 $ 600,466 9%
Average Homeowner Assessed Value 203,000$ 181,000$ 193,000$ 242,000$ 254,000$ 12,000$ 7%
City Tax on an Average Home 421$ 380$ 418$ 504$ 520$ 16$ 4%
Population 71,240 73,235 74,630 75,545 77,060 1,515 2%
School Enrollment 14,596 14,971 15,277 15,663 15,887 224 1%
CPI-W/Seattle, Annual growth rate 2.4% 2.4% 2.4% 2.5% 2.5%0.0%2%
IPD/Implicit Price Deflator 1.1% 1.1% 1.1% 1.1% 1.1%0.0%1%
Change
403
2017-2018 Biennial Budget Section VIII: Appendices
$0.00
$3.00
$6.00
$9.00
$12.00
$15.00
$18.00
2012 2013 2014 2015 2016
$2.08 $2.10 $2.17 $2.08 $2.05
$13.97
$14.99 $14.81 $14.06
$13.43
Property Tax Levy Information
(Pierce County portion of Auburn)
Flood Control Library Valley Regional Fire Authority (VRFA)
Port of Tacoma Washington State Pierce County
Auburn School District City of Auburn
Property Tax
Levy 2012 2013 2014 2015 2016 $ %
City of Auburn 2.08$ 2.10$ 2.17$ 2.08$ 2.05$ (0.03)$ -2%
Auburn School District 6.14 6.62 6.50 6.14 5.83 (0.31)$ -5%
Pierce County 1.42 1.58 1.56 1.48 1.43 (0.05)$ -3%
Washington State 2.41 2.63 2.53 2.39 2.23 (0.15)$ -6%
Port of Tacoma 0.18 0.18 0.18 0.18 0.18 (0.00)$ -1%
Valley Regional Fire Authority (VRFA)1.19 1.21 1.20 1.18 1.13 (0.05)$ -4%
Library 0.55 0.57 0.56 0.50 0.48 (0.03)$ -5%
Flood Control 0.00 0.10 0.10 0.10 0.10 (0.00)$ -2%
Total Levy Rate 13.97$ 14.99$ 14.81$ 14.06$ 13.43$ (0.62)$ -4%
Auburn % to Total Levy 14.89%14.01%14.64% 14.80% 15.24%
Demographic Information
(King & Pierce County)2012 2013 2014 2015 2016 Change %
Assessed Valuation (in 000's)7,225,550$ 6,968,719$ 7,422,169$ 8,366,653$ $ 8,967,119 $ 600,466 9%
Average Homeowner Assessed Value 203,000$ 181,000$ 193,000$ 242,000$ 254,000$ 12,000$ 7%
City Tax on an Average Home 422$ 380$ 418$ 504$ 520$ 16$ 4%
Population 71,240 73,235 74,630 75,545 77,060 1,515 2%
School Enrollment 14,596 14,971 15,277 15,663 15,887 224 1%
CPI-W/Seattle, Annual growth rate 2.4% 2.4% 2.4% 2.5% 2.5%0.0%2%
IPD/Implicit Price Deflator 1.1% 1.1% 1.1% 1.1% 1.1%0.0%1%
Change
404
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6621
Date:
October 17, 2016
Department:
Finance
Attachments:
2017-2018 Preliminary Budget;
Ordinance No. 6621 and Schedule A
Budget Impact:
$269,080,329 – 2017
$266,871,607 – 2018
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6621, establishing the City’s budget for 2017-2018.
Background Summary:
Budget Process: In April, the City began the process of developing the budget for the 2017-2018
biennium. This included budget workshops as follows:
- June 22: Fund and budget process overview (workshop #1)
- August 16: General, Proprietary, Capital and Special Revenue Funds (workshop #2)
- August 23: General, Proprietary, Capital and Special Revenue Funds (workshop #3)
- August 30: General, Proprietary, Capital and Special Revenue Funds (workshop #4)
During these presentations and workshops, Council provided policy guidance to the administration.
These included clarifying 2015-2016 accomplishments and expanding upon 2017-2018 goals and
objectives.
2017-2018 Preliminary Budget: A copy of the 2017-2018 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 17, 2016.
Ordinance No. 6621: Council’s approval of Ordinance No. 6621 will establish the City’s 2017-2018
biennial budget. As the budget has been reviewed by Council during the budget workshops, adoption of
Ordinance 6621 is scheduled as follows:
- October 17: First public hearing.
- November 7: Second public hearing
- November 21: Council adoption.
Staff recommends Council approval of Ordinance No. 6621.
Staff: Coleman
Meeting Date: November 21, 2016 Item Number:
APPENDIX C
405
ORDINANCE NO. 6 6 2 1
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2017-2018
BIENNIAL BUDGET FOR THE CITY OF AUBURN,
WASHINGTON
THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, DO
ORDAIN AS FOLLOWS:
Section 1. That pursuant to the provisions of Chapter 35A.34, the Mayor of
the City of Auburn has heretofore duly completed and placed on file with the City
Clerk of the City of Auburn a preliminary biennial budget for 2017-2018, and that
notice was thereupon duly published, as required by law, stating that the Mayor had
completed and placed on file such preliminary budget and a copy would be furnished
to any taxpayer who would call therefore at the office of the City Clerk, and that the
City Council of the City of Auburn would meet on November 21, 2016 at 7:00 p.m.
for the purpose of fixing the budget and any taxpayer might appear at such time and
be heard for or against any part of such budget, and designated the place of such
meetings as the Auburn Community and Events Center, 910 9th Street SE, Auburn,
Washington; That the Mayor of the City of Auburn duly provided a suitable number
of copies of such detailed preliminary budget to meet the reasonable demands of
taxpayers therefore; That the Mayor and the City Council of the City of Auburn met
at the time designated in said notice in the Auburn Community and Events Center,
910 9th Street SE, Auburn, Washington on November 21 at 7:00 p.m.; That any and
all taxpayers of the City of Auburn were given full opportunity to be heard for or
against such budget; That the City Council has conducted public hearings on October
17, 2016, November 7, 2016, and November 21, 2016 to consider this preliminary
Ordinance No. 6621
November 15, 2016
Page 1 of 5
406
budget; That at said meetings said budget was considered; and that, at the meeting
held by the City Council on the 21st day of November 2016 the City Council
considered modifications of said budget and thereafter approved the 2017-2018
biennial budget for the City of Auburn as herein adopted by this Ordinance as shown
on Schedule A.
Section 2. Implementation. The Mayor is hereby authorized to implement
such administrative procedures as may be necessary to carry out the directives of
this legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
INTRODUCED:NOV 21 2016
PASSED: NOV 21 2016
APPROVED: NOV 21 2016
NACY BA MAYOR
ATTEST:
Danielle E. Daskam
City Clerk
Ordinance No. 6621
November 15, 2016
Page 2 of 5
407
APPROVED AS TO FORM:
Li'
4E71 B. Heid
City Attorney
PUBLISHED dS
Ordinance No. 6621
November 15, 2016
Page 3 of 5
408
Schedule A
2017 BUDGET SUMMARY-ALL FUNDS
Beginning 2017 2017 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND 16,191,731 $65,919,560 $69,487,982 $12,623,309
Arterial Street 1,632,558 2,539,076 2,794,818 1,376,814
Local Street 1,401,882 1,909,100 2,417,839 893.143
z Hotel/Motel Tax. _ 84,044' 110,400 _ 110,400 _ 84,044
oLL
W Arterial Street Presenetlon 1,378,878 3;755,600 4,768,470 366,008
0Z• Drug Forfeiture 357,897 87,100 251,016 193,981
urre Housing 8 Community Development 54,905 710,000 712,450 52,455
a Recreational Trails 49,658 7,340 56,998
UWo.
m
Business Improvement Area 48,516 55,200 55,000 48,716
Cumulative Rezone 7,546,199 20,500 200,000 7,366,699
Mitigation Fees 4,274,362 1,520,200 1,365,081 4,429,481
1998 Library Bond 283.850. 283.850
tou City Hall Annex 2010 A&B Bond 1.683,192 1,683.192
w Local Revitalization 2010 C&D Bond 589.071 589.071
0
m LID#350 11,706 7,499 7,246 11,959
W Golf/Cemetery 2016 Refunding 554.393 554393
SCORE 2009 A&B Bond 2,033,474 2,033,474
F u Municipal Park Construction 453,426 2,186,796 2,358,106 282,116
Wo-d Capital Improements 7,347,302 3,172,114 2.722,117 7,797,299
are
p, Local Revitalization 325,651 _ 600 326,251 _ -
Water 4,641,113 __ 22,153,450 _. .21,172,517 .5,622,046
to
z Sewer 9,518,732 9,695,290 10,158,093 9,055,929
w Sewer Metro 2,374,705 17,238,490 17,294,700 2,318,495
coE Storm Drainage 13,319,582 11,218,627 12,414,086 12,124,123
o.
w Solid Waste 3.849,877 14,912.500 14,528.476 4,233,901
tu Airport 346,975 1,129,967 1,041,034 435,908
Cemetery 434887 1,128,300 1,161,977 401,210
in0 Insurance 1,312,689 1,500 229,980 1.084.209
w2 Workers'Compensation 787,022 1,056,900 850,777 993.145
m
E Facilities 1,330,105 3,462,500 3,507,030 1,285,575
iLL
Innovation and Technology 1,992,399 6,184,022 6,661,610 1,514,811
Equipment Rental_ __ 3,634,008 __ 4,792,733 _ _..4,568,369. . 3,860,372.
8oZJr0LL
Fire Pension 2,417,899 84,000 177,717 2.324.182
2n
LLWa Cemetery Endowment Care 1;720,479 37,800 1;758,279.
TOTAL 88,839,185 $ 180,241,144 $186,485,122 $82,595,207
TOTAL BUDGET 269,080,329 269,080,329
Ordinance No. 6621
November 15;2016
Page 4 of 5 409
Schedule A
2018 BUDGET SUMMARY-ALL FUNDS
Beginning 2018 2018 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND 12,623, 309 $66,091,810 $72,860,044 $5,855,075
Arterial Street 1,376,814 6,215,417 6,643,292 948,939
Local Street 893,143 1,909,100 2,418,270 383,973
5 Hotel/ Motel Tax 84,044 _ _ _ 113,700 ._ _ 113,700 84,044
LLw Arterial Street Preservation 366,008 3.067.340 .2,880,440 552,908
0
uj Drug Forfeiture 193,981 87,100 253,221 27,860
it Housing&Community Development 52,455 460,000 468,446 44.009
J Recreational Trails 56,998 7,340 _ _ ___., _ _ 64:338
a- Business Improvement Area. 48,716 _ 55,200 55,000 48,916
Cumulative Reserve 7,366,699 20,500 250,000 7,137,199
Mitigation Fees 4,429,481 1,520,200 1,219,817 4,729,864
1998 Library Bond 282,150 282,750
6 City Hall Annex 2010 A& B Bond 1,675,120 _ 1,675,120 _
5
w Local Revitalization 2010,C& D Bond 589,595 589,595
0
m LID#350. 11,959 7,812 7,246 12,525
w Golf/Cemetery 2016 Refunding 554,367 554,367
SCORE 2009 A&B Bond 2,021,294 . ..2,021,294
a U Municipal Park Construction 282,116. . . 664590 872,000 74,706
Fwa Capital lm'provements 7,797,299 3,869,857 4,015,148 7,652,008
S
It Local Revitalization
Water 5,622,046 20,432,455 20,550,922 5,503,579
8 Sewer 9,055,929 _._8,837,670 _ 9,207.219 __ 8,686;380.
w SewerMetro 2,318,495 18,190,923 18,250,200 2,259,218
ccStormDrainage 12,124,123. 11,120,902 11,097,770 12,147,255
w Solid Waste 4,233,901 16,065,850 15,691,927 4,607,824
w Airport 435,908 2,571,467 .2,547,309.. _ 460,066
Cemetery _ _ .. 401:210 1,183,800 1,197,391 387,619
wU• Insurance 1,084,209 1,500 241.230 844,479
rt
w Workers'Compensation 993,145 1,103,700 862,683 1234.162
Facilities 1,285,575 _ 3.875,400 _ _3,911,293 _ 1,249.682
LL Innovetlon and Technology 1,514,811 6,803,327 7.097,732 1.220,406
Equipment Rental 3,860.372 4,753,074 4,336,260 4,277,126
rc
LLLL Flre Pension 2.324,182 84,000 178,225 2,229,957
FZ
Qo
0- Cemetery.Endowmerit.Care._ __ _ . _1,758:279 ._._ 39,900. ._ . .... . 1,798, 179
TOTAL 82,595,207 $184,276,400 $192, 349,311 $74,522,296
TOTAL BUDGET 266,871,607 266,871,607
Ordinance No. 6621
Ndverntier 15, 2016
Page 5 of 5 410
2017-2018 Biennial Budget Section VIII: Appendices
APPENDIX D
GLOSSARY OF TERMS
This glossary identifies terms used in this budget. Accounting terms are defined in general, non-technical terms.
For more precise definitions of these terms, the reader should refer to the State BARS manual.
Account
A record of additions, deletions, and balances of individual assets, liabilities, equity, revenues and expenditures.
Accrual Basis
Refers to the accounting of revenues and expenditures on the basis of when they are incurred or committed,
rather than when they are made or received. All funds except the governmental funds are accounted on this
basis and the governmental funds are accounted on a modified accrual basis.
Administrative or Support Departments
Refers to the organizational units or departments that primarily provide services to other departments or
divisions.
These departments include:
• Mayor and Council: Provides overall administration to the entire City. Also includes expenditures
related to the operation of the Council.
• Administration: Provides centralized facilities maintenance to all City departments.
• Human Resources and Risk/Property Management: Provides centralized personnel services to all City
services.
• Finance: Provides centralized financial services to all City departments. Also provides a variety of
other central administrative services including customer service, printing, data processing, and billing of
City utilities.
• Legal: Provides centralized legal services to all City departments.
• Innovation and Technology: Provides technology services to all City departments.
Appropriation
Legal authorization granted by ordinance of the City Council that approves budgets for individual funds.
Arbitrage
The interest revenue earned in excess of interest costs from the investment of proceeds from the sale of bonds.
Federal law requires that earnings over a certain rate be repaid to the federal government and is called arbitrage
rebate.
Assessed Valuation (AV)
A valuation set upon real estate or other property by a government (King County or Pierce County Tax
Assessor) as a basis for levying taxes.
B & O Tax
Business and Occupation tax is a gross receipts tax levied on businesses. It is based on the value of products,
gross proceeds of sales or gross income of the business.
Balanced Budget
A budget is considered balanced when the fund's total resources of beginning fund balance, revenues and other
financing sources is equal to the total of expenditures, other financing uses and ending fund balance.
BARS
Budgeting, Accounting & Reporting System (BARS); refers to the accounting rules established by the State
Auditor’s Office.
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2017-2018 Biennial Budget Section VIII: Appendices
Baseline Budget
The baseline budget consists of budget proposals that would be sufficient to maintain the operation of programs
that had been authorized previously, in earlier budgets.
Bond
A written promise to pay a specified sum of money, called the face value or principal amount, at a specified date
or dates in the future, called the maturity date(s), together with periodic interest at a specified rate. The
difference between a note and a bond is that the latter runs for a longer period of time and requires greater legal
formality.
Budget
A legal document that provides City officials with the authority to incur obligations and pay expenses, allocating
resources among departments and funds to reflect Council priorities and policies.
Budget Amendment
The method used to make revisions to the adopted budget. Adjustments are made via ordinances approved by
the City Council.
Capital Assets
Land, improvements to land, easements, buildings, building improvements, vehicles, machinery, equipment,
infrastructure, and all other tangible or intangible assets that are used in operations and that have initial useful life
extending beyond a single reporting period and a cost of $5,000 or greater.
Capital Facilities Plan (CFP)
A plan that studies the manner in which the capital needs of the City can be met and establishes policies and
management programs to address those needs. A published six-year plan document is one element of the
comprehensive plan required by Washington’s Growth Management Act. Capital facilities generally have long
useful lives, significant costs, and tend not to be mobile.
Capital Expenditures
Expenditures that result in the acquisition of, or addition to, capital assets.
Capital Projects Funds
A type of fund which accounts for financial resources that are restricted, committed or assigned to expenditures
for the acquisition and construction of major capital facilities (other than those financed by proprietary funds or
in trust funds for individuals, private organizations or other governments).
Community Development Block Grant (CDBG)
A grant received annually by the City from the Department of Housing and Urban Development. While
included in the budget for accounting purposes, specific allocation of these funds occurs in a separate process.
Comprehensive Plan
A long-range policy adopted by the City to guide decisions affecting the community’s physical development.
Consumer Price Index (CPI)
Consumer Price Index measures a price change for a constant market basket of goods and services from one
period to the next within the same city (or in the Nation). The CPI is not a true cost of living index and should
not be used for place-to-place comparisons.
Councilmanic Bonds
General Obligation bonds authorized by the City Council.
Debt Service
Interest and principal payments on debt.
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2017-2018 Biennial Budget Section VIII: Appendices
Debt Service Funds
A type of fund that accounts for the payment of outstanding long-term general obligations of the City.
Department
Refers to a specific organizational unit. In Auburn, it refers to nine such units: Mayor and Council,
Administration Department, Human Resources and Risk/Property Management Department, Finance
Department, Legal Department, Community Development and Public Works Department, Police Department,
Parks, Arts and Recreation Department, and the Innovation and Technology Department (see Administrative or
Line Departments for descriptions). A department may be composed of one or more organizational units
referred to as Divisions.
Depreciation
(1) Expiration in the service life of capital assets. (2) The portion of the cost of a capital asset that is charged as an
expenditure during a particular period.
Division
Refers to an organizational unit below that of Department. All of the proprietary funds are administered as
Divisions.
Enterprise Funds
A type of proprietary fund involving activities that are operated in a manner similar to private businesses. In
Auburn, the Enterprise Funds account for the City’s utilities, the cemetery, and the airport.
Expenditures
The cost of goods or services that use current assets. When accounts are kept on the accrual or modified accrual
basis, expenditures are recognized at the time the goods are delivered or services rendered.
Fiduciary Fund
A fund that accounts for assets held by the City as a trustee.
Full Time Equivalent Position (FTE)
Refers to budgeted employee positions based on the number of hours for each position. A full-time position is
1.0 FTE and represents 2,080 hours per year and a .50 position represents 1,040 hours per year.
Fund
A self-balancing group of accounts that includes both revenues and expenditures.
Fund Balance
The difference between assets and liabilities reported in a governmental fund. Fund balances are either
designated (funds that have been dedicated to a particular purpose) or undesignated (the remaining un-
appropriated balance of the fund after accounting for the designated funds).
General Fund
A specific Governmental fund that accounts for tax-supported activities of the City and other types of activities
not elsewhere accounted. In the City budget, this fund is divided into departments.
Generally Accepted Accounting Principles (GAAP)
Standards used for accounting and reporting for both private industry and governments.
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2017-2018 Biennial Budget Section VIII: Appendices
General Obligations (Debt)
Refers to a type of debt that is secured by means of the tax base of the City or obligations against which the full
faith and credit of the City was pledged. Includes debt incurred by three different circumstances:
1. debt incurred by the vote of the people and retired by means of a separate property tax levy;
2. debt approved by the City Council to be retired out of the proceeds of the regular levy (referred to as
either Councilmanic bonds or an inside levy); and
3. debt which, while secured by taxing authority, is retired by means of other revenue.
Governmental Fund Types
A group of funds that account for the activities of the City that is of a governmental character, as distinguished
from activities that are of a business character.
Indirect Charges or Cost Allocation
Refers to the process of accounting costs between funds and is usually applied to determining the costs of
administrative services provided to departments.
Inside Levy
The dedication of a portion of the regular property tax levy to retire Councilmanic bonds.
Interfund Payments
Expenditures made to other funds for services rendered.
Internal Service Funds
A type of proprietary fund that accounts for goods and services that are provided as internal services of the City.
Internal service funds include the Equipment Rental, Innovation and Technology, Facilities, Workers’
Compensation and Insurance Funds.
Line Departments
Line departments are those that provide services directly to the public and consist of the following departments:
These departments include:
• Administration Department: Includes several divisions including Economic Development,
Emergency Management, Community Services, Neighborhood Programs, Human Services and
Veteran’s Services.
• Finance: In addition to the administrative and support function noted previously, also oversees
the Solid Waste Divisions.
• Community Development and Public Works: Includes several divisions or services including
Community Development, Environmental Services, Maintenance and Operations, Engineering,
the Airport, Streets, Water, Sewer and Storm Utilities.
• Police: Provides all police services and animal control services.
• Parks, Arts and Recreation: Provides recreational and senior services, maintains park facilities,
and manages the Cemetery and Golf Course.
Local Improvement Districts (LIDs)
A legal mechanism that finances specific capital improvements which benefit specific properties. A LID places a
special assessment against the benefited property to repay debt incurred to finance the improvements.
Metro (Municipality of Metropolitan Seattle)
Conveyance, treatment and disposal of all sanitary sewage collected within the Auburn sanitary sewer service
area is provided by King County based on a contract signed in 1974 with Municipality of Metropolitan Seattle.
The County and Metro consolidated effective January 1, 1994. The County now performs the services formerly
performed by Metro. The county has assumed all obligations and contracts with Metro.
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2017-2018 Biennial Budget Section VIII: Appendices
Mill
The property tax rate that is based on the valuation of property. A tax rate of one mill produces $1 of taxes on
each $1,000 of property valuation.
Mission Statement
A declaration of a unit or of the overall organization’s goal or purpose. The City of Auburn’s Mission Statement
can be found immediately preceding the Distinguished Budget Presentation Award and the Table of Contents in
the Biennial Budget document.
Mitigation Fees
Fees paid by developers to equitably share the cost of infrastructure improvements required for supporting the
development project.
Modified Accrual Basis of Accounting
Refers to the method of accounting in which (a) revenues are recognized in the accounting period of which they
become available and measurable and (b) expenditures are recognized in the accounting period in which the
fund liability is incurred, if measurable, except for unmatured interest on general long-term debt and certain
similar accrued obligations, which should be recognized when due.
Object (as defined by the State Auditor’s BARS manual)
As used in expenditure classification, this term applies to the type of item purchased or the service obtained (as
distinguished from the results obtained from expenditures). Examples are personnel benefits, supplies, and
services.
Permanent Fund
A fund whose resources are legally restricted to the extent that only earnings, and not principal, may be used for
purposes that support the fund’s programs.
Program Improvements
Program improvements are a type of budgetary action which consists of new initiatives or substantial changes to
existing programs.
Proprietary Funds
A group of funds that account for the activities of the City which are of a proprietary or “business” character.
Public Safety
A term used to identify police services.
Public Works Trust Fund (PWTF)
A state program that makes available low-interest loans to help local governments with public works projects.
Regular Levy
The portion of the property tax that supports the General Fund.
Revenue
Refers to income from all sources, i.e. property taxes, fines and fees, permits, etc.
Revenue Bonds
Bonds that are retired by means of revenue, usually a proprietary fund. In a strict sense, these bonds are not
secured by the tax base of the full faith and credit of the City, although sometimes general obligation bonds
which are being retired by revenue may be referred inaccurately to as revenue bonds. While the full faith and
credit of the City is not pledged as security, the revenue of a utility often is.
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2017-2018 Biennial Budget Section VIII: Appendices
Special Assessments
An assessment similar to a tax (but legally distinct and is separately billed), applied to property participating in a
Local Improvement District (LID) to retire the LID debt.
Special Levy
Separate property tax levies authorized by the voters for specific purposes.
Special Revenue Fund
A type of governmental fund that accounts for the proceeds of specific revenue sources that is legally restricted
for expenditures.
Sub-Fund
An accounting method used to account for different aspects of a legal fund on the general ledger. This is used for
managerial purposes and roll-up these funds for financial reporting purposes. The City of Auburn uses this tool
for separating out the operating and capital portions of proprietary funds.
Tax Base
The wealth of the community available to be taxed by various forms of City taxes; commonly thought of as the
assessed value of the community.
Working Capital
Working capital is generally defined as current assets minus current liabilities. Working capital measures
how much in liquid assets less short-term obligations is available to be used for budgeted expenditures.
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2017-2018 Biennial Budget Section VIII: Appendices
LIST OF ACRONYMS
ACC - Auburn City Code
AEP - Auburn Environmental Park
AVHS - Auburn Valley Humane Society
AWC - Association of Washington Cities
BARS - Budgeting, Accounting & Reporting System
BIA - Business Improvement Area
CAFR - Comprehensive Annual Financial Report
CBA - Collective Bargaining Agreement
CDBG - Community Development Block Grant
CEMP - Comprehensive Emergency Management Plan
CERT - Community Emergency Response Team
CFP - Capital Facilities Plan
CPI - Consumer Price Index
DOE - Department of Ecology
EIS - Environmental Impact Study
EOC - Emergency Operations Center
EPA - Environmental Protection Agency
FAA - Federal Aviation Administration
FTE - Full-Time Equivalent position
GAAP - Generally Accepted Accounting Principles
GASB - Government Accounting Standards Board
GFOA - Governmental Finance Officers Association
GIS - Geographic Information System
GMA - Growth Management Act
GPS - Global Positioning System
HIDTA - High Intensity Drug Trafficking Areas
HVAC - Heating, Ventilation and Air Conditioning
IT - Innovation and Technology
ITS – Intelligent Transportation Systems
KCPEC - King County Project Evaluation Committee
LED - Light Emitting Diode (street signals)
LEOFF - Washington's Law Enforcement Officers' and Fire Fighters' Retirement System
LID - Local Improvement District
LOS - Level of Service
LTAC - Lodging Tax Advisory Committee
MIT - Muckleshoot Indian Tribe
MVFT - Motor Vehicle Fuel Tax
NPDES - National Pollution Discharge Elimination System
OPEB - Other Post-Employment Benefits
PCTCC - Pierce County Transportation Coordinating Committee
PERS - Washington’s Public Employees’ Retirement System
PSRC – Puget Sound Regional Council
PWTF - Public Works Trust Fund
RAMP - Regional Access Mobility Partnership (Pierce County)
REET - Real Estate Excise Tax
RFB - Request for Bid
RFP - Request for Proposal
ROW - Right of Way
RPEC - Regional Project Evaluation Committee (see PSRC)
RTID - Regional Transportation Improvement District
SCADA - Supervisory Control and Data Acquisition
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2017-2018 Biennial Budget Section VIII: Appendices
SCATBd – South County Area Transportation Board
SCORE - South Correctional Entity
SEPA - State Environmental Policy Act
SLA - Service Level Agreement
SMART - Specific, Measurable, Attainable, Relevant and Time-bound
SOP - Standard Operating Procedures
SOS - Save Our Streets program
SWAT - Special Weapons and Tactics
TAB - Transportation Advisory Board
TADA - The Auburn Downtown Association
TIP - Transportation Improvement Program
TNET - Tahoma Narcotics Enforcement Team
UTGO - Unlimited Tax General Obligation bonds
VNET - Valley Narcotics Enforcement Team
VRFA - Valley Regional Fire Authority
WASPC - Washington Association of Sheriffs and Police Chiefs
WATPA - Washington Auto Theft Prevention Agency
WRIA - Water Resources Inventory Area
WSDOE - Washington State Department of Ecology
WSDOT - Washington State Department of Transportation
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DOCUMENT AND FINANCIAL DATA PREPARED BY:
Shelley Coleman
Finance Director
Bob Brooks Kevin Fuhrer
Financial Planning Manager Assistant Finance Director
Tamara Baker
Financial Analyst
Frank Downard
Financial Analyst
Consuelo Rogel
Financial Analyst
Evelyn McOsker
Administrative Assistant
LEGAL PROCEDURES:
Dani Daskam
City Clerk
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