HomeMy WebLinkAbout2019-20 Biennial BudgetCITY OF AUBURN
WASHINGTON
2019-2020 BIENNIAL BUDGET
For Fiscal Years January 1, 2019 to December 31,
2019 and January 1, 2020 to December 31, 2020
Prepared by the Finance Department
DEPARTMENT DIRECTORS
Administration Director
City Attorney
Community Development Director
Finance Director
Human Resources and Risk Management
Director Innovation and Technology Director
Parks, Arts and Recreation Director
Police Chief
Public Works Director
Dana Hinman
Steve Gross
Jeff Tate
Shelley
Coleman
Candis
Martinson
David Travis
Daryl Faber
Bill Pierson
Ingrid Gaub
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AUBURN’S VISION FOR THE FUTURE:
Your Premier Community with Vibrant Opportunities
CITY OF AUBURN MISSION STATEMENT
To provide a service-oriented government that meets the needs of our
residents, citizens and business community.
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The Government Finance Officers Association of the United States and Canada (GFOA) presented
a Distinguished Budget Presentation Award to the City of Auburn, Washington for its biennial
budget for the fiscal year January 1, 2017 through December 31, 2018. In order to receive this
award, a governmental unit must publish a budget document that meets program criteria as a policy
document, as an oper ations guide, as a financial plan, and as a communications tool.
This award is valid for one biennium only. We believe our budget continues to conform to program
requirements, and we are submitting it to the GFOA to determine its eligibility for another award.
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PAGE PAGE
267 Section V: Budget Details
1 Section I: Budget Summary
285 Section VI: Proposed Program Improvements
25 Section II: Process / Policies
51 Section III: Financial Plan
Provides:
* Administration
* Engineering
* Legal
* Community Development
* Police
* Parks, Arts and Recreation
* Streets
* Multimedia
* Equipment Rental
*Facilities
* Municipal Parks
* Capital Improvements
* Innovation and Technology
315 Section VII: Capital Planning, Programming,
* Analyses of budgeted revenues and expenditures,
* A revenue analysis for each fund type:
- General Fund
- Special Revenue Funds
- Capital Project Funds
- Enterprise Funds
- Internal Service Funds
- Fiduciary Funds
- Permanent Fund
* The General Fund six-year financial forecast,
* Long-term debt obligations and debt capacity,
* General Fund fiscal capacity, and
* Working capital for proprietary funds.
89 Section IV: Operating Budget
395 Section VIII: Appendices
* Mayor and City Council
* Administration
* Human Resources and Risk Management
* Finance
* Legal
* Community Development
* Public Works
* Police Department and SCORE
* Parks, Arts and Recreation
* Innovation and Technology
A.Position Salary Schedule
B.History of Auburn, About Auburn, Arts and Culture,
What's Happening in Auburn, Who to Call, and
Community Statistics
C.Ordinances
D.Glossary of Terms and List of Acronyms
Table of Contents
Preface
Provides introductory information, including elected
City officials, Auburn's vision and mission statements,
the GFOA Distinguished Budget Award for the City's
2017-2018 biennial budget, a budget-in-brief, the table
of contents, and the Mayor's transmittal letter.
* Transportation projects
* Water Utility projects
* Sanitary Sewer projects
* Storm Drainage projects
* Parks, Arts and Recreation projects
* General Municipal projects and Community
Improvements
* Other Proprietary Fund projects
Summarizes the 2019-2020 biennial budget and
provides comparisons to previous years' revenues and
expenditures. Includes a reader's guide, City's financial
structure, a discussion of the general fiscal environment
and key issues affecting the budget, summary-level
budget reports, and comparative budget summaries.
Describes the City's organization, basis of budgeting;
budget process, calendar, purpose and structure,
components of the budget, budget policies, 2017-2018
City-wide goals and accomplishments and 2019-2020
City-wide goals, and the 2019-2020 budget strategy.
Includes an introduction, including a list of sections for
which information is presented in this section; summary
tables and graphs for the baseline budget and the
General Fund budget; and sections for each
administrative department:
and Budget
Summarizes the City's Capital Facilities Plan (CFP)
showing capital projects budgeted for 2019 and 2020
along with the capital facilities plan for these projects in
the following four years. Projects are listed in the
following sections:
Includes tables, charts, and other information that
provide supporting detail and explanation to the
summary budget:
* 2019 Revenue by Type – All Funds
* 2019 Expenditures by Object – All Funds
* 2020 Revenue by Type – All Funds
* 2020 Expenditures by Object – All Funds
*Administrative Structure
*Costs by Administrative Structure
* Departmental Expenditures by Cost Center –
General Fund
* Citywide Interfund Operating Transfers
Presents the program improvements that have been
recommended by the Mayor and City Council during
budget deliberations:
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Mission:To provide a service-oriented government that meets the needs of our residents, citizens, and business community.
Vision:Your Premier Community with Vibrant Opportunities
Core Values:Safety, Economy, Environment, Character, Diversity, and Service
City Goals:
BUDGET HIGHLIGHTS:
h Losing two significant sources of General Fund revenue (annexation sales tax credits and streamlined sales tax mitigation payments).
h Demand for services ꟷ including public safety, human services, and transportation ꟷ is increasing faster than expected revenue growth.
h Salaries and benefits represent 60% of the General Fund budget. Overall, about 87% of General Fund expenditures are non-
2019 ꟷ 2020
Budget in Brief
discretionary.
CELEBRATE / LIVABLE COMMUNITY
We will celebrate diversity and come together
to teach, learn, and have fun. We will create
and maintain high-quality neighborhoods,
places, and spaces.
INFRASTRUCTURE
We will balance natural resource protections,
economic prosperity, and cultural vibrancy
in order to build a thriving and long-lasting
community.
SAFETY
We will build and maintain an environment
that promotes public safety and healthy
lifestyle options.
THRIVING LOCAL ECONOMY
We will provide a diverse and vibrant
local economy with opportunities for
residents and businesses.
RESPONSIBLE GOVERNMENT
We will be an efficient, transparent, dedicated,
hardworking, ethical, approachable, and
responsive city government.
h Police labor contracts are up for renegotiation at the end of 2018, and the Teamsters' contract at the end of 2019.
Key issues affecting the 2019-2020 budget process include maintaining the City's ability to provide current levels of service, ensuring that all
new programs were aligned with the Mayor's and Council's priorities, and providing adequate fund balances and reserves. Major budget
highlights include:
h Sales tax revenue growth is projected to average 3.3% per year for the biennium.
h Property tax growth is limited to 1% plus new construction; all banked property tax has been levied.
$0
$20
$40
$60
$80
$100
Taxes Charges for
Service
Intergov'tl Other$ millionsCITY-WIDE REVENUES
BY TYPE
2019: $194.3 M
2020: $189.1 M
$0
$20
$40
$60
$80
$100
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Project
Funds
Enterprise
Funds
Internal
Service
Funds$ millionsCITY-WIDE EXPENDITURES
BY FUND TYPE
2019: $207.2 M
2020: $199.7 M
$0
$10
$20
$30
$40
$50
$60
Taxes Licenses &
Permits
Intergov'tl Charges for
Service
Fines &
Forfeitures
Misc$ millionsGENERAL FUND REVENUES
BY TYPE
2019: $72.1 M
2020: $75.2 M
$0
$5
$10
$15
$20
$25
$30
$35
Salaries &
Wages
Personnel
Benefits
Supplies Services &
Charges
Intergov'tl Interfund
Payments
Other$ millionsGENERAL FUND EXPENDITURES
BY CATEGORY
2019: $77.8 M
2020: $80.6 M
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GENERAL FUND EXPENDITURES BY DEPARTMENT:
GENERAL FUND EXPENDITURES BY ACTIVITY:
Public Safety 48%
Transportation 5%
Culture & Recreation 16%
General Government 18%
Health & Human Services 1%
All Other 12%
Total 100%
OPERATING BUDGET SUMMARY (2019–2020):
Major Projects Planned for 2019-2020:
Local Street Improvement Program $ 4.5 M Coal Creek Springs Transmission Main Replacement $ 2.1 M
Auburn Way N Preservation Phase 3 2.0 M Airport Runway Enhancements 1.8 M
Auburn Way N Preservation Phase 2 1.6 M Auburn Arts & Culture Center Renovation 1.5 M
A Street SE Preservation Program 1.6 M Game Farm Park Improvements 1.2 M
Lea Hill Safe Routes to Schools 1.4 M Sewer Pipeline Repair & Replacement Program 1.1 M
Lake Tapps Parkway ITS Expansion 1.1 M
SE 320th St / 116th Ave SE Roundabout 0.4 M
A Street Loop 0.4 M
Auburn Way S Poplar Curve Safety Improvements 0.3 M
SIGNIFICANT NEW PROGRAMS AND INITIATIVES:ELECTED OFFICIALS:
Department Duration
Mayor Nancy Backus
Engineering Annual Traffic Signal Replacement ongoing 175,000$ 200,000$ Deputy Mayor Bob Baggett
Engineering City Street Light LED Retrofit one-time 1,850,000 - Council Member Largo Wales
Engineering Citywide ADA/Sidewalk Imprvmnts ongoing 200,000 200,000 Council Member Claude DaCorsi
Facilities City Hall Roof Replacement one-time - 350,000 Council Member Bill Peloza
Facilities Citywide HVAC Upgrades one-time 334,700 - Council Member Yolanda Trout-Manuel
Mayor's Office Homeless Response ongoing 500,000 500,000 Council Member John Holman
Various New FTEs (5) – Net Cost ongoing 384,000 367,000 Council Member Larry Brown
For more details, the City of Auburn's preliminary 2019-2020 budget is posted on the City's
website at: http://www.auburnwa.gov/BiennialBudget
2019
Cost
2020
Cost
Street Projects Other Projects
Program Title
CAPITAL BUDGET SUMMARY (2019–2020):
WHERE
YOUR
2018
PROPERTY
TAX
DOLLAR
GOES:
WHERE
YOUR
2018
SALES
TAX
DOLLAR
GOES:
65¢- State 26¢- King County 9¢- City
45¢- Auburn School District
9¢-
King
County
2¢-
ST
17¢- All
Others
14¢
City of
Auburn
13¢
State
Human Resources
5.9%
Parks, Arts
& Rec
16.4%
Legal
3.6%
Streets
5.1%
Admin
4.7%
Police
37.1%
Mayor
&
Council
1.5%
SCORE
6.3%
Finance
4.6%
Public
Works
5.4%
Comm
Devel
6.2%
Non-Dept'l
3.3%
Internal Service
Funds
8.5%
Special Revenue Funds
3.0%
Debt Service Funds
2.8%
Enterprise Funds
39.7%
General Fund
46.0%
Other Funds
0.1%2019-2020
Total:
$344.6 million
Transportation
(Arterial Street)
9.3%
Transportation
(Local Street)
7.3%
Transportation
(Arterial
Preservation)
11.5%
Water
17.5%
Sanitary
Sewer
6.7%
Storm
Drainage
8.4%
Parks, Arts
& Recreation
4.0%
General
Municipal
20.8%
Innovation &
Technology
2.2%
Airport
4.7%
Equipment
Rental
7.1%
Cemetery
0.6%
2019-2020
Total:
$62.3 million
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February 15, 2019
Citizens of Auburn
c/o City of Auburn
25 West Main
Auburn, Washington 98001
Re: Transmittal of the 2019-2020 Biennial Budget
Dear Citizens of Auburn:
The City of Auburn’s Biennial Budget for 2019-2020 is presented to you here. I believe a budget is a moral
document that speaks beyond the numbers to reflect who we are. It is a reflection of our values as a
community and guides the vision of our City. 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.
•Encourage Increased Local Spending: Implement marketing and awareness programs to
increase local spending and attract new and diverse businesses to create greater retail and service
opportunities to reduce citizens’ need to travel to other communities.
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•Marketing and Branding: Rebrand and market Auburn to better reflect the community and
increase positive perception among residents, businesses, regional governments and state and
national stakeholders.
•Imagine Auburn: 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 totaling approximately $64 million through
legislative or initiative action such as the Streamlined Sales Tax, repeal of the motor vehicle excise tax and
property tax limitations, actions which - whether intended or not - have resulted in a loss of revenue.
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. Because of this, if
income goes up less than 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 prove 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 2018, 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 2019-2020 budget is the culmination of a detailed process involving City staff, the public and the City
Council. The City Council has established a citywide vision and goals as stated earlier and my office has
specific areas of focus. Each department within the city used this vision to develop the capital and program
areas of the 2019-2020 budget. Budget requests were developed jointly by department directors and 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 2019-2020 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 2019-2020 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 (2019-2022) 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.
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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 Capital Facilities Plan. This section provides an
overview of those projects budgeted in 2019 and 2020. For future plans in more detail, see the City’s 2019-
2024 Capital Facilities Plan, which is published as a separate document.
The Appendices (Section VIII) provide information on the City’s position salary schedules, history, arts
and culture, community demographics and statistics, copies of the operating and capital fund budget
ordinances, and a glossary of terms and list of acronyms used in the budget document.
2019-2020 BIENNIAL BUDGET CONSIDERATIONS
This biennial budget builds upon past experience and past budgets to protect the sound financial condition
of the city. It continues the initiatives of prior years with a priority placed on 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 2019, revenues are projected to grow modestly over
2018 levels, but at a reduced pace as the economic recovery continues to weaken. In 2020, revenues are
projected to decline somewhat from 2019 levels due in large part to the loss of the annexation sales tax
credit, which expired in mid-2018, the net impact of the phase-out of the State’s streamlined sales tax
mitigation payment and new Marketplace Fairness Act (internet sales tax) payments, and reduced federal
grants for street projects.
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 has historically used sales taxes
collected from new construction for the local street program, commonly referred to as the Save Our Streets
(SOS) program. Beginning in 2019, this will be funded from Real Estate Excise Taxes (REET). During the
2019-2020 biennium, the City will evaluate additional means of financing city-wide transportation needs.
The budget for the water utility includes issuance of $7.2 million of new revenue bonds in 2019 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 2019-2020
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 2020,
the fund is expected to have a balance of approximately $1.9 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 our designation as an Innovation
Partnership Zone will help to solidify our economic standing. A number of recently-completed commercial
and service industry projects 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 should 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-
xi
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 environment 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 2020. The General Fund is projected
to end 2020 with $7.1 million in ending fund balance, or 8.75% of operating expenses, exceeding the
reserves required by City policy. An additional $6.3 million, or 7.75% of General Fund operating expenses,
is projected for the City’s Cumulative Reserve Fund. Lastly, an insurance reserve of $1.6 million is
maintained to meet litigation claims and $2.0 million is maintained for certain LEOFF 1 retired firefighters.
Significant Budget Measures and Initiatives
Careful financial planning and management allows the City to continue meeting its goals through
implementation of a coordinated strategy by:
1.Limiting new staff and reviewing replacement staff for essential need, and limiting staff and new
programs unless that staff or program can fully support such growth either through new revenue
generation or specific cost reductions.
2.Applying the fiscal capacity of the City to meet potential future needs.
3.Using fund balance or working capital to finance capital equipment that maintains or enhances
productivity.
4.Controlling optional, discretionary expenses.
5.Providing adequate training, technology and tools to enhance productivity.
6.Maintaining a baseline of funding which continues to deliver high-quality municipal services with
special attention to:
a) Continuing support of growth management.
b) Supporting effective law, safety and justice services.
c) Delivering a diversity of recreational and cultural programs.
7.Providing staff support and funding for street maintenance, repair and improvements to meet
planning requirements and benefit from available funding opportunities.
8. Enhancing the capacity of infrastructure where funding opportunities exist by assigning priority to
providing necessary matching funds.
9.Continuing operation of the City's enterprise functions on a business basis.
10.Exploring all opportunities for economic development that will provide a return to the City.
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 2019 budget allocates $315,500,679 and the 2020
budget allocates $297,361,591 among all budget functions and funds.
The General Fund budget for 2019 is $90,183,028 and $87,644,730 in 2020. For further detail on
the City’s proposed 2019-2020 budget, please refer to the attached budget starting with Section I.
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
xii
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. W e 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.
The City is presenting a conservative, balanced budget that meets the service requirements for Auburn’s
citizens and businesses. The objective, as always, is to provide a reasonable level of service to the Auburn
community within the framework of fiscal integrity and sound financial management.
Auburn 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 80,615 people in 2018. Your city government is here to serve you and I am thrilled about
the opportunities that lie in front of us!
The 2019-2020 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 will always be stronger together than trying to make it on our own.
Sincerely,
Nancy Backus
Mayor
xiii
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2019-2020 Biennial Budget Section I: Budget Summary
SECTION I: BUDGET SUMMARY
This section summarizes the 2019-2020 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 nine directors. See the
table “Summary of Financial Structure” on page 4 for a listing of the director responsible for each fund.
Section V, Details – Detailed information on city operations based on administrative, functional and
financial structures and operating transfers.
Section VI, Program Improvements – Presents, in detail, each program improvement (increase in
personnel or program expansion) contained in the current budget.
Section VII, Capital Budget – Briefly discusses each capital project authorized by the current budget and
impacts on future operating budgets.
Section VIII, Appendices – Includes employee salary schedules, “About Auburn” information, adopted
Ordinances, and glossary of terms.
1
2019-2020 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.
2
2019-2020 Biennial Budget Section I: Budget Summary
Internal Service Funds – Internal service funds are used to account for operations similar
to those accounted for in enterprise funds, but these funds provide goods or services to
other departments on a cost reimbursement basis. The City maintains five internal service
funds to account for insurance activities, worker’s compensation, facilities, innovation and
technology, and fleet management.
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.
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2019-2020 Biennial Budget Section I: Budget Summary
Summary of Financial Structure
All funds are appropriated, see Ordinance No. 6693 and Ordinance No. 6694.
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 Management, Economic
Development, Community & Human Services
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 Comm. Development Director Community development, building permits, and environmental services
Jail Police Chief SCORE jail costs
Police Police Chief Direct police department costs
Public Works Public Works Director General government engineering costs
Parks, Arts & Recreation Parks Director Park maintenance, golf course, recreational programs, arts and senior
programs
Streets Public Works Director Street maintenance costs
Non-Departmental Finance Director Citywide expenditures, fund transfers, fund balance & one-time expenditures
Special Revenue Funds
102 Arterial Street Public Works Director MVFT and grants for arterial street projects
103 Local Street Public Works Director Funding for local street repairs
104 Hotel/Motel Tax Administration Director Lodging tax for promotion of tourism
105 Arterial Street Preservation Public Works 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 Administration 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 Public Works Director Operating and capital fund for water utility
431 / 461 Sewer Public Works Director Operating and capital fund for sewer utility
432 / 462 Storm Drainage Public Works Director Operating and capital fund for storm drainage utility
433 Sewer Metro Public Works Director Operating fund for King County metro sewer charge
434 Solid Waste Finance Director Operating fund for solid waste utility
435 / 465 Airport Public Works 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 workers' 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 Public Works 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
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2019-2020 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 75% 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.
Over the past two years, economic conditions have
continued to improve locally. Real property values,
which had finally recovered to pre-recession levels by
2016, grew an additional 8.4% in 2017 to $9.5 billion
and will be over $11 billion in 2019. Property tax
receipts grew by 16.2% in 2017 largely due the use of
banked taxing capacity; property tax receipts grew by
an additional 2.1% in 2018. Retail sales continued to
increase, by an average of 3.7% per year over 2016
levels, and the rate of unemployment in the County and
City remains low. However, building permit revenues
decreased by over 40% in 2017, reflecting reduced
construction activity, and are expected to continue to
decline by an additional 5.0% in 2018.
W hile general economic conditions in the region have
improved, and the economic outlook for the City is
generally positive, significant challenges to the City’s
overall financial condition remain. In particular, the City will need to address the loss of about $2.0 million
in annexation sales tax credits and the combined financial impacts of the phase-out of streamlined sales
tax revenue distributions to cities and the uncertainty of sales tax receipts from out-of-state vendors under
the new Marketplace Fairness Act. Meanwhile, the City continues to experience cost pressures, including
increased demand for services such as public safety, transportation, and human services, which are
increasing faster than budgeted revenue growth.
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. Nonetheless, although the City has seen significant private investments in the community,
including development within several blocks in downtown 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. The 2019-2020 budget presents a viable solution for the short term.
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, the City will need to identify new
Property Taxes
29%
Sales Taxes
25%
Utility Taxes
17%
Other Taxes
4%
Licenses &
Permits
3%
Intergovernmental
7%
Fees & Charges
9%
Fines & Forfeits
1%Misc & Other
Sources
5%
2019 -2020 General Fund Revenues
$8.7 M
$7.7 M $7.5 M $7.2 M $6.9 M $7.3 M
$8.2 M
$8.8 M
$9.6 M
$10.6 M
$11.2 M
$11.8 M
$-
$2
$4
$6
$8
$10
$12
2009 2010 2011 2012 2013 2014 2015 2016 2017 2018 2019
Estimated
2020
EstimatedMillionsProperty Assessed Valuation
King County Pierce County
5
2019-2020 Biennial Budget Section I: Budget Summary
revenue sources and/or adopt more aggressive cost containment measures, 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 2019-2020.
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 2019-2020.
Initiative 747 (2001)
I-747 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 2019-2020.
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 2019-2020.
Streamlined Sales and Use Tax (SST) (2003)
In 2003, the Legislature enacted Senate Bill 5783 to adopt several provisions of the Streamlined Sales
and Use Tax Agreement. The agreement attempted 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. Starting in January 2018 and continuing through September 2019, streamlined sales tax
mitigation payments are being phased out; all distributions will cease as of October 1, 2019. Estimated
impact: projected reductions for the biennium include $0.2 million in 2019 and $1.7 million in 2020. State
legislators expect that new Marketplace Fairness Act (internet sales) tax revenues will replace – and
eventually surpass – these payments (see below).
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2019-2020 Biennial Budget Section I: Budget Summary
Marketplace Fairness Act (MFA) (2017)
In 2017, the State enacted EHB 2163, which has been labeled the Marketplace Fairness Act. This
legislation is intended to capture the retail sales tax lost from internet sales. The new law took effect on
January 1, 2018. The bill also phases out and eliminates the streamlined sales tax mitigation payments
to local governments, as mentioned above, beginning in January 2018. Estimated impact: projected new
revenues of $0.2 million in 2019 and $0.3 million in 2020.
Key Issues Affecting the 2019-2020 Budget Process
The key issues for 2019-2020 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 public
safety, human services, and maintenance and replacement of our street transportation system within
available resources.
As discussed earlier, growth in general City revenues is expected to remain modest. Property tax receipts
are limited to a 1% annual increase plus new construction. This is, by itself, insufficient to cover increases
in the costs of supporting existing staff’s COLAs and benefits, most of which are contracted obligations that
are increasing at a rate greater than current revenue growth.
Sales and use tax growth was favorable in 2018 and is projected to increase by about 4.8% per year in
2019 and 2020. We also anticipate sales tax on construction to maintain through biennium due to large
projects permitted and in the review stage. The annexation sales tax credit to the City ended in mid-2018,
which reduces sales tax receipts in 2019 and beyond. The net effect of the phase-out of streamlined sales
tax mitigation payments and the new internet sales tax is a reduction of $1.4 million in 2020.
W hile 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. Healthcare
costs are expected to rise by 15% per year in 2019 and 2020, and dental, and vision costs are expected
to increase by 5% per year over the same period. State of Washington pension contribution rates are
expected to increase by 4.4% in 2019 and then remain constant in 2020.
Auburn serves as a major hub for local and regional warehousing and distribution facilities. 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.
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 2019-2020 biennium,
this has been replaced with real estate excise tax (REET) revenues, and, in early 2019, the City will be
evaluating alternative funding sources for these and other purposes. 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 2019-2020 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
7
2019-2020 Biennial Budget Section I: Budget Summary
metropolitan counties. The City serves approximately 80,615 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 2018 was approximately $10.6
billion.
For the 2019-2020 budget, the City’s authorized FTEs total 450.6 in both 2019 and 2020 (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 econom y. Sales taxes represent the second
largest single source of revenue to the General Fund (with property taxes being the largest single source).
Retail, automotive and services such as restaurants, engineering, and administrative services make up
nearly three-quarters of the City’s sales tax base.1 The Outlet Collection of Seattle serves as a local and
regional destination shopping center.
Other Funds
The most significant issue for the proprietary funds (which account for the activities of the City utilities,
cemetery, and airport) over the past several years has been ensuring that these entities are self-sufficient
and needed capital projects are accomplished.
Key issues and projects facing the City’s proprietary funds in the 2019-2020 budget include:
•Continued infrastructure replacement for all three utilities in coordination with street and arterial
improvements.
•Construction of the Coal Creek Springs rehabilitation project, including the replacement of the river
crossing via a utility bridge.
•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
design work for the construction of a new outdoor mausoleum.
•Construction of airport runway enhancements to increase safety and utilization.
1 Based upon 2017 sales tax collections
8
2019-2020 Biennial Budget Section I: Budget Summary
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2019 and 2020.
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
•2019 Budget Summary – All Funds (Table)
•2019 Summary of Notable Changes in Fund Balance (Table)
•2019 Budgeted Revenues by Fund, % of Total (Graph)
•2019 Budgeted Expenditures by Fund, % of Total (Graph)
•2020 Budgeted Revenues by Fund, % of Total (Graph)
•2020 Budgeted Expenditures by Fund, % of Total (Graph)
•2020 Budget Summary – All Funds (Table)
•2020 Summary of Notable Changes in Fund Balance (Table)
•Comparative Budget Summary, 2019-2020 – All Funds (Table)
•2019 & 2020 Budgeted Revenue – All Funds (Graph)
•2019 & 2020 Budgeted Expenditures – All Funds (Graph)
•Comparative Budget Summary, 2019-2020 – General Fund (Table)
•2019 & 2020 Budgeted Revenue – General Fund (Graph)
•2019 & 2020 Budgeted Expenditures – General Fund (Graph)
•Population vs. Staff Levels, 2010-2020 (Graph)
•Position Allocation by Funding, 2016-2020 (Table)
•Position Allocation by Department, 2016-2020 (Table)
9
2019-2020 Biennial Budget Section I: Budget Summary
2019 Budget Summary – All Funds
Change
Beginning
Fund Balance
2019
Resources
2019
Expenditures
Ending
Fund Balance
in Fund
Balance Note
$18,037,042 $72,145,986 $77,788,165 $12,394,863 ($5,642,179)a
Arterial Street 1,492,777 1,633,100 1,781,400 1,344,477 (148,300)
Local Street 1,650,780 1,912,000 2,605,900 956,880 (693,900) b
Hotel/Motel Tax 108,571 153,600 160,050 102,121 (6,450)
Arterial Street Preservation 1,582,337 2,959,320 3,172,240 1,369,417 (212,920)
Drug Forfeiture 376,497 155,000 298,037 233,460 (143,037)
Housing & Community Development 36,458 590,000 590,000 36,458 -
Recreational Trails 64,326 7,100 - 71,426 7,100
Business Improvement Area 109,473 55,200 90,000 74,673 (34,800)
Cumulative Reserve 10,124,312 180,200 142,200 10,162,312 38,000
Mitigation Fees 10,886,137 1,196,200 2,980,350 9,101,987 (1,784,150) c
City Hall Annex 2010 A&B Bond - 1,664,900 1,664,900 - -
Local Revitalization 2010 C&D Bond 11,396 590,300 589,800 11,896 500
LID #249 1,618 30 - 1,648 30
LID #350 8,709 7,350 7,400 8,659 (50)
Golf / Cemetery 2016 Refunding - 374,100 374,100 - -
SCORE 2009 A&B Bond - 2,129,800 2,129,800 - -
Municipal Park Construction 310,222 2,070,550 2,015,000 365,772 55,550
Capital Improvements 10,404,627 5,775,300 8,500,550 7,679,377 (2,725,250) d
Local Revitalization 380,500 104,000 484,500 - (380,500) e
Water 3,925,185 24,715,900 20,946,751 7,694,334 3,769,149 f
Sewer 15,477,840 9,838,900 10,738,563 14,578,177 (899,663)
Sewer Metro 3,184,467 18,372,500 18,215,600 3,341,367 156,900
Storm Drainage 16,188,302 10,726,800 12,062,212 14,852,890 (1,335,412) g
Solid Waste 5,556,175 16,249,100 16,296,306 5,508,969 (47,206)
Airport 581,038 3,312,300 3,536,093 357,245 (223,793) h
Cemetery 702,097 1,320,000 1,722,062 300,035 (402,062) i
Insurance 1,928,070 21,000 180,600 1,768,470 (159,600)
Workers' Compensation 2,128,988 1,171,200 818,115 2,482,073 353,085
Facilities 1,412,874 3,532,500 3,894,563 1,050,811 (362,063)
Innovation and Technology 3,743,501 6,429,110 7,306,940 2,865,671 (877,830)
Equipment Rental 6,754,736 4,749,600 5,849,041 5,655,295 (1,099,441) j
FIDUCIARY FUNDSFire Pension 2,205,369 120,900 215,120 2,111,149 (94,220) PERMANENT FUNDSCemetery Endowment Care 1,817,409 45,000 33,000 1,829,409 12,000
$121,191,833 $194,308,846 $207,189,358 $108,311,321 (12,880,512)$ INTERNAL SERVICE FUNDSTOTAL
TOTAL BUDGET $315,500,679 $315,500,679DEBT SERVICEFund
GENERAL FUND
SPECIAL REVENUE FUNDSCAPITAL PROJECTSENTERPRISE FUNDS10
2019-2020 Biennial Budget Section I: Budget Summary
2019 Notable Changes in Fund Balance
Note Fund
Change in
Fund Balance Explanation
a General Fund ($5,642,179)Revenues are decreasing due to loss of Streamlined Sales and Use Tax
revenues and the expiration of the Annexation Sales Tax Credit, while
expenditures are increasing – specifically due to COLAs and rising costs of
healthcare and pensions.
b Local Street (693,900) Revenues are limited to $1.8 million in Real Estate Excise Taxes (REET) while
capital projects are budgeted to be over $2.5 million.
c Mitigation Fees (1,784,150) Increasing transfers of Parks Impact Fees and Parks Mitigation Fees primarily
for the Game Farm Park Improvements project, Auburn Arts & Culture Center,
and the 104th Avenue Park development.
d Capital Improvements (2,725,250) Increase of REET funded projects primarily for the City Street Light LED
Retrofit project and a $1.8 million transfer out to Fund 103 to fund the Local
Street Improvement Program.
e Local Revitalization (380,500) Use of remaining fund balance to fund the City Parking Lot Improvement
project and the Auburn Arts & Culture Center Alleyway project.
f Water 3,769,149 Budgeted issuance of $7.2 million in revenue bonds to fund capital projects,
not all of which will be completed in 2019.
g Storm Drainage (1,335,412) Increase in capital projects funded by the Storm Drainage Fund, including the
2019 Local Street Reconstruction, the Pipeline Repair & Replacement
program, and Auburn Way South 2nd - Main Street Storm Improvements.
h Airport (223,793) Significant capital projects that are to be paid for by the Airport Fund, including
the Runway Enhancement project, Airport Security Camera and Gate Upgrade
project, Hangar Replacement project, and an environmental analysis for the
area along the west side of the airport.
i Cemetery (402,062) Increased interfund payments for service, as well as the funding of multiple
capital construction projects including the Cemetery Road Improvement
project, the Asphalt Overlay, and the Mausoleum.
j Equipment Rental (1,099,441) Revenues and expenditures in this fund are variable, largely based on the
replacement schedule of fleet vehicles and the amount of maintenance and fuel
required during the biennium. Fund balance is depleted as these expenses
occur, and recovered in the following biennium.
11
2019-2020 Biennial Budget Section I: Budget Summary
General Fund
37.1%
Special Revenue
Funds
4.5%
Debt Service
2.5%
Capital Projects
4.1%
Enterprise Funds
43.5%
Internal Service
Funds
8.2%
Other Misc.
Funds
0.1%
Budgeted Revenues by Fund Type -2019
General Fund
37.6%
Special Revenue
Funds
5.7%Debt Service
2.3%
Capital Projects
5.3%
Enterprise Funds
40.3%
Internal Service
Funds
8.7%
Other Misc.
Funds
0.1%
Budgeted Expenditures by Fund Type -2019
12
2019-2020 Biennial Budget Section I: Budget Summary
General Fund
39.8%
Special Revenue
Funds
6.3%Debt Service
2.5%
Capital Projects
1.7%
Enterprise Funds
41.0%
Internal Service
Funds
8.6%
Other Misc.
Funds
0.1%
Budgeted Revenues by Fund Type -2020
General Fund
40.4%
Special Revenue
Funds
7.9%
Debt Service
2.4%
Capital Projects
2.2%
Enterprise Funds
38.5%
Internal Service
Funds
8.5%
Other Misc.
Funds
0.1%
Budgeted Expenditures by Fund Type -2020
13
2019-2020 Biennial Budget Section I: Budget Summary
2020 Budget Summary – All Funds
Change
Beginning
Fund Balance
2020
Resources
2020
Expenditures
Ending
Fund Balance
in Fund
Balance Note
$12,394,863 $75,249,867 $80,586,405 $7,058,325 (5,336,538)$ a
Arterial Street 1,344,477 3,694,600 3,995,900 1,043,177 (301,300)
Local Street 956,880 1,902,000 1,916,300 942,580 (14,300)
Hotel/Motel Tax 102,121 164,000 170,310 95,811 (6,310)
Arterial Street Preservation 1,369,417 3,832,640 3,967,840 1,234,217 (135,200)
Drug Forfeiture 233,460 152,000 310,956 74,504 (158,956)
Housing & Community Development 36,458 539,970 539,970 36,458 -
Recreational Trails 71,426 7,100 - 78,526 7,100
Business Improvement Area 74,673 55,200 90,000 39,873 (34,800)
Cumulative Reserve 10,162,312 197,800 4,100,000 6,260,112 (3,902,200) b
Mitigation Fees 9,101,987 1,306,700 741,600 9,667,087 565,100
City Hall Annex 2010 A&B Bond - 1,658,400 1,658,400 - -
Local Revitalization 2010 C&D Bond 11,896 575,100 574,600 12,396 500
LID #249 1,648 40 - 1,688 40
LID #350 8,659 100 - 8,759 100
Golf / Cemetery 2016 Refunding - 376,000 376,000 - -
SCORE 2009 A&B Bond - 2,117,000 2,117,000 - -
Municipal Park Construction 365,772 590,100 470,000 485,872 120,100
Capital Improvements 7,679,377 2,605,200 3,944,300 6,340,277 (1,339,100) c
Local Revitalization - - - - -
Water 7,694,334 18,394,000 18,691,136 7,397,198 (297,136)
Sewer 14,578,177 10,145,200 9,042,448 15,680,929 1,102,752 d
Sewer Metro 3,341,367 18,549,300 18,397,800 3,492,867 151,500
Storm Drainage 14,852,890 10,981,000 10,894,970 14,938,920 86,030
Solid Waste 5,508,969 16,351,600 16,684,052 5,176,517 (332,452) e
Airport 357,245 2,034,500 1,875,901 515,844 158,599
Cemetery 300,035 1,187,000 1,368,843 118,192 (181,843)
Insurance 1,768,470 23,100 180,600 1,610,970 (157,500)
Workers' Compensation 2,482,073 1,261,900 833,415 2,910,558 428,485
Facilities 1,050,811 4,034,500 4,115,862 969,449 (81,362)
Innovation and Technology 2,865,671 7,224,153 7,682,811 2,407,013 (458,658)
Equipment Rental 5,655,295 3,670,100 4,116,735 5,208,660 (446,635) FIDUCIARY FUNDSFire Pension 2,111,149 125,100 222,320 2,013,929 (97,220) PERMANENT FUNDSCemetery Endowment Care 1,829,409 45,000 - 1,874,409 45,000
$108,311,321 $189,050,270 $199,666,474 $97,695,117 (10,616,204)$
$297,361,591INTERNAL SERVICE FUNDSTOTAL
TOTAL BUDGETDEBT SERVICEFund
GENERAL FUND
SPECIAL REVENUE FUNDSCAPITAL PROJECTS$297,361,591ENTERPRISE FUNDS14
2019-2020 Biennial Budget Section I: Budget Summary
2020 Notable Changes in Fund Balance
Note
Reference
Fund Change in
Fund Balance
Amount
Comment
a General Fund ($5,336,538)Revenues are decreasing due to loss of Streamlined Sales and Use Tax
revenues and the expiration of the Annexation Sales Tax Credit, while
expenditures are increasing largely due to rising costs of healthcare and
pensions.
b Cumulative Reserve (3,902,200) One-time $4.0 million budgeted transfer from the Cumulative Reserve Fund to
the General Fund for cash flow purposes.
c Capital Improvements (1,339,100) Use of Real Estate Excise Tax (REET) monies to fund projects primarily for
the Local Streets Improvement program and roof replacements at the Justice
Center and City Hall.
d Sewer 1,102,752 Increased revenue for City sewer service. Fewer capital construction projects
budgeted than the prior year.
e Solid Waste (332,452) Anticipated increase in both contractor rates and garbage disposal fees, while
the City of Auburn has not budgeted an increase in the rates charged to
citizens for service.
15
2019-2020 Biennial Budget Section I: Budget Summary
Comparative Budget Summary
2018
2017 2018 Estimated 2019 2020
Actual Adj. Budget Actual Budget Budget
REVENUES
Taxes 62,425,244$ 59,249,230$ 60,911,973$ 60,224,400$ 60,950,200$
Licenses and Permits 1,906,796 2,419,950 1,889,180 1,837,900 1,838,800
Intergovernmental 16,611,786 17,163,508 16,117,412 13,963,398 11,937,998
Charges for Services 84,396,158 85,117,122 83,991,442 90,065,952 92,089,252
Fines and Penalties 992,404 940,300 1,098,500 990,500 994,800
Miscellaneous 8,663,093 7,102,415 8,029,811 8,453,630 7,915,940
Other Sources 3,235,366 373,900 285,873 75,000 75,000
Total Revenues 178,230,846$ 172,366,425$ 172,324,191$ 175,610,780$ 175,801,990$
EXPENDITURES
Salaries & Wages 38,404,765$ 42,156,241$ 40,434,721$ 43,015,736$ 44,596,793$
Benefits 15,926,739 20,346,010 18,439,647 21,699,262 23,770,050
Supplies 3,580,926 4,292,664 3,828,000 4,333,202 4,344,152
Services & Charges 37,988,370 47,598,235 43,732,787 44,635,648 45,004,111
Intergovernmental 24,232,237 25,127,205 24,715,026 26,265,050 26,651,000
Capital Outlay 30,672,188 39,537,605 31,541,487 32,224,660 18,687,854
Debt Service 7,223,846 10,357,970 10,359,354 9,757,700 9,281,900
Interfund Payments for Services 13,318,075 13,439,506 13,446,506 15,820,634 16,214,834
Total Expenditures 171,347,146$ 202,855,436$ 186,497,528$ 197,751,892$ 188,550,694$
OTHER FINANCING SOURCES (USES)
PWTF Loan Proceeds 84,198$ 1,196,600$ 450,000$ -$ -$
Bond Proceeds - 2,500,000 - 7,178,300 -
Proceeds from Sale of Fixed Assets 19,112 - - - -
Transfers In 12,437,454 19,966,075 17,702,122 9,437,466 11,115,780
Transfers Out (12,437,454) (19,966,075) (17,702,122) (9,437,466) (11,115,780)
Prior Year Cash Adjustments - - - - -
Net Change in Restricted Assets (6,008,640) - - - -
Contributed Capital 4,363,568 2,450,000 1,450,000 2,082,300 2,132,500
Total Financing Sources (Uses)(1,541,762)$ 6,146,600$ 1,900,000$ 9,260,600$ 2,132,500$
Net Change in Fund Balance 5,341,938$ (24,342,411)$ (12,273,337)$ (12,880,512)$ (10,616,204)$
Fund Balances - Beginning 128,086,218 133,465,171 133,465,171 121,191,833 108,311,321
Fund Balances - Ending
Designated 13,298,647 12,718,872 13,318,771 11,545,421 12,153,521
Undesignated 120,166,524 96,403,888 107,873,062 96,765,900 85,541,596
Total Fund Balances - Ending 133,465,171$ 109,122,760$ 121,191,833$ 108,311,321$ 97,695,117$
ALL FUNDS
16
2019-2020 Biennial Budget Section I: Budget Summary
2019 / 2020 Budgeted Revenue – All Funds
2019 / 2020 Budgeted Expenditures – All Funds
$0 $10 $20 $30 $40 $50 $60 $70 $80 $90 $100
Transfers In
Contributed Capital
Bond Proceeds
Other Sources
Miscellaneous
Fines & Penalties
Charges for Services
Intergovernmental
Licenses & Permits
Taxes
Millions
2019
2020
$0 $10 $20 $30 $40 $50
Transfers Out
Interfund Payments
Debt Service
Capital Outlay
Intergovernmental
Services & Charges
Supplies
Benefits
Salaries & Wages
Millions
2019
2020
17
2019-2020 Biennial Budget Section I: Budget Summary
Comparative Budget Summary
2018
2017 2018 Estimated 2019 2020
Actual Adj. Budget Actual Budget Budget
REVENUES
Taxes:
Property 20,837,874$ 21,281,000$ 21,281,000$ 21,550,000$ 21,900,000$
Sales & Use 15,141,176 14,970,750 15,871,250 18,540,600 18,937,000
Utility 12,824,573 12,353,500 12,384,443 12,347,500 12,457,300
Other 4,819,943 3,855,080 4,010,280 2,765,400 2,611,800
Licenses and Permits 1,906,796 2,419,950 1,889,180 1,837,900 1,838,800
Intergovernmental 6,164,966 5,989,850 6,396,690 5,701,694 50,633
Charges for Services 4,354,041 4,243,080 4,322,980 6,952,280 7,030,580
Fines and Penalties 882,255 885,300 898,500 859,500 863,800
Miscellaneous 1,475,876 1,260,200 1,483,900 1,485,206 5,453,427
Total Revenues 68,407,499$ 67,258,710$ 68,538,223$ 72,040,080$ 71,143,340$
EXPENDITURES
Salaries & Wages 25,969,509$ 28,463,789$ 27,707,233$ 30,764,875$ 32,048,912$
Personnel Benefits 10,681,590 13,262,763 12,158,487 14,982,183 16,505,153
Supplies 1,507,180 1,727,650 1,662,850 1,591,488 1,590,738
Services & Charges 11,004,549 14,900,368 13,099,122 13,302,059 13,029,669
Intergovernmental 6,044,670 6,367,455 6,244,490 7,480,550 7,669,800
Capital Outlay 29,905 115,118 115,000 10,000 10,000
Debt Service 78,168 77,699 77,699 79,400 79,400
Interfund Payments for Services 8,592,318 8,728,298 8,728,298 9,125,100 9,269,300
Total Expenditures 63,907,890$ 73,643,140$ 69,793,179$ 77,335,655$ 80,202,972$
OTHER FINANCING SOURCES (USES)
Insurance Recoveries 134,103$ 105,000$ 105,000$ 25,000$ 25,000$
Proceeds from Sale of Fixed Assets 2,600 - - - -
Transfers In
T/I from Fund 104 for Tourism Grant / Donation 5,000 10,300 10,300 - -
T/I from Fund 432 for Median Maintenance 74,000 74,000 74,000 74,000 74,000
T/I from Fund 518 (Multimedia) for Branding - 60,000 60,000 - -
T/I from Multiple Funds for Records Clerk Position - -- 6,906 7,527
T/I from F122 for Fund Balance Replenishment - -- - 4,000,000
Transfers Out
Library GO Bond Debt Service (283,850) (282,150) (282,150) - -
Golf / Cemetery Debt Service (374,615) (554,367) (554,367) (374,100) (376,000)
T/O to Cumulative Reserve (1,000,000) (1,500,000) (1,500,000) - -
T/O to F328 for Capital Projects (120,648) - - - -
T/O to F435 for Emergency Repairs at the Airport (274,937) - - - -
T/O to F501 for Fund Balance Replenishment (500,000) - - - -
T/O to F505 for Facility Upgrades - (211,100) (211,100) - -
T/O to F518/F568 for IT Related Expenditures (304,698) (1,038,387) (767,861) (7,110) (7,433)
T/O to F550/F560 for Purchase of Vehicles (241,554) (285,500) (285,500) (71,300) -
Total Financing Sources (Uses)(2,884,599)$ (3,622,204)$ (3,351,678)$ (346,604)$ 3,723,094$
Net Change in Fund Balance 1,615,009$ (10,006,634)$ (4,606,634)$ (5,642,179)$ (5,336,538)$
Fund Balances - Beginning 21,028,666$ 22,643,676$ 22,643,676$ 18,037,042$ 12,394,863$
Fund Balances - Ending 22,643,676$ 12,637,042$ 18,037,042$ 12,394,863$ 7,058,325$
GENERAL FUND
18
2019-2020 Biennial Budget Section I: Budget Summary
2019 / 2020 Budgeted Revenue – General Fund
2019 / 2020 Budgeted Expenditures – General Fund
$0 $10 $20 $30 $40 $50 $60
Transfers In
Other Sources
Miscellaneous
Fines & Penalties
Charges for Services
Intergovernmental
Licenses & Permits
Taxes
Millions
2019
2020
$0 $10 $20 $30 $40 $50
Transfers Out
Interfund Payments
Debt Service
Capital Outlay
Intergovernmental
Services & Charges
Supplies
Benefits
Salaries & Wages
Millions
2019
2020
19
2019-2020 Biennial Budget Section I: Budget Summary
Staffing Trends
Citywide staffing between 2013 and 2018 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 2.5% and 2.1% in
2017 and 2018 respectively. Staffing growth during the 2017-2018 fiscal years closely mirrors the
population growth in the City over the same period of time.
Five new FTEs (Full Time Equivalents) are authorized in the 2019-2020 Biennial Budget to support various
City departments. One new FTE will be added to the Administration Department and will be fully funded
by the Community Development Block Grant (CDBG) - the addition of this FTE will result in no incremental
cost to the General Fund. This position is for a Housing Repair Technician who will be responsible for
assisting low-to-moderate income Auburn residents with minor home repair services. The goal of hiring
this FTE is to reduce the delivery time for residents in need - by not having to contract these services out
to contractors who may not be able schedule the work in a timely manner.
The Legal Department will be adding an additional Records Clerk position in order to process the
increased number of public records requests. The Streets Department will add an additional Maintenance
Worker I position to perform asphalt repairs. This will reduce overall costs where the City will not have to
use outside contractors to repair asphalt patches that are needed during normal water system repairs.
The Facilities Department will add one Custodian position in order to replace the services that are currently
contracted out. The Innovation and Technology Department will be adding a Systems Analyst position to
support the Finance Department for data and system support related to the new Automated Meter
Infrastructure (AMI) System, utility usage and billing, as well as numerous other systems.
Although citywide staffing increased in 2017 and 2018 and is expected to increase by 5 FTEs in the 2019-
2020 biennium, the number of employees per 1,000 citizens has remained flat at about 5.5 FTEs per
1,000 citizens since 2012 and is projected to remain at that level through the end of the 2019-2020 biennial
budget cycle.
The following page presents the current and past staffing based upon the home department of each FTE
(Full Time Equivalent).
20
2019-2020 Biennial Budget Section I: Budget Summary
FTE: Full Time Equivalent
Does not include seven elected Council positions.
2010 2011 2012 2013 2014 2015 2016 2017 2018 2019 2020
FTE 409 401 391 402 411 416 427 438 446 451 451
Staff/Pop 5.8 5.7 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.5 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 2010-2020
POSITION ALLOCATION BY DEPARTMENT 18-19 19-20
Department 2016 2017 2018 2019 2020 Changes Changes
Mayor 3.00 3.00 3.00 3.00 3.00 0.00 0.00
Administration 10.00 11.00 12.00 13.00 13.00 1.00 0.00
Human Resources 9.00 8.00 8.00 8.00 8.00 0.00 0.00
Finance 22.00 22.00 22.00 22.00 22.00 0.00 0.00
Legal 14.00 15.00 15.00 16.00 16.00 1.00 0.00
Community Development 26.00 26.00 25.00 25.00 25.00 0.00 0.00
Police 131.00 138.00 140.00 140.00 140.00 0.00 0.00
Public Works - Engineering 53.00 54.00 55.00 55.00 55.00 0.00 0.00
Parks, Arts & Recreation 47.00 47.00 47.00 47.00 47.00 0.00 0.00
Public Works - Streets 19.00 20.00 20.00 21.00 21.00 1.00 0.00
Non Departmental 0.00 0.00 0.00 0.00 0.00 0.00 0.00
Sub-Total General Fund 334.00 344.00 347.00 350.00 350.00 3.00 0.00
Water 23.00 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 12.00 12.00 12.00 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 3.00 3.00 3.00 0.00 0.00
Cemetery 6.00 6.00 6.00 6.00 6.00 0.00 0.00
Facilities 10.00 10.00 10.00 11.00 11.00 1.00 0.00
Multimedia 3.60 3.60 3.60 3.60 3.60 0.00 0.00
Innovation & Technology 16.00 17.00 17.00 18.00 18.00 1.00 0.00
Equip. Rental 12.00 12.00 12.00 12.00 12.00 0.00 0.00
Sub-Total Other Funds 92.60 93.60 98.60 100.60 100.60 2.00 0.00
TOTAL FTEs 426.60 437.60 445.60 450.60 450.60 5.00 0.00
21
2019-2020 Biennial Budget Section I: Budget Summary
Changes in the 2017-2020 Budget:
Mayor:
There were no changes in the authorized number of FTEs in the Mayor's Department.
Administration:
Effective in 2017, BA#2 (Budget Amendment) Ordinance No. 6656, an Administrative Assistant was added
to the Administration Department. In 2018, effective in BA#4, Ordinance No. 6666, 1.0 additional FTE was
added - an Economic Development Coordinator. The 2019-2020 Budget includes a Housing Repair
Technician position to be added to the Administration Department (although funded by F119 – Community
Development Block Grant). Note: Both the Multimedia and the Facilities FTEs report to the Director of
Administration.
Human Resources:
Effective in November 2017, the Community Services Work Crew Leader position was reclassified as a
Maintenance Worker I and moved to the Street Department; -1.0 FTE.
Finance:
There were no changes in the authorized number of FTEs in the Finance Department.
Legal:
The 2017-2018 Budget included an additional City Prosecutor position. The 2019-2020 Budget includes
an additional Records Clerk position.
Community Development:
In August 2018, the Community Development and Public Works Director position was transferred from
the Community Development Department to the Engineering Department; -1.0 FTE. Additionally, in
August 2018 the Assistant Director of Community Development was reclassified to Director of Community
Development.
Police:
Per the 2017-2018 Budget, a total of 7.0 FTEs were approved via the Program Improvement Process.
This included 6.0 FTEs effective in 2017 (to be partially funded by an increase in cable tax rates) and an
additional Animal Control Officer in 2018. Effective in 2017, BA#1 Ordinance No. 6646, 1.0 Police
Supernumerary position was added to backfill for the Police Officer who is on long-term loan to the
Criminal Justice Training Commission (CJTC). Effective in 2018, BA#6 Ordinance No. 6684, 1.0 Police
Officer position was added to backfill for the additional School Resource Officer that is dedicated to the
Auburn School District.
Public Works - Engineering:
Per the Program Improvement Process, 1.0 FTE was added in the 2017-2018 Budget. This added
position was for an additional Traffic Signal Technician. In August 2018, the Community Development
and Public Works Director position was transferred from the Community Development Department to the
Engineering Department; +1.0 FTE.
Parks, Arts and Recreation:
There were no changes in the authorized number of FTEs in the Parks, Arts and Recreation Department.
Public Works - Streets:
In November 2017, the Community Services Work Crew Leader position was reclassified as a
Maintenance Worker I and moved to the Street Department from the Human Resources Department; +1.0
FTE. The 2019-2020 Budget includes an additional Maintenance Worker 1 in the Street Department.
Non-Departmental:
There were no changes in the authorized number of FTEs in the Non-Departmental Department.
22
2019-2020 Biennial Budget Section I: Budget Summary
Water:
There were no changes in the authorized number of FTEs in the Water Fund.
Sewer:
There were no changes to the authorized number of FTEs in the Sewer Fund.
Storm Drainage:
Effective in 2018 via BA#4, Ordinance No. 6666, two additional Maintenance Workers I were approved in
order to be in compliance with the inspection, cleaning and repair requirements set forth by the Department
of Ecology.
Solid Waste:
There were no changes in the authorized number of FTEs in the Solid Waste Fund.
Airport:
Effective in 2018 via BA#6, Ordinance No. 6684, 3.0 FTEs were added to the Airport as the Airport will be
managed in-house.
Cemetery:
There were no changes in the authorized number of FTEs in the Cemetery Fund.
Facilities:
The 2019-2020 Budget includes an additional Custodian position to be added to the Facilities Division.
Multimedia:
There were no changes in the authorized number of FTEs in the Multimedia Department.
Innovation and Technology:
The 2017-2018 Budget included an additional Network Engineer position. The 2019-2020 Budget
includes an additional Systems Analyst position to support the Finance Department.
ER&R:
There were no changes in the authorized number of FTEs in the ER&R Fund.
23
2019-2020 Biennial Budget Section I: Budget Summary
24
2019-2020 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.
25
2019-2020 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
26
2019-2020 Biennial Budget Section II: Process/Policies
2019-2020 Budget Calendar
Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2018
Mayor and Finance Director meet to discuss
budget priorities.
Council budget retreat.
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
2019-20 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
2019-20 General Fund.
City Council Budget Workshop #3: Overview of
2019-20 Proprietary and Capital Funds.
City Council Budget Workshop #4: Overview of
2019-20 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.
2019 Property tax levy is set by ordinance.
Public budget hearing #3.
Budget and CFP are adopted by ordinance.
10/15
11/5
7/23-7/27
7/9-7/27
4/12-4/19
4/13
6/5
8/14
8/16
3/26-3/28
4/16-5/18
7/23-7/27
4/16-
5/25
5/29-7/6
8/28
9/3-9/7
11/19
12/3
3/28-3/30
10/15
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2019-2020 Biennial Budget Section II: Process/Policies
2019-2020 Budget Calendar
Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
2019
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.
2020 Property tax levy is set by ordinance.
CFP Amendment and Mid-biennial budget
modification are adopted by ordinance.
2020
Initial Budget Amendment is adopted by
ordinance
Mid year Budget Amendment is adopted by
ordinance.
2021 Property tax levy is set by ordinance.
Year-end Budget Amendment is adopted by
ordinance.
11/18
4/1
12/4
11/18
7/13
3/11
11/23
6/30
4/6
11/23
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2019-2020 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
a public hearing to solicit comments from the general public regarding issues for the City to consider during
Operations
Guide
Financial
Plan
Communi-
cations Tool
Policy Tool
Four purposes of a Budget
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2019-2020 Biennial Budget Section II: Process/Policies
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.
Program Improvements
Program improvements consist of new initiatives or substantial changes to existing programs.
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2019-2020 Biennial Budget Section II: Process/Policies
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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2019-2020 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 2018)
Six Year Capital Facilities Plan Update
Major Comprehensive Plan Update
Comprehensive Transportation Plan Update including non-motorized plan
Community Development Block Grant Consolidated Plan Update
Water, Sewer, Storm Drainage Comprehensive Plan Update
Parks, Arts and Recreation Plan Update
Scheduled Actions (2019-2020)
Six Year Capital Facilities Plan Update
Funding Program
Biennial City Budget
Community Development Consolidated Plan
Capital Facilities Plan
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2019-2020 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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2019-2020 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.
A.Fund and Fund Reporting Structure
1.In accordance with the Governmental Accounting Standards Board (GASB), the financial structure
of the City shall be divided into tax-supported governmental funds (including a General Fund to
support the governmental services of the City) and self-supporting proprietary funds established
for non-governmental purposes. Proprietary funds shall include a series of enterprise funds, which
shall be managed as business enterprises, completely supported by revenues derived by that
enterprise.
2.The accounts of the City and its operating budget shall be maintained in accordance with the State
Budgeting, Accounting, and Reporting System (BARS) code.
B.Independent Evaluation
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.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.
C.Budget Reporting
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.
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.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.
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.
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2019-2020 Biennial Budget Section II: Process/Policies
A.General Management
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.
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. There will be
generally three (3) adjustments to the budget annually:
a.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.
b.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.
c.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.
d.Additional adjustments to the budget may be required as determined by the Finance
Department.
3. The City should accept ongoing service obligations in new areas of programming only when an
adequate on-going source of funding is available.
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).
B.Monitoring and Reporting
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.
C.Use of One-Time Resources
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.
D.Regional Social Service Funding
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.
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.
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.
A.General Management
1.Revenue estimates for budget purposes should be conservative yet realistic.
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.
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2019-2020 Biennial Budget Section II: Process/Policies
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.
4.Indirect administrative costs associated with the operation of funds should be identified and
charged against the operation of those funds.
B.Revenue Diversification
1.The City will seek to maintain a diversified mix of revenue to provide for long-term stability and
predictability.
2.The City will seek to avoid dependence on temporary or unstable revenues to fund mainstream
municipal services.
3.The City should avoid dependence on Federal revenues to fund ongoing mainstream municipal
services.
C.Fees and Charges
1.General Fund services should be supported by user fees to the extent appropriate for the character
of the service and its user.
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. 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.
4.Modifications to user fees require approval by Council.
D.Grants and Unpredictable Revenues
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.
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.
A.General Management
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.
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.
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.
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.
5.The burden for financing capital should be borne by the primary beneficiaries of the facility.
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.
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2019-2020 Biennial Budget Section II: Process/Policies
B.Cost of Private Development
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.
C.Monitoring and Reporting
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.
A.General Management
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.
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.
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.
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.
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.
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.
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.
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2019-2020 Biennial Budget Section II: Process/Policies
B.Utility Rate Management
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.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.
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.
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.
A.General Management
1.The City will not use short-term or long-term debt to support ongoing operations.
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.
3.The City will work to maintain strong ratings on its debt including maintaining open communications
with bond rating agencies concerning its financial condition.
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.
5.The City will strive to improve its bond ratings by improving its financial stability.
6.The City shall employ competent financial advisors and bond attorneys for all large bond issues.
B.Debt Capacity
1.Annual debt service should not exceed fifteen percent (15%) of operating revenues.
2.Total direct debt should not exceed two percent (2%) of the City’s assessed value.
3.No more than sixty percent (60%) of the City’s capital program should be debt financed.
C.Short-Term Debt
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.
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.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.
4.All interfund loans require Council approval in the form of an ordinance or resolution.
5.The City will not use short-term debt for current operations.
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D.Long-Term Debt
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.
2. Long-term debt can be refunded if the net present value (NPV) of savings is at least four percent
(4%).
3.Self-supporting bonds (such as special assessment improvement districts) may only be used to
finance improvements associated with the subject improvement districts.
E.Utility Revenue Debt Management
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.
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.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.
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.
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.
A.General Management
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.
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.
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.
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.
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
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2019-2020 Biennial Budget Section II: Process/Policies
policies provide definitions for the appropriate level of reserves and how these resources should be
replenished in the event they are used.
A.General Management
1.General government funds should maintain adequate fund balances or working capital to meet
unexpected contingencies.
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, to maintain one year of payments of general
obligation debt service, and to provide for 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.
3.Minimum fund operating reserve balances will be maintained as follows:
a.The General Fund shall maintain at least 8% of total budgeted operating expenditures,
with a target of 12%.
b.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.
c.Other proprietary funds should maintain working capital balances of 10% to 20% of their
budgeted operating, maintenance and capital expenditures.
d.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:
i.Equipment Rental and Replacement:
Operating reserves of 30 days (excluding depreciation) and replacement reserves
equal to three times depreciation.
ii.Innovation and Technology:
Operating reserves of 30 days (excluding depreciation) and replacement reserves
equal to three times depreciation.
iii. Facilities:
Operating reserves of 30 days and repair and replacement reserves equal to 50%
of one year of operations.
iv.Reserve balances of other funds shall be set through the budget process in an
amount consistent with the purpose and nature of the fund.
e.Evaluation of reserve levels will be made in conjunction with the City’s budget.
B.Utility Reserve Management
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).
a.Water, 20 to 25%, approximately 75 to 90 days;
b.Sewer, Storm Drainage, and Solid Waste utility funds, 12 to 16%, approximately 45 to 60
days; and
c.King County Wastewater Treatment, $360,000, approximately 3% of total operating
expenses.
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2019-2020 Biennial Budget Section II: Process/Policies
C.Summary of Reserve Policies
The following table summarizes reserve management policies by fund type:
D.Use and Replenishment
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.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.
3.The rate of replenishment will not exceed three years of use.
Fund Minimum Target 2019 2020
General Fund 8%12%16.0% 8.75%
Cumulative Reserve Fund 5%10%13.0% 7.75%
Fund Minimum Target 2019 2020
Water Fund (Operations)20%25%35.8% 48.9%
Sewer Fund (Operations)12%16%70.5% 91.9%
Storm Drainage Fund (Operations)12%16%46.8% 64.8%
Sewer Metro Fund $360,000 18.3% 19.0%
Solid Waste Fund 12%16%33.8% 31.0%
Airport Fund (Operations)10%20%18.5% 38.1%
Cemetery Fund (Operations)10%20%19.4%8.0%
Fund Operating Replacement
Reserves Reserves
Facilities Fund 8%50% of annual
repair and
maintenanc e
expenditures
Operations:
18.2%
Capit al:
50.0%
Operations:
12.9%
Capital:
50.0%
Innovation & Technology Fund 8%Three times
depreciation
Oper: 8.0%
Repl: 4.7X
Oper: 8.0%
Repl: 3.4X
Equipment Rental & Replacement Fund 8%Three times
depreciation
Oper: 8.0%
Repl: 4.3X
Oper: 8.0%
Repl: 3.8X
2019 2020
Reserve Requirement
Reserve Requirement
Reserve Requirement
Fund Balance / Working Capital
Reserve Management Policies
Biennial Budget
Enterprise Funds
Internal Service Funds
Biennial Budget
Biennial Budget
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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.
A.General Management
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.
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.
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.
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.
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 2019-2020 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.
In 2014, the City developed a vision for the Auburn of 2035. Discussions occurred in the community
through the Imagine Auburn visioning process and also among City Council members. Many themes and
messages surfaced about who we are and what we aspire to become. In the words of the City Council,
Auburn in 2035 will be a "premier community with vibrant opportunities." Participants of Imagine Auburn
added their ideas about what this meant to them. The vision that emerged – as modified by Council in
June 2018 – is encapsulated in the following six value statements:
1.Safety: Building and maintaining an environment that promotes public safety and wellness.
2.Economy: Encouraging a diverse and thriving marketplace for consumers and businesses.
3.Environment: Stewarding our environment.
4.Character: Developing and preserving attractive and interesting places where people want to be.
5.Diversity: Celebrating our diverse cultures, heritage, and community.
6.Service: Providing transparent government service.
Identifying values and creating a description of what each value looks like, what it means, and how it will
happen, establishes a basis for evaluating future City policies, regulations, actions, investments, budget
priorities, grant-seeking priorities, and other community decisions. In addition, the six values underscore
the entirety of the City’s Comprehensive Plan and its implementation, which includes the development of
capital improvement, transportation, and parks, recreation, and open space plans, and the implementation
of regulations and standards. These values are the core of how we make choices.
The City’s Comprehensive Plan, adopted in December 2015, includes a “core plan” describing each vision
in terms of what it will look like [in 2035], what it means, and how it will happen. More details are available
at: http://www.auburnwa.gov/Assets/PCD/AuburnWA/Docs/Planning+Services/01-
Core+Comprehensive+Plan.pdf
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2019-2020 Biennial Budget Section II: Process/Policies
2017-2018 Citywide Goals and Accomplishments
and 2019-2020 Citywide Goals:
Implement the biennial Arterial
Bicycle and Safety Improvements
Program.
Bike lanes were added to W Main
Street and Boundary Blvd during
2017 and 2018.
Continue to invest in bicycle and
safety improvements on arterial
streets.
Implement the annual Pedestrian
Accessibility & Safety Program.
Annual improvements to sidewalks
and curb ramps were completed
during 2017 and 2018.
Continue to make improvements
to existing pedestrian facilities and
construct new pedestrian facilities
as funding allows.
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.
Over the last two years, the
Auburn Police Department has
made the downtown core a
priority. The Bicycle Unit is the
primary deployment method when
making a presence downtown and
t his unit has been increased to
four officers. Bike Officers not
only handle calls for service, but
also are able to put a personal
touch on enforcement efforts in the
way of business owner
relationships and getting to know
the frequent offenders.
Continued leadership training for
Sergeants and Commanders is
vitally important. Creating
additional skills and abilities for
leaders to learn the tasks of
coaching, counseling and
motivating officers is required.
Leaders will continue to attend the
21st Century Leadership program
that is conducted at the Criminal
Justice Training Center.
The Police Department will
continue to pursue the effort of sex
offender contacts and will attempt
to obtain grant funding in this area.
The Auburn Police Department
was again successful in obtaining
sex offender grant funding for the
purpose of monitoring and
checking registered sex offenders
(RSOs) in the City that amounted
t o over $51,000. During the last
two years, the department
contacted 615 RSOs. Some of
the total were RSOs that were
checked on more than one time.
Annual checks of the RSOs
created 21 additional charges on
the offenders for violation of the
registration requirements.
The Police Department will
continue to pursue the effort of sex
offender contacts and will attempt
to obtain grant funding in this area.
GOAL:
SAFETY
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
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Support the City’s traffic calming
program through the placement of
appropriate traffic calming
measures as directed by
Engineering Services.
Installed multiple speed cushions
at the direction of Engineering
Services. This is an ongoing goal.
Continue to provide ongoing
support.
Continue the annual Pothole
Patrol Program pavement repairs.
The Street Division has completed
100% of pothole requests year to
date.
Increase frequency of patrols in
order to address known areas with
a high potential of failure.
Complete implementation of the
Water Utility Meter & Billing
System Improvements project.
Completed.
Reduce the need to purchase
water from Tacoma Water for
normal daily demands and use
this source for emergency and
maintenance purposes only.
Goal has been met as the City's
own supply sources are back
online and purchase from Tacoma
has been reduced to only when
needed for emergencies or major
maintenance of City supplies.
Continue to improve overall storm
drainage system performance by
continuing the citywide ditch
maintenance and pond cleaning
and rehabilitation programs to
remove accumulated sediment
and vegetation.
Continued storm pond
rehabilitation, which was more
efficient and productive using the
mini excavator acquired in 2017.
Develop and implement a citywide
ditch maintenance, cleaning and
rehabilitation program to remove
accumulated sediment and
vegetation.
Secure funding for and complete
the design and construction of the
Airport Runway Enhancement
project.
Completed the Environmental
Assessment. Preliminary design
was started in 2017. Construction
is dependent on FAA funding
approvals.
Continue efforts to obtain FAA
support for a full Runway
Enhancement project as identified
in the Master Plan.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
GOAL:
INFRASTRUCTURE
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Reduce reliance on property tax
by increasing the number of
businesses in Auburn, therefore
increasing sale tax revenues.
In 2017-2018, Auburn added over
300 new businesses to strengthen
Auburn’s economic base.
Auburn will continue to work on
the strategic goals outlined in the
10 year Economic Development
Plan to increase Auburn’s sales
tax base and foster a business-
friendly environment.
Continue to increase market
awareness of Auburn as a great
place to live, work and do
business.
Auburn developed and has
implemented a 10 year Economic
Development Strategic Plan.
Enhance local spending
opportunities by creating a ‘Buy
Local’ program.
Auburn has launched the Buy
Local website connected to the
business license database to
create a searchable local
business benefit.
Continue supporting patronage
and utilization of local businesses
via the online database, marketing
efforts and business retention and
engagement.
Support and expand the
development of the Innovation
Partnership Zone.
Ongoing: Creation and
implementation of a small
business incubator. Efforts to
strengthen the IPZ Mayor's Task
Force.
'Implement 'On-going; Short-Term;
Mid-Term" strategies as outlined
under "Delivery" within the 10-Year
ED Strategic Plan.
GOAL:
THRIVING LOCAL ECONOMY
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
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2019-2020 Biennial Budget Section II: Process/Policies
Continue work throughout the
region to address poverty and
homelessness in our community.
Auburn has actively participated in
local and regional homelessness
prevention and crisis response.
Opened the Ray of Hope
Resource Center and Sundown
overnight shelter in partnership
with Valley Cities and the Auburn
Food Bank.
Implement programs to celebrate
One Auburn and the many diverse
communities, populations,
ethnicities and backgrounds
represented.
Working with diverse populations
in Auburn around healthy living
goals.
Continue the community building
activities within our culturally
diverse groups in Auburn via
health, safety and policy
initiatives.
Auburn passed an Inclusive City
resolution in 2017 affirming that all
are welcome in Auburn.
Continue to build stronger
programs to address behavioral
health access to residents.
Work to develop short-term and
long-term strategies to provide
wraparound services to individuals
and families experiencing
homelessness.
Auburn funds multiple human
service providers that provide
wraparound services to individuals
and families experiencing
homelessness. In order to access
our county's housing resources,
people experiencing
homelessness must have an
intake and assessment completed
through one of the 5 county RAP
sites.
Increase participation in adult
fitness and wellness programs by
100% over 2016 participation.
Increased participation 67% in
2017 compared to 2016.
Increase awareness and
enrollment by 50% in Makers
Space classes.
Continue to work with the Auburn
School District to find ways to
increase technology to benefit the
community.
In partnership, identified key areas
for fiber expansion. Also, meet
regularly on IT initiatives and
partnerships. Also sit on the GRC
IT advisory board.
Continue to look for partnership
opportunities.
Continue to expand wireless
broadband services to low-income
students.
Finished two key areas by Game
Farm park and Auburn High
School.
Pending council approval and
budget, expand to key areas
identified by the school district.
Initiate Remodel of Old Post Office
into Auburn Arts & Culture Center
in downtown Auburn.
Applied for and received over
$300,000 in funding. Completed
preliminary design.
Construct Phase1 (upstairs)
contingent on funding.
GOAL:
CELEBRATE / LIVABLE COMMUNITY
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Address the root causes of
homelessness identified in the
One Table regional task force
(affordable housing, behavioral
health, child welfare, criminal
justice and employment) and
continue the crisis response for
unsheltered individuals in Auburn.
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Continue to create transparency
and public engagement for
residents to access their local
government.
Auburn has activated a robust
Open Data portal and numerous
initiatives to increase access and
engagement: community picnics
and the Civics Academy.
Through staff training and platform
improvements, Auburn will
continue to increase transparency,
efficiency, engagement and
access to the City’s data to show
our accountability to residents.
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.
Performed a review of utility rates
in conjunction with a cost of
service study and rate design
evaluation to be implemented
effective January 1, 2019.
Prepare the 2016 and 2017
Comprehensive Annual Financial
Reports (CAFRs) and submit
documentation to the GFOA
award program to receive the
Certificate of Achievement for
Excellence in Financial Reporting.
Prepared the 2016 and 2017
Comprehensive Annual Financial
Reports (CAFRs), submitted
documentation to the GFOA
award program, and received the
Certificate of Achievement for
Excellence in Financial Reporting.
Prepare the 2018 and 2019
Comprehensive Annual Financial
Reports (CAFRs) and submit
documentation to the GFOA
award program to receive the
Certificate of Achievement for
Excellence in Financial Reporting.
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.
Performed initial work to establish
scanning standards for images.
Continued to purge records eligible
for destruction.
Implement Laserfiche Records
Management workflows for
disposition authority numbers.
Launch a system that allows for
electronic plan submittal,
accommodates web-based
payments, and that supports
electronic permit approval and
issuance.
Acquired Bluebeam software and
by the close of 2017 electronic
submissions and review of civil
engineering plans was complete.
In 2018 the program was deployed
in the areas of Building and
Planning.
Launch an updated permit
software system that allows for
the electronic submission of
paperwork, electronic
issuance/approval, and online
payment and that allows 24/7
engagement with the City.
Continue to work with City staff to
expand Auburn’s OpenGov
projects.
Launched Socrata which includes
features like budget, spending,
capital projects, permits and much
more.
Continue to turn on more datasets
and features. In addition, build
"stories" that can present and
share the data in a more user
friendly manner.
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.
Found funding that allowed us to
re-do the City's business license
program with more robust, user-
friendly application.
Continue to find more funding for
expansion, integration and
efficiencies for the City.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
GOAL:
RESPONSIBLE GOVERNMENT
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2019-2020 Biennial Budget Section II: Process/Policies
2019-2020 Budget Strategy
The 2019-2020 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.
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.
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2019-2020 Biennial Budget Section II: Process/Policies
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’s expenditure budget is about
$9.2 million in 2019 and $4.7 million in 2020, leaving a projected ending fund balance in 2020 of $5.6
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 2017 actual and 2018 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.
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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2019-2020 Biennial Budget Section II: Process Policies
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2019-2020 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 2019-2020 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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2019-2020 Biennial Budget Section III: Financial Plan
Analysis of 2019-2020 Revenues by Source for All Funds
The graph below presents the total revenues that are anticipated to be available to support City
programs during 2019 and 2020. The table shows the revenue by source of funds from 2017-2020.
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.
Total All Funds 2017 2018 2018 2019 2020
Revenues Actual Adj Budget Est Actual Budget Budget
Taxes 62,425,244$ 59,249,230$ 60,911,973$ 60,224,400$ 60,950,200$
Licenses and Permits 1,906,796 2,419,950 1,889,180 1,837,900 1,838,800
Intergovernmental 16,611,786 17,163,508 16,117,412 13,963,398 11,937,998
Charges for Services 84,396,158 85,117,122 83,991,442 90,065,952 92,089,252
Fines and Penalties 992,404 940,300 1,098,500 990,500 994,800
Other Sources 7,702,244 4,020,500 2,185,873 2,157,300 2,207,500
Miscellaneous 8,663,093 9,602,415 8,029,811 15,631,930 7,915,940
Transfers In 12,437,454 19,966,075 17,702,122 9,437,466 11,115,780
Total Revenues & Other
Financing Sources 195,135,179 198,479,100 191,926,313 194,308,846 189,050,270
Beginning Fund Balance 128,086,218 133,465,171 133,465,171 121,191,833 108,311,321
TOTAL AVAILABLE RESOURCES 323,221,396$ 331,944,271$ 325,391,483$ 315,500,679$ 297,361,591$
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2019-2020 Biennial Budget Section III: Financial Plan
Tax Revenue
The second largest revenue source for the City is taxes. Sources of tax revenue include property
taxes, retail sales taxes, the annexation sales tax credit, utility taxes, admissions taxes, and
gambling taxes. Tax revenue constitutes 31.0% of total expected revenue in 2019 and 32.2% in
2020. Almost all tax revenues are received in the General Fund to support the ongoing operations
of the City. Effective in mid-2018, the annexation sales tax credit expired, resulting in a loss of
approximately $2.0 million annually. This revenue loss is being somewhat mitigated by a change
effective this biennium budget. From 2013 through 2018, annual sales taxes collected from new
construction activity was used to support the Save Our Streets (SOS) program in the Local Street
Fund (Fund 103); effective this biennial budget, the sales tax on construction revenues will stay in
the General Fund in order support on-going operations. The amount of sales taxes from new
construction is estimated to total $2.0 million in both 2019 and 2020. This biennial budget includes
a budgeted transfer of $1.8 million annually from the Capital Improvement Fund (Fund 328) to the
Local Street Fund in order to continue to fund the SOS program.
In July 2008, Washington State moved from a source-based sales tax to a destination-based sales
tax in order to join the national effort to standardize the way each state taxes goods. This effort, the
Streamlined Sales and Use Tax Agreement (SST), led the State to adopt a system of mitigation
payments designed to compensate jurisdictions within the State that would experience a net loss in
sales and use tax collections as a result of this change. The City of Auburn has received mitigation
payments of between $1.5 million and $2.0 million per year from 2009 through 2017, but this
payment is scheduled to be phased out by September 2019. Beginning in 2018, the City receives
Marketplace Fairness Act (MFA) tax payments for internet and other remote sales, which the State
intends will replace and eventually exceed existing streamlined sales tax (SST) mitigation
payments. The 2019 budget assumes $0.2 million in new MFA receipts and the 2020 budget
assumes $0.3 million in new MFA receipts. Note that SST mitigation payments are shown in the
intergovernmental revenues (see discussion below).
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. The 2019-2020 budget
assumes continued expansion within the City, although at a moderate rate. If the economy stalls
and growth does not occur as currently anticipated, this revenue source may need to be adjusted
downward.
Intergovernmental Revenue
Intergovernmental revenue consists primarily of Federal, State and local grants and other
governmental contributions. Intergovernmental revenue constitutes 7.2% of revenue in 2019 and
6.3% in 2020. The decline in revenue from 2018 to 2019 is due to Federal grants that are budgeted
in 2018 for street projects that are to be completed in 2018, including the 22nd Street NE and I
Street NE Intersection project that is anticipated to be partially funded by a Federal grant in the
amount of $1.0 million and the 15th Street NE/NW Preservation project that is anticipated to be
partially funded by a $750,000 Federal grant. The decline in revenue from 2019 to 2020 reflects
the loss of the streamlined sales tax mitigation monies, as described above, which accounts for a
nearly $2.0 million annual loss to the City of Auburn. Revenues within this category are used to
fund General Fund operations and are used to fund the construction of street projects and other
capital projects, such as park improvements within the Municipal Parks Construction Fund.
Charges for Services
The single largest source of revenue for the City is charges for services, which include user fees for
utility services, recreational, planning and building activities. This source represents 46.4% and
48.7% of total revenues in 2019 and 2020 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
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2019-2020 Biennial Budget Section III: Financial Plan
Technology Fund and the Facilities Fund to recoup the cost of services provided to other City
departments.
Fines and Penalties
This revenue source is projected to be relatively stable. It includes false alarm, traffic and parking
fines.
Other Sources
This revenue source includes insurance recoveries, the sale of fixed assets, Public Works Trust
Fund (PWTF) loans, and revenues from developers for capital system development in the Water,
Sewer, and Storm Utility Funds. Budgeted revenues in the other sources revenue category in 2019
totals $2.2 million and includes $2.0 million in developer contributions for system development.
Miscellaneous
Miscellaneous revenue includes revenues from bond proceeds and interest, rents and leases,
special assessments, contributions and donations, prior year cash adjustments, Equipment Rental
internal service fund and Workers’ Compensation internal service revenue. The Equipment Rental
Fund holds City vehicles as an asset and collects annual costs from departments in order to
provide for maintenance and replacement of these vehicles. The increase in revenues budgeted in
2019 is due to the anticipated financing proceeds of $7.2 million in the Water Fund and the
anticipated rebate from Puget Sound Energy in the amount of $350,000 for the street light LED
retrofit project.
Transfers In
This revenue source represents transfers between funds, and includes payments to other funds for
debt service, capital construction projects and interfund loans. Transfers in 2018 are estimated to
be $17.7 million which includes a combination of one-time transfers between the enterprise funds’
operating and the associated capital sub-funds, a $3.9 million transfer for funding for various street
projects, and $2.3 million for projects in the Capital Improvement Funds. Transfers are budgeted at
$9.4 million in 2019 and $11.1 million in 2020. Effective in 2019, the transfers in include $1.8
million transfer in from the Capital Improvements Fund to the Local Street Fund (Fund 103) to
support the Save Our Streets program. The 2020 budget includes a $4.0 million transfer in to the
General Fund from the Cumulative Reserve Fund to support operations.
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2019-2020 Biennial Budget Section III: Financial Plan
Analysis of 2019-2020 Budgeted Expenditures for All Funds
The following graph presents the 2019 and 2020 budgeted expenditures of the City by major
category.
Total Baseline Budget 2017 2018 2018 2019 2020
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages $38,404,765 $42,156,241 $40,434,721 $43,015,736 $44,596,793
Benefits 15,926,739 20,346,010 18,439,647 21,699,262 23,770,050
Supplies 3,580,926 4,292,664 3,828,000 4,333,202 4,344,152
Services & Charges 37,988,370 47,598,235 43,732,787 44,635,648 45,004,111
Intergov 36,669,691 45,093,280 42,417,148 35,702,516 37,766,780
Capital Outlay 30,672,188 39,537,605 31,541,487 32,224,660 18,687,854
Debt Service 7,223,846 10,357,970 10,359,354 9,757,700 9,281,900
Interfund Payments for Services 13,318,075 13,439,506 13,446,506 15,820,634 16,214,834
Other Uses 6,008,640 - - - -
Designated Fund Balance 13,298,647 12,718,872 13,318,771 11,545,421 12,153,521
Undesignated Fund Balance 120,129,509 96,403,888 107,873,062 96,765,900 85,541,596
ALL FUNDS TOTAL $323,221,396 $331,944,271 $325,391,483 $315,500,679 $297,361,591
Salaries and Benefits
Salaries and benefits are budgeted at approximately $64.7 million in 2019 and $68.4 million in
2020, and are in accordance with current labor agreements for 2019; there are no labor
agreements in place yet for 2020. The 2019 budget includes an increase of five FTEs due to
program improvements and service enhancem ents. Significant changes in benefits in 2019 and
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2019-2020 Biennial Budget Section III: Financial Plan
2020 include anticipated increases in medical benefit costs (annual increases of 15.0%), increases
in dental benefit costs (5.0% per year), and additional vision benefit costs (increases of 5.0%
annually). The budget also includes increases in the Labor and Industries rates of 7.0% annually in
both 2019 and 2020. Pension contribution rates for PERS Plan 2 and PERS Plan 3, which are set
by the State of Washington, are expected to increase from 12.67% in 2018 to 13.23% in 2019 and
remain constant in 2020.
Supplies
Citywide supplies are budgeted at $4.3 million in both 2019 and 2020 and account for 2.1% 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 $35.7 million in 2019 and $37.8 million in 2020.
These expenditures include transfers to other funds for debt service, capital construction, street
project funding, and interfund loans. Transfers between funds are budgeted at $9.4 million in 2019
and $11.1 million in 2020. Other intergovernmental expenditures include the contractual costs for
sewage treatment to King County, contractual costs for the South Correctional Entity (SCORE),
payments to Valley Communications Center for 911 services, and payments to King County District
Court for municipal court and probation services.
Capital Outlay
Capital projects budgeted in 2019 total $32.2 million, or 15.6% of the citywide budget, and capital
projects in 2020 total $18.7 million, or 9.4% of the citywide budget. Most of the capital expenditures
are budgeted in the enterprise funds, with the balance of capital expenditures primarily in the street
funds and the capital projects funds. 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 2019 and 2020 include the
Coal Creek Springs Transmission Main Replacement project, the Runway Enhancement project at
the Auburn Municipal Airport, the Street Light LED Replacement project, and the Lea Hill Safe
Routes to School street project.
Interfund Payments for Services
Payments to the internal service funds are budgeted at approximately $15.8 million in 2019 and
$16.2 million in 2020. These are charges paid for equipment repair and replacement as well as
software, hardware, technology, and multimedia and facilities services. Internal services are
provided by the City’s Equipment Rental Fund, the Innovation and Technology Fund, the Insurance
Fund, the Workers’ Compensation Fund and the Facilities Fund to other City departments.
Effective in 2019, the City has changed the process for charging for services provided by General
Fund support departments (Human Resources, Legal, and Finance) to other funds. Prior to 2019,
support department labor costs (salaries and benefits) were directly charged to other funds.
Effective this budget cycle, each employee will be fully budgeted in his/her home department and
funds receiving support services will be assessed an interfund charge for those services, with
offsetting revenues to the General Fund. Total budgeted charges for services for the three support
departments are $2.5 million in 2019 and $2.7 million in 2020.
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2019-2020 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 biennial budget.
General Fund Revenue
By Funding Source
2016 2017 2018 2019 2020
Actua l Actual Est Actual Budget Budget
Beginning Fund Balances:
Designated/Reserved 144,825 216,739 691,915 691,915 691,915
Undesignated 19,421,941 20,811,927 21,951,761 17,345,127 11,702,948
Total Fund Balances $19,566,766 $21,028,666 $22,643,676 $18,037,042 $12,394,863
Taxes:
Property 17,932,830 20,837,874 21,281,000 21,550,000 21,900,000
Sales & Use 14,743,855 15,141,176 15,871,250 18,540,600 18,937,000
Utility 11,447,270 12,824,573 12,384,443 12,347,500 12,457,300
Other 4,880,509 4,819,943 4,010,280 2,765,400 2,611,800
Licenses & Permits 2,984,425 1,906,796 1,889,180 1,837,900 1,838,800
Intergovernmental 5,853,491 6,243,966 6,540,990 5,782,600 4,132,160
Charges for Services 4,126,250 4,354,041 4,322,980 6,952,280 7,030,580
Fines & Penalties 905,921 882,255 898,500 859,500 863,800
Transfers In 215,177 79,000 144,300 80,906 4,081,527
Other Sources 121,935 136,703 105,000 25,000 25,000
Miscellaneous 1,163,774 1,396,876 1,339,600 1,404,300 1,371,900
Total General Fund $83,942,203 $89,651,868 $91,431,199 $90,183,028 $87,644,730
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $53.5 million in tax revenue
during 2018. Total revenues from taxes are anticipated to increase to an estimated $55.2 million in
2019 and $55.9 million in 2020. Voter-approved initiatives and State legislative budget cuts to local
tax distributions have had a significant financial impact on the General Fund. In addition, the 10-
year annexation sales tax credit revenue terminated in mid-2018, resulting in a loss of General
Fund revenue in the amount of approximately $2.0 million annually. To assist in offsetting the
reduced tax revenues, effective in 2019, the revenues collected from sales tax on construction will
stay in the General Fund, whereas they were previously diverted to the Local Street Fund for the
Save Our Streets program (note – the program will continue but with funding from real estate
excise tax revenues in the Capital Improvement Fund). This policy change results in an increase in
budgeted General Fund sales and use tax of $2.0 million annually. In addition, effective January 1,
2018, the State enacted EHB 2163, which has been labeled the Marketplace Fairness Act. This
revenue is intended to capture the retail sales tax lost from internet sales. The estimated impact of
this tax revenue in $200,000 in 2019 and $300,000 in 2020. Revenue budgeted for the biennium is
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2019-2020 Biennial Budget Section III: Financial Plan
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.
Property Taxes
Property taxes remain the largest single source of General Fund revenue for the City, constituting
almost 30% of total General Fund revenues budgeted in 2019. 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 State 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%. In 2010 through 2013, the City experienced four consecutive years of
declining property valuation. However, in 2014 this trend reversed and the assessed valuation (AV)
of property values increased by an average of 8% per year from 2014 through 2018. 2019 and
2020 property tax revenue estimates are based upon assumed increases in overall assessed value
of 6.5% in 2019 and 5.0% in 2020.
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2019-2020 Biennial Budget Section III: Financial Plan
Sales and Use Taxes
The sales tax rate in the City of Auburn is 10.0% 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. From 2013 through 2018, annual sales taxes collected from new construction activity
were used to support activities in the Local Street Fund (Fund 103). Effective this biennial budget,
the sales tax on construction revenues will stay in the General Fund in order support operations.
The amount of sales taxes from new construction is estimated to total $2.0 million in both 2019 and
2020. Sales tax revenues are estimated at $18.5 million in 2019 and $18.9 million in 2020.
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. Interfund
utility taxes are charged at 7.0% on the four major City utilities: Water, Sewer, Storm Drainage, and
Solid Waste, of which 1.0% is dedicated to fund arterial street preservation. Other City utility taxes
include a 6.0% tax assessed on telephone, cable utility, electric and natural gas providers, of which
1.0% of this tax is also dedicated to fund arterial street preservation.
Other Taxes
This category includes the annexation sales tax credit, criminal justice sales tax, gambling taxes
and leasehold excise taxes. Tax revenues in the other taxes category make up 3.8% of General
Fund revenues in 2019 and 3.5% in 2020. These revenues are budgeted at $2.8 million in 2019
and $2.6 million in 2020 and compare to a forecast of $4.0 million in 2018. The year-over-year
reduction in this revenue source from 2018 to 2019 is the result of the loss of the annexation sales
tax credit of about $2.0 million annually, that expired in mid-2018. The second largest tax source in
this category is the criminal justice sales tax, which is budgeted at $2.2 million annually in 2019 and
2020. 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.
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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2019-2020 Biennial Budget Section III: Financial Plan
Other General Fund Revenue
Intergovernmental
Various State-shared tax revenues, including streamlined sales tax, motor vehicle sales tax, liquor
excise tax and liquor profits, Muckleshoot compact revenues and grant revenues dominate this
category. The decline in revenues from 2019 to 2020 reflects the loss of the streamlined sales tax
mitigation monies which accounts for nearly $2.0 million annual loss of revenues to the City of
Auburn. The City anticipates receiving $850,000 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 interfund revenues collected for support departments, user fees that are
derived primarily from recreational fees paid by participants for programs provided by the City’s
Parks, Arts and Recreation Department, reimbursement for off duty law enforcement services
rendered, and plan check fees paid to the Community Development Department. Charges for
services constitute approximately 9.6% of total General Fund revenue in 2019 and 9.3% of General
Fund revenue in 2020.
Effective in 2019, the City has changed the process for charging for services provided by General
Fund support departments (Human Resources, Legal, and Finance) to other funds. Prior to 2019,
support department labor costs (salaries and benefits) were directly charged to other funds.
Effective this budget cycle, each employee will be fully budgeted in his/her home department and
funds receiving support services will be assessed an interfund charge for those services, with
offsetting revenues to the General Fund. The budgeted charges for services for the three support
departments are $2.5 million in 2019 and $2.7 million in 2020.
The charges for services category also includes revenues from recreational classes, league fees,
and revenues collected from the senior citizen programs offered. Recreational fees typically
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2019-2020 Biennial Budget Section III: Financial Plan
support about 20% of the costs of the related services. Included in this category are revenues
associated with the Auburn Golf Course, which are budgeted at $1.2 million in both 2019 and 2020.
Plan check fees are derived from the review of proposed new construction and development
activities. Plan checks are expected to decline during this biennial budget cycle due to a lack of
supply of vacant subdivided residential land.
Licenses and Permits
License and permit activities are user fees that are derived from various regulatory activities of the
City. Licenses and permits are projected to be approximately 2.5% of budgeted General Fund
revenues in 2019 and 2020. 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. It is projected that 2019 and 2020 building permit
revenues will decline slightly during this biennial budget cycle due to a lack of supply of vacant
subdivided residential land. Building permit revenues in 2019 and 2020 are budgeted at just under
$1.1 million annually.
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 annually and revenues are
projected to be $210,000 in both 2019 and 2020. Pet license revenues are budgeted at $180,000
in both 2019 and 2020.
Transfers In
Transfers in consist of transfers receipted into the General Fund in support of internal City
operations and one-time transfers for the funding of operations. Budgeted transfers into the
General Fund in 2019 total $81,000 and $4.1 million in 2020. The 2019 and 2020 budgeted
transfers include transfers from the Storm Fund in both 2019 and 2020 for the reimbursement of
costs associated with maintaining medians within the City. The 2020 budget also includes a one-
time transfer of $4.0 million from the Cumulative Reserve Fund to fund on-going operations in the
General Fund.
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2019-2020 Biennial Budget Section III: Financial Plan
Miscellaneous
Miscellaneous revenue consists primarily of facilities rentals, investment income, golf cart rental
revenues, purchasing card rebate revenues, and contributions and donations. Facilities rental
revenues are projected to remain stable at approximately $460,000 in both 2019 and 2020 and golf
cart rental revenues are budgeted at $245,000 annually. Interest revenues are projected to
increase due to improvement in interest rates.
Fines and Penalties
Fines and penalties consist mainly of traffic fines, parking infractions and criminal fines. As
depicted in the graphic, fines and penalty revenues are fairly consistent and are projected to be
1.5% of General Fund revenues in 2019 and 2020.
Other Sources
Other sources within this fund include insurance recoveries and the sale of fixed assets.
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2019-2020 Biennial Budget Section III: Financial Plan
SPECIAL REVENUE FUNDS
The City has ten special revenue funds presented in this budget. These funds account for the
proceeds of specific revenue sources and are legally restricted to expenditures for specific
purposes.
Special Revenue Funds
Revenue By Funding Source
2016 2017 2018 2019 2020
Actual Actual Est Actual Budget Budget
Beginning Fund Balances 21,051,048 28,941,511 29,600,718 26,431,668 23,453,211
Charges for Services 7,320,208 2,640,769 1,431,400 1,019,200 1,120,000
Intergovernmental 5,082,848 9,275,897 5,780,440 2,550,070 5,456,810
Taxes 4,561,629 4,906,279 4,380,000 2,240,900 2,264,100
Transfers In 3,427,603 3,344,525 5,849,318 2,445,350 2,411,600
Miscellaneous 737,608 987,255 552,900 455,200 468,500
Fines and Penalties 163,573 107,912 200,000 131,000 131,000
Licenses and Permits 20,700 - - - -
Total Revenue 42,365,217$ 50,204,147$ 47,794,776$ 35,273,388$ 35,305,221$
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 2019-2020 are
budgeted conservatively at $1.0 million in 2019 and $1.1 million in 2020.
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2019-2020 Biennial Budget Section III: Financial Plan
Intergovernmental
Intergovernmental revenues are grants, entitlements, State-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. In 2017, the Arterial Street Fund received $6.4
million in Federal and State grants for projects including the South 277th Street Corridor
Improvement project and the Auburn Way South Corridor Improvement project. The Arterial Street
Preservation Fund received $1.6 million in Federal grant monies for projects including the Auburn
Way North Preservation project and the Lake Tapps Parkway Preservation project. The reduced
revenues reflected in the graphic between 2017 and 2019 is primarily due to the anticipated
reduction in grant revenues in the street funds. A total of $2.6 million is budgeted for
intergovernmental revenues in 2019, with $800,000 of that being a Federal grant for the A Street
SE Preservation project. Of the $5.5 million budgeted for intergovernmental revenues in 2020, $1.8
million of that being a Federal grant for the Auburn Way North Preservation project (phase 2 and
phase 3), and $1.2 million being a Federal grant for the Lea Hill Safe Routes to School project.
Another revenue source in the intergovernmental category within the Special Revenue Funds is the
Motor Vehicle Fuel Tax (MVFT). The City receives approximately $1.8 million annually in MVFT
monies. 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. In 2015, the State Legislature
passed the 15-year transportation package which includes additional monies to cities to fund
transportation projects. The 2019-2020 budget projects an additional $90,000 annually in revenues
to the Arterial Street Fund for the multimodal transportation revenues.
Taxes
Tax revenue in the Special Revenue Funds is derived primarily from utility taxes and sales tax on
construction, 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 both 2019 and 2020. From 2013 through 2018, sales taxes collected
from new construction projects had been deposited into the Local Street Fund in support of the
City’s Save Our Streets program. Effective in this biennial budget, all sales tax revenues will stay in
the General Fund to support City operations; in order to continue funding for the Save Our Streets
program, a total of $1.8 million in real estate excise tax revenues will be transferred into the Local
Street Fund in both 2019 and 2020.
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 427,000 square feet of
service businesses and 69,000 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.
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2019-2020 Biennial Budget Section III: Financial Plan
Transfers In
This revenue source consists of transfers from other funds to the Special Revenue Funds. As
noted above, effective this biennial budget cycle, the Save Our Streets (SOS) program will no
longer be funded from sales taxes collected on new construction but will instead be funded with a
$1.8 million transfer in to the Local Street Fund from the Capital Improvements Fund using Real
Estate Excise Tax (REET) revenues. Budgeted transfers in 2019 and 2020 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 investment income and is
budgeted conservatively in 2019 and 2020 at $460,000 and $470,000 respectively. 2017 included
one-time developer contributions of $700,000 for the South 277th Street Corridor Improvement
project.
Fines and Penalties
Fines and penalties consist of confiscated property within the Drug Forfeiture Fund.
Licenses and Permits
This revenue source consists of revenues generated from the right of way vacations within the
Arterial Street Fund.
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CAPITAL PROJECT FUNDS
The City maintains three capital project funds: the Municipal Parks Construction Fund, the Capital
Improvement Fund and the Local Revitalization Fund. Major non-proprietary capital acquisitions
and construction are budgeted in these funds separately from operations.
Capital Project Funds Revenue
By Funding Source
2016 2017 2018 2019 2020
Actua l Actual Est Actual Budget Budget
Beginning Fund Balance 13,119,474 11,405,900 12,664,843 11,095,349 8,045,149
Transfers In 5,294,575 1,429,707 2,325,000 2,432,200 185,000
Taxes 4,396,729 3,635,540 2,735,000 2,530,000 2,530,000
Intergovernmental 1,288,587 105,847 1,075,588 2,320,000 280,000
Miscellaneous 102,329 168,684 219,981 660,150 191,800
Charges for Services 9,723 9,395 9,000 7,500 8,500
Other Sources - - 175,873 - -
Total Revenue 24,211,417$ 16,755,073$ 19,205,285$ 19,045,199$ 11,240,449$
Transfers In
Transfers in consist of interfund operating transfers from other funds. These operating transfers
are used to fund the capital projects to be determined by City Council. The budgeted transfers in
2019 and 2020 are $2.4 million and $185,000 respectively and primarily include transfers of funds
from the Mitigation Fund to these capital funds for numerous capital improvements including
improvements at Game Farm Park, improvements to the Auburn Arts and Culture Center, the 104th
Avenue Park Development project and the spray park at Sunset Park.
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Taxes
The tax revenue in the Capital Improvements Fund consist predominately of Real Estate Excise
Tax (REET) revenues but also include tax revenues from King County to be used specifically for
capital projects for park improvements. By State law, the City is authorized to levy real estate
excise tax up to ½% on all real property sales transactions within the City. The City of Auburn
levies the allowable amount. Revenues from this tax must be used for financing capital projects
specified in the City’s Capital Facility Plan. REET revenues are 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 fund tax revenues in 2016 reached $4.4 million, $4.2 million of this
being REET monies. Due to the surge in the local real estate market, REET revenues collected in
2016 and 2017 were strong. 2019 and 2020 REET revenues are budgeted to remain strong,
although at a reduced rate compared to the prior few years as revenues are contingent upon real
estate sales and the local economy.
Intergovernmental
This revenue source is primarily State, Federal and interlocal grant revenues. The Capital
Improvement Fund anticipates the receipt of $1.8 million in State and local grants for the Auburn
Arts and Culture Center, the 104th Avenue Park Development project and the LED Street Light
Retrofit project. The Municipal Park Construction Fund anticipates the receipt of $480,000 in grant
revenues in 2019 for improvements to Game Farm Park and for the purchase of additional property
for the Mary Olson Farm.
Miscellaneous
Miscellaneous revenue includes interest earnings on fund resources and contributions or donations
from developers or other organizations for community projects. The 2019 budget includes
$350,000 budgeted rebate from Puget Sound Energy for the City Streetlight LED Retrofit project.
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Charges for Services
A portion of all adult outdoor team league fees are put into the capital facility program in the
Municipal Parks Construction Fund. These funds are then used to construct park facilities to
benefit the users of the parks and fields.
Other Sources
Other sources within the Capital Project Funds include insurance recoveries.
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ENTERPRISE FUNDS
The City maintains seven enterprise funds in the budget to separately account for the revenues
derived from services provided and the associated expenses. The City enterprise funds include the
following services: Water, Sanitary Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport,
and Cemetery. The following table and graph depict the amount of revenues received by major
source.
Enterprise Funds
Revenue By Funding Source
2016 2017 2018 2019 2020
Actual Actual Est Actual Budget Budget
Beg. Working Capital 42,667,185 49,051,824 48,816,281 45,615,104 46,633,017
Charges for Services 64,965,768 67,417,759 66,678,700 70,445,300 71,914,800
Other Sources 14,461,287 7,389,086 1,900,000 2,082,300 2,132,500
Transfers In 5,150,000 3,874,937 5,238,600 1,394,400 1,350,000
Miscellaneous 1,176,403 1,381,559 1,105,800 8,401,200 1,250,500
Intergovernmental 959,541 424,225 1,589,463 2,212,300 994,800
Fines and Penalties 3,216 2,238 - - -
Total Revenue 129,383,400$ 129,541,629$ 125,328,844$ 130,150,604$ 124,275,617$
Charges for Services
This revenue source represents fees charged by the City’s enterprise funds in return for public
services. Over 75% of the City’s enterprise fund charges for service revenues are collected in the
Water, Sewer and Storm utility funds; these are expected to total $70.4 million in 2019 and $72.0
million in 2020. Of those revenues, $18.4 million in 2019 and $18.5 million in 2020 represents
pass-through charges in the Sewer Fund to pay King County for the treatment and disposal of the
City of Auburn’s sewage.
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Utility revenues are directly affected by growth factors and rate increases. The City normally
reviews fees charged for utilities on an annual basis to ensure the fees charged cover the cost
associated with providing the services. Effective in January 2019, the W ater, Sewer and Storm
Funds will implement rate increases of 3.4%, 2.4%, and 1.7% respectively.
Solid waste collection is contracted through Waste Management Incorporated. Garbage rates are
structured in a way that encourages participation in the recycling program. Charges for services at
the Auburn Municipal Airport primarily related to fuel sales. Charges for services in the Cemetery
Fund are for lot sales and retail sales for burial related products.
Other Sources
This revenue source represents resources available from system capital contributions from
developers, the sale of fixed assets, and insurance recoveries. 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.
System developer contributions have been significant in the recent past, and is budgeted at $2.1
million in both 2019 and 2020.
Transfers In
This revenue source represents transfers from other funds. Transfers anticipated in 2018 total $5.2
million, which is predominately the transfer in of resources from the enterprise operating sub-funds
to the enterprise capital sub-funds. The 2019-2020 budget includes transfers in totaling $1.4 million
in both 2019 and 2020, also reflecting transferring funds from the operating fund portion of the utility
funds to the capital portion of the utility funds.
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Miscellaneous
Miscellaneous revenue includes financing proceeds to fund capital projects within the Enterprise
Funds and interest earnings on fund resources. This category also includes airport property lease
revenue, tie down and hangar rental revenues at the airport and changes in restricted assets. The
2019 budget includes $7.2 million in anticipated revenues due to bond proceeds in the Water Fund.
Intergovernmental
This revenue primarily represents grant revenue. Intergovernmental revenues are budgeted at
$2.2 million in 2019 and $1.0 million in 2020. The 2019 budget includes $1.7 million in grant
revenue anticipated in the Airport Fund for the Runway Enhancement project and includes
$525,000 in grant revenues in 2020 for the Runway Safety Area Improvement project and the West
Side Fencing project at the airport.
Fines and Penalties
This revenue represents penalties assessed in the Water Fund for lost or damaged hydrant carts,
which are used to access water from City fire hydrants.
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INTERNAL SERVICE FUNDS
The City’s internal service funds are used to budget for the financing of goods and services
provided by one fund to other funds and General Fund departments on a cost reimbursement
basis. The City has five internal service funds: Insurance, Workers’ Compensation, Facilities,
Equipment Rental and the Innovation and Technology Fund.
Internal Service Funds
By Funding Source
2016 2017 2018 2019 2020
Actual Actual Est Actual Budget Budget
Beg. Working Capital 14,498,889 13,490,000 15,589,263 15,968,169 13,822,320
Charges for Services 9,465,533 9,923,102 10,020,331 10,034,400 10,408,700
Transfers In 4,271,623 1,511,700 1,763,400 1,162,810 1,173,653
Miscellaneous 3,581,816 4,684,087 4,767,068 4,656,200 4,581,400
Other Sources 160,716 176,456 5,000 50,000 50,000
Intergovernmental - - 49,000 - -
Total Revenue 31,978,579$ 29,785,345$ 32,194,062$ 31,871,579$ 30,036,073$
Charges for Services
Approximately 60% of the revenue source for charges for services come from the Innovation and
Technology (IT) Department and includes revenue generated in the IT Department for services
rendered to the City of Pacific, Algona and Valley Regional Fire Authority. Each department is
allocated a portion of the costs for IT and Multimedia services, Facilities, Equipment Rental fuel and
vehicle replacement charges, which are then paid into the associated internal service fund.
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Transfers In
This revenue source is for transfers from other funds or transfers from the operating sub-fund to the
capital sub-fund. The 2019 and 2020 budget includes $1.2 million annual transfer into the internal
service funds. The 2019 budget includes a $1.0 million transfer into the Equipment Rental Fund for
capital projects including the enclosure of existing storage bays, adding an additional vehicle
maintenance bay, and the replacement of the three underground fuel tanks. The 2020 budget
includes a $500,000 transfer from the IT Operating sub-fund to the IT Capital sub-fund for the
replacement of equipment and wireless expansion as well as a $500,000 transfer into the Facilities
Fund from the Capital Improvements Fund (F328) for roof replacements at the City Hall building,
the Auburn Arts and Culture Center building, and the Justice Center building.
Miscellaneous
Approximately 70% of the revenue source in the miscellaneous revenue category is in the
Equipment Rental Fund, which charges departments for maintenance and replacement costs of
City vehicles and other equipment. This revenue source also includes the charges for Workers’
Compensation reimbursement, investment revenue, and property rental revenue within the
Facilities Fund.
Other Sources
Other sources within the Internal Service Funds include insurance recoveries and the sale of fixed
assets.
Intergovernmental
The primary revenue source in this category is grant revenue.
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FIDUCIARY FUNDS
The City has two fiduciary type funds: the Fire Pension Fund and an unbudgeted Agency Fund for
collection and disbursement of non-City funds.
Fiduciary Funds
By Funding Source
2016 2017 2018 2019 2020
Actual Actual Est Actual Budget Budget
Beginning Fund Balance 2,512,557 2,412,576 2,317,794 2,205,369 2,111,149
Intergovernmental 76,569 78,078 75,000 78,900 78,900
Miscellaneous 10,454 22,111 33,600 42,000 46,200
Total Revenue 2,599,580$ 2,512,765$ 2,426,394$ 2,326,269$ 2,236,249$
Intergovernmental
This revenue consists of 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.
Miscellaneous
Miscellaneous revenue primarily consists of investment income on idle cash. With the interest
rates rising at a nominal rate, 2019 and 2020 investment income is budgeted to increase
accordingly.
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PERMANENT FUND
The City has one permanent fund, the Cemetery Endowment Care Fund. City policy provides that
10% of the base, pre-tax sales price of each grave, niche or crypt 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
2016 2017 2018 2019 2020
Actua l Actual Est Actual Budget Budget
Beginning Fund Balance 1,686,280 1,743,809 1,811,509 1,817,409 1,829,409
Charges for Services 50,337 51,091 45,000 40,000 40,000
Miscellaneous 7,193 16,609 2,900 5,000 5,000
Total Revenue $1,743,809 $1,811,509 $1,859,409 $1,862,409 $1,874,409
Charges for Services
As provided by City ordinance, 10% of the sale of each grave, niche or crypt is collected for the
future maintenance of the Cemetery.
Miscellaneous
Interest revenue is collected on cash held in this fund. This revenue may be transferred out to the
Cemetery Fund to be used for capital projects.
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General Fund Six-Year Forecast
The following table, graphic, and discussion presents the City’s six-year forecast of General Fund
revenues and expenditures. The purpose of the forecast is to highlight issues associated with
financial policies and budgetary decisions. It is not intended to be a multi-year budget.
General Fund Six Year Revenue and Expenditure Forecast 2018 - 2024
2018
Estimated
2019
Forecast
2020
Forecast
2021
Forecast
2022
Forecast
2023
Forecast
2024
Forecast
Taxes
Property 21,281,000$ 21,550,000$ 21,900,000$ 22,631,000$ 23,097,000$ 23,569,000$ 24,052,000$
Sales (1)15,871,250 18,540,600 18,937,000 19,281,900 19,652,000 20,031,900 20,417,200
Utility 12,384,443 12,347,500 12,457,300 12,505,600 12,514,200 12,629,000 12,739,800
Other (2)4,010,280 2,765,400 2,611,800 2,656,300 2,701,700 2,748,000 2,795,300
Licenses and Permits 1,889,180 1,837,900 1,838,800 1,886,500 1,889,200 1,891,900 1,894,600
Intergovernmental (3)6,540,990 5,782,600 4,132,160 3,835,300 3,807,900 3,815,100 3,822,400
Fees and Charges (4)4,322,980 6,952,280 7,030,580 6,950,480 7,067,880 7,189,080 7,314,180
Fines and Penalties 898,500 859,500 863,800 865,900 867,900 869,900 871,900
Other Sources (5)249,300 105,906 4,106,527 99,000 99,000 99,000 99,000
Miscellaneous 1,339,600 1,404,300 1,371,900 1,220,900 1,100,200 1,108,800 1,117,500
Total Revenues 68,787,523$ 72,145,986$ 75,249,867$ 71,932,880$ 72,796,980$ 73,951,680$ 75,123,880$
Council and Mayor 1,332,443$ 1,150,079$ 1,184,746$ 1,221,715$ 1,259,927$ 1,299,428$ 1,340,265$
Administration 3,311,597 3,693,134 3,761,081 3,708,536 3,817,877 3,930,681 4,047,068
Human Resources 3,916,885 4,506,052 4,789,415 4,923,501 5,061,573 5,203,759 5,350,192
Finance 1,521,321 3,533,140 3,729,078 3,861,573 3,999,122 4,141,934 4,290,224
City Attorney 2,376,788 2,795,950 2,934,072 3,032,573 3,134,641 3,240,417 3,350,047
Community Development 4,461,201 4,746,823 5,002,072 5,170,391 5,344,838 5,525,656 5,713,098
Jail - SCORE 3,998,000 5,001,000 5,001,000 5,251,050 5,513,603 5,789,283 6,078,747
Police 27,068,959 28,921,479 29,865,874 30,946,234 32,068,799 33,235,340 34,447,707
Public Works 3,770,772 4,031,925 4,433,811 4,588,402 4,748,809 4,915,269 5,088,028
Parks and Recreation 12,310,111 12,878,201 13,235,846 13,644,846 13,985,940 14,421,730 14,872,239
Street Department 3,845,102 4,041,472 3,987,177 4,110,219 4,237,392 4,368,851 4,504,754
Non-Departmental 5,480,978 2,488,910 2,662,233 2,624,979 2,702,328 2,782,642 2,866,044
Total Expenditures 73,394,157$ 77,788,165$ 80,586,405$ 83,084,018$ 85,874,850$ 88,854,989$ 91,948,413$
Ending Balance 18,037,042$ 12,394,863$ 7,058,325$ 407,187$ (8,170,683)$ (18,573,992)$ (30,898,525)$
Residual/Unused Budget - - 4,500,000 4,500,000 4,500,000 4,500,000 4,500,000
Revised Ending Balance 18,037,042$ 12,394,863$ 11,558,325$ 4,907,187$ (3,670,683)$ (14,073,992)$ (26,398,525)$
Key 2019-2024 Assumptions:
Property Tax increase: 2019-2024: 1% statutory increase plus new construction.
Retail Sales Tax growth: 2019-2024: 2% - 4% annual growth; includes Marketplace Fairness Act revenues.
Sales Taxes on Construction (1): Revenue from construction sales tax will stay in the General Fund effective
2019 through 2024, and is anticipated to be approximately $2.0M annually.
Annexation Sales Tax Credit (2): This 10 year revenue stream sunset in 2018.
Streamlined Sales Tax Mitigation (3): This revenue stream expires in 2019.
Fees and Charges (4): Effective in 2019, this includes the recoupment of revenues from internal support
departments for services rendered.
Other Sources (5): Includes a $4.0M transfer in from the Cumulative Reserve Fund in 2020.
Salary and wage inflation: 2019-2020: per labor agreements; 2021-2024: 2% annual increase.
Benefit inflation: 5% per year (2021-2024).
General inflation: 2% per year.
Population growth: 1% 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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General Fund Forecast 2018-2024
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 expected future conditions. 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 75% of General Fund revenues are
derived from taxes including property taxes, sales taxes, utility taxes, and other taxes such as the
annexation sales tax credit and gaming and admissions taxes. These taxes are sensitive to
changes in general economic conditions as well as legislative changes that dictate 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 6.5% from $10.6
billion in 2018 to $11.2 billion in 2019 and by 5.0% to $11.8 billion in 2020. The City expects to
increase the property tax levy in each year by the maximum allowable factor of 1% plus new
construction.
Baseline sales tax revenues are forecasted to grow by 4.1% in 2019 and 2.4% in 2020. This
includes the revenues anticipated from the passage of EHB 2163 (commonly referred to as the
Marketplace Fairness Act), with the intent of capturing retail sales tax lost from internet sales. This
forecast also includes the change in funding effective in 2019, where sales tax revenue on
construction will stay in the General Fund; this is estimated to be $2.0 million annually. The 2021-
2024 forecast assumes a continued strengthening in the local econom y, which is anticipated to
increase the pace of annual sales tax growth of approximately 2.0% per year over the remainder of
the forecast period.
W hile 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 12.67% to 13.23% effective in 2019. Medical costs are
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2019-2020 Biennial Budget Section III: Financial Plan
expected to increase by 15.0% annually in 2019 and 2020 and other healthcare costs are expected
to increase by 5.0% annually over the same period.
Because departments typically underspend 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%; for purposes of this forecast, a fixed annual amount of $4.5 million was used. 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 forecast shows the balance in the General Fund decreasing over the
next several years and going negative in 2022 as the pace of revenue growth – in this forecast –
fails to keep pace with the growth in expenditures. In reality, this will not occur: the Finance
Department will continue to study revenue options and enhancements and other options to offset
the increase in future expenditures and revenue losses. Again, this is a projection under a discrete
set of assumptions, providing 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 these loans 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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2019-2020 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, 2017:
For Parks or
Without General For Open Space
A Vote Purposes Utilities Development Total Capacity
1.50%1.00%2.50%2.50%
Statutory Limit 158,387,259$ 105,591,506$ 263,978,765$ 263,978,765$ 791,936,295$
Outstanding Indebtedness (54,208,225) - - - (54,208,225)
Margin Available 104,179,034$ 105,591,506$ 263,978,765$ 263,978,765$ 737,728,070$
Source: City of Auburn 2017 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 2018 is $23,555,000.
In 2016, the City issued $3.87 million of general obligation bonds to perform an advance refunding
of the remaining 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 Airport 4. The balance of these bonds at
the end of 2018 is $2,631,471.
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 2018 is $22,202,200.
No general obligation bonds were issued from 2017 through 2018, and no new general obligation
bonds are anticipated in 2019 or 2020.
The City currently maintains 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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Revenue Bonds
The City has approximately $25.5 million of principal in utility revenue bonds outstanding as of the
end of 2018. 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 2017 was 3.33 times the
maximum. The annual debt service payment is paid from the utility user charges and system
development fees.
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 2018, the balance of the bonds is
$16,795,000.
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 2018, the balance of this bond is $8,680,000.
In 2018, the City Council approved Ordinance No. 6690 which established a series of planned rate
adjustments that were designed to fund utility financial obligations through 2022. The 2019 budget
for the water utility also includes the issuance of $7.2 million in revenue bonds to support capital
repair and replacement projects.
Public Works Trust Fund & Drinking Water Loans
The City has six Utility Public Works Trust Fund Loans that 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 $5,698,030 at the end of 2018. In
2016, the City was awarded a Drinking Water State Revolving Fund Loan to fund the Coal Creek
Springs Transmission Main Replacement Project. This loan is drawn as expenses are incurred. The
balance of this loan at the end of 2018 is $81,769.
In addition, the City has two Street-related Public Works Trust Fund Loans that 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 2018 is $3,494,669.
The City currently maintains a rating of AA with Standard & Poor’s for its revenue bond debt.
Local Improvement District (LID) Bonds
The City has one Local Improvement District, LID #350. The balance of this bond at the end of
2018 is $6,901.
80
2019-2020 Biennial Budget Section III: Financial Plan
The following debt payment schedule is for all outstanding debt as of December 31, 2017:
Year Principal Interest Principal Interest Principal Interest Principal Interest
2019 2,094,636 2,843,041 2,734,966 1,343,198 6,901 345 4,836,502 4,186,584
2020 1,969,766 2,755,227 2,612,597 1,272,380 - - 4,582,363 4,027,607
2021 2,039,702 2,665,409 2,672,597 1,206,698 - - 4,712,299 3,872,107
2022 2,109,908 2,564,978 2,505,512 1,118,027 - - 4,615,420 3,683,004
2023 2,174,533 2,459,271 2,549,397 1,022,193 - - 4,723,930 3,481,464
2024 2,251,667 2,346,815 2,619,397 923,074 - - 4,871,064 3,269,889
2025 2,332,709 2,226,919 2,586,553 820,324 - - 4,919,262 3,047,243
2026 2,040,300 2,102,271 2,656,553 714,283 - - 4,696,853 2,816,553
2027 2,120,600 1,973,203 2,555,914 593,880 - - 4,676,514 2,567,083
2028 2,212,450 1,839,048 2,645,914 469,375 - - 4,858,364 2,308,424
2029 2,295,850 1,698,001 2,655,532 339,833 - - 4,951,382 2,037,833
2030 2,393,900 1,550,430 2,750,532 205,535 - - 5,144,432 1,755,965
2031 2,486,950 1,396,617 1,060,532 65,760 - - 3,547,482 1,462,377
2032 2,598,100 1,235,416 1,090,532 34,796 - - 3,688,632 1,270,212
2033 2,702,350 1,066,993 116,993 2,632 - - 2,819,343 1,069,625
2034 2,813,150 891,815 116,993 2,340 - - 2,930,143 894,155
2035 2,470,500 709,468 116,993 2,047 - - 2,587,493 711,515
2036 2,570,950 547,974 116,993 1,755 - - 2,687,943 549,729
2037 2,679,500 379,880 116,993 1,462 - - 2,796,493 381,343
2038 2,791,150 204,671 116,993 1,170 - - 2,908,143 205,841
2039 1,240,000 77,413 116,993 877 - - 1,356,993 78,291
2040 - - 116,993 585 - - 116,993 585
2041 - - 116,993 292 - - 116,993 292
2042 - - - - - - - -
Totals 48,388,671$ 33,534,858$ 34,749,468$ 10,142,517$ 6,901$ 345$ 83,145,039$ 43,677,720$
Source: City of Auburn 2017 CAFR & Debt Service Schedules
General Utility Revenue
Obligation Bonds Bonds & PWTF Loans TotalLID Bonds
81
2019-2020 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. Including
reserves held in the Cumulative Reserve Fund, this amounts to between 13% and 22% 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 forecasted 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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2019-2020 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 2017 through 2020.
Fund Balance 2017 - 2020
Cemetery
General Special Revenue Debt Service Capital Project Fire Relief and Endowment
Fund Funds Funds Funds Pension Fund Care Fund
Actual:
2017 $22,643,676 $29,600,716 $21,101 $12,664,843 $2,317,794 $1,811,509
Estimated Actual:
2018 18,037,042 26,431,668 21,723 11,095,349 2,205,369 1,817,409
Budget:
2019 12,394,863 23,453,211 22,203 8,045,149 2,111,149 1,829,409
2020 7,058,325 19,472,345 22,843 6,826,149 2,013,929 1,874,409
$0
$5
$10
$15
$20
$25
$30
$35
General
Fund
Special
Revenue
Funds
Debt
Service
Funds
Capital
Funds
Fire Relief
and Pension
Fund
Cemetery
Endowment
FundMillionsFund Balance
City of Auburn: 2017-2020
2017
Actual
2018
Estimated
2019
Budget
2020
Budget
The General Fund’s ending balance decreases significantly from the 2017 actual amount to 2020
budget as reserves are drawn down; this is largely because General Fund revenues have not kept
pace with the increased costs of services, including public safety, transportation, and human
services. 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 exceed its target reserve rate of 12%
in 2019. In 2020, General Fund reserves are projected to end the year at about 8.75%, which is
above the minimum reserve rate of 8% but below the target of 12%. Including reserves held in the
Cumulative Reserve Fund, 2020 General Fund reserves are projected to be about 16.5% of
General Fund expenditures, roughly mid-point between the target and minimum balance.
The sum of special revenue fund balances is projected to decrease between 2017 and 2018 due to
relatively high levels of planned transportation project construction activity in 2018. Fund balances
in the special revenue funds are expected to decrease further as this construction continues.
83
2019-2020 Biennial Budget Section III: Financial Plan
The capital projects fund balance is projected to decrease between 2017 and 2018, reflecting
construction activity and transfers of Real Estate Excise Taxes (REET) for projects in other funds,
including a $2.2 million transfer to the Arterial Street Preservation Fund for street projects. This
trend is expected to continue in 2019 and 2020 due to projects including the City Street Light LED
Retrofit project as well as the transfer of REET dollars to fund the Local Street Improvement
Program and other projects.
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, expenses and revenues should
balance. However, working capital might increase to accumulate funds for at least four purposes:
1.To provide cash flow for operations and maintenance.
2.To provide a cushion or a contingency for unforeseen needs and emergencies.
3.To provide adequate security for long-term debt.
4.To allow for a capital development program, including funding for future renewals and
replacements, while minimizing the need for future 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 is projected to decrease between 2017 and 2018,
reflecting the completion of significant construction projects. Both the 2019 and 2020 budgets
assume a 3.4% water rate increase effective the first of the year, which will help restore the fund
balance to 2017 levels. Funding in the water utility also includes $7.2 million in new debt funding in
2019 to help fund planned water system projects in 2019 and 2020, including the Coal Creek
Springs Transmission Main Replacement.
The Sewer Utility working capital balance is projected to remain relatively constant over the 2017 to
2020 time frame as net income from operations and capital-related revenues are sufficient to cover
construction activity during the period. The 2019-2020 budget includes 2.4% annual rate increases.
The Storm Drainage Utility working capital balance is projected to remain stable between 2017 and
2018 and then decrease slightly over the 2019 to 2020 time period due to relatively higher
construction activity in 2019. The 2019-2020 budget includes 1.7% annual rate increases.
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2019-2020 Biennial Budget Section III: Financial Plan
Working Capital
Enterprise Funds
Sewer Storm Solid
Water Sewer Metro Drainage Waste Airport Cemetery
Actual:
2010 $10,367,027 $14,585,273 $0 $7,896,879 $2,695,161 $1,011,718 $436,368
2011 9,715,479 10,751,024 - 5,758,187 1,399,901 937,942 316,498
2012 21,606,067 16,021,979 - 9,795,538 775,690 969,009 124,129
2013 14,189,404 12,952,797 1,826,811 15,762,939 1,504,560 801,284 261,934
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
2016 9,914,039 15,520,705 2,672,022 15,385,491 4,411,853 597,251 550,462
2017 7,059,982 16,076,568 3,033,467 16,105,005 5,083,854 683,580 773,825
Estimated Actual:
2018 3,925,185 15,477,840 3,184,467 16,188,302 5,556,175 581,038 702,097
Budget:
2019 7,694,334 14,578,177 3,341,367 14,852,890 5,508,969 357,245 300,035
2020 7,397,198 15,680,929 3,492,867 14,938,920 5,176,517 515,844 118,192
$0
$2
$4
$6
$8
$10
$12
$14
$16
$18
Water
Fund
Sewer
Fund
Sewer
Metro
Fund
Storm
Drainage
Fund
Solid
Waste
Fund
Airport
Fund
Cemetery
FundMillionsEnterprise Fund Working Capital Balance
City of Auburn: 2017-2020
2017
Actual
2018
Estimate
2019
Budget
2020
Budget
Note:
The Sewer Metro Fund was created in 2013.
85
2019-2020 Biennial Budget Section III: Financial Plan
Due to annual rate increases in 2013 and 2014, rates and other charges fully fund the Solid Waste
utility’s operating expenses and have allowed the City to increase working capital balances each
year. Rates were last increased in 2014 and are not planned to increase in 2019 or 2020.
Beginning in 2019, fund balance is expected to decline from a high of $5.6 million in 2018 to $5.2
million in 2020. In 2019, City staff will begin the process to issue a request for proposals for the
next solid waste contract.
Since 2004, the City has contracted the Airport to an outside manager. In 2019, the City will take
over this function and expects to hire full-time staff to manage and operate the Airport in late 2018
The Airport’s fund balance fluctuates somewhat from year to year depending on construction
activity but is expected to end 2020 at just over $0.5 million.
In 2019 and 2020, revenues for the cemetery are expected to remain flat, with the fund operating
somewhat in the red due to increasing salary and benefit costs as well as charges for water use.
Additional annual transfers from the Cumulative Reserve Fund are budgeted in 2019 and 2020, if
needed, to meet the cemetery’s working capital needs. The working capital balance for the
Cemetery Capital Fund is expected to decrease in 2019 due to repair and overlay of cemetery
roads that are in poor condition.
As an internal service fund, the Facilities Fund charges departments to cover the full cost of
operations and maintenance of city-owned and operated buildings. Working capital is expected to
decrease each year as funds are transferred for debt service payments associated with the City Hall
Annex.
Innovation and Technology also charges departments for services provided, covering its cost of
operations and equipment purchases and replacement. Working capital is expected to decrease
from 2018 to 2020 due to the cost of replacements and increased program costs.
The Equipment Rental Fund working capital is projected to decrease between 2018 and 2020 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. Working capital in the
fund has grown each year to provide ample reserves; the appropriate level of reserves will be
determined in 2019 based on an actuarial study.
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2019-2020 Biennial Budget Section III: Financial Plan
Working Capital
Internal Service Funds
Insurance Facilities
Innovation &
Technology Equipment Rental
Workers'
Compensation
Actual:
2010 $2,481,572 $0 $2,932,485 $6,104,142 $0
2011 2,234,469 248,239 3,899,257 5,291,929 -
2012 2,366,832 714,944 3,949,793 5,826,195 -
2013 1,815,731 1,976,512 3,406,012 5,920,444 -
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 -
2016 1,385,685 1,853,016 3,384,289 5,769,642 1,097,368
2017 2,015,500 1,741,924 3,642,101 6,564,619 1,625,120
Estimated Actual:
2018 1,928,070 1,412,874 3,743,501 6,754,736 2,128,988
Budget:
2019 1,768,470 1,050,811 2,865,671 5,655,295 2,482,073
2020 1,610,970 969,449 2,407,013 5,208,660 2,910,558
$0
$1
$2
$3
$4
$5
$6
$7
$8
Insurance
Fund
Facilities
Fund
Innovation &
Technology
Fund
Equipment
Rental
Fund
Workers'
Compensation
FundMillionsInternal Service Working Capital Balance
City of Auburn: 2017-2020
2017
Actual
2018
Estimate
2019
Budget
2020
Budget
Note:
The Workers’ Compensation Fund was created in 2014.
87
2019-2020 Biennial Budget Section III: Financial Plan
88
2019-2020 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.
This section presents budget information according to the City’s 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 general
government administration, Emergency Management, Community & Human Services, and
Economic Development in the General Fund as well as the Hotel/Motel Tax Fund (Special
Revenue), Housing & Community Development Fund (Special Revenue), the Business Improvement
Fund (Special Revenue), the Multimedia 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 2019-2020 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.
Goals and Accomplishments
A summary of each department or divisions’ goals for 2017 and 2018, progress made towards
achieving those goals, and the goals that the department has set for 2019 and 2020.
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.
89
2019-2020 Biennial Budget Section IV: Operating Budget
The overall organization of the City of Auburn is summarized in the following table:
Citizens of Auburn
Administration Department
General Government Administration
Emergency Management
Economic Development
Community & Human Services
Hotel/Motel Fund
Business Improvement Area Fund
Housing & Community Development Fund
Facilities Fund
Multimedia Fund
Community Development Department
Permitting
Planning
Business Licensing
Code Compliance
Environmental Services
Human Resources Department
Human Resources
Compensation and Employee Relations
Municipal Court
Risk Management
Workers' Compensation Fund
Public Works Department
Engineering/Transportation
Street Department
Street Funds
Water Utility Fund
Sewer Utility Fund
Storm Drainage Utility Fund
Equipment Repair & Replacement Fund
Airport Fund
Finance Department
Financial Planning
Accounting
Payroll
Utility Billing/Customer Service
Cumulative Reserve Fund
Mitigation Fees Fund
Debt Service Funds
Capital Improvements Fund
Local Revitalization Fund
Solid Waste Utility Fund
Insurance Fund
Fire Pension Fund
Cemetery Endowmment Fund
Police Department
Policing Services
Crimes/Investigations
Community Programs
Police Records
Evidence
Animal Control
Drug Forfeiture Fund
South Correctional Entity (SCORE)
City Attorney's Office
Legal Administration
City Clerk
Civil Prosecution
Parks, Arts & Recreation Department
Recreation Programs
Arts and Culture
Senior Programs
Special Events
Parks Maintenance
Golf Course
Cemetery Fund
Recreational Trails Fund
Municipal Parks Construction Fund
Innovation & Technology
Geographic Information Systems (GIS)
Desktop Services
Network Services
Boards and Commissions
Auburn Arts Commission
Auburn Municipal Airport Advisory Board
Auburn Tourism Board
Business Improvement Area (BIA) Committee of Ratepayers
Cemetery Board
Civil Service Commission
Human Services Committee
Junior City Council
Loding Tax Advisory Committee (LTAC)
Parks and Recreation Board
Planning Commission
Transportation Advisory Board
Urban Tree Board
White River Valley Historical Society Board
City
Council
Mayor
Nancy Backus
90
2019-2020 Biennial Budget Section IV: Operating Budget
Total Baseline Budget 2017 2018 2018 2019 2020
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages $38,404,765 $42,156,241 $40,434,721 $43,015,736 $44,596,793
Personnel Benefits 15,926,739 20,346,010 18,439,647 21,699,262 23,770,050
Supplies 3,580,926 4,292,664 3,828,000 4,333,202 4,344,152
Services & Charges 37,988,370 47,598,235 43,732,787 44,635,648 45,004,111
Intergovernmental 36,669,691 45,093,280 42,417,148 35,702,516 37,766,780
Capital Outlays 30,672,188 39,537,605 31,541,487 32,224,660 18,687,854
Debt Service: Principal 4,318,418 5,516,855 5,516,833 5,227,000 4,939,400
Debt Service: Interest 2,905,428 4,841,115 4,842,521 4,530,700 4,342,500
Interfund Payments for Services 13,318,075 13,439,506 13,446,506 15,820,634 16,214,834
Other Uses 6,008,640 - - - -
Designated Fund Balance 13,298,647 12,718,872 13,318,771 11,545,421 12,153,521
Undesignated Fund Balance 120,129,509 96,403,888 107,873,062 96,765,900 85,541,596
ALL FUNDS TOTAL $323,221,396 $331,944,271 $325,391,483 $315,500,679 $297,361,591
Salaries & Wages
20.8%
Personnel Benefits
10.5%
Supplies
2.1%
Services & Charges
21.5%
Intergovernmental
17.2%
Capital Outlays
15.6%
Debt Service:
Principal
2.5%
Debt Service:
Interest 2.2%
Interfund Payments
for Services
7.6%
2019 Total Baseline Expenditures
Salaries & Wages
22.3%
Personnel Benefits
11.9%
Supplies
2.2%
Services & Charges
22.5%
Intergovernmental
18.9%
Capital Outlays
9.4%
Debt Service:
Principal
2.5%
Debt Service:
Interest 2.2%
Interfund Payments
for Services
8.1%
2020 Total Baseline Expenditures
91
2019-2020 Biennial Budget Section IV: Operating Budget
Total General Fund Budget 2017 2018 2018 2019 2020
Actual Adj Budget Est Actual Budget Budget
Salaries & Wages $25,969,509 $28,943,489 $27,707,233 $30,764,875 $32,048,912
Personnel Benefits 10,681,590 13,343,563 12,158,487 14,982,183 16,505,153
Supplies 1,507,180 1,751,350 1,662,850 1,591,488 1,590,738
Services & Charges 11,004,549 14,470,468 13,099,122 13,302,059 13,029,669
Intergovernmental 9,144,972 10,343,959 9,845,468 7,933,060 8,053,233
Capital Outlays 29,905 38,918 115,000 10,000 10,000
Debt Service: Principal 57,642 61,607 61,607 65,900 70,900
Debt Service: Interest 20,526 16,092 16,092 13,500 8,500
Interfund Payments for Services 8,592,318 8,728,298 8,728,298 9,125,100 9,269,300
Designated Fund Balance 225,464 691,915 691,915 691,915 691,915
Undesignated Fund Balance 22,418,212 11,955,127 17,345,127 11,702,948 6,366,410
GENERAL FUND TOTAL $89,651,868 $90,344,786 $91,431,199 $90,183,028 $87,644,730
Salaries & Wages
39.6%
Personnel Benefits
19.3%
Supplies
2.0%
Services & Charges
17.1%
Intergovernmental
10.2%
Capital Outlays
0.0%
Debt Service:
Principal
0.1%
Debt Service:
Interest 0.0%Interfund Payments
for Services
11.7%
2019 General Fund Expenditures
Salaries & Wages
39.8%
Personnel Benefits
20.4%
Supplies
2.0%
Services & Charges
16.2%
Intergovernmental
10.0%
Capital Outlays
0.0%
Debt Service:
Principal
0.1%
Debt Service:
Interest 0.0%Interfund Payments
for Services
11.5%
2020 General Fund Expenditures
92
Mayor
Nancy Backus
450.6 F.T.E.
Director of Administration
27.6 F.T.E.
Director of Human Resources &
Risk Management
8 F.T.E.
Director of Public Works
136 F.T.E.
City Attorney
Dan Heid
15 F.T.E.
City Attorney
16 F.T.E.
Parks, Arts and Recreation Director
53 F.T.E.
Finance Director
24 F.T.E.
Police Chief
140 F.T.E.
Organizational Chart
Director of Community Development
25 F.T.E.
F.T.E. = Full Time Equivalent
Executive Assistant
Council Administrative
Assistant
Citizens
Director of Innovation and Technology
18 F.T.E.
City Council
93
2019-2020 Biennial Budget Section IV: Operating Budget
94
2019-2020 Biennial Budget Section IV: Operating Budget
MAYOR AND CITY COUNCIL
Department Overview
The Mayor and City Council comprise the legislative body representing the citizens of Auburn and
are responsible for developing legislative policies of the City. Guidelines promulgated by the Council
in the form of ordinances and resolutions are transmitted to the Mayor for implementation, follow-up
and evaluation. The City Council works to develop the City’s goals and visioning for the future, as
well as budgeting, which gives purpose and direction to City programs and initiatives.
The Mayor is Auburn's Chief Executive Officer and the Department of Administration is located in the
Mayor’s Office. The City’s nine Department Directors report directly to the Mayor: the Director of
Administration, the City Attorney, the Chief of Police, the Director of Community Development, the
Director of Public Works, the Director of Human Resources & Risk Management, the Director of
Finance, the Director of Innovation & Technology and the Director of Parks, Arts & Recreation who
work with the Mayor in providing programs, services and quality of life throughout the Auburn
community.
Continue work throughout the
region to address poverty and
homeles s ness in our community.
Auburn has actively participated in
local and regional homelessness
prevention and crisis response.
Opened the Ray of Hope
Resource Center and Sundown
overnight shelter in partnership
with Valley Cities and the Auburn
Food Bank.
Implement programs to celebrate
One Auburn and the many diverse
communities, populations,
ethnicities and backgrounds
represented.
Working with diverse populations
in Auburn around healthy living
goals.
Continue the community building
activities within our culturally
divers e groups in Auburn via
health, safety and policy
initiatives.
Auburn passed an Inclusive City
resolution in 2017 affirming that all
are welc ome in Auburn.
Continue to build stronger
programs to address behavioral
health ac c ess to residents.
Worked with the Muckleshoot
Indian Tribe on the First Food
Program.
Continue to have regular meetings
with City staff, Mayor, Council and
tribal leaders to coordinate on
numerous shared topics of
interest.
Reduce reliance on property tax
by increasing the number of
busines s es in Auburn, therefore
increasing sale tax revenues.
In 2017-2018, Auburn added over
300 new businesses to strengthen
Auburn’s economic base.
Auburn will continue to work on
the strategic goals outlined in the
10 year Ec onomic Development
Plan to increase Auburn’s sales
tax base and foster a business-
friendly environment.
Continue to strengthen
communication and partnerships
with t he Muckleshoot Indian Tribe
on shared goals and foster a more
engaged relationship with Pierce
County partners.
Increase joint planning and
activities with the Muckleshoot
Indian Tribe (MIT) and work toward
shared economic development
goals on Auburn Way South.
Address the root causes of
homelessness identified in the
One Table regional task force
(affordable housing, behavioral
health, child welfare, criminal
justice and employment) and
continue the crisis response for
unsheltered individuals in Auburn.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
95
2019-2020 Biennial Budget Section IV: Operating Budget
Support development of
underdeveloped properties in
Auburn.
Auburn has redeveloped many
properties in the downtown core
and development will continue as
planned.
The next area of focus will be
Auburn Way South.
Continue to strengthen
partnerships to maintain affordable
housing stock.
Auburn has worked locally and
regionally to maintain and add
affordable housing in Auburn.
Auburn added 1,000 units of
affordable housing in 2017-2018.
Auburn will participate in South
King County Regional Affordable
Housing Coalition in order to
maintain and possibly increase
Auburn’s affordable housing
inventory.
Continue to increase market
awareness of Auburn as a great
place to live, work and do
business.
Auburn developed and has
implemented a 10 year Economic
Development Strategic Plan.
Continue to represent citizens of
Auburn at the city, regional, state
and federal level.
Auburn maintains membership in
AWC, NLC, SCA, PSRC and
numerous committees to
represent Auburn's interests.
Auburn will maintain membership
in AWC, NLC, SCA, PSRC and
numerous committees to
represent Auburn's interests as
well as participation in regional
coalitions to foster strong
representation.
Continue to create transparency
and public engagement for
residents to access their local
government.
Auburn has activated a robust
Open Data portal and numerous
initiatives to increase access and
engagement: community picnics
and the Civics Academy.
Through staff training and platform
improvements, Auburn will
continue to increase transparency,
efficiency, engagement and
access to the City’s data to show
our accountability to residents.
Enhance local spending
opportunities by creating a ‘Buy
Local’ program.
Auburn has launched the Buy
Local website connected to the
business license database to
create a searchable local
business benefit.
Continue supporting patronage
and utilization of local businesses
via the online database, marketing
efforts and business retention and
engagement.
Continue to support and invest in
economic development
opportunities throughout the City.
Auburn's 10 year strategic plan for
economic development calls for
increased marketing, staff and
resources.
Support and encourage the
involvement of the Auburn Junior
City Council.
The Junior City Council continued
their work to support and promote
youth focused policies in Auburn.
Continue to 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.
The Blue Ribbon committee
developed the READY (Real
Emergency Aid Depends on You)
program, worked to increase free
immunizations for school aged
children, helped create the First
Food Program with the
Muckelshoot Indian Tribe, and
developed several multicultural
groups that are focused on healthy
living.
The Blue Ribbon Committee will
expand their work in Auburn with a
continued focus on behavioral
health, veterans initiatives, healthy
living choices for all ages and
community programs.
Support Veterans and their
families by increasing available
services in Auburn.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
96
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
538,813 602,934 602,934 472,432 486,908
151,059 204,987 204,987 178,947 196,638
Supplies 29,557 20,000 20,000 22,200 22,200
176,762 274,200 274,200 220,600 222,000
Intergovernmental - - - - -
- - - - -
239,136 230,322 230,322 255,900 257,000
$1,135,327 $1,332,443 $1,332,443 $1,150,079 $1,184,746
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
001.11 Council & Mayor
DEPARTMENT TOTAL
Department Employees
001 Council-Elected 2016 2017 2018 2019 2020
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 2016 2017 2018 2019 2020
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 / COUNCIL FTEs 3.00 3.00 3.00 3.00 3.00
Full Time Equivalent (FTE)
97
2019-2020 Biennial Budget Section IV: Operating Budget
98
Administration
Director of Administration
Dana Hinman
27.6 F.T.E
Communications
Coordinator
Emergency
Management
Specialist
Economic
Development
Manager
Human Services
Manager
Emergency
Preparedness
Manager
Multimedia
Video
Specialist
Multimedia
Assistant
(0.6 FTE)
Multimedia
Design
Technician
Web Specialist
Real Property
Analyst
Facilities
Manager
Electrician
Building
Maintenance
Technician (3)
Lead
Custodian
Custodian (5)
Community
Programs
Coordinator
Human
Services
Program
Coordinator
Neighborhood
Programs
Coordinator
Administrative
Assistant
Economic
Development
Coordinator
F.T.E. = Full Time Equivalent
Housing Repair
Technician
99
2019-2020 Biennial Budget Section IV: Operating Budget
100
2019-2020 Biennial Budget Section IV: Operating Budget
ADMINISTRATION DEPARTMENT
Mission Statement
The Administration Department exists to coordinate, and ensure that the priorities of the Mayor and
the City Council are addressed and implemented throughout the City organization for the benefit of
its residents.
Department Overview
The Administration Department was created within the General Fund in January 2014 and
consolidated several services that had previously been performed by other departments.
•Emergency Management - Provides full-cycle emergency management services within the
City, including mitigation, preparedness, response, and recovery.
•Community and Human Services - Initiates and supports relevant services to meet the
essential needs of the residents of Auburn including safe neighborhoods, human services,
housing programs, veterans outreach, and cultural programs. This division also manages
the Community Development Block Grant in Fund 119.
•Economic Development - Supports a vibrant, vital economy for the City of Auburn, our local
region and the State of Washington through collaborative partnering among private sector
employers, research partners, and programmed workforce development.
•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
Provide targeted disaster
preparedness information to
Auburn res idents, licensed
businesses, and all private care
facilities each year.
This ongoing goal has been met.
We provide preparedness
information in a variety of venues
and methods to the public.
Provide targeted disaster
preparedness information to
Auburn res idents, businesses,
private care facilities each year.
Continue Community Emergency
Response Team (CERT) Training.
We met this goal by teaching at
least three CERT classes per
year.
Continue Community Emergency
Response Team (CERT) training
by providing at least 3 classes per
year.
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).
Completed. We periodically
conduct this review of EOC staff to
ensure t hat we have the right
people assigned to EOC duties.
Over the two year period as a
result we've replaced or filled 12
positions in the EOC.
Fully implement WebEOC
software for EOC and DOC usage
during event s and emergencies.
This should be compatible, and
backed up with, Active Operating
Picture (AOP) software.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
101
2019-2020 Biennial Budget Section IV: Operating Budget
Conduct at least 2 exercises or
EOC training programs each year
for all City staff identified as EOC
personnel.
We achieve this each year with
multiple training opportunities, and
one large s c ale exercise annually,
such as "Cascadia Rising."
Provide ongoing, section specific
training for each of the EOC
sections along with one exercise
per year.
Provide basic emergency
management training for City
elected officials and directors
regarding how they can support an
EOC activation, major incident, or
event.
We provided one training session
for elected officials and attempted
to provide one for directors in
2017. Will continue to try and
provide training for directors in
2018.
Replace aging EOC equipment
that is key to EOC operations,
many s y stems are reaching the
end of their lifecycle and may fail
at the wrong time.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
102
2019-2020 Biennial Budget Section IV: Operating Budget
Emergency Management participates in as many public events as possible as a way to reach out directly to residents and businesses.
Normally a booth is set up to engage the public in conversation, attempting to increase their knowledge and preparedness. According to the
2017 Living City Study by the University of Washington, this is among the best ways to reach residents.
PERFORMANCE MEASURES - EMERGENCY MANAGEMENT
Disaster Presentations
The Emergency Management Division provides various presentations to many community groups including schools, homeowners
associations, businesses, and others.The purpose of the presentations is to educate and motivate the public to understand the hazards
faced in Auburn and the steps that can and should take to be ready for the impacts from them.The presentation varies from group to group,
based on age and educational levels.
Number of Students Instructed Through CERT Program
The Community Emergency Response Team (CERT)is one of the premier programs in Auburn. Since its in 2006, approximately 800
residents have been taught about personal preparedness,first aid, search and rescue, and other skills.Each year, Emergency Management
teach at least three classes, including one aimed at businesses that want their students to attend during work hours.
Number of Contacts With Public at Events
1,026 901
1,463 1,400 1,400 1,400
-
500
1,000
1,500
2,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Students Attending Disaster Presentations
44 50 51 54 60 60
-
20
40
60
80
100
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
CERT Students Instructed
3,403 3,628
2,333
2,800 2,500 2,500
-
1,000
2,000
3,000
4,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Contacts at Public Events
103
2019-2020 Biennial Budget Section IV: Operating Budget
Community & Human Services Divisions
Continue to coordinate and
improve the access of programs
and services for veterans and their
families who make Auburn and
south King County their
Veteran status screening question
added to Housing Repair intake,
improving referral efficiency for
VSHSL funded programs.
Community resource
Streamline process for
interpretation services.
home.map created to support better
resource referral for all Auburn
residents.
Update Community Resource
brochure.
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.
Translation of Community Picnic
postcard outreach materials into
Spanish and offering of interpreter
services at picnics.
Utilize data resources to create
more strategic communication
plans.
Continue to maintain and develop
Auburn's Sister City program,
focusing on business, educational
and cultural exchanges.
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.
Auburn has taken a lead role in
the effort to establish a housing
coalition with SKC cities. This
group will meet twice more in 2018
to decide whether to put forth an
interlocal agreement to councils
by the end of the year.
Participate in and support
creation of a South King County
Housing Coalition.
Work with City Council to
implement Specific, Measurable,
Attainable, Relevant, and Time-
bound (SMART) goals.
The City Council developed three
strategic goals: digital parity, living
wage jobs and affordable housing.
Develop an integrated referral and
communications source for human
services in the City of Auburn.
The human services components
in Auburn have been centralized
and are now more efficient.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
104
2019-2020 Biennial Budget Section IV: Operating Budget
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.
Auburn has been involved in
multiple regional efforts to address
and prevent homelessness. Staff
will be bringing the Auburn Task
Force on Homelessness back
together in June to share updates
and progress towards Task Force
goals, discuss the regional efforts
at play, and ensure that groups
working within Auburn on this
issue are connected to each
other.
Continue to engage in regional
efforts to address and prevent
homelessness.
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.
This effort was undertaken by the
Valley Regional Fire Authority and
is currently operational.
Work to develop short-term and
long-term strategies to provide
wraparound services to individuals
and families experiencing
homelessness.
Auburn funds multiple human
service providers that provide
wraparound services to individuals
and families experiencing
homelessness. In order to access
our county's housing resources,
people experiencing
homelessness must have an
intake and assessment completed
through one of the 5 county
Regional Access Point (RAP)
sites.
Develop action plan based on
Auburn Mayor’s Task Force on
Homelessness recommendations.
Action plan was developed in 2016
and stakeholders are making
progress on 75% of current plan.
The City of Auburn will continue to
work with stakeholders locally and
in the region to address the
issues.
Work to increase City staff
engagement with neighborhoods
through the use of email
distribution lists, social media and
neighborhood meetings.
Civics Academy was created and
grew (participants and staff
involved) along with Community
Picnics. More use of email
distributions to share info and
opportunities.
Increase accessibility of Civics
Academy potentially by recording,
subtitling, etc.
Work more closely with other
departments on strategic
outreach.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
105
2019-2020 Biennial Budget Section IV: Operating Budget
Started in 2016,Civics Academy provides a look into the workings of the City and engages participants in a hands-on overview of city government.Over the
course of the 11-week program, participants learn about how decisions are made, where funds are allocated, and gain an enhanced understanding of the
organizational structure and operations of the various City departments.
Number of Graduates from the City of Auburn Civics Academy
PERFORMANCE MEASURES - COMMUNITY AND HUMAN SERVICES
Housing Repair Services - Households Serviced
Number of National Night Out Events Registered
The City offers some eligible low-income residents grants for emergency home repairs.By providing these services,senior homeowners are better able to
age in a safe home environment, and households who would not be able to afford the repairs otherwise are prevented from experiencing homelessness or
displacement as a result of repair costs.
National Night Out is designed to heighten crime-and drug-prevention awareness; generate support for,and participation in, local anti-crime programs; and
strengthen neighborhood spirit and police-community partnerships.In addition to connecting with neighbors, residents can connect with Auburn City staff,
including Auburn Police Department staff, by requesting their presence upon registration of their neighborhood event.
44
60 58
50 50
65
-
20
40
60
80
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Households Served
72
57 57 61 64 66
-
20
40
60
80
100
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
National Night Out Events Registered
11
17 18
25 25
-
5
10
15
20
25
30
2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Civics Academy Graduates
106
2019-2020 Biennial Budget Section IV: Operating Budget
Economic Development Division
Reaffirm target business sectors.Complete: Manufacturer,
Distribution, Office, Retail.
New business development,
relocation, and recruitment.
Ongoing: Dave & Busters;
Cascade Gasket; SpaceFlight
Industries; Robertson Property
Group; 2 mixed-use projects south
of City Hall.
Implement ongoing, short-term
and mid-term strategies specific to
business development, relocation
and recruitment.
Business retention, expansion,
and outreach.
Ongoing: Mayor Business Visits;
IPZ/Incubator Activities.
Implement ongoing, short-term
and mid-term strategies specific to
business development/support.
Business assistance through
education and training.
Ongoing: Workshops via Business
Incubator.
Implement ongoing, short-term
and mid-term strategies specific
to business assistance.
Ongoing: Continued partnership
with Chamber for 3No Networking
activities.
Implement ongoing, short-term
and mid-term strategies specific to
business outreach and
network ing.
Develop workforce development
partners.
Ongoing: Green River; Skills;
Orion; Cities & Schools program.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Establish sustainable branding
and strong reputation of place by
creating synergy within Auburn
A rea Chamber, Auburn Downtown
Association, Auburn Tourism
Board and Lodging Tax Advisory
Board.
Ongoing: All committees and
boards are active and meeting
regularly.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Implement goals as outlined in the
Ten-Year Economic Development
Strategic Plan.
Ongoing: Year-one update
presented to City Council March
2018. All strategies reported as on
track.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Expand opportunities for
networking and outreach to
businesses.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
107
2019-2020 Biennial Budget Section IV: Operating Budget
Support and expand the
development of the Innovation
Partnership Zone.
Implement ongoing, short-term
and mid-term strategies as
outlined in the Economic
Development Strategic Plan.
Expand the role of tourism and
real estate as part of the
Economic Development Division.
Complete: Hired Tourism
Coordinator Sept 2016,
Transitioned Real Estate Services
from Facilities to Economic
Development in April 2016 .
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Ongoing: Creation and
implementation of a small
business incubator. Efforts to
s trengt hen the IPZ Mayor's Task
Force.
Formalize Economic Development
and Real Estate Staff roles and
responsibilities, as well as policies
and procedures . Structure
Economic Development
Department to provide the
capacity to implement their
strategic plan.
Implement all ongoing, short-term
and mid-term strategies as
outlined under "Delivery, Product,
Plac e, and Messaging" in the 10-
Year Strategic Plan.
108
2019-2020 Biennial Budget Section IV: Operating Budget
Property tax is a tax placed on each piece of property within the City.This revenue is used to support general
governmental purposes. Property taxes on new construction are a measure of the City's economic growth and
reflect new, stable sources of income for the City.
Number of Net New Businesses
Businesses are established in any particular city for a variety of reasons,to include cost,demand, location,
availability and regulations. Conversely, businesses may shut down or relocate if these conditions are
unfavorable.The number of net new businesses is an indicator of the overall desirability of the City as a
location for business, and the City's ability to meet the requirements for business growth.
Property Taxes on New Construction
70
271 300 315 330
-
100
200
300
400
500
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Net New Businesses
$260
$142 $149 $150 $155 $160
$0
$50
$100
$150
$200
$250
$300
2015 2016 2017 2018
Est
2019
Goal
2020
GoalMillionsProperty Taxes on New Construction
Data Not
Available
109
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
695,037 794,285 767,288 935,194 981,303
281,253 383,698 333,900 399,190 440,878
Supplies 22,731 29,500 25,000 34,000 34,000
1,266,972 1,995,050 1,935,300 1,945,150 1,919,700
Intergovernmental - - - - -
- - - - -
246,468 250,109 250,109 379,600 385,200
$ 2,512,461 $ 3,452,642 $ 3,311,597 $ 3,693,134 $ 3,761,081
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
001.12 Administration
Total
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Department Employees
Administration FTEs 2016 2017 2018 2019 2020
Administration Department 10.00 11.00 12.00 13.00 13.00
Multimedia 3.60 3.60 3.60 3.60 3.60
Facilities 10.00 10.00 10.00 11.00 11.00
TOTAL ADMINSTRATION FTEs 23.60 24.60 25.60 27.60 27.60
Full Time Equivalent (FTE)
1.0 FTE - Effective in 2017 via Budget Amendment #2, Ordinance No. 6656, an Administrative Assistant position
was added to the Administration Department in order to assist with clerical duties related to all divisions within the
department .
1.0 FTE - Effective in 2018 via Budget Amendment #4, Ordinance No. 6666, an Economic Development
Coordinator was added to the Administration Department in order to implement the strategies called out in the 10-
year plan.
1.0 FTE - The 2019/2020 Budget includes an additional Custodian position to be added to the Facilities Division.
1.0 FTE - The 2019/2020 Budget includes a Housing Repair Technician position to be added to the Administration
Department.
110
2019-2020 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 the Administration Department is
responsible for the budget in the Hotel/Motel Tax Fund.
Fund 104 – The Hotel/Motel Tax Fund was created in 2001 to collect revenues to support tourism
activities in Auburn.
Fund 119 – Housing & Community Development Fund accounts for the activity from federal
Community Development Block Grant (CDBG) revenue.
Fund 121 – Business Improvement Area Fund (BIA).
Fund 104 – Hotel/Motel Tax Fund
Continue to collect, monitor and
distribute legally restricted revenue
sources.
Ongoing.Collect and distribute legally
restricted revenue; monitor and
manage committee approved
budget annually.
Create stronger connections
between Auburn's primary tourism
assets and develop new assets to
attract more visitors to Auburn.
Ongoing.Continue with communication and
messaging in-line with 10-Year
Economic Development Strategic
Plan.
Develop a stronger brand for
Auburn and reinforce this with
unified messages across
organizations.
Ongoing.Continue with branding and
messaging in-line with 10-Year
Economic Development Strategic
Plan.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
111
2019-2020 Biennial Budget Section IV: Operating Budget
Fund Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
180,146 200,371 200,371 108,571 102,121
124,486 113,300 125,000 150,000 160,000
1,738 400 3,000 3,600 4,000
- - - - -
$ 306,371 $ 314,071 $ 328,371 $ 262,171 $ 266,121
35,340 38,625 38,625 47,500 48,925
8,710 7,500 7,500 8,550 8,810
-2,800 2,800 3,000 3,200
56,949 160,575 160,575 101,000 109,375
Intergovernmental Services 5,000 10,300 10,300 - -
200,371 94,271 108,571 102,121 95,811
$ 306,371 $ 314,071 $ 328,371 $ 262,171 $ 266,121
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
Ending Fund Balance
Total Expenditures
112
2019-2020 Biennial Budget Section IV: Operating Budget
Fund 119 – Housing & Community Development Fund
Support development of service
enhancements for residents
around the Les Gove Community
Campus.
The construction of the new ADA
accessible restrooms at Les Gove
Park will be completed in late
spring of 2018.
Support staff development and
program efficiency by coordinating
regional CDBG training with other
South King County (SKC)
entitlement cities.
Identify historic properties of
interest in Auburn for preservation.
Expand economic development
activity within CDBG scope of use.
CDBG funds supported the
Business Façade improvement
program in 2017, with funds going
to support the exterior renovation
of 102 E. Main St.
Increase accessibility and
walkability of Auburn by
supporting ADA sidewalk
improvements with CDBG funds.
Form development group for
property acquisition to ensure City
transitional housing goals.
Streamline Housing Repair
program efficiency by instituting
an in-house repair model similar to
other South King County cities.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
113
2019-2020 Biennial Budget Section IV: Operating Budget
Fund Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
44,904 44,904 44,904 36,458 36,458
653,843 1,201,200 1,201,200 590,000 539,970
- - - -
$ 698,747 $ 1,246,104 $ 1,246,104 $ 626,458 $ 576,428
70,434 82,606 82,606 106,374 149,209
30,561 37,390 37,390 49,926 77,361
Supplies - - 6,300 800
516,919 643,950 643,950 384,400 312,600
Intergovernmental - - - -
35,928 445,700 445,700 43,000 -
44,904 36,458 36,458 36,458 36,458
$ 698,747 $ 1,246,104 $ 1,246,104 $ 626,458 $ 576,428
Beginning Fund Balance
119 Housing & Community
. Development
Revenues
Personnel Benefits
Services & Charges
Capital Outlay
Expenditures
Salaries & Wages
HCDA Grant
Miscellaneous Revenue
Total Revenues
Ending Fund Balance
Total Expenditures
114
2019-2020 Biennial Budget Section IV: Operating Budget
Fund 121 – Business Improvement Area Fund
Hold meetings with BIA rate
payers and the Mayor to establish
desired outcomes.
Complete.
Complete Committee-approved
budget.
Establish an area-wide
enhancement program.
Re-establish a relationship with
the Auburn Downtown
Association.
Major Goals
for 2019-2020
2017-2018
Goals
Progress Towards
2017-2018 Goals
Re-activate BIA Committee of
Rate Payers; Establish goals, and
re-draft ordinance.
Complete - Ordinance No. 6658
passed in November 2017, and
committee meetings held
regularly.
115
2019-2020 Biennial Budget Section IV: Operating Budget
Fund Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
58,472 94,473 94,473 109,473 74,673
42,535 55,000 55,000 55,000 55,000
763 200 -200 200
$ 101,770 $ 149,673 $ 149,473 $ 164,673 $ 129,873
143 4,200 -1,000 1,000
7,154 85,800 40,000 89,000 89,000
94,473 59,673 109,473 74,673 39,873
$ 101,770 $ 149,673 $ 149,473 $ 164,673 $ 129,873
Ending Fund Balance
Total Expenditures
121 Business .
Improvement Area
Revenues
Services & Charges
Expenditures
Supplies
Investment Income
Total Revenues
Beginning Fund Balance
Business Improvement Area
116
2019-2020 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.
City Hall exterior structural
repairs.
This project was deferred.
Roof replacement at the
Maintenance and Operations
building.
This project was completed.
Replace carpet at the
Maintenance and Operations
building.
This project was completed.
Replace windows at the
Maintenance and Operations
facility.
This project was deferred.Replace windows at the
Maintenance and Operations
facility. This project was deferred
in 2018 and is expected to be
completed in 2019-2020.
Replace the generator at City Hall. This project was completed.
Screen and recoat wood floor at
the Senior Center.
This project was completed.Screen and recoat wood floor at
the Senior Center.
Screen and recoat wood floor at
the Activity Center.
This project was completed.Screen and recoat wood floor at
the Activity Center.
Continue energy conservation
efforts.
Ongoing.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.
Ongoing.Efficiently and effectively complete
all project management activities
to result in the successful
construction, while completing
them on time and within budget.
Replace the kitchen floor and the
wood floor at the Senior Center.
Replace the roof at the Arts and
Cultural building.
Replace the roof at the Justice
Center.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
117
2019-2020 Biennial Budget Section IV: Operating Budget
Replace the roof at the City Hall
building.
Upgrade the HVAC building
control system.
Interior paint at the Annex
building.
Lighting replacement at the Teen
Center.
Replace the siding at the Herr
building.
Replace the front door at the
Cemetery.
Paint the Equipment Rental shop
at M&O (Maintenance and
Operations building).
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
118
2019-2020 Biennial Budget Section IV: Operating Budget
PERFORMANCE MEASURES - FACILITIES DIVISION
CarteGraph Work Requests
HVAC and Electrical Work
The Facilities Division will make every possible effort to regulate HVAC and electrical work.
The Facilities Division provides 24/7 maintenance for City facilities.Requests are tracked through
CarteGraph. With 24 hours of receiving the work request (Monday-Friday) the customer will receive
an email acknowledging receipt and also contacted once request is completed.If there are issues
with completing any request in a timely manner, contact will be made with the customer.
1,843
1,598
1,926
1,693 1,690 1,690
0
500
1,000
1,500
2,000
2,500
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
CarteGraph Work Requests
0
194
366
309
250 250
0
100
200
300
400
500
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
HVAC and Electrical Work Orders
2015
N/A
119
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
505 505 505 505 505
OPERATING FUND:- - 565 565
OPERATING REVENUES
348.920 Property Management Services 3,374,196 3,342,600 3,342,600 3,350,900 3,426,800
362.501 Rents & Leases 65,584 62,700 111,600 84,100 63,300
362.600 Housing Rents 4,800 4,800 2,400 - -
334/337 Grants - 49,900 49,000 - -
361.110 Investment Income 19,817 8,800 30,000 24,600 23,200
397.100 Operating Transfers In - 255,000 255,000 40,000 500,000
Other Miscellaneous Revenue 97,217 53,100 53,100 32,900 21,200
TOTAL OPERATING REVENUES 3,561,614$ 3,776,900$ 3,843,700$ 3,532,500$ 4,034,500$
OPERATING EXPENDITURES
524.000.10 Salaries & Wages 624,384 678,651 670,000 728,510 742,493
524.000.20 Benefits 304,964 383,710 372,000 424,233 462,789
524.000.30 Supplies 132,230 140,220 140,000 140,220 140,220
524.000.40 Other Service Charges 1,549,944 2,196,862 2,000,000 1,761,950 1,950,260
590.100.05 Net Increase in Restricted Assets 31,898 - - - -
535.000.55 Operating Transfers Out 888,503 911,939 846,939 679,950 658,700
535.000.60 Capital - - - - -
535.000.90 Interfund Payments for Service 140,784 143,811 143,811 159,700 161,400
TOTAL OPERATING EXPENDITURES 3,672,706$ 4,455,193$ 4,172,750$ 3,894,563$ 4,115,862$
REVENUES LESS EXPENDITURES (111,092)$ (678,293)$ (329,050)$ (362,063)$ (81,362)$
BEGINNING WORKING CAPITAL - January 1 1,853,016 1,741,924 1,741,924 1,412,874 1,050,811
ENDING WORKING CAPITAL - December 31 1,741,924 1,063,631 1,412,874 1,050,811 969,449
NET CHANGE IN WORKING CAPITAL (*)(111,092)$ (678,293)$ (329,050)$ (362,063)$ (81,362)$
(*) Working Capital = Current Assets
minus Current Liabilities
2019
Budget
2020
Budget
505 Facilities 2017
Actual
2018
Adjusted
Budget
2018
Estimate
Department Employees
505 Facilities FTEs 2016 2017 2018 2019 2020
Facilities FTEs*10.00 10.00 10.00 11.00 11.00
TOTAL FACILTIES FTEs 10.00 10.00 10.00 11.00 11.00
Full Time Equivalent (FTE)
*These FTEs are already included in the Administration Department's FTE totals.
1.0 FTE - The 2019/2020 Budget includes an additional Custodian position to be added to the Facilities Division.
120
2019-2020 Biennial Budget Section IV: Operating Budget
MULTIMEDIA DEPARTMENT
Department Overview
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 communication programs, and
oversees the City’s communications, marketing and public relations programs.
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.
Created "Love Your City"
campaign including incorporation
of theme into the State of the City,
citizen surveys, social media
posting and media engagement to
ask residents to reflect and share
what they love about Auburn and
to engage with the City in finding
and creating new ways to "fall in
love" with our community.
Continue to incorporate the theme
of "Love Your City" into City
outreach and materials and work
to develop it into a recognized
initiative that the public engages
with and contributes to.
Increase the use of non-traditional
means to reach our audiences
through technology and new
media.
Began use of Instagram, Snap
Chat filters and Facebook Live to
reach new, younger residents at
little to no cost.
Increase cross-promotion across
social media platforms and
departments.
Increase citizen awareness and
involvement in City government
events and activities through
greater use of technology, broader
engagement, and increased civic
education opportunities.
Instituted live streaming on
Facebook and YouTube of key
city events including the State of
the City and Opioid Town Hall.
Began "Survey Sunday" series on
Facebook to gather citizen
feedback about issues around the
City.
Increase use and cross-branding
of Talk Auburn to further engage
citizen feedback.
Enhance and improve internal
communication to employees.
We have redesigned the Team
Auburn intranet to be more
intuitive and inviting. Additionally,
all-staff emails are added as
announcements on the Team
Auburn intranet homepage so they
can be more easily accessed
rather than digging though all
previous emails. Increased use of
GovDelivery emails to share
important information about City
events and happenings with all
staff. Began emails to staff with
link to new editions of Auburn
Magazine to help share relevant
information and help staff be a
better resource to residents
inquiring about subjects covered in
the magazine.
The new website software being
hosted off site will allow for
employees to access the intranet
outside of work hours allowing
them to work on benefit forms and
updating other information on their
own time.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
121
2019-2020 Biennial Budget Section IV: Operating Budget
Champion the efforts of all
departments to present Auburn in
the best pos sible light.
Began "Inside Your City" video
series to highlight the work of
individual employees throughout
the City as well as the work and
programs of individual departments
to create greater buy-in and
strengthen resident understanding
and appreciation for the vast
amount of work conducted by City
employees.
Continue to work to highlight the
vast amount of work that is done
on citizens' behalves while also
emphasizing how much is done
with public tax dollars.
Highlight more WatchAuburn
YouTube channel videos by
displaying them in the rotating
images of the website’s
homepage.
The new website design replaces
the homepage slideshow with 6
news panels where YouTube
videos can be emphasized as well
as other announcements with out
being hidden by other slides.
Use website's RSS function to get
more videos out to Facebook after
featuring them on homepage of
website.
Complete training and become
proficient in the use of new studio
swit cher and drones.
The Video Technician has
achieved proficiency with new
switcher and drones. Will continue
to cross train design technical
position for backup support.
Update photo/video inventory of
City parks, trails and facilities for
use in marketing materials.
Complete transition and
organization of centralized City
photo library.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
122
2019-2020 Biennial Budget Section IV: Operating Budget
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.
1,571 1,695 1,627 1,650 1,650 1,650
-
500
1,000
1,500
2,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Multimedia Work Orders
123
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
518 518 518 518 518
OPERATING FUND:- - 568 568
OPERATING REVENUES
348.801 Interfund Multimedia Charges 1,127,940 1,142,800 1,142,800 1,137,400 1,168,100
TOTAL OPERATING REVENUES 1,127,940$ 1,142,800$ 1,142,800$ 1,137,400$ 1,168,100$
OPERATING EXPENDITURES
518.780.10 Salaries & Wages 316,554 317,291 317,291 336,441 348,224
518.780.20 Benefits 75,424 163,106 163,106 186,870 205,996
518.780.30 Supplies 36,426 33,650 33,650 36,150 36,150
518.780.40 Other Service Charges 505,815 566,500 560,000 485,000 485,300
518.780.90 Interfund Payments for Service 85,956 86,242 86,242 92,300 92,600
TOTAL OPERATING EXPENDITURES 1,020,175$ 1,166,789$ 1,160,289$ 1,136,761$ 1,168,270$
REVENUES LESS EXPENDITURES 107,765$ (23,989)$ (17,489)$ 639$ (170)$
BEGINNING WORKING CAPITAL - January 1 15,000 122,765 122,765 105,276 105,915
ENDING WORKING CAPITAL - December 31 122,765 98,776 105,276 105,915 105,745
NET CHANGE IN WORKING CAPITAL (*)107,765$ (23,989)$ (17,489)$ 639$ (170)$
(*) Working Capital = Current
Assets minus Current Liabilities
2019
Budget
2020
Budget
518.00.518.780 Multimedia 2017
Actual
2018
Adjusted
Budget
2018
Estimate
Department Employees
518 Multimedia FTEs 2016 2017 2018 2019 2020
Multimedia FTEs*3.60 3.60 3.60 3.60 3.60
TOTAL IT 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.
124
Director of Human Resources &
Risk Management
Candis Martinson
8 F.T.E.
Human Resources & Risk Management
Department
FTE = Full-Time Equivalent
Compensation &
Employee
Relations Manager
Risk Analyst
Human Resources
Manager
Human Resources
Assistant
Human Resources
Coordinator (2)
Human Resources
Analyst
125
2019-2020 Biennial Budget Section IV: Operating Budget
126
2019-2020 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.
Negotiate Teamsters Collective
Bargaining Agreement (CBA) in
the best interests of the City and
employ ees , as well as the
reopener language for the four
CBAs that had reopener language
due to the Affordable Care Act.
Successfully negotiated reopener
language for the Police Officer,
Sergeant, Commander, and Non-
Commissioned CBAs in regards to
provisions related to the Affordable
Care Act.
Negotiate Police Officer, Sergeant,
Commander, and Non-
Commissioned CBAs in the best
interes ts of the City and
employees.
Successfully negotiated the
Teamsters CBA.
Continue to develop the City’s
Wellness Program and receive the
WellCity Award, which will provide
a 2% reduc tion in healthcare
premiums.
The City received the WellCity
Award in both 2017 and 2018,
resulting in a 2% reduction in
healthc are premiums.
Continue to develop the City’s
Wellness Program and receive the
WellCity Award, which will provide
a 2% reduc t ion in healthcare
premiums.
Continue to explore healthcare
options with the best coverage for
employees while maintaining the
most reasonable cost.
Human Resources works closely
with our benefit brokers to explore
the City's options regarding quality
c overage t hat is reasonably
priced.
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.
For the 2017-2018 cycle, Human
Resources is projecting to
complete the processes for
approximately 140 recruitments
and promotions.
Continue efforts to recruit and
retain qualified employees.
Successfully renegotiate a
successor agreement with the
Public Defender to extend the
c urrent contract.
Completed effective January 1,
2017.
Successfully renegotiate a
successor agreement with the
Public Defender to extend the
c urrent contract.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
127
2019-2020 Biennial Budget Section IV: Operating Budget
Provide citywide training on critical
administrative policies and
proc edures.
In 2017, Human Resources
provided mandatory sexual
haras s ment training for all City
staff and supervisors.
Provide citywide training on critical
administrative policies and
proc edures.
In 2018, Human Resources
conducted mandatory policy
training for staff and supervisors.
Continue to provide training on
performance management as well
as t he City’s Core Competency of
Communication and Customer
Service.
Human Resources provided
training on the performance
management process,
emphasizing the City's Core
Competencies.
Develop and implement
supervisory and management
trainings for City staff.
Continue to develop a Civil Service
Diversity Outreach program to
support the recruitment and
development of a diverse and
qualified pool of Police Officers.
In August 2017, Human
Resources officially launched the
Civil Service Diversity Outreach
program, which resulted in 67% of
newly hired Police Officers coming
from diverse backgrounds.
Continue the Civil Service Diversity
Outreach program to further
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.
In 2017, Human Resources kicked
off the new hire onboarding
program, which was designed to
assist new hires in understanding
the City's Core Values and City
processes.
Continue to provide a 12-month
onboarding process to emphasize
the City's Core Values and Team
Auburn approach.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
128
2019-2020 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 (2019-2020)is to maintain the assessment below
$1,000,000 annually.
PERFORMANCE MEASURES - HUMAN RESOURCES AND RISK MANAGEMENT
DEPARTMENT
$800,232 $772,230
$845,505
$916,736
$-
$250,000
$500,000
$750,000
$1,000,000
$1,250,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Insurance Assessment
37
32
54
66
41 41
0
10
20
30
40
50
60
70
80
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Labor & Industries Claims
Goal: < $1,000,000
129
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
Department Employees
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
584,171 565,847 560,000 803,482 840,290
252,585 243,916 240,000 370,160 405,965
Supplies 4,640 9,300 6,000 9,300 9,300
907,839 1,079,860 1,050,000 1,147,060 1,148,160
Intergovernmental 1,656,292 1,720,490 1,720,490 1,892,550 2,081,800
- - - - -
339,852 340,395 340,395 283,500 303,900
$ 3,745,380 $ 3,959,808 $ 3,916,885 $ 4,506,052 $ 4,789,415
001.13 Human Resources
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001 Human Resources FTEs 2016 2017 2018 2019 2020
Human Resources FTEs 9.00 8.00 8.00 8.00 8.00
TOTAL HUMAN RESOURCES FTEs 9.00 8.00 8.00 8.00 8.00
Full Time Equivalent (FTE)
In November 2017, the Community Services Work Crew Leader position was reclassified as a Maintenance
Worker I and moved to the Street Department; -1.0 FTE.
130
2019-2020 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.
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.
Funded rates based upon an
actuarial review and analysis that
est ablished a fund reserve to allow
the City to stabilize future rates
consistent with inflationary
measures.
Continue to fund rates based upon
an actuarial review and analysis
that maintains the fund reserve to
allow the City to stabilize future
rates consistent with inflationary
measures.
Continue to provide Workers’
Compensation benefits to
employ ees for new and existing
claims.
Provided Workers’ Compensation
benefits to employees for new and
exis ting claims.
Continue to provide Workers’
Compensation benefits to
employ ees for new and existing
claims.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
131
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
503 503 503 503 503
OPERATING FUND:- - 563 563
OPERATING REVENUES
369.720 L&I Contributions - EE 41,838 39,400 43,000 45,200 47,500
369.730 L&I Contributions - ER 893,288 968,700 960,000 1,030,000 1,103,000
398.100 Insurance Recoveries 6,522 93,000 5,000 50,000 50,000
361.110 Investment Income 13,175 2,600 26,000 46,000 61,400
399.610 Other Revenue 293 - - - -
TOTAL OPERATING REVENUES 955,116$ 1,103,700$ 1,034,000$ 1,171,200$ 1,261,900$
OPERATING EXPENDITURES
580.000.10 Salaries & Wages 73,291 80,132 80,132 - -
580.000.20 Benefits 118,868 367,336 150,000 250,000 250,000
580.000.30 Supplies - - - - -
580.000.40 Other Service Charges 231,601 415,215 300,000 448,315 455,315
580.000.50 Intergovernmental Services - - - - -
590.100.05 Net Increase in Restricted Assets 3,605 - - - -
535.000.90 Interfund Payments for Service - - - 119,800 128,100
TOTAL OPERATING EXPENDITURES 427,364$ 862,683$ 530,132$ 818,115$ 833,415$
REVENUES LESS EXPENDITURES 527,752$ 241,017$ 503,868$ 353,085$ 428,485$
BEGINNING WORKING CAPITAL - January 1 1,097,368 1,625,120 1,625,120 2,128,988 2,482,073
ENDING WORKING CAPITAL - December 31 1,625,120 1,866,137 2,128,988 2,482,073 2,910,558
NET CHANGE IN WORKING CAPITAL (*)527,752$ 241,017$ 503,868$ 353,085$ 428,485$
(*) Working Capital = Current
Assets minus Current Liabilities
2019
Budget
2020
Budget
503 Workers' Compensation 2017
Actual
2018
Adjusted
Budget
2018
Estimate
132
Finance Director
Shelley Coleman
24 F.T.E.
Finance Department
Administrative
Assistant
Customer Care
Representative (3)
Financial
Analyst (3)
F.T.E. = Full Time Equivalent
Solid Waste
Customer Care
Specialist
Accounting
Specialist
Solid Waste &
Recycling
Supervisor
Customer Care
Supervisor
Customer Care
Manager - Utilities
Accounting
Specialist (2)
Accounting &
Financial Reporting
Manager II
Assistant
Finance Director
Accountant
Financial Planning
Manager
Payroll
Specialist (2)
Accounting &
Financial Reporting
Manager I
Accounting
Specialist
Utility Billing
Analyst
133
2019-2020 Biennial Budget Section IV: Operating Budget
134
2019-2020 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.
In coordination with the Public
Works Department, evaluate rate
structure options for water and
s tormwater utility rates based on
the results of the recently
completed cost of service
analyses.
Performed a review of utility rates
in conjunction with a cost of
service study and rate design
evaluat ion to be implemented
effective January 1, 2019.
Prepare the 2016 and 2017
Comprehensive Annual Financial
Reports (CAFRs) and submit
doc umentation to the GFOA
award program to receive the
Certificate of Achievement for
Excellence in Financial Reporting.
Prepared the 2016 and 2017
Comprehensive Annual Financial
Reports (CAFRs), submitted
doc umentat ion to the GFOA
award program, and received the
Certificate of Achievement for
Excellence in Financial Reporting.
Prepare the 2018 and 2019
Comprehensive Annual Financial
Reports (CAFRs) and submit
doc ument at ion to the GFOA
award program to receive the
Certificate of Achievement for
Excellence in Financial Reporting.
Implemented Governmental
Accounting Standards Board
(GASB) pronouncements 72, 73,
76, 77, 79, and 82.
Implement emerging GASB
pronouncements.
Complete the 2017-2018 final
budget and submit documentation
to the Government Finance
Officers Association (GFOA) for
the Distinguished Budget
Presentation Award.
Completed the 2017-2018 final
budget, submitted documentation
to Government Finance Officers
A ss oc iation (GFOA) and received
the Distinguished Budget
Presentation Award.
Complete the 2019-2020 final
budget and submit documentation
to the Government Finance
Officers Association (GFOA) for
the Distinguished Budget
Presentation Award.
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.
15,000 new AMI meters were
installed or retrofitted. Completed
January 2018.
Implement new automated meter
reading software to provide
enhanced information and
report ing for better customer
service. Conversion and training
for Sensus Analytics software.
Update the six-year Capital
Facilities Plan as part of the
Comprehensive Plan.
Updated the six-year Capital
Facilities Plan (CFP) as part of the
Comprehensive Plan.
Update the six-year Capital
Facilities Plan as part of the
Comprehensive Plan.
Work with the Washington State
Auditor’s Office for successful
audit engagements.
Worked with the Washington
State Auditor’s Office for
successful audit engagement.
Work with Washington State
Auditor’s Office for successful
audit engagements.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
135
2019-2020 Biennial Budget Section IV: Operating Budget
Work with utility customers to
encourage increased usage of self-
service payment options (online bill
pay, interactive voice response
phone payments, and recurring
automatic payments).
2017 self service payments =
98,085. Goal for 2018 = 107,000.
Change from bi-monthly water
consumption billing to monthly
consumption billing.
Issue Request for Bids (RFB) for
contracted solid waste services and
enter into a new contract for solid
waste services.
Issued Request for Bids; request
was denied and direction was given
to issue a Request for Proposal
(RFP).
Execute a contract extension with
the current provider through 2021,
issue a request for proposal, and
select a vendor to begin providing
contract solid waste services in
2021. This will bring the entire City
under one contract.
Create and implement an online
new customer application for utility
customers.
Completed in May 2018.
Create new utility bill and change
printing vendor.
Final revisions to the new utility bill
are in process, using the same
vendor due to cost savings.
Redesign a new past-due
statement.
Continue financing of utility capital
projects as needed.
Continued financing of utility capital
projects as needed.
Continue financing of capital
projects as needed.
Continue to review and improve
processes through lean strategies.
Reviewed and improved processes
through lean strategies, including:
Continue to review and improve
processes through lean strategies,
including:
Researched and developed
approach to replace position control
for support departments.
Identified planned enhancements to
budget document and process.
Entered into an agreement with
Auburn Valley Humane Society to
administer pet licensing.
Completed a payroll process
mapping exercise.
Enhanced Accounts Receivable
invoicing and collection enforcement
process through information content
sharing and active account
management.
In coordination with Innovation &
Technology and the Parks, Arts and
Recreation Department,
implemented new Theater point of
sale and ticketing system.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Researched and developed
approach to multi-year capital
budgeting.
Implement new approach to
position control, multi-year capital
budgeting, and other enhancements
with the adoption of the 2019-2020
budget. Include new "Budget-in-
Brief" with statistics and other
information.
Continue to enhance format for
quarterly report. Work to add
higher-level summaries with
highlights and associated graphics.
Develop a Popular Annual Financial
Report (PAFR).
136
2019-2020 Biennial Budget Section IV: Operating Budget
Implement electronic archiving of
accounts payable records, cash
receipts, and bank reconciliation;
integrate with Eden when
appropriate.
On hold for future years.
Technology to make this "lean" is
not in place at this time.
Expand to Accounts Payable and
cash receipting transactions.
Review and revise current utility
processes established in
administrative policies and City
code.
Add tenants as a "bill to" rather
than opening and closing tenant
accounts.
Administer economic development
incentives when exercised by
developers.
Administered economic
development incentives when
exercised by developers.
Administer economic development
incentives when exercised by
developers.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
137
2019-2020 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 stream line operations, the Finance Department implemented a 24-hour, online utility bill payment
solution and interactive voice response (IVR)phone payment option.As evidenced in the graph below, the adoption rate of these services 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
72,300
90,578 99,085 107,800
117,500
128,100
0
20,000
40,000
60,000
80,000
100,000
120,000
140,000
160,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Utility Billing Online Payments
0.73%
0.64%0.61%0.60%0.59%0.57%
0.00%
0.25%
0.50%
0.75%
1.00%
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Accounts Receivable Over 90 Days
(as Percent of Utility Revenues)
22,336 22,286 22,360 22,000 22,000 22,000
14,080 15,030 15,600 16,000 16,000 16,000
-
5,000
10,000
15,000
20,000
25,000
30,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Invoices Processed
Total Invoices Processed Pcard Invoices
138
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
Department Employees
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
749,274 782,535 768,000 2,117,076 2,207,053
321,212 383,805 360,000 1,028,234 1,129,300
Supplies 9,827 12,500 12,500 12,500 12,500
177,279 206,070 200,000 186,230 190,925
Intergovernmental - - - - -
- - - - -
176,196 180,821 180,821 189,100 189,300
$ 1,433,788 $ 1,565,731 $ 1,521,321 $ 3,533,140 $ 3,729,078
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.14 Finance
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
001/434 Finance FTEs 2016 2017 2018 2019 2020
Finance FTEs 22.00 22.00 22.00 22.00 22.00
Solid Waste FTEs 2.00 2.00 2.00 2.00 2.00
TOTAL FINANCE FTEs 24.00 24.00 24.00 24.00 24.00
Full Time Equivalent (FTE)
139
2019-2020 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 Benefit (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.
Continue to fund Law Enforcement
Officer and Fire Fighter (LEOFF 1)
ret iree medical and long-term care
expenditures.
Continued to fund Law
Enforcement Officer and Fire
Fighter (LEOFF 1) retiree medical
and long-term care expenditures.
Continue to fund Law Enforcement
Officer and Fire Fighter (LEOFF 1)
ret iree medical and long-term care
expenditures.
Continue to fund retirement
payouts.
Continued to fund retirement
payouts.
Continue to fund retirement
payouts.
Continue to provide funding for
general Citywide services.
Continued to provide funding for
general Citywide services.
Continue to provide funding for
general Citywide services.
Continue to fund the City’s share
of the Auburn Valley Humane
Soc iety (AVHS) operations.
Continued to fund the City's share
of the Auburn Valley Humane
Soc iety (AVHS) operations. In
2018, the City entered into an
agreement with the AVHS to
administer the Pet Licensing
Program.
Continue to fund the City's share
of the Auburn Valley Humane
Soc iety (AVHS) operations and
the Pet Licensing Program.
Fund debt payments for the
Library, Golf Course, and
Cemetery.
Funded debt payments for the
Library, Golf Course, and
Cemet ery. The outstanding debt
associated with the Library
reached final maturity in 2018.
Fund debt payments for the Golf
Course and Cemetery.
Provide funds for Citywide program
improvements.
Provided funds for Citywide
program improvements.
Provide funds for Citywide program
improvements.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
140
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
183,209 334,780 250,000 91,600 566,000
567,077 1,235,019 880,000 1,256,800 1,302,100
Supplies - - - - -
477,586 1,437,040 750,000 688,000 410,700
Operating Transfers Out 3,100,302 3,976,504 3,600,978 452,510 383,433
- - - - -
- - - - -
- - - - -
- - - - -
Designated Fund Balance 225,464 691,915 691,915 691,915 691,915
Undesignated Fund Balance 22,418,212 11,955,127 17,345,127 11,702,948 6,366,410
$ 26,971,850 $ 19,630,385 $ 23,518,020 $ 14,883,773 $ 9,720,558
(691,915) (691,915)
Expenditures
001.98 Non Departmental
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Debt Service Principal
Debt Service Interest
Interfund Payments For Service
DEPARTMENT TOTAL
141
2019-2020 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.
Fund 122 – Cumulative Reserve
Continue to collect, monitor and
distribute legally restricted revenue
sources.
Continued to collect, monitor and
distribute legally restricted revenue
sources.
Continue to collect, monitor and
distribute legally restricted revenue
sources.
Maintain Cumulative Reserve Fund
to provide stability during
economic downturns and for
c apital purposes.
Maintained Cumulative Reserve
Fund to provide stability during
economic downturns and for
c apital purposes.
Maintain Cumulative Reserve Fund
to provide stability during
economic downturns and for
c apit al purposes.
Transferred cash reserves of $2.5
million in 2017 and 2018 from the
General Fund to the Cumulative
Res erve Fund.
Transferred $1.3 million from the
Cumulative Reserve Fund to the
Capital Improvement Fund in 2018
t o fund Street Preservation
projects.
Provide partial funding for the
Downtown Arts and Culture Center
renovation.
Provide funding to the Cemetery
and the General Fund for cash
flow needs.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
142
2019-2020 Biennial Budget Section IV: Operating Budget
Cumulative Reserve - Fund 122 Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
8,709,937 9,799,312 9,799,312 10,124,312 10,162,312
89,374 20,500 125,000 180,200 197,800
1,000,000 1,500,000 1,500,000 - -
$ 9,799,312 $ 11,319,812 $ 11,424,312 $ 10,304,512 $ 10,360,112
- 1,592,200 1,300,000 142,200 4,100,000
9,799,312 9,727,612 10,124,312 10,162,312 6,260,112
$ 9,799,312 $ 11,319,812 $ 11,424,312 $ 10,304,512 $ 10,360,112
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
To Fund 436 - Cash Flow Needs - 250,000 - 100,000 100,000
To Fund 328 - Street Preservation 1,300,000 1,300,000 - -
To Fund 328 - Arts & Culture Center - 42,200 - 42,200 -
To Gen Fund - Cash Flow Needs - - - - 4,000,000
$ - $ 1,592,200 $ 1,300,000 $ 142,200 $ 4,100,000
Operating Transfers Out*
Beginning Fund Balance
122 Cumulative Reserve
Revenues
Expenditures
Investment Income
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
Transfers Out Summary*
Total Transfers Out
143
2019-2020 Biennial Budget Section IV: Operating Budget
Fund 124 – Mitigation Fees
Administer use of mitigation fees
to provide for City infrastructure
improvements.
Administered use of mitigation
fees to provide for City
infrastructure improvements.
Administer use of mitigation fees
to provide for City infrastructure
improvements.
Provide funding for major Parks
projects such as the Downtown
Arts and Culture Center, Les Gove
P ark Improvements and the 104th
Avenue Master Plan.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
144
2019-2020 Biennial Budget Section IV: Operating Budget
Mitigation Fees Fund - Fund 124 Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget 2020
Budget
11,049,890 11,395,640 11,395,640 10,828,822 9,043,472
Beginning Fund Balance - Undesignated 44,615 56,115 56,115 57,315 58,515
181,528 100,000 150,000 100,000 100,000
1,757,765 800,000 700,000 800,000 800,000
8,396 12,000 1,200 1,200 2,000
67,877 - - - -
598,576 600,000 100,000 100,000 200,000
Investment Income 112,605 8,200 177,600 195,000 204,700
- 400,000 400,000 - -
$ 13,821,251 $ 13,371,955 $ 12,980,555 $ 12,082,337 $ 10,408,687
450,500 50,000 50,000 75,000 75,000
1,918,997 2,995,917 2,044,418 2,905,350 666,600
11,407,140 10,269,923 10,828,822 9,043,472 9,606,572
44,615 56,115 57,315 58,515 60,515
$ 13,821,251 $ 13,371,955 $ 12,980,555 $ 12,082,337 $ 10,408,687
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
To Fund 102 - Impact Fees 1,701,654 1,498,517 1,272,018 545,350 511,600
To Fund 102 - Mitigation Fees 101,307 188,800 168,800 - -
To Fund 102 - Fees In Lieu of Services - 100,000 100,000 - -
To Fund 321 - Park Impact Fees 106,000 1,155,000 450,000 1,055,000 150,000
To Fund 321 - Park Mitigation Fees - - - 300,000 -
To Fund 328 - Parks Impact Fees 10,036 22,000 22,000 1,000,000 -
To Fund 328 - Wetland Mitigation Fees - 31,600 31,600 5,000 5,000
$ 1,918,997 $ 2,995,917 $ 2,044,418 $ 2,905,350 $ 666,600
124 Mitigation Fees
Revenues
Traffic Mitigation Fees
Parks Impact Fees
Transfers In
Total Revenues
Beginning Fund Balance - Designated
Fire Impact Fees
Transportation Impact Fees
School Impact Admin Fees
Ending Fund Balance - Designated
Ending Fund Balance - Undesignated
Total Expenditures
Transfers Out Summary*
Total Transfers Out
Operating Transfers Out*
Expenditures
Intergovernmental Services
145
2019-2020 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 Fund, City Hall Annex Bond Fund, the
Local Revitalization Bond Fund, the SCORE Debt Service 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 Funds are 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 credit ratings by bond rating agencies such as Moody’s Investors
Service.
Make timely payment of principal
and interest on outstanding debt
issues.
Made timely payment of principal
and interest on outstanding debt
issues.
Make timely payment of principal
and interest on outstanding debt
issues.
Continue accounting for existing
LID funds including closing out
funds for completed LIDs.
Continued accounting for existing
LID funds including closing out
funds for completed LIDs.
Continue accounting for existing
LID funds including closing out
funds for completed LIDs.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
146
2019-2020 Biennial Budget Section IV: Operating Budget
FUND 229 BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
- - - - -
- - - - -
283,850 282,150 282,150 - -
$ 283,850 $ 282,150 $ 282,150 $ - $ -
260,000 270,000 270,000 - -
23,850 12,150 12,150 - -
- - - - -
$ 283,850 $ 282,150 $ 282,150 $ - $ -
Beginning Fund Balance
229 Library Bond
. Refunding Debt
Revenues
Debt Service Principal
Debt Service Interest
Expenditures
Investment Income
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
147
2019-2020 Biennial Budget Section IV: Operating Budget
FUND 230 BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
- - - - -
- - - - -
366,582 356,242 356,242 349,000 341,000
1,316,610 1,318,878 1,318,878 1,315,900 1,317,400
$ 1,683,191 $ 1,675,120 $ 1,675,120 $ 1,664,900 $ 1,658,400
560,000 575,000 575,000 590,000 610,000
1,123,191 1,100,120 1,100,120 1,074,900 1,048,400
- - - - -
$ 1,683,191 $ 1,675,120 $ 1,675,120 $ 1,664,900 $ 1,658,400
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
Ending Fund Balance
Total Expenditures
148
2019-2020 Biennial Budget Section IV: Operating Budget
FUND 231 BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
- 11,396 11,396 11,396 11,896
259,859 250,000 250,000 250,000 250,000
906 60 60 500 500
117,192 113,426 113,426 108,000 104,000
222,510 226,109 226,109 231,800 220,600
$ 600,467 $ 600,991 $ 600,991 $ 601,696 $ 586,996
230,000 240,000 240,000 245,000 255,000
359,071 349,595 349,595 344,800 319,600
11,396 11,396 11,396 11,896 12,396
$ 600,467 $ 600,991 $ 600,991 $ 601,696 $ 586,996
Beginning Fund Balance
LRF Sales Tax Credit
231 Local Revitalization
. 2010 C&D Bond Debt
Revenues
Debt Service Principal
Debt Service Interest
Expenditures
Investment Income
BAB Subsidy
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
149
2019-2020 Biennial Budget Section IV: Operating Budget
FUND 238 BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
- - - - -
- - - - -
- 427,335 427,335 452,600 440,400
- 109,928 109,928 109,928 109,928
- 1,484,031 1,484,031 1,567,272 1,566,672
- - - - -
$ - $ 2,021,294 $ 2,021,294 $ 2,129,800 $ 2,117,000
- 669,900 669,900 739,400 764,200
- 1,351,394 1,351,394 1,390,400 1,352,800
- - - - -
$ - $ 2,021,294 $ 2,021,294 $ 2,129,800 $ 2,117,000
BAB Subsidy
Interlocal Grants - Host City
Ending Fund Balance
Total Expenditures
Debt Service Principal
Debt Service Interest
Beginning Fund Balance
Investment Income
SCORE Contract Cities Revenue
Operating Transfers In
Total Revenues
238 SCORE 2009 A&B
Bond Debt
Revenues
Expenditures
150
2019-2020 Biennial Budget Section IV: Operating Budget
FUND 249 BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
1,573 1,588 1,588 1,618 1,648
15 - 30 30 40
- - - - -
$ 1,588 $ 1,588 $ 1,618 $ 1,648 $ 1,688
- - - - -
1,588 1,588 1,618 1,648 1,688
$ 1,588 $ 1,588 $ 1,618 $ 1,648 $ 1,688
Beginning Fund Balance
249 LID Guarantee
Revenues
Expenditures
Operating Transfers Out
Investment Income
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
151
2019-2020 Biennial Budget Section IV: Operating Budget
FUND 275 BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
10,358 8,083 8,083 8,709 8,659
92 40 100 100 100
3,835 6,572 6,572 6,900 -
1,044 1,200 1,200 350 -
$ 15,329 $ 15,895 $ 15,955 $ 16,059 $ 8,759
6,259 6,572 6,572 7,000 -
987 674 674 400 -
8,083 8,649 8,709 8,659 8,759
$ 15,329 $ 15,895 $ 15,955 $ 16,059 $ 8,759
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
Ending Fund Balance
Total Expenditures
152
2019-2020 Biennial Budget Section IV: Operating Budget
FUND 276 BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
- 19 19 - -
19 - - - -
374,615 554,367 554,367 374,100 376,000
$ 374,634 $ 554,386 $ 554,386 $ 374,100 $ 376,000
323,849 502,962 502,962 333,900 341,300
50,766 51,405 51,424 40,200 34,700
19 19 - - -
$ 374,634 $ 554,386 $ 554,386 $ 374,100 $ 376,000
276 Golf/Cemetery
Refunding Debt Service
Revenues
Expenditures
Debt Service Principal
Debt Service Interest
Beginning Fund Balance
Investment Income
Operating Transfers In
Total Revenues
Ending Fund Balance
Total Expenditures
153
2019-2020 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.
Transfer out Real Estate Excise
Tax (REET) funds for debt service
on Annex and Local Revitalization
bonds.
Transferred out Real Estate
Excise Tax (REET 2) funds for
debt service on the Annex and
Local Revitalization bonds.
Transfer out Real Estate Excise
Tax (REET) funds for debt service
on the Annex and Local
Revitalization bonds.
Provide funding for transportation
and sidewalk improvement
programs.
Provided funding for transportation
and sidewalk improvement
programs.
Provide funding for transportation
and sidewalk improvement
programs, and facility
improvements.
Provide funding for the Auburn
Environmental Park Boardwalk
phase 2 and the Wayfinding
Program.
The design phase the Auburn
Environmental Park Boardwalk
project is scheduled to start in the
fall of 2021. The Wayfinding
Program was cancelled.
Provide funding for the Game Farm
Park Drainage Improvement
project, funding for the Mary Olson
Farm Watts property acquisition
and the Lakeland Hills Nature area
project.
The Game Farm Drainage
Improvement project is scheduled
to begin late in 2018. The
Lakeland Hills Nature Area project
has been deferred to 2021, and
will be funded with Park Impact
fees through the Municipal Parks
Construction Fund (Fund 321).
The Mary Olson Farm Watts
property acquisition has been
deferred to 2019 and will be funded
with Park Impact fees through the
Municipal Parks Construction
Fund (Fund 321).
Design and construct the
Downtown Auburn Arts and
Culture Center funded by state
and interlocal grants.
The historic window restoration is
expected to be completed in 2018.
Design will be completed in 2019
and the first phase of the
renovation is scheduled to begin in
2019.
Complete Master Plan and
construct park improvements at
104th Avenue Park.
Fund the Save Our Streets
program from REET, replacing
sales tax on construction.
Fund citywide ADA and sidewalk
improvements (REET 2).
Fund annual traffic signal
replacements and improvements
(REET 2).
Fund the Neighborhood Traffic
Safety Program (REET 2).
Fund citywide street lighting
improvement (REET 2).
Fund the Golf Course Fairway
Drainage Improvement project
(REET 2).
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
154
2019-2020 Biennial Budget Section IV: Operating Budget
Fund the annual public art
allocation (REET 2).
Provide partial funding for the
Auburn Way South sidewalk
project (REET 2).
Fund the street light LED retrofit
project (REET 2).
Fund the roof replacements at the
City Hall building, the Justice
Center building and the Downtown
Art s and Culture Center building.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
155
2019-2020 Biennial Budget Section IV: Operating Budget
FUND BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
10,032,509 9,680,345 9,680,345 9,715,027 6,979,977
Assigned Fund Balance - Streets -1,591,500 1,591,500 689,600 699,400
1,748,515 1,200,000 1,300,000 1,200,000 1,200,000
1,748,515 1,200,000 1,300,000 1,200,000 1,200,000
30,847 1,479,500 782,488 1,840,000 80,000
102,542 21,285 101,285 131,100 120,200
6,259 6,572 6,572 357,000 -
Miscellaneous Revenue -30,000 30,000 - -
Other Revenue -25,900 25,873 - -
475,583 1,752,800 1,605,600 1,047,200 5,000
$ 14,144,771 $ 16,987,902 $ 16,423,663 $ 16,179,927 $ 10,284,577
35,288 - - - -
145,380 - - - -
HVAC Upgrade - Council Chambers -200,000 200,000 - -
-31,600 31,600 5,000 5,000
Facilites Projects - - - 228,600 125,000
30,048 1,150,100 314,988 2,582,200 60,000
279,310 212,800 172,800 - -
359,045 1,532,300 1,532,300 2,975,000 595,000
658,304 825,039 645,039 697,950 1,158,700
1,255,949 895,509 895,509 261,800 250,600
- - - 1,750,000 1,750,000
Operating Transfers Out - Other 109,600 2,226,800 2,226,800 - -
Assigned Fund Balance - Streets -679,100 689,600 699,400 711,000
11,271,846 9,234,654 9,715,027 6,979,977 5,629,277
$ 14,144,771 $ 16,987,902 $ 16,423,663 $ 16,179,927 $ 10,284,577
328 Capital Improvements
Revenues
Ending Fund Balance
Total Expenditures
Contributions & Donations
Operating Transfers In
Total Revenues
Beginning Fund Balance
REET 1
REET 2
Grants
Investment Income
Operating Transfers Out - REET 2
Expenditures
Operating Transfers Out - REET 1
Public Works Projects
Transportation Projects - REET 2
Council Chamber Remodel
City Hall Replacement Generator
City Wetland Mitigation
Parks Projects
Operating Transfers Out - REET 2 to F103
156
2019-2020 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.
Complete the construction of the
City Downtown Public Parking Lot
Reconfiguration project.
New catenary lighting and planters
were added to the plaza.
Completion of design and
construction is delayed until the
Heritage Building is addressed.
Complete the construction phase
of the Parking Lot Reconfiguration
project.
Complete improvements to City
owned parking lots within the
downtown area.
Secure funding and complete the
Downtown Auburn Arts and
Culture Center Alleyway Project
based on Livable Cities Year
project.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
157
2019-2020 Biennial Budget Section IV: Operating Budget
FUND BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
390,490 374,966 374,966 380,500 -
3,503 - 5,534 4,000 -
- - - 100,000 -
$ 393,993 $ 374,966 $ 380,500 $ 484,500 $ -
226 - - - -
98 - - - -
18,704 340,500 - 484,500 -
374,966 34,466 380,500 - -
$ 393,993 $ 374,966 $ 380,500 $ 484,500 $ -
Beginning Fund Balance
Investment Income
330 Local
Revitalization
Revenues
Personnel Benefits
Capital Outlay
Expenditures
Salaries & Wages
Contributions & Donations
Total Revenues
Ending Fund Balance
Total Expenditures
158
2019-2020 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.
Increase the residential recycling
and compostables diversion rate
over 51%.
Maintained residential recycling
and compostables diversion rate
over 51%.
Increase the residential recycling
and compostables diversion rate
over 51%.
Increase the total City recycling
and compostables diversion rate
to 30% (ex cluding private vendor
recycling and composting
services).
Maintained the total recycling and
compostables diversion rate of
29% (ex c luding private vendor
recycling and composting
services).
Increase the total City recycling
and compostables diversion rate
to 30% (ex cluding private vendor
recycling and composting
services).
Continue to provide citizens with
access to recycling at most City
facilities and parks.
Continued to provide citizens with
access to recycling at most City
facilities and parks. Containers are
emptied by Parks Maintenance
and the Recology crew.
Continue to provide citizens with
access to recycling at most City
facilities and parks.
Continue to maintain recycling at
most City special events in
conjunc t ion with the Parks, Arts
and Recreation Department.
The Solid Waste Utility provided
ClearStream recycle containers for
use at City special events.
Continue to maintain recycling at
most City special events in
conjunc tion with the Parks
Department.
Continue to provide cooking oil
collection, bulky item collection,
Sty rofoam collection, Christmas
tree collection and two King
County special collection events
each year.
Continued to provide cooking oil
collection, bulky item collection,
Sty rofoam collection, Christmas
tree collection and two King
County special collection events
each year.
Continue to provide cooking oil
collection, bulky item collection,
Sty rofoam 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.
The use of the Auburn
Wastemobile continues to
increas e.
Reduce improper hazardous waste
disposal by promoting the King
County Hazardous Wastemobile.
Continue to work with both haulers
to reduce contamination in
recy c ling and compostable
containers.
Worked with solid waste
contractors to tag customers with
contaminated carts.
Continue to work with solid waste
contractors to reduce
contamination in recycling and
compostable containers.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
159
2019-2020 Biennial Budget Section IV: Operating Budget
Continue to provide funding
support for the Neighborhood
Natural Yard Care Workshops.
2017 was the last year the City
provided the Neighborhood Natural
Yard Care Workshops. Funding is
now going towards presentations
in the Auburn schools.
Program no longer offered.
Create and implement University
of Washington Livable Cities
Auburn S c hool District Food
Waste Reduction and Donation
project in 2017.
Created and implemented the
University of Washington Livable
Cit ies Auburn School District Food
Waste Reduction and Donation
project in 2017.
Create an outreach campaign to
reduce illegal dumping in
conjunc t ion with other City
departments.
No action. Moved to 2019-2020.Create an outreach campaign to
reduce illegal dumping in
conjunc tion with other City
departments.
Create a City Facility recycling
collection program in conjunction
wit h ot her City departments for
batteries, other small hazardous
waste materials, and office
equipment.
No action. Moved to 2019-2020.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
department s to promote
sustainability to City of Auburn
employees and the residents of
Auburn.
Ongoing.Continue to 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,
Recyc lables, and Compostables
Collection Contract.
Completed two contract
extensions bringing expiration
date to Sept ember 30, 2021.
Implement a request for proposal
process for next solid waste
contrac t.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
160
2019-2020 Biennial Budget Section IV: Operating Budget
City of Auburn residents diverted approximately 51% of their waste from the landfill in 2017. The City anticipates residential diversion will stay
stagnant which is in line with King County estimates. Diversion rates are based on weight and manufacturers continue to use less material to make
their products (i.e. water bottles). This gives the impression that less materials are being recycled when in reality it is just that the recycled materials
weigh less. 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 residential and multifamily housing is being built in multiple areas of the City and the
economy is still improving which will keep tonnage slowly rising in 2019 and 2020. 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 increase, but we may see tonnage hold steady due to increased efforts to reduce contamination
as recycle commodity markets react to international import policy changes.While yard waste tonnage declined in 2017, recycling tonnage
increased.With new housing developments continuing to be built,we should see small increases in collection tonnage of yard waste and recycling.
The totals include the East Lea Hill and West Hill annexation areas.
Residential Diversion Rate
44,123 46,390 46,087 46,548 47,000 47,500
-
10,000
20,000
30,000
40,000
50,000
60,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Tons of Garbage Collected
18,149 18,948 19,496 19,560 19,690 19,820
-
5,000
10,000
15,000
20,000
25,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Tons of Recycling & Yard Waste Collected
52%52%51%51%52%52%
0%
25%
50%
75%
100%
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Residential Diversion Rate
161
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
OPERATING FUND:- - 464 464
OPERATING REVENUES
343.750/751 Garbage Service 12,393,425 12,777,100 12,476,600 13,226,900 13,290,900
343.752 Yard Waste 1,149,127 1,139,400 1,191,000 1,228,800 1,239,100
343.780/790 Excise Tax & Utility Tax 1,064,406 1,146,800 1,064,600 1,119,600 1,125,400
343.770 Household Hazardous Waste 366,065 367,050 370,500 386,400 399,900
343.760 Late Penalties 106,909 125,000 105,000 110,000 110,000
361.110 Investment Income 41,712 9,000 80,000 88,800 97,700
334 & 337 Grants 94,654 88,600 88,600 88,600 88,600
369-399 Miscellaneous Revenue (6,884) - - - -
TOTAL OPERATING REVENUES 15,209,414$ 15,652,950$ 15,376,300$ 16,249,100$ 16,351,600$
OPERATING EXPENDITURES
537.000.10 Salaries & Wages 326,131 339,207 336,500 - -
537.000.20 Benefits 122,167 159,496 154,200 - -
537.000.30 Supplies 5,520 33,400 8,000 53,400 53,400
537.000.40 Other Service Charges 13,589,413 14,556,795 13,920,500 15,222,675 15,565,575
537.000.50 Intergovernmental Services 366,065 367,050 370,500 408,231 422,777
590.100.05 Net Increase in Restricted Assets 16,529 - - - -
535.000.90 Interfund Payments for Service 111,588 114,279 114,279 612,000 642,300
TOTAL OPERATING EXPENDITURES 14,537,413$ 15,570,227$ 14,903,979$ 16,296,306$ 16,684,052$
REVENUES LESS EXPENDITURES 672,002$ 82,723$ 472,321$ (47,206)$ (332,452)$
BEGINNING WORKING CAPITAL - January 1 4,411,853 5,083,854 5,083,854 5,556,175 5,508,969
ENDING WORKING CAPITAL - December 31 5,083,854 5,166,577 5,556,175 5,508,969 5,176,517
NET CHANGE IN WORKING CAPITAL (*)672,002$ 82,723$ 472,321$ (47,206)$ (332,452)$
(*) Working Capital = Current
Assets minus Current Liabilities
2019
Budget
2020
Budget
434 Solid Waste 2017
Actual
2018
Adjusted
Budget
2018
Estimate
Department Employees
434 Solid Waste FTEs 2016 2017 2018 2019 2020
Solid W aste 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.
162
2019-2020 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.
Continue to evaluate cost saving
measures while maintaining
qualit y insurance coverage.
Evaluated cost saving measures
while maintaining quality
ins urance coverage.
Continue to evaluate cost saving
measures while maintaining
qualit y insurance coverage.
Continue to maintain adequate
reserves to meet uninsured costs.
Continued to maintain adequate
reserves to meet uninsured costs.
Continue to maintain adequate
reserves to meet uninsured costs.
Continue to evaluate policies and
procedures to help control loss
issues.
Evaluated policies and procedures
to help control loss issues.
Continue to evaluate policies and
procedures to help control loss
issues.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
163
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
501 501 501 501 501
OPERATING FUND:- - 561 561
OPERATING REVENUES
397.100 Operating Transfers In 670,715 - - - -
361.110 Investment Income 11,646 1,500 16,800 21,000 23,100
TOTAL OPERATING REVENUES 682,361$ 1,500$ 16,800$ 21,000$ 23,100$
OPERATING EXPENDITURES
517.000.10 Salaries & Wages - - - - -
517.000.20 Benefits 54,502 237,000 100,000 175,000 175,000
517.000.30 Supplies - - - - -
517.000.40 Other Service Charges (1,956) 4,230 4,230 5,600 5,600
517.000.50 Intergovernmental Services - - - - -
TOTAL OPERATING EXPENDITURES 52,546$ 241,230$ 104,230$ 180,600$ 180,600$
REVENUES LESS EXPENDITURES 629,816$ (239,730)$ (87,430)$ (159,600)$ (157,500)$
BEGINNING WORKING CAPITAL - January 1 1,385,685 2,015,500 2,015,500 1,928,070 1,768,470
ENDING WORKING CAPITAL - December 31 2,015,500 1,775,770 1,928,070 1,768,470 1,610,970
NET CHANGE IN WORKING CAPITAL (*)629,816$ (239,730)$ (87,430)$ (159,600)$ (157,500)$
(*) Working Capital = Current
Assets minus Current Liabilities
2019
Budget
2020
Budget
501 Insurance 2017
Actual
2018
Adjusted
Budget
2018
Estimate
164
2019-2020 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 Pension Fund provides a pension for eligible firefighters.
Fund 651 – Agency Fund accounts for resources held in a purely custodial capacity; this fund is not
budgeted.
Continue to provide pension
benefits to eligible firefighters.
Continued to provide pension
benefits to eligible firefighters.
Continue to provide pension
benefits to eligible firefighters.
Maximize interest earnings to
support the Fire Pension Fund.
Maximized interest earnings to
support the Fire Pension Fund.
Maximize interest earnings to
support the Fire Pension Fund.
Provide accountability for custodial
funds.
Provided accountability for
custodial funds.
Provide accountability for custodial
funds.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
165
2019-2020 Biennial Budget Section IV: Operating Budget
FUND BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019.00 2,020
2,412,576 2,317,794 2,317,794 2,205,369 2,111,149
78,078 75,000 75,000 78,900 78,900
Investment Income 22,111 9,000 33,600 42,000 46,200
- - - - -
$ 2,512,765 $ 2,401,794 $ 2,426,394 $ 2,326,269 $ 2,236,249
191,111 209,485 209,485 192,220 198,520
3,861 4,540 4,540 - -
-7,000 7,000 7,000 7,000
Interfund Payments for Services - - - 15,900 16,800
2,317,794 2,180,769 2,205,369 2,111,149 2,013,929
$ 2,512,765 $ 2,401,794 $ 2,426,394 $ 2,326,269 $ 2,236,249
Ending Fund Balance
Total Expenditures
Services & Charges
Expenditures
Salaries & Wages
Fire Insurance Prevention Tax
Operating Transfers In
Total Revenues
Beginning Fund Balance
611 Fire Pension
Revenues
Personnel Benefits
166
2019-2020 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.
Provide accountability for
resources held in trust by the City.
Provided accountability for
resources held in trust by the City.
Provide accountability for
resources held in trust by the City.
Continue to maximize interest
earnings.
Continued to maximize interest
earnings.
Continue to maximize interest
earnings.
Provide partial funding for the
Cemetery Road Improvement
project.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
167
2019-2020 Biennial Budget Section IV: Operating Budget
FUND BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019.00 2,020
1,666,043 1,717,134 1,717,134 1,798,034 1,810,034
Beginning Fund Balance - Undesignated 77,766 94,375 94,375 19,375 19,375
Lot Sales 51,091 37,000 45,000 40,000 40,000
16,609 2,900 2,900 5,000 5,000
$ 1,811,509 $ 1,851,409 $ 1,859,409 $ 1,862,409 $ 1,874,409
-75,000 42,000 33,000 -
1,666,043 1,757,034 1,798,034 1,810,034 1,855,034
145,466 19,375 19,375 19,375 19,375
$ 1,811,509 $ 1,851,409 $ 1,859,409 $ 1,862,409 $ 1,874,409
Ending Fund Balance - Undesignated
Total Expenditures
Beginning Fund Balance - Designated
701 Cemetery Endowment
Revenues
Ending Fund Balance - Designated
Expenditures
Operating Transfers Out
Investment Income
Total Revenues
168
Legal Department
Paralegal
F.T.E. = Full Time Equivalent
City Attorney
Steve Gross
16 F.T.E
City
Clerk
Deputy City
Clerk
Assistant City
Attorney
(2)
Chief City
Prosecutor
Domestic
Violence
Paralegal
Legal
Assistant (2)
Records
Clerk (3)
City Prosecutor
(3)
169
2019-2020 Biennial Budget Section IV: Operating Budget
170
2019-2020 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 in all civil and criminal litigation, and provide timely and accurate
customer service.
Department Overview
This department consists of the Civil Division, the Prosecution Division, and the City Clerk’s Office.
The Civil Division represents the City in all civil litigation. It prepares ordinances, resolutions,
petitions, contracts, leases, easements, deeds, notices and other legal documents, and provides
pragmatic, impartial, and timely legal advice to the City.
The Prosecution Division prosecutes misdemeanor and gross misdemeanor criminal cases in the
King County District Court.
The City Clerk’s Office is responsible for codifying ordinances, preparing City Council and other
board and commission agendas and minutes, and attending Council and other committee meetings.
The City Clerk’s Office monitors various legal matters; acts as a central repository for all municipal
records; processes claims for damages, requests for public records and public information, and
passport applications.
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.
Performed initial work to establish
scanning standards for images.
Continued to purge records eligible
for des truction.
Implement Laserfiche Records
Management workflows for
disposition authority numbers.
Develop and refine prosecution
strategies, including standard
dispositional recommendations, to
approac h c ases in the District
Court and to enhance prosecution
effectiveness.
Ongoing. Monthly court meetings.Continue to develop and refine
prosecution strategies, including
standard dispositional
recommendations, to approach
cases in the District Court and to
enhance prosecution
effectiveness.
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.
Ongoing. Forged relationships
with domestic violence community
advocates and service providers.
Continue to forge relationships
with domestic violence community
advocates and service providers.
Work with the Mayor, City Council
and City departments to
proactively develop recommended
language for updating and
amending ordinances and City
code sections.
Ongoing. Each new ordinance
and amendment to the City code
includes a review of the existing
language and language to be
included for legal sufficiency.
Review and revise templates as
necessary.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
171
2019-2020 Biennial Budget Section IV: Operating Budget
Continue to 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.
Ongoing. We participate in
Washington State Association for
Munic ipal Attorneys (WSAMA)
legislative committee activities and
work with the Association of
Washington Cities (AWC) to
review and evaluate proposed
legislation.
Ongoing.
Continue to 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.
Ongoing. Meet with court, public
defender and internally to discuss
st rategies and alternatives.
Ongoing.
Work with the IT Department
(Innovation and Technology) and
other departments of the City to
facilitate convenient access to
ordinances, resolutions and other
public records via the City’s
website.
Worked with the IT Department to
ensure implementation of
sc heduled upgrades to Laserfiche
records management software.
Work with the IT Department and
other departments of the City to
fac ilitate convenient access to
ordinances, resolutions and other
public records via the City’s
website.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
172
2019-2020 Biennial Budget Section IV: Operating Budget
Criminal charges in cases involving State law are of two types - misdemeanors and felonies.
Misdemeanor offenses are punishable by imprisonment for a term of not more than one year and
include minor assaults, theft and driving under the influence. This graph illustrates the number of
criminal misdemeanor cases filed by the City Attorney’s Office.
Resolutions & Ordinances Prepared
Minimal increases in the number of ordinances prepared is partially reflective of change in practice
whereby only those Council actions which prescribe permanent rules of conduct or government that
specifically require adoption by ordinance according to State law are done by ordinance. Other Council
actions involving contracts or actions involving special or temporary nature can be accomplished by
resolution.
Criminal Misdemeanor Cases
PERFORMANCE MEASURES - LEGAL DEPARTMENT
71
77 73
67 70 70
34
51
37 36 38 40
0
10
20
30
40
50
60
70
80
90
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Resolutions & Ordinances Prepared
Resolutions Ordinances
3,634 3,363 3,578 3,700 3,700 3,700
-
1,000
2,000
3,000
4,000
5,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Criminal Misdemeanor Cases Filed
173
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
1,084,802 1,232,685 1,232,685 1,457,541 1,522,531
419,263 497,172 490,000 640,529 701,451
Supplies 6,120 13,800 13,800 13,800 13,800
115,876 138,590 130,000 137,580 139,590
Intergovernmental 231,175 156,000 150,000 173,500 173,500
- - - - -
364,248 360,303 360,303 373,000 383,200
$2,221,484 $2,398,550 $2,376,788 $2,795,950 $2,934,072
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.15 Legal
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Legal FTEs 2016 2017 2018 2019 2020
Legal FTEs 14.00 15.00 15.00 16.00 16.00
TOTAL LEGAL FTEs 14.00 15.00 15.00 16.00 16.00
Full Time Equivalent (FTE)
1.0 FTE - The 2017/2018 Budget included an additional City Prosecutor position.
1.0 FTE - The 2019/2020 Budget includes an additional Records Clerk position.
174
Community Development Department
F.T.E. = Full-Time Equivalent
Business and
Budget Manager
Environmental
Services Specialist
Code Compliance
Officer (2)
Code Compliance
Supervisor
Environmental
Serivces Manager
Building Plan
Reviewer (2)
Development
Services Manager
Planners (4)
Planning Services
Manager
Director of Community
Development
Jeff Tate
25 F.T.E.
Office AssistantAdministrative
Assistant
Building Inspector
(2)
Permit Center
Technician (3)
Development
Engineer Manager
Development
Review Engineer
(2)
175
2019-2020 Biennial Budget Section IV: Operating Budget
176
2019-2020 Biennial Budget Section IV: Operating Budget
COMMUNITY DEVELOPMENT SERVICES DEPARTMENT
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.
•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.
•Coordinating Citywide parking management initiatives and administration of the City’s parking
permit program.
•Administration of the City’s permitting software system.
•Management of the City’s business license program.
•Management of the City’s façade improvement program.
Department-wide implementation
of lean.
Process improvements include the
address notification procedure,
issuance of certificate's of
occupancy, business licensing,
permitting checklists,
implementation of electronic
review, and inspection scheduling.
Update of Title 5 (Business
Licenses).
Delayed to 2019.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
177
2019-2020 Biennial Budget Section IV: Operating Budget
Enhanced marketing efforts for the
City’s animal licensing program.
Animal Licensing Services were
transferred over to Auburn Valley
Humane Society.
Coordination of a significant
upgrade to the City’s permit
tracking software inclusive of
migration to the cloud.
The City and the vendor will enter
into a contract in 2018. A
significant portion of the upgrade
will occur in 2018 and will be
completed in 2019.
Implementation of the Airport
Strategic Business Plan.
Completed the following items:
Wayfinding, Partial Temporary Jet
A Fuel, Long Term Rate Study,
Competitive Market Analysis,
Annual Tenant Survey, review of
Capital Program, etc.
Moved to Airport.
Increase awareness of City
Council adopted values and
identify opportunities to ensure
that they are included in broader
City decision making.
Modify City Code so that it
accurately reflects authority of
department or position in decision
making ad accurately reflects
department name and structure.
Provide continuous, timely,
efficient, and high quality land use,
building, and engineering approval
processes that meet or exceed
clients’ expectations.
In 2018, implemented 22 specific
customer service enhancements.
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.
Building staff provides home
consultations to more than 100
homeowners annually.
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.
Acquired Bluebeam software and
by the close of 2017 electronic
submissions and review of civil
engineering plans was complete.
In 2018 the program was deployed
in the areas of Building and
Planning.
Launch an updated permit
software system that allows for
the electronic submission of
paperwork, electronic
issuance/approval, and online
payment and that allows 24/7
engagement with the City.
Deploy strategies that educate
and enforce goals and standards
along designated Impression
Corridors and Gateways.
Code Enforcement has launched a
proactive outreach and
enforcement program focused on
impression corridors aimed
primarily at vegetation, signage,
and building appearance.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
178
2019-2020 Biennial Budget Section IV: Operating Budget
Implement an overhauled civil plan
review process.
Development Engineering
overhauled all civil development
packets and launched electronic
plan review. Engineering Services
updated engineering design
standards.
Expand efforts to further embrace
and utilize adopted
Comprehensive Plan values and
value-based decision making.
Adopted values have been added
to PowerPoint presentations,
affixed to many of the public walls
within City buildings, and are
referenced in developing the
Citywide budget.
Implement updated development
regulations.
Revised the methodology for
calculating density, created a new
open space zone, eliminated the
Environmental Park zone, and
created of administrative
procedures for approving final
plats.
Implement elements of Main
Street Urban Design Plan.
The Main Street Urban Design
Plan was completed in 2017.
Identify funding options for
implementation of the Plan.
Develop and implement the
Auburn Way South Corridor
Improvement Plan.
Coordinated with Economic
Development to invest in an AWS
Corridor Improvement Plan that
includes areas of marketing,
enforcement, outreach and
investments.
Implement Auburn Way South
corridor enhancements and
strategies.
Identify specific population and
employment targets for downtown
Auburn and its designation as a
Regional Growth Center in Puget
Sound Regional Council Vision
2040.
Delayed to 2019 in order to ensure
that the effort is consistent with
PSRC's Vision2050.
Develop a citywide wayfinding plan
with strategies and actions
directed at both non-motorized
and vehicle modes.
This goal was deprioritized.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
179
2019-2020 Biennial Budget Section IV: Operating Budget
Transition floodplain permitting
functions and environmental
mitigation and monitoring
responsibilities from Environmental
Services to Community
Development.
Fully transitioned, with assigned
leads from Planning, Development
Engineering and Building. Three
employees have earned the
certification of Certified Floodplain
Manager.
●
●
Create structure and clarity around
the City's floodplain management
program.
Update the City's floodplain
development regulations.
Support the efforts to implement
the adopted City 10-year
Economic Development Strategic
Plan.
There are 27 areas of the Plan that
are specifically assigned to the
Department. Community
Development and Economic
Development are in the process of
prioritizing actions.
Align City land use regulation and
policy with the City's long range
financial interests.
Distribute funding that supports
downtown businesses to improve
the appearance of their buildings
and property.
Deploy electronic meeting check-
in software and hardware within
the Customer Service Center.
Delayed due to cost and IT
priorities.
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.
Staff continue to become experts
in more fields. Training and
certifications have been gained for
CPTED, noise monitoring,
floodplain management, ICC,
erosion control, traffic safety, and
permit software administration.
Initiate additional outreach,
coordination and enforcement
actions directed at businesses,
apartments, and rental housing
that are violating City Code.
Code Enforcement developed and
launched the Safe Auburn For
Every Resident (SAFER)
multifamily program which has
resulted in more than 150 property
managers becoming credentialed
that represent more than 400
multifamily properties.
Identify strategies and action
items that promote housing
preservation, healthy housing, and
attainable housing.
Identify strategies and action
items that promote broader
access and availability to healthier
food options and healthier
lifestyles.
Work towards incorporating City
business licensing into the
Washington State licensing
program.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
180
2019-2020 Biennial Budget Section IV: Operating Budget
ENVIRONMENTAL SERVICES
The Environmental Services Program is a stand-alone programmatic service within the Community
Development Department. The Environmental Services Program provides program-level support to
City departments on a wide range of sustainability issues, oversees current and future City
environmental assets, manages and implements sustainability programs, projects and initiatives and
educates, informs and engages with Auburn residents and businesses on a wide range of
sustainability issues.
Update the City’s 2010
Greenhouse Gas Inventory.
The Greenhouse Gas Inventory
was updated in 2017.
Create and begin to implement a
climate action plan for the City.
The Climate Action Plan will be
complete in 2018.
Complete the comprehensive
inventory of environmental assets
within the City.
More than 50% of the City's
assets have been mapped and
data input into GIS.
Complete the inventory of
environmental assets.
Continue providing high quality
environmental and sustainability
education and outreach.
Environmental Services continues
to provide daily education as well
as visits to local schools,
arranging
Continue providing high quality
environmental and sustainability
education and outreach.
community restoration projects,
and delivering information and
announcements to the community
via social media.
Develop and deploy sustainability
initiatives such as creation of a
Comprehensive Plan Sustainability
Element.
Major Goals
for 2019-2020
2017-2018
Goals
Progress Towards
2017-2018 Goals
181
2019-2020 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
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.
640
763
598 550 600 600
-
100
200
300
400
500
600
700
800
900
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Building Permits Issued
635
783
1,260 1,300
1,200 1,200
628
787
1,212
1,320
1,200 1,200
-
200
400
600
800
1,000
1,200
1,400
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Cases Opened & Closed
Opened Closed
94 88 91
75 70 70
-
10
20
30
40
50
60
70
80
90
100
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Days in Permit Processing
182
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
2,140,299 2,299,618 2,212,100 2,316,523 2,423,914
929,873 1,015,956 950,000 1,133,440 1,245,888
Supplies 9,295 22,250 22,250 22,250 22,250
418,828 761,650 550,000 538,510 542,520
Intergovernmental 167,332 156,000 156,000 178,000 178,000
Capital Outlay - - - -
560,304 570,851 570,851 558,100 589,500
$ 4,225,931 $ 4,826,325 $ 4,461,201 $ 4,746,823 $ 5,002,072
Salaries & Wages
Personnel Benefits
Services & Charges
001.17 Community
Development
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Community Development FTEs 2016 2017 2018 2019 2020
Community Development FTEs 26.00 26.00 25.00 25.00 25.00
TOTAL COMMUNITY DEVELOPMENT FTEs 26.00 26.00 25.00 25.00 25.00
Full Time Equivalent (FTE)
In August 2018, the Community Development and Public Works Director position was transferred from the
Community Development Department to the Engineering Department, -1.0 FTE.
In August 2018, the Assistant Director of Community Development was reclassified to Director of Community
Development.
183
2019-2020 Biennial Budget Section IV: Operating Budget
184
Public Works Department
Street and
Vegetation
Manager
(21)
F.T.E. = Full-Time Equivalent
Water Distribution
and Operations
Manager
(23)
Capital and
Construction
Engineering
Manager
(23)
Traffic Operations
Engineer
(4)
Senior
Transportation
Planner
(3)
Sewer/Storm
Drainage Manager
(22)
Fleet/General
Services Manager
(8)
Utilities Engineering
Manager
(12)
SCADA Technician
Senior Traffic
Engineer (3)
Administrative
Specialists (2)
Utilities Engineering
Manager
(12)
Survey Supervisor
(5)
Development
Administrative
Specialist
Director of Public Works
Ingrid Gaub
136 F.T.E.
Assistant Director of
Public Works Services
Public Works
Administrative
Assistant
Office Assistant
Assistant Director of
Engineering Services/City
Engineer
Airport Manager
(3)
185
2019-2020 Biennial Budget Section IV: Operating Budget
186
2019-2020 Biennial Budget Section IV: Operating Budget
PUBLIC WORKS DEPARTMENT
Mission Statement
Public Works strives to foster and support the quality of life of the community and to promote
vigorous economic development by providing reliable and safe public streets and utilities, and by the
careful management of new infrastructure constructed by the City and new development.
Service Area Overview
Public Works includes the General Fund divisions Engineering and Streets; the Special Revenue
funds Arterial Street Improvement (102), Local Street Preservation (103), and Arterial Street
Preservation (105); and the Enterprise funds: Water (430 & 460), Sanitary Sewer (431, 433, & 461),
Storm Drainage (432 & 462), Airport (435 & 465) and Equipment Rental (550 & 560). The
department 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, including:
• Review, approval, and management of the construction of capital improvements for streets
and utilities constructed by new development for public dedication and ownership;
• 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.
• Design, survey, and construction management services, and property and right of way
records management;
• Administering standards for all City-owned utility and street infrastructure improvements for
development and land use throughout the City; and
• Managing short- and long-term planning and assisting with operations for City-owned utilities
(water, sewer, and storm drainage) and associated real property assets.
Continue to pursue at state and
regional levels new revenue
sourc es for the City’s arterial
street preservation.
Participated in the Regional
Transportation Strategy Initiative,
and in the T2040 Update through
PSRC including the Maintenance
& Preservation Taskforce.
Continue to pursue at state and
regional levels new revenue
sourc es for the City’s arterial
street preservation. This may
potentially include a User Fee,
Street Maintenance Utility, or
other options being considered
regionally.
Participate in regional
transportation forums – SCATBd,
RPE C, KCPEC, PSRC, PCTCC
and RAMP on key projects.
Participated in all Regional
Transportation Meetings including
the Regional Transit Committee
(RTC).
Participate in regional
transportation forums – SCATBd,
RPE C, KCPEC, PSRC, PCTCC,
RTC, and RAMP on key projects.
Complete the annual updates to
the 6-year Transportation
Improvement Plan.
Completed in June 2017 and
anticipated to be completed in
Summer 2018.
Complete the annual updates to
the 6-year Transportation
Improvement Plan.
ENGINEERING SERVICES
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
187
2019-2020 Biennial Budget Section IV: Operating Budget
Continue to advocate for legislative
authorization of a Street
Maint enance Utility.
Ongoing. Participated in various
regional forums regarding funding
for s treet preservation.
Continue to coordinate with
adjacent water purveyors on
potent ial future beneficial water
supply options.
Ongoing.
Continue to work with new
developments on funding options
for k ey transportation
improvements.
Ongoing.
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.
Coordination with City of Pacific is
anticipated to begin in 2018 with
completion in the 2019-2020
budget cycle.
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-y ear Transportation
Improvement Plan.
Applied for numerous grants in
2017 and 2018. Received $8M
and will potentially receive other
awards later in 2018.
Continue to apply for grants to
help fund projects programmed in
the 6-y ear Transportation
Improvement Plan.
Continue to work with other
departments to promote economic
development opportunities.
Ongoing.Continue to work with other
departments to promote economic
development opportunities.
Work with Finance to complete a
rate study for the water, sewer and
st orm drainage systems for
implementation by 2018.
Rate Study is underway and
anticipated to be completed in late
2018.
Improve efforts to maintain local
streets in fair-to-good condition by
crac k sealing and increased grind
and patch operations to prolong
the life of the street and postpone
the need for overlays.
Efforts continued through 2017
and 2018 with several projects
having some form of preservation
completed.
Improve efforts to maintain all
streets in fair-to-good condition by
crac k sealing, grind and patch
operations, overlays, and re-builds
to prolong the life of all streets.
Maintain an average Pavement
Condition Index Rating of 70.
Refresh striping on public roads
and continue to refresh
thermoplastic pavement markings
and legends as needed.
Completed striping on all streets
and completed thermoplastic
pavement marking refresh as
needed.
Refresh striping on public roads
and continue to refresh
thermoplastic pavement markings
and legends as needed.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
188
2019-2020 Biennial Budget Section IV: Operating Budget
This performance measure indicates the level of committment by the City to improving it's public infrastructure
and investment within the City.It can also indicate the level of construction activity occurring within the public
right-of-way.
PERFORMANCE MEASURES - ENGINEERING
Number of Construction Permits Issued
This performance measure shows the number of construction permits submitted, revieweed for conformance
with applicable standards, approved and issued by the City.Construction permits are issued for work within
the public Right-of-Way typically performed by franchise utilities.The level of permit activity is an indicator of
current economic trends, demands for services from telecommunication, power and gas utilities and can
indicate investment in aging infrastructure.
Number of Public Work Projects Contracted
321
373 399
350 350 350
-
100
200
300
400
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Permits Issued
13 12
19
13 12 12
-
5
10
15
20
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Projects Contracted
189
2019-2020 Biennial Budget Section IV: Operating Budget
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 out the work 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.
Number of Private Storm Systems Inspected
The City is required by its National Pollutant Discharge Elimination System Phase 2 permit to complete
inspections on private storm systems on an annual basis.This performance measure indicates the extent
that these inspection are completed each year as it relates to the City's regulatory permit compliance.
Percentage of Street Striping Refreshed
PERFORMANCE MEASURES - ENGINEERING
380
431
344 380 400 400
-
100
200
300
400
500
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Number of Private Storm Systems Inspected
100%100%100%100%100%100%
0%
25%
50%
75%
100%
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Percentage of Street Striping Refreshed
190
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
1,578,255 1,989,726 1,937,726 2,135,339 2,352,965
694,281 1,021,360 980,000 1,105,811 1,279,221
Supplies 17,342 24,450 24,450 24,300 23,050
223,102 383,475 383,475 302,275 303,775
Intergovernmental 3,452 15,000 15,000 15,000 15,000
19,955 - - - -
422,520 430,121 430,121 449,200 459,800
$ 2,958,908 $ 3,864,132 $ 3,770,772 $ 4,031,925 $ 4,433,811
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.32 Engineering
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Public Works - Engineering FTEs 2016 2017 2018 2019 2020
Engineering FTEs 53.00 54.00 55.00 55.00 55.00
TOTAL ENGINEERING FTEs 53.00 54.00 55.00 55.00 55.00
Full Time Equivalent (FTE)
In August 2018, the Community Development and Public Works Director position was transferred from the
Community Development Department to the Engineering Department; + 1.0 FTE.
1.0 FTE - The 2017/2018 Budget included an additional Traffic Signal Technician to be added to the Engineering
Department in 2017.
191
2019-2020 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 245 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.
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.
The City's goal is to inspect 100%
of regulatory/warning signs twice
yearly for reflectivity. Our current
progress is at 50% year to date.
The City's goal is to inspect 100%
of regulatory/warning signs twice
yearly for reflectivity.
Implement an in-house sidewalk
maintenance/repair program to
improve pedestrian safety
t hroughout the City.
M&O is in the process of ordering
equipment and establishing a list
of sidewalks that are in need of
repair.
Utilize new equipment to address
safety issues in a more cost
effective and timely manner.
Continue to support the
implementation of the City’s traffic
calming program through the
plac ement of “speed cushions” or
other appropriate traffic calming
measures as directed by
Engineering Services.
Installed multiple speed cushions
at the direction of Engineering
Services. This is an ongoing goal.
Continue to provide ongoing
support.
Continue to update inventory of
new street light systems.
Ongoing.Continue to update inventory of
new street light systems.
Continue implementing annual
Pothole Patrol program pavement
repairs.
The Street Division has completed
100% of pothole requests year to
date.
Increase frequency of pothole
patrol in order to address known
areas with a high potential of
failure.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
192
2019-2020 Biennial Budget Section IV: Operating Budget
Continue citywide repair or
replacement of damaged and worn
street signs.
The Street Division has completed
approximately 500 street sign
related tasks in 2017 and 2018.
Continue ongoing repair or
replacement of damaged and worn
street signs.
Continue making guardrail repairs
and other roadside safety
improvements.
The Street Division purchased and
used approximately 340 tons of
asphalt and an additional 132 tons
of cold mix in 2017.
Continue to increase grind and
patch operations to postpone the
need for total road surface
replacement.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
193
2019-2020 Biennial Budget Section IV: Operating Budget
The City is responsible for the maintenance of Street Signs. Street Signs are checked for minimum
reflectivty both in spring and fall. The retroreflectivity of an existing sign is assessed by a trained sign
ins pec tor conducting a visual inspection from a moving vehicle during nighttime conditions. Signs that are
visually identified by the inspector to have retroreflectivity below the minimum levels are put on a list to be
replaced.
PERFORMANCE MEASURES - STREET DEPARTMENT
Street Lights Repaired within 96 Hours
The City is responsible for t he maintenance of most of the streetlights in the City (some areas of the City are
maintained by Puget Sound Energy).The City's goal is to have all street lights repaired within 96 hours of
being notified to ensure safety and convenience for the public (this does not include light poles damaged in
traffic accidents).
Street Sign Reflectivity
100%100%100%100%100%100%
0%
20%
40%
60%
80%
100%
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Percentage of Street Regulatory/Warning Signs
Inspected
92%
95%95%95%
96%96%
90%
92%
94%
96%
98%
100%
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Percentage of Street Lights Repaired
within 96 Hours
194
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
970,372 1,123,095 1,000,000 1,113,341 1,119,563
521,711 651,007 580,000 655,092 710,575
Supplies 169,457 230,300 230,300 216,300 216,300
1,117,078 1,126,147 1,126,147 1,202,439 1,067,539
Intergovernmental 191,547 200,000 200,000 200,000 200,000
Capital Outlay - - - -
703,289 708,655 708,655 654,300 673,200
$ 3,673,454 $ 4,039,204 $ 3,845,102 $ 4,041,472 $ 3,987,177
Salaries & Wages
Personnel Benefits
Services & Charges
001.42 Streets
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Street FTEs 2016 2017 2018 2019 2020
Street FTEs 19.00 20.00 20.00 21.00 21.00
TOTAL STREET FTEs 19.00 20.00 20.00 21.00 21.00
Full Time Equivalent (FTE)
In November 2017, the Community Services Work Crew Leader position was reclassified as a Maintenance Worker
I and moved to the Street Department from the Human Resources Department; +1.0 FTE.
1.0 FTE - The 2019/2020 Budget includes an additional Maintenance Worker I in the Street Department.
195
2019-2020 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 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.
Continue to fund Lakeland Hills to
Transit Center Shuttle and
Community Circulator Services.
Agreement for Service executed
through February 2020.
Continue to fund Lakeland Hills to
Transit Center Shuttle and
Community Circulator Services
and look for other opportunities.
Complete annual improvements
under the Save our Streets
Program.
Completed annual projects in 2017
and 2018.
Continue Annual Street
Preservation Improvements on
both Local and Arterial/Collector
S treet s through identified funding,
maintenance, and grant funding
where applicable.
Implement the annual Arterial
Preservation Program.
Completed annual projects in 2017
and 2018.
Implement the biennial Arterial
Bicycle and Safety Improvements
Program.
Bike lanes were added to W Main
Street and Boundary Blvd during
2017 and 2018.
Continue to invest in bicycle and
safety improvements on arterial
streets.
Implement the annual Pedestrian
Accessibility & Safety Program.
Annual improvements to sidewalks
and curb ramps were completed
during 2017 and 2018.
Continue to make improvements
to existing pedestrian facilities and
construct new pedestrian facilities
as funding allows.
Implement the annual Traffic
Signal Improvements Program.
Annual improvements were
completed in 2017 and 2018.
Continue to invest in maintenance
and upgrades to existing traffic
signal infrastructure.
Complete various programmed
preliminary studies.
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
The Lea Hill Road Corridor study
was started in 2018. Preliminary
scoping of the Auburn Way
Corridor was completed. Studies
for Kersey Way and A Street SE
have been delayed until 2019.
Complete various programed
preliminary engineering studies for
roadway corridors.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
196
2019-2020 Biennial Budget Section IV: Operating Budget
Complete construction on various
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
Completed Construction of:
o South 277th St Widening
Project
o Auburn Way South (SR-164)
Corridor Safety 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 (first two locations)
o B St. NW Reconstruction
Project
o Downtown Traffic Signal
upgrades completed the C Street
and West Main Street Upgrade
project
o Auburn Way North Preservation
(22nd to 45th)
o Auburn Way South & 12th St.
SE Intersection Improvements
Lake Tapps Parkway ITS was
delayed due to funding delays by
PSRC.
Construction of the F Street SE
Non-Motorized improvements was
delayed due to lack of
construction funding.
Begin design on various capital
projects.
o Auburn Way North & 1st St NE
Signal Improvements
o 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
Several projects have begun
design and are awaiting the
potential grant funding to proceed.
Continue to develop and refine
projects for scope and estimated
costs to better position these
projects for potential grant funding
opportunities.
Continue to support the Auburn
Downtown Association to promote
the central business area.
Ongoing.
Continue to Implement Dynamic
Message Signs within the City for
better communication with drivers.
Complete the Lake Tapps
Parkway ITS Expansion Project.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
197
2019-2020 Biennial Budget Section IV: Operating Budget
Begin Design and Construction of
a Roundabout at the 320th and
116th int ersection on Lea Hill if
grant application is successful.
Coordinate with Sound Transit on
the Auburn Access Improvement
Projects and potentially partner on
the completion of City projects
that may mitigate the Sound
Transit project impacts.
Complete design and begin
construction on the Lea Hill Safe
Walk ing Route project if grant
application is successful.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
198
2019-2020 Biennial Budget Section IV: Operating Budget
Fund Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,655,913 2,584,136 2,584,136 1,492,777 1,344,477
3,654,905 2,247,600 2,247,100 439,450 2,156,200
2,777,756 176,500 176,500 - -
611,016 585,000 620,000 620,000 620,000
Other Transportation Fees - 466,200 466,200 - -
- - - - 380,000
11,173 2,600 32,600 28,300 26,800
709,221 - 122,500 - -
- - - - -
- - - - -
1,999,610 1,833,417 1,586,918 545,350 511,600
$ 12,419,595 $ 7,895,453 $ 7,835,954 $ 3,125,877 $ 5,039,077
429,196 393,571 393,571 94,300 283,600
189,214 157,429 157,429 37,700 113,400
365,566 405,200 400,000 400,000 400,000
8,558,269 5,408,300 5,047,498 963,000 2,911,200
76,680 78,859 78,859 78,100 80,100
197,376 197,376 197,376 197,400 197,400
12,135 11,442 12,829 10,900 10,200
Transfer Out 7,024 95,615 55,615 - -
2,584,136 1,147,661 1,492,777 1,344,477 1,043,177
$ 12,419,595 $ 7,895,453 $ 7,835,954 $ 3,125,877 $ 5,039,077
Ending Fund Balance
Total Expenditures
Services & Charges
Capital Outlay
Interfund Payments For Service
Debt Service Principal
Debt Service Interest
Expenditures
Salaries & Wages
Operating Transfers In
Total Revenues
Beginning Fund Balance
Federal Grants
State Grants
State Entitlements (Motor Vehicle Fuel Tax)
Other Governmental Agencies
Personnel Benefits
102 Arterial Streets
Revenues
Investment Income
Developer Contributions
Public Works Trust Fund Loans
Miscellaneous Revenue
199
2019-2020 Biennial Budget Section IV: Operating Budget
FUND BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
2,424,728 2,943,350 2,943,350 1,650,780 956,880
2,632,107 1,750,000 2,100,000 - -
32,475 9,100 49,000 12,000 2,000
- - - - -
- - - 1,750,000 1,750,000
150,000 150,000 150,000 150,000 150,000
$ 5,239,309 $ 4,852,450 $ 5,242,350 $ 3,562,780 $ 2,858,880
90,353 106,788 106,788 164,274 112,870
33,972 42,029 42,029 67,342 49,521
Supplies - - - - -
23,703 700 700 40,700 700
2,130,190 3,429,298 3,429,298 2,318,384 1,737,609
11,916 12,239 12,239 15,200 15,600
5,826 516 516 - -
2,943,350 1,260,880 1,650,780 956,880 942,580
$ 5,239,309 $ 4,852,450 $ 5,242,350 $ 3,562,780 $ 2,858,880
Ending Fund Balance
Total Expenditures
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Transfer Out
Expenditures
Salaries & Wages
Investment Income
Miscellaneous Revenue
Transfer In from REET2
Operating Transfers In (W/S/SWM Utility)
Total Revenues
Beginning Fund Balance
Sales Tax On Construction
103 Local Streets
Revenues
200
2019-2020 Biennial Budget Section IV: Operating Budget
FUND BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
3,269,631 2,039,837 2,039,837 1,582,337 1,369,417
2,107,151 2,095,600 2,100,000 2,035,900 2,049,100
1,557,947 1,511,840 1,511,840 893,620 1,753,640
25,483 4,900 35,200 29,800 29,900
- - - - -
194,915 2,212,400 2,212,400 - -
$ 7,155,127 $ 7,864,577 $ 7,899,277 $ 4,541,657 $ 5,202,057
272,834 160,714 160,714 172,100 218,600
118,622 64,286 64,286 68,900 87,400
Supplies - - - - -
- 150,000 150,000 165,000 150,000
4,672,058 6,582,840 5,895,840 2,766,240 3,511,840
- - - - -
51,776 46,100 46,100 - -
2,039,837 860,637 1,582,337 1,369,417 1,234,217
$ 7,155,127 $ 7,864,577 $ 7,899,277 $ 4,541,657 $ 5,202,057
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
Investment Income
Personnel Benefits
Services & Charges
105 Arterial Street
. Preservation
Revenues
Miscellaneous Revenue
Operating Transfers In
201
2019-2020 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.
Utilize Cartegraph as a work order
management system and continue
to develop Standard Operating
Procedures (SOPs) for updating
dat abases in CarteGraph and
Geographic Information Systems
(GIS) and Springbrook.
Goal has been met; Cartegraph is
used to generate service orders for
work to be performed, and is used
to update new or modified assets,
whic h are automatically uploaded
to GIS.
Complete construction of the
West Hill Springs Improvements
project.
Completed.
Complete design and construction
of the Lea Hill Pressure Reducing
Valve Station Improvements
project.
Completed.
Complete design and construction
of the Fulmer Well Field
Improvements project.
Completed.
Complete design and construction
of the Coal Creek Springs
Transmission Main Replacement
project.
Design is underway. Project was
delayed due to delay in allocation
of State funds by the legislature.
Complete construction of the Coal
Creek Springs Transmission Main
Replacement project.
Complete implementation of the
Water Utility Meter & Billing
System Improvements project.
Completed.
Initiate pre-design of the Coal
Creek Springs Rehabilitation
project.
Project has been deferred to 2022
due to lack of available funding
and the fact that sufficient water
supply sources are currently
available to meet projected needs.
Initiate design of the Green River
Pump Station Emergency Power
project.
Design is underway.Complete construction of the
Green River Emergency Power
project.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
202
2019-2020 Biennial Budget Section IV: Operating Budget
Initiate pre-design of the Algona
Well 1 Decommissioning project.
Project has been deferred to 2019
until evaluation of water rights and
procedures for transfer of water
rights is completed.
Evaluate water rights transfer
requirements and determine next
steps for the rights obtained from
Algona.
Continue Unidirectional Flushing
program in the Valley service area.
Completed.Continue Unidirectional Flushing
program in the Academy and
Lakeland Hills service areas.
Reduce the need to purchase
water from Tacoma Water for
normal daily demands and use
this source for emergency and
maintenance purposes only.
Goal has been met as the City's
own supply sources are back on
line and purchase from Tacoma
has been reduced to only when
needed for emergencies or major
maintenance of one or more City
supplies.
Continue to upgrade the asset
management databases through
records evaluation and field
investigation.
Ongoing.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.
Ongoing.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.
Attended quarterly DOH meetings
and monthly WWUC meetings.
As new regulations are
promulgated, develop plans for
compliance.
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.
Ongoing.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.
Ongoing.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, which is expected in
2022.
Continue monitoring system
losses and fix leaks when found to
meet the 10% limit mandated by
the State Department of Health.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
203
2019-2020 Biennial Budget Section IV: Operating Budget
Complete design and construction
of Meter Vault Replacement
projec t .
Initiate design and complete
construction of the Academy
Pump St ation #1 Replacement
project.
Initiate Lead Service Line
Replacement program.
Initiate Deduct Meter Replacement
program.
Initiate an air/vacuum release valve
inspection and maintenance
program.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
204
2019-2020 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 customer accounts.
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 Customer Accounts
5.2%
5.1%
4.9%
5.0%5.0%5.0%
4.7%
4.8%
4.9%
5.0%
5.1%
5.2%
5.3%
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
System Losses
(Percent of Production)
6
3.8
2.1
5 5 5
0
1
2
3
4
5
6
7
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Customer Service Complaints per 1,000 Customer Accounts
179 170 175 175 174 173
-
50
100
150
200
250
300
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Consumption -Gallons/Day
per Residential Connection
205
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital
430 430 430 430 430
OPERATING FUND:460 460 460 460 460
OPERATING REVENUES
343.400 Water Sales 14,577,618 15,021,500 14,800,000 15,285,500 15,930,800
343.401-900 Other Charges for Service 205,292 181,931 195,000 187,000 187,000
361.110 Interest Earnings 82,223 10,000 10,000 20,000 20,000
Other Miscellaneous Revenue 1,834,446 1,415,624 649,000 186,000 186,000
TOTAL OPERATING REVENUES 16,699,579$ 16,629,055$ 15,654,000$ 15,678,500$ 16,323,800$
OPERATING EXPENDITURES
534.000.10 Salaries & Wages 2,622,309 2,799,131 2,600,000 2,472,136 2,536,353
534.000.20 Benefits 1,035,698 1,416,014 1,250,000 1,335,528 1,463,058
534.000.30 Supplies 292,742 334,244 320,000 364,244 364,244
534.000.40 Other Service Charges 3,038,869 5,285,350 4,500,000 4,355,849 4,445,767
534.000.50 Intergovernmental Services - - - - -
597.100.55 Operating Transfers Out to Capital Subfund 2,500,000 2,600,000 2,800,000 811,400 1,000,000
597.100.55 Other Operating Transfers Out 143,946 1,475,891 1,475,891 353,291 76,642
590.100.75 Debt Service Principal 1,495,844 1,760,291 1,760,291 1,775,400 1,638,200
534.000.83 Debt Service Interest 703,321 1,313,575 1,313,575 1,092,600 1,040,500
590.100.05 Net Increase in Restricted Assets 5,846,725 - - - -
534.000.90 Interfund Payments for Service 1,422,819 1,422,040 1,422,040 1,773,617 1,844,067
TOTAL OPERATING EXPENDITURES 19,102,273$ 18,406,536$ 17,441,797$ 14,334,065$ 14,408,831$
REVENUES LESS EXPENDITURES (2,402,694)$ (1,777,481)$ (1,787,797)$ 1,344,435$ 1,914,969$
BEGINNING WORKING CAPITAL - January 1 7,977,666 5,574,972 5,574,972 3,787,175 5,131,610
ENDING WORKING CAPITAL - December 31 5,574,972 3,797,491 3,787,175 5,131,610 7,046,579
NET CHANGE IN WORKING CAPITAL (*)(2,402,694)$ (1,777,481)$ (1,787,797)$ 1,344,435$ 1,914,969$
CAPITAL FUND:
CAPITAL REVENUES
334.018 Improvements Other Than Bldg.3,195 21,800 21,800 100,000 100,000
333.970 Repairs & Maintenance 19,172 130,800 130,800 - -
361.110 Building 22,342 - 10,000 10,000 10,000
396.101 Cash 597,556 1,250,000 250,000 937,700 960,200
382.200 Capital Outlay - 2,500,000 - 7,178,300 -
391.800 Debt Service Principal 84,198 - - - -
397.100 Operating Transfers in from Operations 2,500,000 2,600,000 2,800,000 811,400 1,000,000
397.100 Other Operating Transfers In - 1,396,600 1,196,600 - -
396/399 Other Revenues 579,200 - - - -
TOTAL CAPITAL REVENUES 3,805,664$ 7,899,200$ 4,409,200$ 9,037,400$ 2,070,200$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 167,840 307,857 200,000 424,300 353,600
590.100.20 Benefits 76,798 123,143 90,000 169,700 141,400
590.100.40 Professional Services 22,670 - - 300 400
590.100.6 Construction Projects 7,341,086 6,650,786 5,416,200 5,968,386 3,736,905
590.100.05 Net Change in Restricted Assets (3,401,367) - - - -
590.100.55 Operating Transfers Out 50,000 50,000 50,000 50,000 50,000
TOTAL CAPITAL EXPENDITURES 4,257,027$ 7,131,786$ 5,756,200$ 6,612,686$ 4,282,305$
BEGINNING WORKING CAPITAL - January 1 1,936,373 1,485,010 1,485,010 138,010 2,562,724
ENDING WORKING CAPITAL - December 31 1,485,010 2,252,424 138,010 2,562,724 350,619
NET CHANGE IN WORKING CAPITAL (*)(451,363)$ 767,414$ (1,347,000)$ 2,424,714$ (2,212,105)$
Total Change in Working Capital (2,854,057)$ (1,010,067)$ (3,134,797)$ 3,769,149$ (297,136)$
(*) Working Capital = Current Assets
minus Current Liabilities
2019
Budget
2020
Budget
430 Water
(includes 460 Water - Capital)
City of Auburn
2017
Actual
2018
Adjusted
Budget
2018
Estimate
206
2019-2020 Biennial Budget Section IV: Operating Budget
Department Employees
430 Water FTEs 2016 2017 2018 2019 2020
Water FTEs 23.00 23.00 23.00 23.00 23.00
TOTAL WATER FTEs 23.00 23.00 23.00 23.00 23.00
Full Time Equivalent (FTE)
207
2019-2020 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.
Increase the completeness and
accuracy of the sewer utility
assets through records review,
inspec t ion, and use of Utility GIS
Inventory Technicians.
Ongoing - Developed operating
procedures for updating asset
information through Cartegraph
and ArcGIS.
Verify/update installation date,
record drawing reference, and
materials for 75% of the system's
s ewer m anholes and sewer mains.
Work with Innovation &
Technology to coordinate the use
of the Cartegraph and Pipelogix
as set management tools.
Pipelogix will be replaced along
with the replacement of the CCTV
inspection system therefore this
goal was obs olete.
Work with Innovation &
Technology to coordinate the use
of the Cartegraph, GIS, and
W inc an as set management tools.
Evaluate the City’s current vactor
decant operations to determine
the cost effectiveness of our
c urrent and alternative procedures.
Project was deferred to 2021 due
to the need to incorporate the
Maintenance and Operations
Mast er Planning.
Begin design of sewer pump
station improvements in
anticipation of construction in
2019.
Initiated Pump Station Electrical
Improvements which is anticipated
to be completed in 2019.
Complete Pump Station Electrical
Improvements project.
Assess the condition of the City’s
inverted siphons, especially at the
river crossings.
Ongoing; assessment will be
completed in 2018 following flow
monitoring to quantify the sewage
flows that will determine the best
mode of assessment.
Assess the condition of the City’s
larger diameter lines.
Project deferred to 2019 due
availability of resources.
Assess the condition of the City’s
larger diameter lines.
Complete transfer of the
monitoring, alarming, and data
acquisition tasks for the 22nd
S treet and R Street sewer pump
stations to the City’s new
Supervisory Control and Data
Acquisition (SCADA) and
telemetry system.
Completed.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
208
2019-2020 Biennial Budget Section IV: Operating Budget
Engage in regular preventive
maintenance activities.
Ongoing.
Begin Infiltration/Inflow (I/I) study
to more precisely identify sources
of I/I within Auburn's system.
Participate in King County
Wastewater Treatment Division's
regional I/I reduction efforts.
Complete design and construction
of 2019 Sewer Repair and
Rehabilitation Project.
Continue 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.
Complete pre-design work for 22nd
Street Pump Station Replacement
in 2022.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
209
2019-2020 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 to prevent
blockages.
Linear Feet of Sanitary Sewer Remotely Inspected
152
216 214 208 210 210
0
50
100
150
200
250
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Linear Feet Cleaned
(Thousands of Feet)
152
214 210 212 210 210
0
50
100
150
200
250
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Linear Feet Remotely Inspected
(Thousands of Feet)
675 793
1,434
1,060
1,300 1,300
0
500
1,000
1,500
2,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Manhole Inspections
210
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
431 431 431 431 431
OPERATING FUND:461 461 461 461 461
OPERATING REVENUES
343.400 City Sewer Service 8,469,025 8,001,700 8,000,000 8,869,200 9,160,700
343.401-900 Other Charges for Service 194,609 140,400 120,000 145,000 145,000
361.110 Interest Earnings 33,522 20,000 20,000 20,000 20,000
Other Miscellaneous Revenue 600,830 75,570 75,570 70,000 69,000
TOTAL OPERATING REVENUES 9,297,986$ 8,237,670$ 8,215,570$ 9,104,200$ 9,394,700$
OPERATING EXPENDITURES
535.000.10 Salaries & Wages 1,713,165 1,808,531 1,808,531 1,478,205 1,517,511
535.000.20 Benefits 718,710 906,551 906,551 783,349 854,856
535.000.30 Supplies 84,090 136,550 130,000 164,550 164,550
535.000.40 Other Service Charges 2,601,800 3,070,471 2,600,000 2,902,650 2,955,850
535.000.50 Intergovernmental Services 3,663 9,500 9,500 9,500 9,500
597.100.55 Operating Transfers Out to Capital Subfund 800,000 - - - -
597.100.55 Other Operating Transfers Out 112,905 253,020 253,020 303,592 24,614
590.100.75 Debt Service Principal 550,947 550,947 550,947 563,400 575,700
535.100.83 Debt Service Interest 258,270 264,928 264,928 245,500 231,600
590.100.05 Net Increase in Restricted Assets 613,790 - - - -
535.000.90 Interfund Payments for Service 1,041,678 1,034,321 1,034,321 1,391,917 1,443,267
TOTAL OPERATING EXPENDITURES 8,499,020$ 8,034,819$ 7,557,798$ 7,842,663$ 7,777,448$
REVENUES LESS EXPENDITURES 798,966$ 202,851$ 657,772$ 1,261,537$ 1,617,252$
BEGINNING WORKING CAPITAL - January 1 2,810,410 3,609,377 3,609,377 4,267,149 5,528,686
ENDING WORKING CAPITAL - December 31 3,609,377 3,812,228 4,267,149 5,528,686 7,145,938
NET CHANGE IN WORKING CAPITAL (*)798,966$ 202,851$ 657,772$ 1,261,537$ 1,617,252$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Golf Restaurant - Power Distribution 120,323 - - 80,000 80,000
396.101 Insurance Recovery - Capital Assets 450,023 600,000 600,000 654,700 670,500
397.100 Operating Transfers in from Operations 800,000 - - - -
397.100 Other Operating Transfers In - - - - -
396.102 Operating Transfer/In 423,757 - - - -
396/399 Other Revenues 22,500 - - - -
TOTAL CAPITAL REVENUES 1,816,602$ 600,000$ 600,000$ 734,700$ 750,500$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 50,178 87,857 87,857 182,900 78,600
590.100.20 Benefits 23,579 35,143 35,143 73,100 31,400
590.100.40 Professional Services 8,397 - - 1,900 2,000
590.100.60 Construction Projects 1,512,348 2,132,300 1,583,500 2,588,000 1,103,000
590.100.05 Net Change in Restricted Assets 415,205 - - - -
597.100.55 Operating Transfers Out 50,000 150,000 150,000 50,000 50,000
TOTAL CAPITAL EXPENDITURES 2,059,706$ 2,405,300$ 1,856,500$ 2,895,900$ 1,265,000$
BEGINNING WORKING CAPITAL - January 1 12,710,295 12,467,191 12,467,191 11,210,691 9,049,491
ENDING WORKING CAPITAL - December 31 12,467,191 10,661,891 11,210,691 9,049,491 8,534,991
NET CHANGE IN WORKING CAPITAL (*)(243,104)$ (1,805,300)$ (1,256,500)$ (2,161,200)$ (514,500)$
Total Change in Working Capital 555,862$ (1,602,449)$ (598,728)$ (899,663)$ 1,102,752$
(*) Working Capital = Current Assets
minus Current Liabilities
2019
Budget
2020
Budget
431 Sewer
(includes 461 Sewer - Capital)
City of Auburn
2017
Actual
2018
Adjusted
Budget
2018
Estimate
211
2019-2020 Biennial Budget Section IV: Operating Budget
Department Employees
431 Sewer FTEs 2016 2017 2018 2019 2020
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)
212
2019-2020 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.
Continue to improve utility records
and system maps for asset
management by performing
records evaluation and field
investigations.
Performed records evaluation and
field investigations utilizing Global
Positioning Satellite (GPS)
equipment and remote camera
system.
Continue the storm drainage
inventory process and utility
records thereby improving the
overall management of City storm
assets.
Updated and improved the storm
drainage inventory Standard
Operating Procedures (SOP) to
reflec t current practices.
Continued inventory. Improved
efficiency of private storm facility
inspections with storm facility
tracking software.
Complete the storm drainage
inventory process and utility
records by performing records
evaluat ion and field investigations,
thereby improving the overall
management of City storm assets.
Continue to improve overall
system performance by continuing
the citywide ditch maintenance
and pond c leaning and
rehabilitation programs to remove
accumulated sediment and
vegetation.
Continued pond rehabilitation,
which was more efficient and
productive using the mini
excavat or acquired in 2017.
Develop and implement a citywide
ditch maintenance, cleaning and
rehabilitation program to remove
ac cumulated sediment and
vegetation.
Maintain compliance with our
catch basin inspection and
cleaning program as mandated by
t he NPDES Phase II Permit.
Compliance requirements were
met in 2017 and are anticipated to
be met in 2018.
Maintain compliance with our
catch basin inspection and
cleaning program as mandated by
t he NP DES Phase II Permit.
Provide ongoing spill response and
detection of illicit storm system
connections and discharges as
required by the NPDES Phase II
permit.
Ongoing. Responded to all notices
of spills and/or illicit discharge
received by the City.
Provide ongoing spill response
and detection of illicit storm
system connections and
disc harges as required by the
NPDES Phase II permit.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
213
2019-2020 Biennial Budget Section IV: Operating Budget
Fully implement the use of
Cartography as a work order
management system and
complete the development of
Standard Operating Procedures
(SOPs) for updating databases for
Cartography and the Geographic
Information System (GIS) to allow
for engineering and maintenance
staff to edit and track operations of
the existing storm infrastructure.
Fully implemented Cartography
as a work order management
system and completed the
Standard Operating Procedures for
updating Cartography and the
Geographic Information System
(GIS) databases.
Continue to replace and/or install
new storm drainage conveyance
capacity improvements in
conjunction with the arterial and
local street improvement projects.
Ongoing.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.
Ongoing.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).
Ongoing. Draft new NPDES
permit for the next 5-year permit
cycle will be issued summer 2018,
and any Total Maximum Daily
Loading (TMDL) requirements will
be incorporated into the storm
program.
Update the Municipal Airport
Stormwater Pollution Prevention
Plan and continue to provide
support to maintain Industrial
Stormwater General Permit
compliance.
Completed.
Continue to manage the City’s
capital project wetland mitigation
site monitoring program.
Ongoing.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.
Continued to conduct a public
education and outreach program
to provide spill kits to targeted
businesses throughout the City.
Evaluated children's education
element of the City's program and
adopted new outreach efforts
which include using professional
educators to teach stormwater
presentations in Auburn schools.
Manage and implement an
ongoing public education and
outreach program to targeted
audiences to comply with the
NPDES permit.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
214
2019-2020 Biennial Budget Section IV: Operating Budget
This performance measure reflects the reprioritization of storm work forces to meet NPDES requirements for mowing to facilitate
inspection and maintenance of public storm ponds during the permit cycle, including vegetation removal as needed.
Catch Basin Inspection
The NPDES permit requires the inspection of all catch basins within the City during a permit cycle period.The 2019 and 2020
goals are based on the anticipated annual average required to meet permit conditions.
PERFORMANCE MEASURES - STORM DRAINAGE FUND
Tons of Debris Hauled
Increase is due to NPDES requirements to inspect and clean, as necessary, all catch basins within the City during the permit
cycle period. The 2019 and 2020 goals are based on the annual average required to meet NPDES permit conditions.
Acres of Storm Drainage Ponds Maintained
1,026
1,226 1,118
1,283 1,300 1,300
-
500
1,000
1,500
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Tons of Debris Hauled
600 605 610 610 620 620
-
200
400
600
800
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Acres of Ponds Maintained
2,630 2,828
3,417
6,000
5,000 5,000
-
2,000
4,000
6,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Catch Basin Inspection
215
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
432 432 432 432 432
OPERATING FUND:462 462 462 462 462
OPERATING REVENUES
343.400 Storm Service Charge 9,606,312 9,086,300 9,250,000 9,960,900 10,203,200
343.401-900 Other Charges for Service 171,790 156,376 155,000 125,000 125,000
361.110 Interest Earnings 26,219 15,000 15,000 15,000 15,000
Other Miscellaneous Revenue 861,577 63,226 63,226 56,000 56,000
TOTAL OPERATING REVENUES 10,665,898$ 9,320,902$ 9,483,226$ 10,156,900$ 10,399,200$
OPERATING EXPENDITURES
535.000.10 Salaries & Wages 2,549,112 2,716,743 2,700,000 2,511,990 2,582,837
535.000.20 Benefits 1,076,031 1,396,377 1,350,000 1,329,580 1,451,369
535.000.30 Supplies 59,561 94,550 80,000 84,550 84,550
535.000.40 Other Service Charges 1,560,688 1,847,779 1,700,000 1,895,900 1,928,700
535.000.50 Intergovernmental Services 62,848 83,000 83,000 98,200 99,200
597.100.55 Operating Transfers Out to Capital Subfund 300,000 1,200,000 1,200,000 - -
597.100.55 Other Operating Transfers Out 216,122 369,192 200,000 377,592 98,614
590.100.72 Debt Service Principal 425,578 425,578 425,578 438,000 452,500
535.100.83 Debt Service Interest 328,972 350,697 350,697 311,100 294,600
590.100.05 Net Increase in Restricted Assets 1,739,820 - - - -
535.000.90 Interfund Payments for Service 1,442,839 1,444,254 1,444,254 1,818,400 1,838,700
TOTAL OPERATING EXPENDITURES 9,761,573$ 9,928,170$ 9,533,529$ 8,865,312$ 8,831,070$
REVENUES LESS EXPENDITURES 904,325$ (607,268)$ (50,303)$ 1,291,588$ 1,568,130$
BEGINNING WORKING CAPITAL - January 1 2,005,792 2,910,117 2,910,117 2,859,814 4,151,402
ENDING WORKING CAPITAL - December 31 2,910,117 2,302,849 2,859,814 4,151,402 5,719,532
NET CHANGE IN WORKING CAPITAL (*)904,325$ (607,268)$ (50,303)$ 1,291,588$ 1,568,130$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Other Improvements 125,514 - 100,000 80,000 80,000
396.101 Accounts Payable 817,846 600,000 600,000 489,900 501,800
396.104 Vouchers Payable 1,495,187 - - - -
382.200 Pension Contributions-Def Outflows - - - - -
397.100 Operating Transfers in from Operations 300,000 1,200,000 1,200,000 - -
397.100 Other Operating Transfers In - - - - -
377.020 Interlocal Grants - 210,000 210,000 - -
TOTAL CAPITAL REVENUES 2,738,547$ 2,010,000$ 2,110,000$ 569,900$ 581,800$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 164,370 95,714 95,714 202,900 130,000
590.100.20 Benefits 73,756 38,286 38,286 81,100 52,000
590.100.40 Professional Services 13,986 - - 1,900 2,000
590.100.60 Construction Projects 1,820,561 3,192,300 1,692,400 2,861,000 1,829,900
590.100.05 Net Change in Restricted Assets 694,686 - - - -
590.100.55 Operating Transfers Out 156,000 150,000 150,000 50,000 50,000
TOTAL CAPITAL EXPENDITURES 2,923,359$ 3,476,300$ 1,976,400$ 3,196,900$ 2,063,900$
BEGINNING WORKING CAPITAL - January 1 13,379,700 13,194,888 13,194,888 13,328,488 10,701,488
ENDING WORKING CAPITAL - December 31 13,194,888 11,728,588 13,328,488 10,701,488 9,219,388
NET CHANGE IN WORKING CAPITAL (*)(184,812)$ (1,466,300)$ 133,600$ (2,627,000)$ (1,482,100)$
Total Change in Working Capital 719,514$ (2,073,568)$ 83,297$ (1,335,412)$ 86,030$
(*) Working Capital = Current Assets
minus Current Liabilities
2019
Budget
2020
Budget
432 Storm Drainage
(includes 462 Storm Drainage - Capital)
City of Auburn
2017
Actual
2018
Adjusted
Budget
2018
Estimate
216
2019-2020 Biennial Budget Section IV: Operating Budget
Department Employees
432 Storm FTEs 2016 2017 2018 2019 2020
Storm FTEs 10.00 10.00 12.00 12.00 12.00
TOTAL STORM FTEs 10.00 10.00 12.00 12.00 12.00
Full Time Equivalent (FTE)
2.0 FTEs - Effective in 2018 via Budget Amendment #4, Ordinance No. 6666, two additional Maintenance Workers
I were approved in order to be in compliance with the inspection, cleaning and repair requirements set forth by the
Department of Ecology.
217
2019-2020 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.
Continue to prepare the Quarterly
Report of Sewerage Customers in
a timely manner.
Completed.Continue to prepare the Quarterly
Report of Sewerage Customers in
a tim ely manner.
Continue to identify new accounts
that require special setup for
accurate reporting to King County.
Ongoing.Continue to identify new accounts
that require special setup for
acc urate reporting to King County.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
218
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
433 433 433 433 433
OPERATING FUND:- - 463 463
OPERATING REVENUES
343.501-531 Metro Service Charge 17,001,085 17,439,923 17,000,000 17,620,000 17,796,800
343.532 Metro Industrial Charge 704,776 750,000 750,000 750,000 750,000
361.110 Interest Earnings 10,721 1,000 1,000 2,500 2,500
TOTAL OPERATING REVENUES 17,716,583$ 18,190,923$ 17,751,000$ 18,372,500$ 18,549,300$
OPERATING EXPENDITURES
535.000.10 Salaries & Wages - - - - -
535.000.20 Benefits - - - - -
535.000.30 Supplies - - - - -
535.801.49 Other Service Charges 147 - - 200 200
535.800.51 Intergovernmental Services 17,354,991 18,250,200 17,600,000 18,215,400 18,397,600
535.000.70 Debt Service Principal - - - - -
535.000.80 Debt Service Interest - - - - -
535.000.90 Interfund Operating Rentals & Supplies - - - - -
TOTAL OPERATING EXPENDITURES 17,355,137$ 18,250,200$ 17,600,000$ 18,215,600$ 18,397,800$
REVENUES LESS EXPENDITURES 361,445$ (59,277)$ 151,000$ 156,900$ 151,500$
BEGINNING WORKING CAPITAL - January 1 2,672,022 3,033,467 3,033,467 3,184,467 3,341,367
ENDING WORKING CAPITAL - December 31 3,033,467 2,974,190 3,184,467 3,341,367 3,492,867
NET CHANGE IN WORKING CAPITAL (*)361,445$ (59,277)$ 151,000$ 156,900$ 151,500$
(*) Working Capital = Current Assets
minus Current Liabilities
2019
Budget
2020
Budget
433 Sewer Metro
City of Auburn
2017
Actual
2018
Adjusted
Budget
2018
Estimate
219
2019-2020 Biennial Budget Section IV: Operating Budget
AIRPORT FUND
Vision
Provide our community superior aviation facilities, custom solutions, and continued and sustainable
economic development as judged by our customers and community.
Mission
Our Mission is to:
• Be a gateway to Auburn and the Puget Sound Region.
• Promote aviation at the Airport and within the community.
• Provide a high level of operational excellence.
• Be environmentally and economically responsible.
• Provide safe and secure aviation facilities.
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.
Between 2004 and 2018, the daily operations and management of the Airport was through a contract
with a private firm. In 2019, the management of the Airport will move from a contracted service to
being managed by City resources. The operations and management of the Airport includes aircraft
tie-downs, hangars and facility leases, daily management, maintenance, and operation of the fuel
facility, compliance with all appropriate regulations, tenant relations, marketing, grounds
maintenance, facility maintenance, and capital program management.
Evaluate the need for additional
hangar retrofit to closed hangars.
Completed a Facility Condition
Assessment in 2018 to identify
defic iencies.
Promote Request for Proposal for
aeronautical business
development at the Airport.
Ongoing.Promote Business Development
within the Airport and surrounding
the A irport consistent with the
Master Plan and the Market
Assessment.
Apply to the Federal Aviation
Administration (FAA) for
replac ement of obsolete Visual
Approach Slope Indicator (VASI)
with new FAA-approved Precision
Approach Path Indicator (PAPI)
Systems.
Project has been delayed due to
the funding needs for the Airport
Runway Enhancement Project and
is beyond 2020.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
220
2019-2020 Biennial Budget Section IV: Operating Budget
Secure funding for and complete
the design and construction of the
Runway Enhancement project.
Completed the Environmental
Assessment. Preliminary design
was started in 2017. Construction
is dependent on FAA funding
approvals.
Continue efforts to obtain FAA
support for a full Runway
Enhancement project as identified
in the Master Plan.
Continue efforts to support Jet A
fuel sales at the Airport.
Temporary Jet A fuel has been
addressed for Cascade Helicopter.
Prepare a Jet A Fuel Plan for
Airport Management to facilitate.
Complete annual repairs and
maintenance as needed.
Completed.
Maintain compliance with the
Airport’s Industrial Storm Water
Permit requirements.
Permit requirements and reporting
were completed as required.
Maintain compliance with the
Airport’s Industrial Storm Water
Permit requirements.
Implement new Airport
Management Strategy.
Continue implementation of the
tasks identified in the Airport
Strategic Business Plan.
Develop a Facility Maintenance
Program and funding options to
begin implementation within the
budget period.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
221
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget 435 435 435 435 435
OPERATING FUND:465 465 465 465 465
OPERATING REVENUES
341.930 Airport Security Service 35,460 35,000 35,000 35,000 35,000
344.602 100LL Aviation Fuel Sales - - - 280,000 300,000
344.604 Flowage Fee 35,290 28,000 35,000 30,000 30,000
362.501 Property Leases 246,910 244,000 250,000 258,300 265,500
362.502 Tie Down & Hangar Rent 557,130 536,300 590,000 602,400 614,400
361.110 Investment Income 6,451 2,500 11,000 6,900 7,800
369-399 Miscellaneous Revenue 18,592 3,000 3,000 6,000 6,100
TOTAL OPERATING REVENUES 899,833$ 848,800$ 924,000$ 1,218,600$ 1,258,800$
OPERATING EXPENDITURES
546.000.10 Salaries & Wages - 49,200 49,200 207,803 221,143
546.000.20 Benefits (3,519) 33,700 33,700 149,490 166,958
546.000.30 Supplies 435 2,500 2,500 202,200 214,000
546.000.40 Other Service Charges 482,003 588,550 588,550 173,800 154,700
546.000.50 Intergovernmental Services - 5,000 5,000 360,000 250,000
546.000.75 Debt Service Principal 210,923 215,100 215,100 228,600 12,200
546.000.81 Debt Service Interest 20,759 16,425 16,425 3,700 100
590.100.05 Net Increase in Restricted Assets 1,870 - - - -
546.000.90 Interfund Payments for Service 1,404 1,500 1,500 70,000 78,800
TOTAL OPERATING EXPENDITURES 713,874$ 911,975$ 911,975$ 1,395,593$ 1,097,901$
REVENUES LESS EXPENDITURES 185,959$ (63,175)$ 12,025$ (176,993)$ 160,899$
BEGINNING WORKING CAPITAL - January 1 236,649 422,608 422,608 434,633 257,640
ENDING WORKING CAPITAL - December 31 422,608 359,433 434,633 257,640 418,539
NET CHANGE IN WORKING CAPITAL (*)185,959$ (63,175)$ 12,025$ (176,993)$ 160,899$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Other Fin Sources Control 3,378 - 3,000 2,000 500
331/334 Federal and State Grants 20,161 830,467 830,467 1,741,700 525,200
397.100 Operating Transfers In 274,937 - - 350,000 250,000
TOTAL CAPITAL REVENUES 298,476$ 830,467$ 833,467$ 2,093,700$ 775,700$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages - 106,429 17,500 4,300 4,300
590.100.20 Benefits - 42,571 7,000 1,700 1,700
590.100.40 Professional Services 46 - - 100 100
590.100.60 Construction Projects 398,059 829,034 923,534 2,097,400 746,900
590.100.55 Operating Transfers Out - - - 37,000 25,000
TOTAL CAPITAL EXPENDITURES 398,106$ 978,034$ 948,034$ 2,140,500$ 778,000$
BEGINNING WORKING CAPITAL - January 1 360,602 260,972 260,972 146,405 99,605
ENDING WORKING CAPITAL - December 31 260,972 113,405 146,405 99,605 97,305
NET CHANGE IN WORKING CAPITAL (*)(99,630)$ (147,567)$ (114,567)$ (46,800)$ (2,300)$
Total Change in Working Capital 86,329$ (210,742)$ (102,542)$ (223,793)$ 158,599$
(*) Working Capital = Current
Assets minus Current Liabilities
435 Airport
(includes 465 Airport - Capital)
222
2019-2020 Biennial Budget Section IV: Operating Budget
Department Employees
435 Airport FTEs 2016 2017 2018 2019 2020
Airport FTEs 0.00 0.00 3.00 3.00 3.00
TOTAL AIRPORT FTEs 0.00 0.00 3.00 3.00 3.00
Full Time Equivalent (FTE)
3.0 FTEs - Effective in 2018 via Budget Amendment #6, Ordinance No. 6684, 3.0 FTEs were
approved to be added to the Airport as the Airport will be managed in-house.
223
2019-2020 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.
Investigate fuel systems for
replacement in next budget cycle.
Continue to improve fleet fuel
economy using new technologies
and polic ies.
Progress has been made and
some fuel consumption savings
have been noted with the
monitoring of idle times, this is
ongoing.
Continue to improve fleet fuel
economy using new technologies
and polic ies.
Investigate alternative fuel options,
such as propane and
electric/gasoline hybrid vehicles
for fleet fuel efficiency.
Equipment Rental is working
towards implementing 4 electric
vehic les as pool vehicles in 2019,
and continuing to research to
implement renewable diesel.
Implement 4 electric vehicles as
pool vehicles, and implement the
use of renewable diesel.
Utilize customer service surveys
and alternative feedback measures
from c ustomers to continue to
improve overall level of service.
Progress has been made towards
this goal, and should be
complet ed by the end of 2018.
Expedite Equipment Rental and
Central Stores remodel project.
Minor progress has been made;
this will be ongoing.
Expedite Equipment Rental and
Central Stores remodel project.
Develop interactive vehicle
replacement schedules for a better
cust omer experience.
This goal is complete.
Become a Certified Blue Shield
Repair Facility.
Perform all Ford warranty and
recall work in house.
Investigate fuel systems for
replacement in next budget cycle.
Progress has been made, given
the complexity of this project it will
continue into 2019 and 2020.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
224
2019-2020 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 maintenanc e 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
8.0
8.8 8.9 9.00 9.00 9.00
7.5
8.0
8.5
9.0
9.5
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Average Vehicle Life Cycle
In Years
524 539 497 495 485 485
-
100
200
300
400
500
600
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Preventative Maintenance Services Performed
1,720 1,668 1,713
1,500 1,550 1,600
1,000
1,500
2,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Unscheduled Maintenance Performed
225
2019-2020 Biennial Budget Section IV: Operating Budget
2019-2020 Working Capital Budget
550 550 550 550 550
OPERATING FUND:560 560 560.00 560 560
OPERATING REVENUES
348.500 Contributed Capital 483,163 465,700 465,700 414,400 414,400
365.100 Balancing Account 1,798,704 1,794,625 1,794,625 1,593,206 1,661,095
361.110 Non-Op Int Revenue 27,787 - - - -
397.100 Increase-Deferred Credit 100,000 150,000 150,000 - -
391.504 Other Financing Sources - - - - -
Other Miscellaneous Revenue 100,034 - - - -
TOTAL OPERATING REVENUES 2,509,688$ 2,410,325$ 2,410,325$ 2,007,606$ 2,075,495$
OPERATING EXPENDITURES
548.000.10 Salaries & Wages 581,087 628,983 615,000 604,034 614,179
548.000.20 Benefits 265,087 331,116 315,000 324,807 352,556
548.000.30 Supplies 754,487 1,081,000 800,000 987,400 987,400
548.000.40 Other Service Charges 417,524 435,180 435,180 493,050 504,100
590.100.75 Debt Service Principal 37,016 41,500 41,500 43,000 22,000
548.100.83 Debt Service Interest 3,581 2,618 2,618 2,700 1,500
548.000.90 Interfund Payments for Service 231,447 220,212 220,212 291,600 304,000
590.100.05 Net Increase in Restricted Assets (105,094) - - - -
TOTAL OPERATING EXPENDITURES 2,185,133$ 2,740,609$ 2,429,510$ 2,746,591$ 2,785,735$
REVENUES LESS EXPENDITURES 324,556$ (330,284)$ (19,185)$ (738,985)$ (710,240)$
BEGINNING WORKING CAPITAL - January 1 2,749,240 3,110,811 3,110,811 3,091,626 2,352,641
ENDING WORKING CAPITAL - December 31 3,073,796 2,780,527 3,091,626 2,352,641 1,642,401
NET CHANGE IN WORKING CAPITAL (*)324,556$ (330,284)$ (19,185)$ (738,985)$ (710,240)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Interest Revenue 30,156 - 20,000 - -
365.110 Vehicle Replacement Revenue 1,703,628 1,703,631 1,703,631 1,771,194 1,569,605
397.100 Operating Transfers In 372,032 1,035,858 203,600 970,800 25,000
TOTAL CAPITAL REVENUES 2,105,816$ 2,739,489$ 1,927,231$ 2,741,994$ 1,594,605$
CAPITAL EXPENDITURES
590.100.75 Capital Lease - Principal - 22 - - -
590.100.40 Professional Services 413 - - 500 500
590.100.64 Increase In Fixed Assets - Equipment 1,662,097 1,720,929 1,615,929 2,013,950 1,330,500
590.100.65 Increase In Fixed Assets - Construction 9,900 800,100 102,000 1,088,000 -
597.100.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES 1,672,410$ 2,521,051$ 1,717,929$ 3,102,450$ 1,331,000$
BEGINNING WORKING CAPITAL - January 1 3,020,402 3,453,808 3,453,808 3,663,110 3,302,654
ENDING WORKING CAPITAL - December 31 3,453,808 3,672,246 3,663,110 3,302,654 3,566,259
NET CHANGE IN WORKING CAPITAL (*)433,406$ 218,438$ 209,302$ (360,456)$ 263,605$
Total Change in Working Capital 757,961$ (111,846)$ 190,117$ (1,099,441)$ (446,635)$
(*) Working Capital = Current Assets
minus Current Liabilities
2019
Budget
2020
Budget
550 Equipment Rental
(includes 560 Equipment Rental - Capital) 2017
Actual
2018
Adjusted
Budget
2018
Estimate
226
2019-2020 Biennial Budget Section IV: Operating Budget
Department Employees
550 Equipment Rental FTEs 2016 2017 2018 2019 2020
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)
227
2019-2020 Biennial Budget Section IV: Operating Budget
228
Police Chief
Bill Pierson
140 F.T.E.
Inspectional Services
Commander
Assistant Police
Chief
Investigations
Commander
Admin. Services
Commander
Police Records
Manager
Patrol
Patrol Sgts.(8)
Patrol Officers (66)
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 (2)
MIT Officer
Evidence
Technicians
(2)
CJTC Officer
229
2019-2020 Biennial Budget Section IV: Operating Budget
230
2019-2020 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.
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.
Over the last two years, the
Auburn Police Department has
made the downtown core a priority.
The Bicycle Unit is the primary
deployment method when making
a presence downtown and this unit
has increased to four officers.
Bike Officers not only handle calls
for service, but also are able to put
a personal touch on enforcement
efforts in the way of business
owner relationships and getting to
know the frequent offenders.
Continued leadership training for
Sergeants and Commanders is
vitally important. Creating
additional skills and abilities for
leaders to learn the tasks of
coaching, counseling and
motivating officers is required.
Leaders will continue to attend the
21st Century Leadership program
that is conducted at the Criminal
Justice Training Center.
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 Les Gove Park Campus has
become a real city gem and used
by hundreds of Auburn Citizens
each year. Part of making the
park a desirable destination is
creating a feeling of safety for its
users. The Auburn Police
Department has also made this
part of the City a priority with
regard to police presence and
enforcement efforts. Once again,
the Bicycle Unit spends an
enormous amount of time at the
park and has made several arrests
for minor crimes as well as
contacted hundreds of persons
either using the park legitimately or
involved in unwelcomed activity.
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 Auburn Police Department
was successful in obtaining
Washington State Grant Funding
to increase our efforts in Driving
Under the Influence (DUI)
enforcement. This last year, the
department received $8,400 in
funding and deployed officer in
excess 95 hours. Additionally,
163 traffic stops were conducted
where two drivers were arrested
and over 90 infractions issued.
The Auburn Police Department will
continue to seek grant funding
from the Washington State
Department of Transportation to
conduct additional Drive Under the
Influence (DUI) emphasis patrols.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
231
2019-2020 Biennial Budget Section IV: Operating Budget
The Police Department will
continue to pursue the effort of sex
offender contacts and will attempt
to obtain grant funding in this area.
The Auburn Police Department
was again successful in obtaining
sex offender grant funding for the
purpose of monitoring and
checking registered sex offenders
(RSOs) in the City that amounted
to over $51,000. During the last
two years, the department
contacted 615 RSOs. Some of the
total were RSOs that were
checked on more than one time.
Annual checks of the RSOs
created 21 additional charges on
the offenders for violation of the
registration requirements.
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 (IT) 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.
The new IT employee participated
in evidence room management
software research, E-ticketing for
parking enforcement, body worn
cameras and installation of an
additional license plate reader in
patrol vehicles.
In order to improve our crime
fighting efforts and establish
deployment methods, the
department will continue to rely
upon data driven policing to reduce
crime and establish a feeling of
safety throughout the community.
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’s efforts to
reach out to the community in an
effort to partner for the purposes of
reducing crime and improving the
quality of life in the city is always
improving. Our Command Staff
has reached out to minority
communities in an effort to be
transparent and identify resources
to assist each other. Command
Staff has participated in most civic
groups in the City and the
relationships that are fostered are
of high importance.
Community outreach and
transparency will continue in the
2019/2020 budget cycle.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
232
2019-2020 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.
The last two years have witnessed
extensive use of the Crime Analyst
Office. Over the last two years,
regional partners that include the
valley Police Departments, King
County Prosecutor’s Office and
Federal Law Enforcement have
collaborated in an effort to combat
violent crime and crimes involving
firearms. Part of that effort is the
integration of Crime Analyst from
the region to include the Auburn
Police Department Crime Analyst.
Our Analyst is one of the primary
sources of information and
dissemination of that information.
Additionally, the Analyst compiles
and distributes crime data and
analytical work to Auburn Officers
and Detectives. Such data
includes probable cause to arrest
bulletins, crime occurrence and
probability data and sharing of
outside agency crime bulletins.
Crime analysis is a vital part of the
Auburn Police Department. The
Auburn Police Department is
constantly upgrading and
improving our efforts to collect
data and utilize the information to
deploy personnel and combat
criminal activity. The Police
Department will continue to
improve and find new innovative
ways to use crime data to address
crime in Auburn.
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 Auburn Police Department has
conducted over five property owner
and rental property ownership
training. This training is vital to
establishing relationships as well
as educating owners and property
owners regarding the property
owner tenant act.
Landlord and rental property
training will continue in the
2019/2020 budget cycle.
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.
Since January of 2017, the Auburn
Police Department staff has
participated in yearly community
picnics. Typically, the Chief,
Assistant Chief, one Commander
and the Community Response
team will attend these meetings.
Direction is given to staff to
introduce themselves and solicit
questions regarding neighborhood
issues and crime data. These
picnics have served the department
well as it allows community
engagement outside the confines
of calls for service or investigating
criminal matters.
The Police Department will
continue its efforts to demonstrate
transparency and relationships
with the public. We will establish
this by improved attendance at all
community picnics, citizens
academies and landlord / rental
ownership training.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
233
2019-2020 Biennial Budget Section IV: Operating Budget
In 2020, the Auburn Police
Department will again be applying
for Washington State
Accreditation. The 150 best
practices, as established by the
Washington Association of
Sheriffs and Police Chiefs, will be
measured and proven to receive
the coveted status.
The Auburn Police Department
has been housed in its current
facility for 14 years. Since 2004,
we have increased our employee
count by 38 employees, most of
which are commissioned officers.
This creates a substantial need for
meeting room space, locker room
space, parking, evidence storage
and finally office space. The
department will assist with a
space study to determine the
future needs of the Police
Department that may include a
new public safety building.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
234
2019-2020 Biennial Budget Section IV: Operating Budget
The department continues to maintain an excellent response time to priority one calls (life threatening / serious bodily injury). We will strive to
maintain a response time of less than four minutes to all serious incidents.
Domestic Violence Incidents
The City offers various programs that provide assistance to victims of domestic violence.A dedicated full time Domestic Violence detective works
collaboratively with members of the prosecutor's office, domestic violence advocates and the victim's assistance programs to reduce the cycle of
violence.We will continue to work with victims of domestic violence so that they feel comfortable in reporting these often unreported acts of
violence.
PERFORMANCE MEASURES - POLICE DEPARTMENT
Auburn Crime Rankings
In 2018, there is an expected decrease in crimes of approximately 14% when compared to the crime rate in 2015. The Auburn Police Department
always strives to keep crimes to under a 2% increase.
Priority One Response Time in Minutes
60.7
52.6 50.1 52.0 52.0 52.0
-
25.0
50.0
75.0
100.0
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Crimes per 1,000 Citizens
4.20 4.40
4.00 4.00 4.00 4.00
0.00
1.00
2.00
3.00
4.00
5.00
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Priority One Response Time
(in Minutes)
1,033 1,052 1,091
1,000 1,000 1,000
-
200
400
600
800
1,000
1,200
1,400
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Domestic Violence Incidents
235
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
13,107,372 14,760,477 13,900,000 14,751,068 14,884,378
4,728,766 5,736,409 5,460,000 6,146,286 6,856,366
Supplies 311,520 383,300 320,000 315,800 316,300
3,866,772 4,469,932 4,400,000 4,461,325 4,590,530
Intergovernmental - 20,500 5,000 20,500 20,500
- 118 - - -
2,932,795 2,983,959 2,983,959 3,226,500 3,197,800
$24,947,225 $28,354,695 $27,068,959 $28,921,479 $29,865,874
001.21 Police
Expenditures
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
DEPARTMENT TOTAL
Department Employees
001 Police FTEs 2016 2017 2018 2019 2020
Police FTEs 131.00 138.00 140.00 140.00 140.00
TOTAL POLICE FTEs 131.00 138.00 140.00 140.00 140.00
Full Time Equivalent (FTE)
6.0 FTEs - The 2017/2018 Budget included the addition of 6 additional Police Officers effective in 2017,
which was partially funded by COPS grant monies and an increase in cable taxes.
1.0 FTE - Effective in 2017, via Budget Amendment #1 Ordinance No. 6646, 1.0 Police Supernumerary
position was added to backfill for the Police Officer who is on loan to the Criminal Justice Training
Comm ission (CJTC).
1.0 FTE - The 2017/2018 Budget included the addition of an additional Animal Control Officer effective in
2018.
1.0 FTE - Effective in 2018 via Budget Amendment #6, Ordinance No. 6684, 1.0 Police Officer position
was approved in order to backfill for the additional School Resource Officer that is dedicated to the
Auburn S chool District.
236
2019-2020 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.
Continue to expand and improve
efforts to reduce costs to member
cities by entering contracts for the
housing of inmates from outside
agencies.
SCORE entered or amended
contracts with 27 agencies in
2017 and 16 agencies in 2018.
As future contracts expire in
2019/2020, SCORE will continue
to offer amended contracts or
enter into new contracts that are
in the best interest of the owner
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.
Upgraded critical infrastructure,
including control systems that
were nearing end of life.
After determining space allocation,
a remodel will occur in the front
lobby to allow for expanded
administrative space.
Remodeled unused lobby space
for administrative work area.
SCORE will begin to research and
identify an electronic management
system.
SCORE has implemented GovQA
for public records dissemination
and is in the process of
implementing a new payroll
software called Executime.
Expanded outreach and
programming with community
service providers to provide
transition services for inmates at
release.
Earned reaccreditation by the
National Commission on
Correctional Health Care
(NCCHC).
Negotiate new Collective
Bargaining Agreement (CBA) with
represented staff.
Transition to new leadership team
after retirement of the Executive
Director.
Complete the PREA (Prison Rape
Elimination Act) audit which is a
three year process with the next
audit due in August of 2019.
Earn reaccreditation from the
Washington Association of
Sheriffs and Police Chiefs.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
237
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,019 2,020
- - - - -
- - - - -
Supplies - - - - -
- - - - -
Intergovernmental 3,794,872 4,099,465 3,998,000 5,001,000 5,001,000
- - - - -
- - - - -
$ 3,794,872 $ 4,099,465 $ 3,998,000 $ 5,001,000 $ 5,001,000
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
001.20 SCORE
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
238
2019-2020 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.
Continue providing a detective
position to the Tahoma DEA (Drug
Enforcement Agency) and Seattle
HIDTA (High Intensity Drug
Trafficking Area) / VNET (Valley
Narcotics Enforcement Team)
task forces.
The Auburn Police Department
supplied one detective to the
Seattle HIDTA on a half time
basis. The purpose of this task
force is to provide regional support
to bank robbery investigations.
The Tahoma Narcotics
Enforcement Team (TNET) is a
Drug Enforcement Administration
(DEA) task force in Tacoma. The
Auburn Police Department
continued its support to TNET by
maintaining one Narcotics
Detective.
Continue providing support to the
Tahoma Narcotics Enforcement
Team in Tacoma by providing one
detective to assist in regional
narcotics investigations.
Provide training and stability for
the Special Investigations Unit
(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.
During this period the Auburn
Police Department Special
Investigations Unit increased in
size and scope. Due to an
increase in gang activity, a Pro-
Active Unit was formed, consisting
of three detectives. This team has
made a significant impact on the
streets, focusing on gang activity
as well as felony crime trends. All
SIU detectives received job
appropriate training.
Continue providing support to the
Valley Narcotics Enforcement
Team in Federal Way by providing
one detective to assist in regional
narcotics investigations.
Continue to investigate tips
regarding drug activity via NARS
(Narcotic Activity Reporting
System).
The Auburn Police Department
continues to investigate narcotics
related complaints that are
produced through NARS tips.
Maintain Pro-Active investigative
support to Investigations and
Patrol with detectives in order to
efficiently combat gang activity
and street crimes.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
239
2019-2020 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUND
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
453,452 385,054 385,054 376,497 233,460
13,230 17,000 17,000 - -
Charges for Services 26,628 14,000 14,000 18,000 18,000
3,918 1,100 3,000 6,000 3,000
Miscellaneous Revenue - - 5,000 - -
107,912 55,000 200,000 131,000 131,000
$ 605,140 $ 472,154 $ 624,054 $ 531,497 $ 385,460
119,063 122,057 117,057 121,528 121,528
35,335 53,364 38,000 45,109 49,728
Supplies 28,864 25,500 25,500 50,000 58,200
31,070 71,000 60,000 71,000 71,000
Intergovernmental - - - - -
- - - - -
5,754 - 7,000 10,400 10,500
385,054 200,233 376,497 233,460 74,504
$ 605,140 $ 472,154 $ 624,054 $ 531,497 $ 385,460
Investment Income
Confiscated & Forfeited Property
Total Revenues
Beginning Fund Balance
Intergovernmental
117 Drug Forfeiture Fund
Revenues
Personnel Benefits
Services & Charges
Capital Outlay
Interfund Payments For Service
Expenditures
Salaries & Wages
Ending Fund Balance
Total Expenditures
240
Parks, Arts and Recreation Department
F.T.E. = Full-Time Equivalent
Recreation
Programs
Manager
Parks
Maintenance (12)
Arts
Coordinator
Recreation
Program
Coordinator (5)
Registration
Clerk (2)
Maintenance
Specialist (2)
Special Events
Coordinator (2)
Teen Coordinator
Facility Assistant
0.5 F.T.E.
Mechanic
Arts & Events
Manager
Theater Operations
Coordinator
Maintenance
Manager
Office
Assistant
Maintenance
Worker (4)
Cemetery
Supervisor
Office/Program
Assistant
Program
Specialist
Recreation
Coordinator
Senior Center
Supervisor
Facility Assistant
0.5 F.T.E.
Curator of
Education
Museum
Director
Golf Course
Manager
Golf Course
Field
Supervisor
Maintenance
Worker
(4)
Assistant Golf
Professional
Parks, Arts and Recreation
Director
Daryl Faber
53 F.T.E.
Administrative
Assistant
Parks Planning &
Development
Manager
241
2019-2020 Biennial Budget Section IV: Operating Budget
242
2019-2020 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
Continue to refine sponsor
opportunities and solicit
sponsorships for major special
events .
Created a partnership with Talk
Radio 570 KVI, KOMO News
Radio and KOMO 4 as the in-kind
media s ponsor for the Veterans
Day Parade. Developed new
sponsor relationships for major
special events and continued on-
going sponsor relations with
returning sponsors.
Continue to refine sponsor
opportunities and seek
sponsorships for major special
events .
Continue to work with community
partners on joint programming for
arts and events.
Transitioned the Auburn
International Farmers Market to a
temporary location in Les Gove
P ark (2018) and implemented the
acceptance of Fresh Bucks at the
Market (2017). Worked with Solid
Rock Cruiser to host three
Summer Cruise-In’s at Les Gove
Park at the old Big Daddy’s site.
Continue to work with community
partners on joint programming for
arts and events.
Launched a series of new art
educational classes. Worked with
Artist Trust to host several artist
related workshops. Continued
work with area art non-profits to
collaborate on programming.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
243
2019-2020 Biennial Budget Section IV: Operating Budget
Continue to diversify performing
arts offerings and build a broad
audience base for performing arts
programs.
Transitioned performing arts
ticketing system to ArtsPeople,
making it easier to purchase and
print tickets on-line.
Work toward determining next
steps for Auburn Avenue Theater
operations. Current lease expires
on 12/31/2021.
Develop a comprehensive plan for
the creation of an Auburn Arts &
Culture Center within the Old Post
Office building.
Applied for and received $325,000
in grant funding (5 separate
grants) for Phase 1 renovations of
the Auburn Arts & Culture Center.
Renovate the Historic downtown
Post Office into a new Arts &
Culture Center Development;
develop a comprehensive
operations plan for the building.
Completed restoration of exterior
windows at the Arts & Culture
Center in accordance with
National Historic Landmark
guidelines to maintain the
historical look of the exterior of the
building.
Activated the building during
spring and fall downtown Art
Walks to generate momentum.
Added Auburn Community Players
holiday production and continue to
program the Auburn Ave Theater
with a variety of tribute shows,
comedy, kid-related shows, and
full-scale musical productions.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Golf Course Division
Increase men’s & ladies’ club
memberships by 5% and
participation in club events by
10%.
Complete Continue course drainage
improvements with sanding
program, aerification, and surface
water removal to improve
playability during shoulder
seasons.
Increase general public & league
play by 5%, outside tournament
play by 5%, and winter play by
10%.
Complete Develop golf course turf nursery to
produce green and tee sod for
course improvement projects.
Develop additional marketing
opportunities and golf menu
specials with Bogey’s Restaurant.
Complete
Increase merchandise sales and
cart rental revenue by 5%.
In Progress Promote the course to local
charities for golf marathon events
during semi annual aerifications.
Expand golf course usage by
offering "foot golf" and "glow ball"
events to generate additional
revenues.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
244
2019-2020 Biennial Budget Section IV: Operating Budget
Expand email database by 5%.Complete
Expand social media marketing
with Costco, Golf Now, and The
Golf Channel.
Complete
Continue to better utilize golf
course tee times – offering text
message, email, and Facebook
specials during slow times.
Complete
Expand Customer Appreciation
tournament series to include a
major northwest amateur event
each year.
In Progress
Expand the junior program to
include participation in PGA Junior
League Golf.
Complete
Rebuild the First and Tenth greens
and their surrounds.
1st Green Complete, 10th Green
in progress
Replace the chemical storage
building.
In Progress
Promote the golf course to local
area golfers by hosting Pro
Amatuer event for the Western
Washington PGA chapter.
Improve guest experience by
offering Golf Genius live scoring
software for tournaments and
leagues.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Senior Activity Center Division
Identify new in-house
programs/activities for participants
who visit the center daily but are
not engaging in currently offered
programs/activities.
We added a weekly lecture series
“Look Who’s Talking.” Forty-two
lectures were offered in 2017 with
an average of 20 people attending,
Topics change weekly. The series
is so popular, that it has been
continued in 2018.
Apply for funding through the King
County Veterans, Senior, and
Human Services levy for a Social
Worker to be housed at the Senior
Center part or full time. The funds
are available between 2019-2023.
Increase programming for minority
populations by 5%.
Collaborated with Sea Mar to offer
a program focused on providing
social and nutritional services,
outreach, interpretation and
translation for all Latino seniors
residing in the City of Auburn and
surrounding areas.
In 2018, will apply for funding from
King County Veterans, Seniors,
and Human Services Levy. If
received, will hold a series of
diversity, bullying, inclusion
lectures.
Apply for funding through the King
County Veterans, Senior, and
Human Services levy to be used to
increase programs for diverse
populations by an additional 5%.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
245
2019-2020 Biennial Budget Section IV: Operating Budget
Develop new senior fitness and
arts programs to be offered at the
Community and Events Center
during the day.
Senior fitness classes are held at
the Community Center, with the
exception of a class for frailer
participants. Seniors now have
access to a variety of offerings
monthly in fitness classes and the
Fitness Room. Senior
memberships make up 82% of
total fitness memberships.
Staff has worked with Rec staff to
encourage senior center
participants to visit the Makers
Room. Arts staff have come over
to the center to explain what is
available and to invite seniors to
participate.
To develop a data system to better
capture numbers of participants in
different population categories.
This information is needed to
apply for specific funding
opportunities.
Continue to refine sponsor
opportunities and solicit
sponsorships for special events.
Updated sponsorship marketing
materials and distributed to local
businesses involved in serving
seniors.
Follow up with all current and past
sponsors to secure 75% of our
sponsorship packages.
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.
Senior Center staff serve on the
Blue Ribbon Committee and on
the Behavioral and Mental Health
Sub-Committee. New programs at
the Center in 2017 included a 14-
week program in collaboration with
Multicare, GRC Nursing and
Occupational Therapy students
and a 6-week healthy cooking
class taught by dieticians.
Showed the R.E.A.D.Y. program
to the Senior Center Advisory
Council and facilitated the program
being featured at the 2017
Washington Association of Senior
Centers Conference.
Continue working with Blue Ribbon
Committee and other agencies to
provide additional programs that
will impact the overall health of
Auburn residents, age 50 plus.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
Recreation Division
Increase participation in adult
fitness and wellness programs by
100% over 2016 participation.
Increased participation 67% in
2017 compared to 2016.
Increase awareness and
enrollment by 50% in Makers
Space classes.
Sell an average of 200 fitness
memberships monthly.
Increase use of the Child Care
room to a level that it is at least
80% self-sustaining.
Accomplished. In 2017 we had
319 monthly fitness
memeberships and YTD in 2018
we have sold 267 monthly
memberships.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
246
2019-2020 Biennial Budget Section IV: Operating Budget
Increase percentage of total
registrations made online to 50%.
2017: 31% of registrations were
made on-line generating 50% of
our total revenue.
Increase percentage of total
registrations made online to 60%.
2018 YTD: 46% of registrations
were made on-line generating 71%
of our total revenue.
Average 75 teens participating
each day at The Rec teen center.
Accomplished. Averaging 90
teens per day at the REC Teen
Center.
Secure grant funding or other
sources to support the Rec Riders
program.
Increase participation in youth
athletic programs by 10%.
In 2017 we had 1,640 youth
athletic registrations which was a
10% decrease compared to 2016.
YTD 2018 we have registered 914
youths.
Secure grant funding or other
sources to support the operation
of the REC Teen Center.
Promote a healthy Auburn
community with an AmeriCorps
position in 2017 to coordinate
healthy cooking classes.
Accomplished. We had in 2017
and have in 2018 an AmeriCorp
Volunteer adminstering health and
wellness programs.
Increase the percentage of facility
rental revenue by 10%.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
White River Valley Museum and Mary Olson Farm Division
Using grant funding, renovate the
museum lobby to improve safety
and visibility.
Complete.Build pathways and restore grave
markers at Pioneer Cemetery.
Seek grant funding to renovate the
museum garage into a classroom.
Grant fully funded, work to begin in
late 2018.
Complete renovation of garage into
classroom.
Review an additional 10% of the
artifact collection and remove
items of poor quality or duplicates.
Complete.Review an additional 10% of the
artifact collection and remove
items of poor quality or duplicates.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
247
2019-2020 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 Auburn Community &Events Center continues to exhibit growth in its usage and revenue with weddings, reunions, corporate
events and parties.In 2018 we are experiencing a slight decrease in overall Facility Rental Revenue due to the closure of the Les
Gove multi-purpose building for the first half of the year and the closure of the Isaac Evans Picnic Shelter due to damage.
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
43,900
39,500 38,900 40,000 42,000 42,000
-
10,000
20,000
30,000
40,000
50,000
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Volunteer Hours
218 208 219 220 225 230
-
100
200
300
2015 2016 2017 2018
Est
2019
Goal
2020
GoalThousandsParticipation in Classes & Special Events
$386
$447
$490
$438 $450 $455
$-
$200
$400
$600
2015 2016 2017 2018
Est
2019
Goal
2020
GoalThousandsFacility Rental Revenue
248
2019-2020 Biennial Budget Section IV: Operating Budget
PERFORMANCE MEASURES - GOLF COURSE
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 effec t on facility revenues in the golf industry. Improved economic conditions, combined with average weather,
should allow for modest increases of rounds played and course revenues over the next budget cycle.
Green Fee Revenue
2017 had a very wet spring which had a negative impact on rounds played and course revenues. 2018 has had more of an average spring
season allowing revenues to increase significantly year over year. Assuming average weather, and some small rate increases, green fee
revenues should show modest growth throughout the next budget cycle.
Power Cart Rentals and Merchandise Sales are closely tied to the number of rounds played,which is closely tied to weather. During
years with average or better weather, rounds played and revenues are s olid. During years with below average weather, rounds and
revenues are weaker. 2018 has been an average to slightly above average season through July.Assuming average weather,cart and
merchandise revenues should continue to advance throughout the next budget cycle.
Power Cart & Merchandise Revenue
$1.62 $1.59 $1.53 $1.57 $1.59 $1.62
$1.0
$1.5
$2.0
2015 2016 2017 2018
Est
2019
Goal
2020
GoalMillionsTotal Golf Course Operating Revenue
$1.15 $1.10 $1.06 $1.14 $1.16 $1.17
$0.0
$0.5
$1.0
$1.5
$2.0
2015 2016 2017 2018
Est
2019
Goal
2020
GoalMillionsGreen Fee Revenue
$421 $427 $402 $425 $435 $445
$-
$100
$200
$300
$400
$500
2015 2016 2017 2018
Est
2019
Goal
2020
GoalThousandsPower Cart & Merchandise Revenue
249
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
4,337,905 4,457,507 4,476,500 4,571,279 4,664,007
1,814,511 1,970,234 1,679,600 2,067,694 2,236,771
Supplies 926,691 1,005,950 988,550 921,038 921,038
2,256,454 2,598,454 2,300,000 2,472,890 2,494,230
Intergovernmental - - - - -
9,950 38,800 115,000 10,000 10,000
57,642 61,607 61,607 65,900 70,900
20,526 16,092 16,092 13,500 8,500
2,607,510 2,672,762 2,672,762 2,755,900 2,830,400
$ 12,031,189 $ 12,821,406 $ 12,310,111 $ 12,878,201 $ 13,235,846
Debt Service Interest
Debt Service Principal
001.33 Parks
Expenditures
Interfund Payments For Service
DEPARTMENT TOTAL
Salaries & Wages
Personnel Benefits
Services & Charges
Capital Outlay
Department Employees
001 Parks, Arts and Recreation 2016 2017 2018 2019 2020
Parks FTEs 40.00 40.00 40.00 40.00 40.00
Golf FTEs 7.00 7.00 7.00 7.00 7.00
TOTAL PARKS, ARTS & RECREATION FTEs 47.00 47.00 47.00 47.00 47.00
250
2019-2020 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.
Accumulate funds to provide for
future trail improvements.
Continued accumulations of funds.Accumulate and utilize funds if
approved on Reddington Levy trail
or other trail.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
251
2019-2020 Biennial Budget Section IV: Operating Budget
FUND BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
49,822 57,526 57,526 64,326 71,426
Motor Vehicle Fuel Tax 7,200 7,200 6,800 7,000 7,000
504 140 - 100 100
$ 57,526 $ 64,866 $ 64,326 $ 71,426 $ 78,526
- - - - -
57,526 64,866 64,326 71,426 78,526
$ 57,526 $ 64,866 $ 64,326 $ 71,426 $ 78,526
Ending Fund Balance
Total Expenditures
Operating Transfers Out
Investment Income
Total Revenues
Beginning Fund Balance
120 Recreation Trails
Revenues
Expenditures
252
2019-2020 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.
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.
Completed preliminary design.
Applied for grants to implement
development.
Construct new park, based on
grant funding.
Completed Kompan Mini Soccer
Field. Received grant funding for
turf field.
Complete construciton of
synthetic turf Infield.
Acquire Watts property at Mary
Olson Farm.
On hold Acquisiton if willing seller.
Initiate Remodel of Old Post Office
into Auburn Arts & Culture Center
in downtown Auburn.
Applied for and received over
$300,000 in funding. Completed
preliminary design.
Construct Phase1 (upstairs)
contingent on funding.
Completed Lighted Crescent and
Restroom Facility.
Complete Pathway repairs and
missing links.
Construct play area at Sunset
Park.
Postponed Construct pending additional
funding.
Replace playgrounds at Roegner
Park and Lakeland Hills Park.
Completed
Improve interior lighting at Game
Farm Park.
Delayed Improve area near maintenance
building.
Construct walking path at Rotary
Park.
Completed
Complete parking lot
improvements at Brannan Park
and Les Gove south lot.
Complete synthtetic turf
replacement project at Game
Farm Park.
Continue improvements at Les
Gove Park: construct new
restroom facility, close Deals
Way, lighted crescent, turf
improvements, add new section of
trail.
Construct KOMPAN mini soccer
field (funded) and upgrade dirt
infield at Brannan Field #1 to
synthetic field turf (Recreation and
Conservation Office grant
pending).
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
253
2019-2020 Biennial Budget Section IV: Operating Budget
FUND BUDGET
2017
Actual
2018
Adjusted
Budget
2018
Estimate
2019
Budget
2020
Budget
2,017 2,018 2,018 2,019 2,020
982,900 1,018,032 1,018,032 310,222 365,772
138,510 125,000 135,000 130,000 130,000
- - - - -
- 747,300 218,100 200,000 150,000
75,000 200,000 75,000 280,000 50,000
Recreational Classes 9,395 11,000 9,000 7,500 8,500
11,351 500 10,500 6,200 8,300
45,030 46,090 46,090 61,850 63,300
- 220,000 20,000 - -
- 150,000 150,000 - -
954,124 1,424,400 719,400 1,385,000 180,000
$ 2,216,309 $ 3,942,322 $ 2,401,122 $ 2,380,772 $ 955,872
49,406 - - - -
22,793 - - - -
- 10,000 10,000 10,000 10,000
1,126,079 3,665,100 2,080,900 2,005,000 460,000
1,018,032 267,222 310,222 365,772 485,872
$ 2,216,309 $ 3,942,322 $ 2,401,122 $ 2,380,772 $ 955,872
Ending Fund Balance
Total Expenditures
Capital Outlay
Expenditures
Miscellaneous Revenue
Operating Transfers In
Total Revenues
321 Municipal Park .
Construction
Revenues
Salaries & Wages
Personnel Benefits
Services & Charges
Investment Income
Rentals & Leases
Contributions & Donations
Beginning Fund Balance
Property Taxes (Prop 2 Levy)
Federal Grants
State Grants
Interlocal Grants
254
2019-2020 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.
Improve existing cemetery
grounds and buildings in
accordance with Cemetery Master
Plan.
Completed new roof repair on
mausoleum and lower shop.
Completed new Memory Heights
addition.
Complete Phase 1 of asphalt
overlay of roads
Provide quality support services to
bereaved families, public, and
death care service providers.
Ongoing improvements being
made to ensure top quality service
and experience.
Work on the construction of new
open-air 96-crypt mausoleum.
Explore financing options for
construction of a new outdoor
mausoleum.
Ongoing.Work with MWII's on a
comprehensive plan to train
temporary employees at the start
of their hire.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
255
2019-2020 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
108
127 124 125 125 125
-
50
100
150
200
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Interments
129
154 140 140 145 150
0
50
100
150
200
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Inurnments
$448
$514 $522 $520 $525 $530
$-
$200
$400
$600
2015 2016 2017 2018
Est
2019
Goal
2020
GoalThousandsLot Sale Revenue
256
2019-2020 Biennial Budget Section IV: Operating Budget
2019 – 2020 Working Capital Budget
436 436 436 436 436
OP ERATING FUND:466 466 466 466 466
OPERATING REVENUES
343.601 Settings 54,321 46,000 50,000 50,000 50,000
343.602 Openings & Closings 284,078 212,000 240,000 240,000 240,000
343.603 Recordings 15,700 14,000 14,000 14,000 14,000
343.604 Liners 125,850 87,000 100,000 100,000 100,000
343.607 Vases 29,145 22,000 25,000 25,000 25,000
343.609 Lot Sales 521,689 350,000 450,000 425,000 425,000
343.610 Vault Installation 19,765 17,000 12,000 17,000 17,000
343.611 Other 22,840 15,000 20,000 15,000 15,000
343.612 Marker Sales 263,182 170,000 200,000 200,000 200,000
361.110 Investment Income 4,323 800 800 1,000 1,000
397.100 Operating Transfers In - 250,000 - 100,000 100,000
369.400-900 Miscellaneous Revenue (2,075) - - - -
TOTAL OPERATING REVENUES 1,338,819$ 1,183,800$ 1,111,800$ 1,187,000$ 1,187,000$
OPERATING EXPENDITURES
536.000.10 Salaries & Wages 470,184 490,917 490,917 464,932 473,697
536.000.20 Benefits 225,937 277,863 265,000 269,930 294,946
536.000.30 Supplies 208,702 221,700 221,700 221,700 221,700
536.000.40 Other Service Charges 142,549 157,980 157,980 151,500 157,400
597.100.55 Operating Transfers Out 400 1,033 1,033 100,000 -
536.000.90 Interfund Payments for Service 47,832 48,898 48,898 155,900 196,000
590.100.05 Other Uses 22,256 - - - -
TOTAL OPERATING EXPENDITURES 1,117,860$ 1,198,391$ 1,185,528$ 1,363,962$ 1,343,743
REVENUES LESS EXPENDITURES 220,959$ (14,591)$ (73,728)$ (176,962)$ (156,743)$
BEGINNING WORKING CAPITAL - January 1 293,829 514,788 514,788 441,060 264,098
ENDING WORKING CAPITAL - December 31 514,788 500,197 441,060 264,098 107,355
NET CHANGE IN WORKING CAPITAL (*)220,959$ (14,591)$ (73,728)$ (176,962)$ (156,743)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 2,404 - 2,000 - -
397.100 Operating Transfers In - 75,000 42,000 133,000 -
396/399 Other Revenues - - - - -
TOTAL CAPITAL REVENUES 2,404$ 75,000$ 44,000$ 133,000$ -$
CAPITAL EXPENDITURES
590.100.41 Professional Services - - - 100 100
590.100.64 Increase In Fixed Assets - Equipment - 12,000 - - -
590.100.65 Construction Projects - 63,000 42,000 358,000 25,000
590.100.55 Operating Transfers Out - -- - -
TOTAL CAPITAL EXPENDITURES -$ 75,000$ 42,000$ 358,100$ 25,100
BEGINNING WORKING CAPITAL - January 1 256,633 259,037 259,037 261,037 35,937
ENDING WORKING CAPITAL - December 31 259,037 259,037 261,037 35,937 10,837
NET CHANGE IN WORKING CAPITAL (*)2,404$ -$ 2,000$ (225,100)$ (25,100)$
Total Change in Working Capital 223,363$ (14,591)$ (71,728)$ (402,062)$ (181,843)$
(*) Working Capital = Current Assets
minus Current Liabilities
2019
Budget
2020
Budget
436 Cemetery
(includes 466 Cemetery - Capital)
City of Auburn
2017
Actual
2018
Adjusted
Budget
2018
Estimate
257
2019-2020 Biennial Budget Section IV: Operating Budget
Department Employees
436 Cemetery FTEs 2016 2017 2018 2019 2020
Cemetery FTEs*6.00 6.00 6.00 6.00 6.00
TOTAL CEMETERY FTEs 6.00 6.00 6.00 6.00 6.00
Full Time Equivalent (FTE)
*These FTEs are previously reported in the Parks, Arts and Recreation Department.
258
Innovation and Technology
Department
F.T.E. = Full Time Equivalent
Director of Innovation and Technology
David Travis
18 F.T.E.
Customer
Support Manager
Systems
Analyst
(3)
Senior GIS
Specialist (2)
IT Administrative
Assistant
Support
Specialist (3)
Assistant Director
of Innovation and
Technology
Network Services
Manager
Network
Engineer (3)Network Analyst Business
Analyst
259
2019-2020 Biennial Budget Section IV: Operating Budget
260
2019-2020 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 services
and Network services, which includes applications, servers, computers, network devices, printers,
phones and storage services. The department also supports and negotiates with 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 150 software
applications, 3,000 hardware devices on multiple software platforms, and at 12 City locations. The
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.
Expand eGovernment services
through online and internal citizen
technology engagement.
Launched an integrated mobile
Auburn smart app that eliminated
standalone tools and consolidate
features for citizens
Continue to look at enhanced
features and further integrations.
Increase staff access, knowledge,
and skills in the utilization of
technology.
Not only setup professional
improvement plans for IT staff, but
also setup quarterly IT training for
all s taff. In addition, launched
tools like KnowBe4 and
Lynda.com for specific training
needs.
There is no end date for this. We
will continue to build on the
progress we've made.
Continue to work with City staff to
expand Auburn’s OpenGov
projects.
Launched Socrata which includes
features like budget, spending,
capital projects, permits and much
more.
Continue to turn on more datasets
and features. In addition, build
"stories" that can present and
s hare t he data in a more user
friendly manner.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
261
2019-2020 Biennial Budget Section IV: Operating Budget
Provide for the public good by
advancing development and
access to new technologies and
information including fiber,
wireless, and economic
Finished several expansion
projects that not only increased
our internal footprint to key
locations, but it also enabled
Access Auburn to citizens.
Continue to find key areas that
provide expansion, redundancy
and faster speeds.
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.
Finished key areas like golf
course, parks admin, Sabey and
many others. These not only save
reoccurring circuit costs, but allow
for higher speeds, redundancy and
Access Auburn for citizens.
Continue to find key areas that
provide expansion, redundancy
and faster speeds.
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.
Found funding that allowed us to
re-do the City's business license
program with more robust, user-
friendly application.
Continue to find more funding for
expansion, integration and
efficiencies for the City.
Continue to work with the Auburn
School District to find ways to
increase technology to benefit the
community.
In partnership, identified key areas
for fiber expansion. Also, meet
regularly on IT initiatives and
partnerships. Also sit on the GRC
IT advisory board.
Continue to look for partnership
opportunities.
Continue to expand wireless
broadband services to low-income
students.
Finished two key areas by Game
Farm park and Auburn High
School.
Pending council approval and
budget, expand to key areas
identified by the school district.
Continue to gain efficiencies
through the use of technology.
Through new applications,
integrated applications, process
improvements and more, IT was
able to help save thousands in
yearly maintenance costs and
provide staff training on technology
and modified processes. All of
these lead to efficiencies.
Continue this never ending project.
We are always looking to
implement value-adding solutions
to gain efficiencies and savings.
Work to integrate applications
(especially GIS) for predicative
analysis.
Finished the eGIS AOP for pre,
during and post emergency
situations. Finished Spillman for
location based data.
Continue to find standalone
applications and applications that
share similar business process for
integration.
Continue development of Smarter
Cities strategic vision.
We have developed a strategy and
a plan moving forward. At this
point we have documented
everything the City has that falls
under Internet of Things (IoT) and
are working towards a pilot project
with street lights.
Continue to find value-adding, cost-
efficient projects that meet our
Internet of Things (IoT) strategy.
2017-2018
Goals
Progress Towards
2017-2018 Goals
Major Goals
for 2019-2020
262
2019-2020 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)
72%75%75%80%
90%90%
0%
20%
40%
60%
80%
100%
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Percentage of Calls Completed in Service Level Agreement
4.00
4.99
6.55
7.50
9.00
10.00
0
2
4
6
8
10
12
2015 2016 2017 2018
Est
2019
Goal
2020
GoalMillionsNumber of Hits on GIS Portal Site
99.9%99.0%99.0%100.0%100.0%100.0%
0%
25%
50%
75%
100%
2015 2016 2017 2018
Est
2019
Goal
2020
Goal
Percentage of Time the Network is Available
263
2019-2020 Biennial Budget Section IV: Operating Budget
Department Budget
518 518 518 518 518
OPERATING FUND:568 568 568 568 568
OPERATING REVENUES
348.800 Interfund Operating Charges 4,845,780 4,989,231 4,989,231 5,051,700 5,319,400
341.800 Intergovernmental Services 92,023 80,000 80,000 80,000 80,000
361.110 Investment Income 14,170 5,500 5,500 8,000 8,000
397.110 Operating Transfers In 280,383 1,032,496 922,500 152,010 148,653
399.610 Miscellaneous Revenue 12,886 - - - -
TOTAL OPERATING REVENUES 5,245,243$ 6,107,227$ 5,997,231$ 5,291,710$ 5,556,053$
OPERATING EXPENDITURES
518.880.10 Salaries & Wages 1,500,640 1,592,263 1,550,000 1,734,114 1,811,692
518.880.20 Benefits 626,269 724,497 700,000 885,165 974,649
518.880.30 Supplies 470,546 431,000 401,000 427,000 424,000
518.880.40 Other Service Charges 1,818,288 2,468,630 2,395,000 2,163,900 2,210,600
597.100.55 Operating Transfer Out 400 60,500 60,500 - 500,000
590.100.05 Net Increase in Restricted Assets 91,701 - - - -
518.880.90 Interfund Payments for Service 105,060 104,553 104,553 90,700 93,300
TOTAL OPERATING EXPENDITURES 4,612,905$ 5,381,443$ 5,211,053$ 5,300,879$ 6,014,241$
REVENUES LESS EXPENDITURES 632,338 725,784$ 786,178$ (9,169)$ (458,188)$
BEGINNING WORKING CAPITAL - January 1 1,049,713 1,682,051 1,682,050 2,468,228 2,459,059
ENDING WORKING CAPITAL - December 31 1,682,050 2,407,835 2,468,228 2,459,059 2,000,871
NET CHANGE IN WORKING CAPITAL (*)632,338$ 725,784$ 786,178$ (9,169)$ (458,188)$
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 18,996 - 412 - -
397.110 Operating Transfer In 88,570 172,300 232,300 - 500,000
TOTAL CAPITAL REVENUES 107,566$ 172,300$ 232,712$ -$ 500,000$
CAPITAL EXPENDITURES
590.100.10 Salaries & Wages 1,983 - - - -
590.100.20 Benefits 728 - - - -
590.100.41 Professional Services 263 - - 300 300
597.100.55 Operating Transfers Out 55,900 - - - -
590.100.60 Capital Projects & Equipment 530,983 1,099,700 900,000 869,000 500,000
TOTAL CAPITAL EXPENDITURES 589,857$ 1,099,700$ 900,000$ 869,300$ 500,300$
BEGINNING WORKING CAPITAL - January 1 2,319,577 1,837,285 1,837,285 1,169,997 300,697
ENDING WORKING CAPITAL - December 31 1,837,285 909,885 1,169,997 300,697 300,397
NET CHANGE IN WORKING CAPITAL (*)(482,291)$ (927,400)$ (667,288)$ (869,300)$ (300)$
Total Change in Working Capital 150,046$ (201,616)$ 118,890$ (878,469)$ (458,488)$
(*) Working Capital = Current Assets
minus Current Liabilities
2019
Budget
2020
Budget
518 Innovation & Technology
(includes 568 IT - Capital)
City of Auburn
2017
Actual
2018
Adjusted
Budget
2018
Estimate
264
2019-2020 Biennial Budget Section IV: Operating Budget
Department Employees
518 Innovation and Technology Department FTEs 2016 2017 2018 2019 2020
Innovation and Technology Department FTEs 16.00 17.00 17.00 18.00 18.00
TOTAL IT FTEs 16.00 17.00 17.00 18.00 18.00
Full Time Equivalent (FTE)
1.0 FTE - The 2017/2018 Budget included an additional Network Engineer position.
1.0 FTE - The 2019/2020 Budget includes a Business Analyst position to support the Finance Department.
265
2019-2020 Biennial Budget Section IV: Operating Budget
266
2019-2020 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
•2019 Budgeted Revenue by Type, All Funds (Table)
•2019 Budgeted Expenditures by Object, All Funds (Table)
•2020 Budgeted Revenue by Type, All Funds (Table)
•2020 Budgeted Expenditures by Object, All Funds (Table)
•Relationship between Fund and City Structure (Table)
•2019 & 2020 – Budgeted Expenditures by Administrative Structure (Table)
•2019 – Budgeted General Fund Expenditures by Department (Graph)
•2020 – Budgeted General Fund Expenditures by Department (Graph)
•2019 & 2020 – Budgeted General Fund Expenditures by Cost Center (Table)
•2019 & 2020 – Budgeted Interfund Operating Transfers (Table)
267
2019-2020 Biennial Budget Section V: Budget Details
2019 Budgeted Revenue by Type, All Funds
Licenses &Charges for Fines &
Permits Services Forfeitures
55,203,500$ 1,837,900$ 5,782,600$ 6,952,280$ 859,500$
Arterial Street - - 1,059,450 - -
Local Street - - - - -
Hotel/Motel Tax 150,000 - - - -
Arterial Street Preservation 2,035,900 - 893,620 - -
Drug Forfeiture - - - 18,000 131,000
Housing & Community Development - - 590,000 - -
Recreational Trails - - 7,000 - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,001,200 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - 349,000 - -
Local Revitalization 2010 C&D Bond 250,000 - 108,000 - -
SCORE Debt Service - - 562,528 1,567,272 -
LID Guarantee - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Parks Construction 130,000 - 480,000 7,500 -
Capital Improvements 2,400,000 - 1,840,000 - -
Local Revitalization - - - - -
Water - - 256,000 15,472,500 -
Sewer - - 70,000 9,014,200 -
Sewer Metro - - - 18,370,000 -
Storm Drainage - - 56,000 10,085,900 -
Solid Waste - - 88,600 16,071,700 -
Airport - - 1,741,700 345,000 -
Cemetery - - - 1,086,000 -
Insurance - - - - -
Workers' Compensation - - - - -
Facilities - - - 3,350,900 -
Innovation & Technology - - - 6,269,100 -
Equipment Rental - - - 414,400 - FIDUCIARY FUNDSFire Pension - - 78,900 - - PERMANENT FUNDSCemetery Endowment Care - - - 40,000 -
60,224,400$ 1,837,900$ 13,963,398$ 90,065,952$ 990,500$
Fund Taxes Intergov't
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDS268
2019-2020 Biennial Budget Section V: Budget Details
2019 Budgeted Revenue by Type, All Funds (continued)
Other Interfund Other Financing Beginning Total
Revenue Tra nsfers Sources Fund Balance Resources
1,404,300$ 80,906$ 25,000$ 18,037,042$ 90,183,028$
Arterial Street 28,300 545,350 - 1,492,777 3,125,877
Local Street 12,000 1,900,000 - 1,650,780 3,562,780
Hotel/Motel Tax 3,600 - - 108,571 262,171
Arterial Street Preservation 29,800 - - 1,582,337 4,541,657
Drug Forfeiture 6,000 - - 376,497 531,497
Housing & Community Development - - - 36,458 626,458
Recreational Trails 100 - - 64,326 71,426
Business Improvement Area 200 - - 109,473 164,673
Cumulative Reserve 180,200 - - 10,124,312 10,304,512
Mitigation Fees 195,000 - - 10,886,137 12,082,337
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - 1,315,900 - - 1,664,900
Local Revitalization 2010 C&D Bond 500 231,800 - 11,396 601,696
SCORE Debt Service - - - - 2,129,800
LID Guarantee 30 - - 1,618 1,648
LID #350 7,350 - - 8,709 16,059
Golf / Cemetery 2016 Refunding - 374,100 - - 374,100
Municipal Parks Construction 68,050 1,385,000 - 310,222 2,380,772
Capital Improvements 488,100 1,047,200 - 10,404,627 16,179,927
Local Revitalization 104,000 - - 380,500 484,500
Water 7,238,300 811,400 937,700 3,925,185 28,641,085
Sewer 100,000 - 654,700 15,477,840 25,316,740
Sewer Metro 2,500 - - 3,184,467 21,556,967
Storm Drainage 95,000 - 489,900 16,188,302 26,915,102
Solid Waste 88,800 - - 5,556,175 21,805,275
Airport 875,600 350,000 - 581,038 3,893,338
Cemetery 1,000 233,000 - 702,097 2,022,097
Insurance 21,000 - - 1,928,070 1,949,070
Workers' Compensation 1,121,200 - 50,000 2,128,988 3,300,188
Facilities 141,600 40,000 - 1,412,874 4,945,374
Innovation & Technology 8,000 152,010 - 3,743,501 10,172,611
Equipment Rental 3,364,400 970,800 - 6,754,736 11,504,336 FIDUCIARY FUNDSFire Pension 42,000 - - 2,205,369 2,326,269 PERMANENT FUNDSCemetery Endowment Care 5,000 - - 1,817,409 1,862,409
15,631,930$ 9,437,466$ 2,157,300$ 121,191,833$ 315,500,679$
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDS269
2019-2020 Biennial Budget Section V: Budget Details
2019 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(50)(60)
Personnel Supplies Services Intergov't Capital
45,747,058$ 1,591,488$ 13,302,059$ 7,480,550$ 10,000$
Arterial Street 132,000 - 400,000 - 963,000
Local Street 231,616 - 40,700 - 2,318,384
Hotel/Motel Tax 56,050 3,000 101,000 - -
Arterial Street Preservation 241,000 - 165,000 - 2,766,240
Drug Forfeiture 166,637 50,000 71,000 - -
Housing & Community Development 156,300 6,300 384,400 - 43,000
Recreational Trails - - - - -
Business Improvement Area - 1,000 89,000 - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 75,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
SCORE Debt Service - - - - -
LID Guarantee - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Parks Construction - - 10,000 - 2,005,000
Capital Improvements - - - - 5,790,800
Local Revitalization - - - - 484,500
Water 4,401,664 364,244 4,356,149 - 5,968,386
Sewer 2,517,554 164,550 2,904,550 9,500 2,588,000
Sewer Metro - - 200 18,215,400 -
Storm Drainage 4,125,570 84,550 1,897,800 98,200 2,861,000
Solid Waste - 53,400 15,222,675 386,400 -
Airport 363,293 202,200 173,900 - 2,097,400
Cemetery 734,862 221,700 151,600 - 358,000
Insurance 175,000 - 5,600 - -
Workers' Compensation 250,000 - 448,315 - -
Facilities 1,152,743 140,220 1,761,950 - -
Innovation & Technology 3,142,590 463,150 2,649,200 - 869,000
Equipment Rental 928,841 987,400 493,550 - 3,101,950 FIDUCIARY FUNDSFire Pension 192,220 - 7,000 - - PERMANENT FUNDSCemetery Endowment Care - - - - -
64,714,998$ 4,333,202$ 44,635,648$ 26,265,050$ 32,224,660$
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDS270
2019-2020 Biennial Budget Section V: Budget Details
2019 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)Interfund Ending Tota l
Debt Service Interfund Srv.Transfers Fund Balance Budget
79,400$ 9,125,100$ 452,510$ 12,394,863$ 90,183,028$
Arterial Street 208,300 78,100 - 1,344,477 3,125,877
Local Street - 15,200 - 956,880 3,562,780
Hotel/Motel Tax - - - 102,121 262,171
Arterial Street Preservation - - - 1,369,417 4,541,657
Drug Forfeiture - 10,400 - 233,460 531,497
Housing & Community Development - - - 36,458 626,458
Recreational Trails - - - 71,426 71,426
Business Improvement Area - - - 74,673 164,673
Cumulative Reserve - - 142,200 10,162,312 10,304,512
Mitigation Fees - - 2,905,350 9,101,987 12,082,337
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond 1,664,900 - - - 1,664,900
Local Revitalization 2010 C&D Bond 589,800 - - 11,896 601,696
SCORE Debt Service 2,129,800 - - - 2,129,800
LID Guarantee - - - 1,648 1,648
LID #350 7,400 - - 8,659 16,059
Golf / Cemetery 2016 Refunding 374,100 - - - 374,100
Municipal Parks Construction - - - 365,772 2,380,772
Capital Improvements - - 2,709,750 7,679,377 16,179,927
Local Revitalization - - - - 484,500
Water 2,868,000 1,773,617 1,214,691 7,694,334 28,641,085
Sewer 808,900 1,391,917 353,592 14,578,177 25,316,740
Sewer Metro - - - 3,341,367 21,556,967
Storm Drainage 749,100 1,818,400 427,592 14,852,890 26,915,102
Solid Waste - 612,000 21,831 5,508,969 21,805,275
Airport 232,300 70,000 397,000 357,245 3,893,338
Cemetery - 155,900 100,000 300,035 2,022,097
Insurance - - - 1,768,470 1,949,070
Workers' Compensation - 119,800 - 2,482,073 3,300,188
Facilities - 159,700 679,950 1,050,811 4,945,374
Innovation & Technology - 183,000 - 2,865,671 10,172,611
Equipment Rental 45,700 291,600 - 5,655,295 11,504,336 FIDUCIARY FUNDSFire Pension - 15,900 - 2,111,149 2,326,269 PERMANENT FUNDSCemetery Endowment Care - - 33,000 1,829,409 1,862,409
9,757,700$ 15,820,634$ 9,437,466$ 108,311,321$ 315,500,679$
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDS271
2019-2020 Biennial Budget Section V: Budget Details
2020 Budgeted Revenue by Type, All Funds
Licenses &Charges for Fines &
Permits Services Forfeitures
55,906,100$ 1,838,800$ 4,132,160$ 7,030,580$ 863,800$
Arterial Street - - 3,156,200 - -
Local Street - - - - -
Hotel/Motel Tax 160,000 - - - -
Arterial Street Preservation 2,049,100 - 1,753,640 - -
Drug Forfeiture - - - 18,000 131,000
Housing & Community Development - - 539,970 - -
Recreational Trails - - 7,000 - -
Business Improvement Area 55,000 - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,102,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - 341,000 - -
Local Revitalization 2010 C&D Bond 250,000 - 104,000 - -
SCORE Debt Service - - 550,328 1,566,672 -
LID Guarantee - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Parks Construction 130,000 - 200,000 8,500 -
Capital Improvements 2,400,000 - 80,000 - -
Local Revitalization - - - - -
Water - - 256,000 16,117,800 -
Sewer - - 69,000 9,305,700 -
Sewer Metro - - - 18,546,800 -
Storm Drainage - - 56,000 10,328,200 -
Solid Waste - - 88,600 16,165,300 -
Airport - - 525,200 365,000 -
Cemetery - - - 1,086,000 -
Insurance - - - - -
Workers' Compensation - - - - -
Facilities - - - 3,426,800 -
Innovation & Technology - - - 6,567,500 -
Equipment Rental - - - 414,400 - FIDUCIARY FUNDSFire Pension - - 78,900 - - PERMANENT FUNDSCemetery Endowment Care - - - 40,000 -
60,950,200$ 1,838,800$ 11,937,998$ 92,089,252$ 994,800$
Fund Taxes Intergov't
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDS272
2019-2020 Biennial Budget Section V: Budget Details
2020 Budgeted Revenue by Type, All Funds (continued)
Other Interfund Other Financing Beginning Total
Revenue Tra nsfers Sources Fund Balance Resources
1,371,900$ 4,081,527$ 25,000$ 12,394,863$ 87,644,730$
Arterial Street 26,800 511,600 - 1,344,477 5,039,077
Local Street 2,000 1,900,000 - 956,880 2,858,880
Hotel/Motel Tax 4,000 - - 102,121 266,121
Arterial Street Preservation 29,900 - - 1,369,417 5,202,057
Drug Forfeiture 3,000 - - 233,460 385,460
Housing & Community Development - - - 36,458 576,428
Recreational Trails 100 - - 71,426 78,526
Business Improvement Area 200 - - 74,673 129,873
Cumulative Reserve 197,800 - - 10,162,312 10,360,112
Mitigation Fees 204,700 - - 9,101,987 10,408,687
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - 1,317,400 - - 1,658,400
Local Revitalization 2010 C&D Bond 500 220,600 - 11,896 586,996
SCORE Debt Service - - - - 2,117,000
LID Guarantee 40 - - 1,648 1,688
LID #350 100 - - 8,659 8,759
Golf / Cemetery 2016 Refunding - 376,000 - - 376,000
Municipal Parks Construction 71,600 180,000 - 365,772 955,872
Capital Improvements 120,200 5,000 - 7,679,377 10,284,577
Local Revitalization - - - - -
Water 60,000 1,000,000 960,200 7,694,334 26,088,334
Sewer 100,000 - 670,500 14,578,177 24,723,377
Sewer Metro 2,500 - - 3,341,367 21,890,667
Storm Drainage 95,000 - 501,800 14,852,890 25,833,890
Solid Waste 97,700 - - 5,508,969 21,860,569
Airport 894,300 250,000 - 357,245 2,391,745
Cemetery 1,000 100,000 - 300,035 1,487,035
Insurance 23,100 - - 1,768,470 1,791,570
Workers' Compensation 1,211,900 - 50,000 2,482,073 3,743,973
Facilities 107,700 500,000 - 1,050,811 5,085,311
Innovation & Technology 8,000 648,653 - 2,865,671 10,089,824
Equipment Rental 3,230,700 25,000 - 5,655,295 9,325,395 FIDUCIARY FUNDSFire Pension 46,200 - - 2,111,149 2,236,249 PERMANENT FUNDSCemetery Endowment Care 5,000 - - 1,829,409 1,874,409
7,915,940$ 11,115,780$ 2,207,500$ 108,311,321$ 297,361,591$
Fund
GENERAL FUND
SPECIAL REVENUE FUNDSDEBT SERVICETOTAL BUDGETCAPITAL PROJECTSENTERPRISE FUNDSINTERNAL SERVICE FUNDS
273
2019-2020 Biennial Budget Section V: Budget Details
2020 Budgeted Expenditures by Object, All Funds
(10 & 20)(30)(40)(50)(60)
Personnel Supplies Services Intergov't Capital
48,554,065$ 1,590,738$ 13,029,669$ 7,669,800$ 10,000$
Arterial Street 397,000 - 400,000 - 2,911,200
Local Street 162,391 - 700 - 1,737,609
Hotel/Motel Tax 57,735 3,200 109,375 - -
Arterial Street Preservation 306,000 - 150,000 - 3,511,840
Drug Forfeiture 171,256 58,200 71,000 - -
Housing & Community Development 226,570 800 312,600 - -
Recreational Trails - - - - -
Business Improvement Area - 1,000 89,000 - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 75,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
SCORE Debt Service - - - - -
LID Guarantee - - - - -
LID #350 - - - - -
Golf / Cemetery 2016 Refunding - - - - -
Municipal Parks Construction - - 10,000 - 460,000
Capital Improvements - - - - 785,000
Local Revitalization - - - - -
Water 4,494,411 364,244 4,446,167 - 3,736,905
Sewer 2,482,367 164,550 2,957,850 9,500 1,103,000
Sewer Metro - - 200 18,397,600 -
Storm Drainage 4,216,206 84,550 1,930,700 99,200 1,829,900
Solid Waste - 53,400 15,565,575 399,900 -
Airport 394,101 214,000 154,800 - 746,900
Cemetery 768,643 221,700 157,500 - 25,000
Insurance 175,000 - 5,600 - -
Workers' Compensation 250,000 - 455,315 - -
Facilities 1,205,282 140,220 1,950,260 - -
Innovation & Technology 3,340,561 460,150 2,696,200 - 500,000
Equipment Rental 966,735 987,400 504,600 - 1,330,500 FIDUCIARY FUNDSFire Pension 198,520 - 7,000 - - PERMANENT FUNDSCemetery Endowment Care - - - - -
68,366,843$ 4,344,152$ 45,004,111$ 26,651,000$ 18,687,854$ ENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL BUDGETSPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSFund
GENERAL FUND
274
2019-2020 Biennial Budget Section V: Budget Details
2020 Budgeted Expenditures by Object, All Funds (continued)
(70 & 80)(90)Interfund Ending Tota l
Debt Service Interfund Srv.Transfers Fund Balance Budget
79,400$ 9,269,300$ 383,433$ 7,058,325$ 87,644,730$
Arterial Street 207,600 80,100 - 1,043,177 5,039,077
Local Street - 15,600 - 942,580 2,858,880
Hotel/Motel Tax - - - 95,811 266,121
Arterial Street Preservation - - - 1,234,217 5,202,057
Drug Forfeiture - 10,500 - 74,504 385,460
Housing & Community Development - - - 36,458 576,428
Recreational Trails - - - 78,526 78,526
Business Improvement Area - - - 39,873 129,873
Cumulative Reserve - - 4,100,000 6,260,112 10,360,112
Mitigation Fees - - 666,600 9,667,087 10,408,687
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond 1,658,400 - - - 1,658,400
Local Revitalization 2010 C&D Bond 574,600 - - 12,396 586,996
SCORE Debt Service 2,117,000 - - - 2,117,000
LID Guarantee - - - 1,688 1,688
LID #350 - - - 8,759 8,759
Golf / Cemetery 2016 Refunding 376,000 - - - 376,000
Municipal Parks Construction - - - 485,872 955,872
Capital Improvements - - 3,159,300 6,340,277 10,284,577
Local Revitalization - - - - -
Water 2,678,700 1,844,067 1,126,642 7,397,198 26,088,334
Sewer 807,300 1,443,267 74,614 15,680,929 24,723,377
Sewer Metro - - - 3,492,867 21,890,667
Storm Drainage 747,100 1,838,700 148,614 14,938,920 25,833,890
Solid Waste - 642,300 22,877 5,176,517 21,860,569
Airport 12,300 78,800 275,000 515,844 2,391,745
Cemetery - 196,000 - 118,192 1,487,035
Insurance - - - 1,610,970 1,791,570
Workers' Compensation - 128,100 - 2,910,558 3,743,973
Facilities - 161,400 658,700 969,449 5,085,311
Innovation & Technology - 185,900 500,000 2,407,013 10,089,824
Equipment Rental 23,500 304,000 - 5,208,660 9,325,395 FIDUCIARY FUNDSFire Pension - 16,800 - 2,013,929 2,236,249 PERMANENT FUNDSCemetery Endowment Care - - - 1,874,409 1,874,409
9,281,900$ 16,214,834$ 11,115,780$ 97,695,117$ 297,361,591$ ENTERPRISE FUNDSINTERNAL SERVICE FUNDSTOTAL BUDGETSPECIAL REVENUE FUNDSDEBT SERVICECAPITAL PROJECTSFund
GENERAL FUND
275
2019-2020 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.
Arterial Local Drug Housing Solid Workers Equip.Fire
General Streets Streets Forfeit & CD 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:
276
2019-2020 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 nine 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
Multimedia.
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 The Community Development Department provides citywide land use
planning and environmental protection, environmental services, permitting, and inspection services.
Police: Provides for all police services in the City of Auburn and jail services at the South
Correctional Entity (SCORE).
Public Works: The Public Works Department includes Engineering Services; Water, Sewer, and
Storm utilities; Equipment Rental; Airport; and Streets.
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.
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2019-2020 Biennial Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
2017 2018 2018 2019 2020
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
Mayor and Council 1,135,327$ 1,332,443$ 1,332,443$ 1,150,079$ 1,184,746$
1,135,327 1,332,443 1,332,443 1,150,079 1,184,746
ADMINISTRATION DIRECTOR:
Administration 2,512,461 3,452,642 3,311,597 3,693,134 3,761,081
Hotel/Motel Tax 105,999 219,800 219,800 160,050 170,310
Housing & Community Development 653,843 1,209,646 1,209,646 590,000 539,970
Business Improvement Area 7,297 90,000 40,000 90,000 90,000
Facilities 3,672,706 4,455,193 4,172,750 3,894,563 4,115,862
Multimedia 1,020,175 1,166,789 1,160,289 1,136,761 1,168,270
7,972,481 10,594,070 10,114,082 9,564,508 9,845,493
HUMAN RESOURCES DIRECTOR:
Human Resources 3,745,380 3,959,808 3,916,885 4,506,052 4,789,415
Worker's Compensation 427,364 862,683 530,132 818,115 833,415
4,172,744 4,822,491 4,447,017 5,324,167 5,622,830
FINANCE DIRECTOR:
Finance 1,433,788 1,565,731 1,521,321 3,533,140 3,729,078
Non-Departmental 4,328,174 6,983,343 6,172,893 2,488,910 2,662,233
Cumulative Reserve - 1,592,200 1,592,200 142,200 4,100,000
Mitigation Fees 2,369,497 3,045,917 2,094,418 2,980,350 741,600
Debt Service Funds 2,937,972 5,129,772 2,574,824 4,766,000 4,726,000
Capital Improvements 2,872,925 7,074,148 6,019,036 8,500,550 3,944,300
Local Revitalization 19,027 340,500 - 484,500 -
Solid Waste 14,537,413 15,570,227 14,903,979 16,296,306 16,684,052
Insurance 52,546 241,230 104,230 180,600 180,600
Fire Pension 194,972 221,025 221,025 215,120 222,320
Cemetery Endowment Care - 75,000 42,000 33,000 -
28,746,313 41,839,093 35,245,926 39,620,676 36,990,183
CITY ATTORNEY:
Legal 2,221,484 2,398,550 2,376,788 2,795,950 2,934,072
2,221,484 2,398,550 2,376,788 2,795,950 2,934,072
COMMUNITY DEV. DIRECTOR
Community Development 4,225,931 4,826,325 4,461,201 4,746,823 5,002,072
4,225,931 4,826,325 4,461,201 4,746,823 5,002,072
PUBLIC WORKS DIRECTOR
Engineering 2,958,908 3,864,132 3,770,772 4,031,925 4,433,811
Streets 3,673,454 4,039,204 3,845,102 4,041,472 3,987,177
Arterial Street 9,835,459 6,747,792 6,343,177 1,781,400 3,995,900
Local Street 2,295,960 3,591,570 3,591,570 2,605,900 1,916,300
Arterial Street Preservation 5,115,291 7,003,940 6,316,940 3,172,240 3,967,840
Water 23,359,300 25,538,322 23,197,997 20,946,751 18,691,136
Sewer 10,558,726 10,440,119 9,414,298 10,738,563 9,042,448
Storm Drainage 12,684,932 13,404,470 11,509,929 12,062,212 10,894,970
Sewer Metro 17,355,137 18,250,200 17,600,000 18,215,600 18,397,800
Airport 1,111,980 1,890,009 1,860,009 3,536,093 1,875,901
Equipment Rental 3,820,527 5,261,660 4,147,439 5,849,041 4,116,735
92,769,674 100,031,418 91,597,233 86,981,197 81,320,018
POLICE CHIEF:
SCORE (jail)3,794,872 4,099,465 3,998,000 5,001,000 5,001,000
Police 24,947,225 28,354,695 27,068,959 28,921,479 29,865,874
Drug Forfeiture 220,086 271,921 247,557 298,037 310,956
28,962,183 32,726,081 31,314,516 34,220,516 35,177,830
PARKS DIRECTOR:
Parks, Arts & Recreation 12,031,189 12,821,406 12,310,111 12,878,201 13,235,846
Recreational Trails - - - - -
Municipal Parks 1,198,277 3,675,100 2,090,900 2,015,000 470,000
Cemetery 1,117,860 1,273,391 1,227,528 1,722,062 1,368,843
14,347,326 17,769,897 15,628,539 16,615,263 15,074,689
INNOVATION & TECHNOLOGY DIRECTOR:
Innovation and Technology 5,202,762 6,481,143 6,111,053 6,170,179 6,514,541
5,202,762 6,481,143 6,111,053 6,170,179 6,514,541
RESERVES:
General Fund 22,643,676 12,647,042 18,037,042 12,394,863 7,058,325
Special Revenue Funds 29,600,716 23,778,329 26,431,668 23,453,211 19,472,345
Debt Service Funds 21,086 21,652 21,723 22,203 22,843
Capital Funds 12,664,843 10,215,442 11,095,349 8,045,149 6,826,149
Enterprise Funds - - - -
Utilities 47,358,877 42,696,238 44,331,969 45,975,737 46,686,431
Airport 683,580 472,838 581,038 357,245 515,844
Cemetery 773,825 759,234 702,097 300,035 118,192
Internal Service Funds 15,589,264 14,574,807 15,968,169 13,822,320 13,106,650
Fiduciary Funds 2,317,794 2,180,769 2,205,369 2,111,149 2,013,929
Permanent Funds 1,811,509 1,776,409 1,817,409 1,829,409 1,874,409
133,465,171 109,122,760 121,191,833 108,311,321 97,695,117
TOTAL ALL FUNDS 323,221,396$ 331,944,271$ 323,820,631$ 315,500,679$ 297,361,591$
278
2019-2020 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 2019, the total public safety budget, which includes Police, Jail, Municipal Court, Probation, and
Civil Service, is 47.5% of the total General Fund. Police services make up 37.2% of the General
Fund; the largest police program being Patrol & Operations. Jail services at the South Correctional
Entity (SCORE) account for 6.4%, while Municipal Court, Probation, and Civil Services total 3.9%.
Parks, Arts and Recreation accounts for 16.6% of the General Fund, with 7.5% dedicated to
recreation and park facilities, and 1.3% to senior services.
The balance of the General Fund budget supports a variety of services – 5.2% has been allocated to
street maintenance; 5.2% to Public W orks and engineering services; 6.1% to Community
Development services which include permitting, land use planning, and building code administration;
and the remaining 19.5% 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 2019 and 2020 by
department.
Mayor & Council
1.5%
Administration
4.7%
Human Resources5.8%
Finance
4.5%Legal
3.6%
Community Development
6.1%
SCORE (jail)
6.4%
Police
37.2%
Public Works
5.2%Parks, Arts & Recreation
16.6%
Streets5.2%
Non -Departmental
3.2%
General Fund Expenditures by Department
2019
279
2019-2020 Biennial Budget Section V: Budget Details
Mayor & Council1.5%
Administration4.7%
Human Resources
5.9%
Finance
4.6%
Legal
3.6%
Community
Development
6.2%
SCORE (jail)
6.2%
Police37.1%
Public Works5.5%Parks, Arts & Recreation
16.4%
Streets
4.9%
Non -Departmental
3.3%
General Fund Expenditures by Department
2020
280
2019-2020 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center
2017 2018 2018 2019 2020
Actual Adj Budget Est Actual Budget Budget
MAYOR & COUNCIL:
City Council 438,626$ 463,998$ 463,998$ 477,143$ 490,848$
Mayor 696,701 868,445 868,445 672,936 693,898
1,135,327 1,332,443 1,332,443 1,150,079 1,184,746
ADMINISTRATION:
Administration 597,634 611,596 615,306 800,911 824,378
Emergency Management 225,196 252,760 236,477 267,334 276,107
Community Services 423,652 480,480 470,480 506,231 510,853
Economic Development 612,099 1,099,458 1,013,500 1,005,566 1,034,362
Human Services 653,879 1,008,348 975,834 1,113,092 1,115,381
2,512,461 3,452,642 3,311,597 3,693,134 3,761,081
HUMAN RESOURCES:
Municipal Court 2,465,944 2,644,145 2,601,222 2,879,221 3,079,211
Personnel & Administration 1,153,147 1,168,329 1,168,329 1,451,096 1,527,480
Civil Service Commission 120,251 127,334 127,334 155,735 162,724
Wellness 6,037 20,000 20,000 20,000 20,000
3,745,380 3,959,808 3,916,885 4,506,052 4,789,415
FINANCE:
Administration 402,575 448,409 448,409 627,540 653,510
Budgeting & Accounting 1,031,213 1,117,322 1,072,912 2,001,287 2,109,775
Finance - Utilities 1 - - - 904,313 965,793
1,433,788 1,565,731 1,521,321 3,533,140 3,729,078
LEGAL:
City Clerk 773,425 765,992 765,992 904,678 945,823
Administration 768,509 796,186 796,186 987,256 1,029,151
Prosecution & Criminal 679,550 836,372 814,610 904,016 959,098
2,221,484 2,398,550 2,376,788 2,795,950 2,934,072
COMMUNITY DEVELOPMENT:
Pet Licensing 2 6,677 - - - -
Building & Permits 2,116,702 2,228,331 2,228,331 2,409,522 2,547,260
Administration 1,705,208 1,822,001 1,822,001 783,547 822,283
Environmental Services 241,356 405,793 100,000 406,879 427,850
Planning 155,988 370,200 310,869 1,146,875 1,204,679
4,225,931 4,826,325 4,461,201 4,746,823 5,002,072
SCORE (JAIL):
SCORE 3,794,872 4,099,465 3,998,000 5,001,000 5,001,000
3,794,872 4,099,465 3,998,000 5,001,000 5,001,000
POLICE:
Administration 6,196,518 6,885,691 6,557,691 7,077,409 7,357,485
Patrol & Operations 12,791,722 14,345,467 13,624,167 14,534,893 14,920,742
Investigations 3,477,151 4,201,193 4,026,193 4,370,455 4,535,114
Community Programs 1,191,289 1,356,037 1,319,601 1,337,996 1,387,200
Records 1,196,177 1,307,789 1,307,789 1,350,668 1,403,554
Jail - 20,000 20,000 20,000 20,000
Animal Control 94,368 238,517 213,517 230,058 241,779
24,947,225$ 28,354,695$ 27,068,959$ 28,921,479$ 29,865,874$
281
2019-2020 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center (continued)
2017 2018 2018 2019 2020
Actual Adj Budget Est Actual Budget Budget
PUBLIC WORKS:
Engineering 2,958,908$ 3,864,132$ 3,822,772$ 4,031,925$ 4,433,811$
2,958,908 3,864,132 3,822,772 4,031,925 4,433,811
PARKS, ARTS & RECREATION:
Cultural Arts 538,380 631,166 525,566 530,079 545,952
Special Events 581,330 611,367 611,367 656,122 682,647
Administration 1,487,020 1,531,708 1,524,148 1,560,211 1,633,647
Senior Center 878,568 1,039,930 1,002,897 1,007,230 1,023,125
Recreation Administration & Programs 2,377,151 2,571,025 2,488,626 2,396,972 2,509,217
Parks Facilities Rentals 3 - - - 126,700 132,600
Theater 613,220 642,887 625,097 710,225 726,494
Museum 483,286 494,262 494,262 502,070 523,887
Parks Facilities 3,347,500 3,411,784 3,213,380 3,415,036 3,447,741
Golf Maintenance & Operations 808,965 930,215 889,506 936,128 955,107
Golf Finance Administration 373,326 379,614 379,614 426,788 420,354
Golf Pro Shop 542,443 577,448 577,448 610,640 635,075
12,031,189 12,821,406 12,331,911 12,878,201 13,235,846
STREETS:
Maintenance & Operations 3,095,310 3,410,702 3,287,607 3,432,907 3,336,994
Administration 578,144 628,502 557,495 608,565 650,183
3,673,454 4,039,204 3,845,102 4,041,472 3,987,177
NON-DEPARTMENTAL:
Transfers & Miscellaneous 4,328,174 6,983,343 5,480,978 2,488,910 2,662,233
Ending Fund Balance 22,643,676 12,647,042 18,037,042 12,394,863 7,058,325
26,971,850 19,630,385 23,518,020 14,883,773 9,720,558
TOTAL GENERAL FUND 89,651,868$ 90,344,786$ 91,504,999$ 90,183,028$ 87,644,730$
1 The Finance - Utilities cost center was created in 2018 to identify administrative costs for Finance utility personnel.
2 The Pet Licensing function is budgeted in Non-Departmental beginning in 2018.
3 The Parks Facilities Rentals cost center was created in 2018 to identify expenditures related to facility rentals.
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2019-2020 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.
2019 2019 2020 2020
Transfers Out Transfers In Transfers Out Transfers In
001 GENERAL 452,510$ 80,906$ 383,433 4,081,527$
102 ARTERIAL STREET - 545,350 - 511,600
103 LOCAL STREET FUND - 1,900,000 - 1,900,000
122 CUMULATIVE RESERVE FUND 142,200 - 4,100,000 -
124 MITIGATION FEES 2,905,350 - 666,600 -
230 2010A&B ANNEX DEBT SERVICE - 1,315,900 - 1,317,400
231 2010C&D LOCAL REVITALIZATION - 231,800 - 220,600
276 2016 COMBINED REFUNDING 2005/2006A LTGO - 374,100 - 376,000
321 MUNICIPAL PARK CONSTRUCTION - 1,385,000 - 180,000
328 CAPITAL IMPROVEMENT PROJECTS 2,709,750 1,047,200 3,159,300 5,000
430 WATER UTILITY 1,164,691 - 1,076,642 -
431 SEWER UTILITY 303,592 - 24,614 -
432 STORM DRAINAGE UTILITY 377,592 - 98,614 -
434 SOLID WASTE 21,831 - 22,877 -
435 AIRPORT 360,000 - 250,000 -
436 CEMETERY 100,000 100,000 - 100,000
460 WATER CAPITAL PROJECTS 50,000 811,400 50,000 1,000,000
461 SEWER CAPITAL PROJECTS 50,000 - 50,000 -
462 STORM DRAINAGE CAPITAL PROJECTS 50,000 - 50,000 -
465 AIRPORT CAPITAL PROJECTS 37,000 350,000 25,000 250,000
466 CEMETERY CAPITAL PROJECTS - 133,000 - -
505 FACILITIES 679,950 40,000 658,700 500,000
518 INNOVATION AND TECHNOLOGY - 152,010 500,000 148,653
560 EQUIPMENT RENTAL CAPITAL PROJECTS - 970,800 - 25,000
568 IT CAPITAL PROJECTS - - - 500,000
701 CEMETERY ENDOWED CARE FUND 33,000 - - -
Total 9,437,466$ 9,437,466$ 11,115,780$ 11,115,780$
Fund Fund Name
283
2019-2020 Biennial Budget Section V: Budget Details
284
2019-2020 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.
Duration
Indicates whether the budget for the proposed improvement will end after 2019-2020 (one-time) or
will continue indefinitely (ongoing).
2019 Cost
Estimated cost by the department to implement the program improvement in 2019.
2020 Cost
Estimated cost by the department to implement the program improvement in 2020.
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 for each budget year by major expenditure element as well as the
category of fund(s) that will pay for the proposal.
285
2019-2020 Biennial Budget Section VI: Program Improvements
2019-2020 Program Improvements by Department
The following table summarizes the program improvements that have been included in the 2019-
2020 budget. The recommended levels of funding are indicated under the Total Costs columns.
Page Request Department FTEs Title 2019 2020
287 AIR.0001 Airport 3.0 Airport Management 31,493$ 16,901$
288 ASD.0012 Administration Marketing and Branding Campaign 50,000 50,000
289 ASD.0014 Administration Port of Seattle Grant Matching Funds 47,500 47,500
290 ASD.0017 Administration 1.0 Housing Repair Program Delivery Shift - -
291 CEM.0005 Cemetery Asphalt Overlay 300,000 -
292 CEM.0006 Cemetery Mausoleum 25,000 25,000
293 ENG.0020 Engineering Pavement Condition Rating Data Update 80,000 -
294 ENG.0021 Engineering Auburn Way South Sidewalk (REET 2)- 15,000
295 ENG.0022 Engineering Citywide ADA & Sidewalk Improvements (REET 2)200,000 200,000
296 ENG.0023 Engineering Annual Traffic Signal Replace and Improv. (REET 2)175,000 200,000
297 ENG.0024 Engineering Neighborhood Traffic Safety Program (REET 2)50,000 50,000
298 ENG.0025 Engineering Citywide Street Lighting Improvements (REET 2)50,000 50,000
299 ENG.0026 Engineering City Street Light LED Retrofit (REET 2)1,850,000 (140,000)
300 ERR.0008 Equipment Renta M&O/Police/CH Master Planning (REET 1)125,000 125,000
301 FAC.0017 Facilities Arts & Cultural Roof Replacement (REET 1)- 50,000
302 FAC.0019 Facilities Justice Center Roof Replacement (REET 1)- 200,000
303 FAC.0020 Facilities City Hall Roof Replacement (REET 1)- 350,000
304 FAC.0022 Facilities JACE 4 Upgrade - Citywide 334,689 -
305 FAC.0025 Facilities 1.0 Custodian - FTE 3,116 10,277
306 FAC.0026 Facilities Lighting/Painting/Siding (Incl. REET 1)100,900 -
307 FIN.0015 Finance 1.0 Business Analyst 137,010 153,653
308 FIN.0016 Finance Garage Painting (REET)103,600 -
309 GLF.0035 Golf Course Fairway Drainage Improvement (REET 2)30,000 30,000
310 GLF.0036 Golf Course New HR 600 Rotary Mower Golf Course 71,300 -
311 LGL.0005 Legal 1.0 Records Clerk FTE 106,253 115,804
312 MAY.0003 Mayor Homeless Response 500,000 500,000
313 PRK.0051 Parks, Arts & Rec Public Art Annual Allocation (REET 2)- 60,000
314 WTR.0003 Water 1.0 MW-I CDL Water - -
TOTAL 8.0 4,370,861$ 2,109,135$
PROGRAM IMPROVEMENTS
Costs Net of Revenue
286
Program Title: Contact Person:Duration:
Ingrid Gaub Ongoing
Department Name: Funding Source:
Public Works Airport
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds 280,000 Proprietary Funds 300,000
Other Funds - Other Funds -
Total Revenue:280,000$ Total Revenue:300,000$
Expenditures:Expenditures:
Wages 207,803 Wages 221,143
Benefits 149,490 Benefits 166,958
Supplies 191,500 Supplies 211,500
Minor Equipment 13,200 Minor Equipment -
Professional Services (389,000) Professional Services (413,000)
Other Services & Charges 16,500 Other Services & Charges 11,500
Repairs & Maintenance 15,000 Repairs & Maintenance 15,000
Machinery & Equipment 37,000 Machinery & Equipment 25,000
Other 70,000 Other 78,800
Total Cost:311,493$ Total Cost:316,901$
Net Cost 31,493$ Net Cost 16,901$
Implications of Denial:
If the decision package is not implemented, the City will need to solicit for contract management and obtain a new
contract firm by 12/31/18 as the Airport cannot operate without management, and the ability to close the Airport is not a
viable option with the Federal Aviation Administration.
Description of Improvement:
The City's contract with the Airport Management Group (AMG)for airport management and operations expires December
31, 2018.AMG does not intend to submit a proposal for continued management of the airport. This program improvement
is to modify the Airport budget to accommodate the inclusion of airport management, including sales of aviation fuel, by
City staff instead of through a private contract management firm.Fuel operations are currently managed by a contract
management firm,so the costs and revenues related to aviation fuel have been incorporated into this program
improvement.It is estimated that one-time expenditures for this program improvement are $55,200 in 2019 and $25,000 in
2020.
Alternatives:
The alternative is to solicit for a new firm to provide airport management by contract. There is limited interest by firms that
can complete this work.
Advantages of Approval:
Moving the Aiprort Managment to in-house staff will provide the following: 1)A slight increase in revenues to the Airport
due to the current practice of profit sharing on aviation fuel sales at the Airport. 2) More direct communication and
coordination for operation and maintenance of the Airport. 3) More public transparency in how Airport funds are being
spent. Bringing this work in house also opens up considerable resources through the City's other departments such as
fleet management, Information Technology, Facilities maintenance, and Multimedia support for marketing.
$ 31,493 $ 16,901
REQUEST FOR PROGRAM IMPROVEMENT
AIR.0001
Airport Management
2019 Cost: 2020 Cost:
287
Program Title: Contact Person:Duration:
Dana Hinman One-Time
Department Name: Funding Source:
Administration General Fund
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
Wages - Wages -
Benefits - Benefits -
Supplies - Supplies -
Minor Equipment - Minor Equipment -
Professional Services - Professional Services -
Other Services & Charges 50,000 Other Services & Charges 50,000
Repairs & Maintenance - Repairs & Maintenance -
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:50,000$ Total Cost:50,000$
Net Cost 50,000$ Net Cost 50,000$
Implications of Denial:
By denial of this request, there would be inadequate funds to implement strategic goals as outlined in the 10-Year
Strategic Plan.
Description of Improvement:
On November 10th, 2016, Resolution # 5256 was passed adopting the City of Auburn's 10-year Economic Development
Strategic Plan. The plan's intention is to provide a guideline for the City's economic development activities over the next
decade. It was agreed that the work would take discipline and direction, leadership and collaboration, and patience and
perseverance across the City and its multiple partners. The plan highlights tasks specific to "messaging," with a
stated need for a stronger branding community-wide.
This request of $50,000 per year is to fund a city-wide Branding and Marketing campaign.
Alternatives:
N/A
Advantages of Approval:
Funds from the approval of this decision package would go towards a structured television, radio, print and digital media
ad campaign and support "messaging" strategies (4.1-4.6.6) as outlined in the 10-year strategic plan. This will have a
positive impact on economic development, Auburn tourism and the City by increasing the City's tax base.
$50,000 $50,000
REQUEST FOR PROGRAM IMPROVEMENT
ASD.0012
Marketing and Branding Campaign
2019 Cost: 2020 Cost:
288
Program Title: Contact Person:Duration:
Dana Hinman One-Time
Department Name: Funding Source:
Administration General Fund
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund 65,000 General Fund 65,000
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:65,000$ Total Revenue:65,000$
Expenditures:Expenditures:
Wages - Wages -
Benefits - Benefits -
Supplies - Supplies -
Minor Equipment - Minor Equipment -
Professional Services 30,000 Professional Services 30,000
Other Services & Charges 82,500 Other Services & Charges 82,500
Repairs & Maintenance - Repairs & Maintenance -
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:112,500$ Total Cost:112,500$
Net Cost 47,500$ Net Cost 47,500$
Implications of Denial:
If this request is not approved, the City of Auburn will not be able to submit for the Port of Seattle Partnership Grant funds.
Description of Improvement:
If the City's grant application is approved, Auburn would receive $65,000 for eligible economic development activities. Per
the terms of the grant, the City would need to match funding of $22,500 each year. This request is for $47,500 for
2019 and 2020 to match funds to enhance and support the buy-local program that was established during the first two
rounds of executed partnership agreements with the Port of Seattle. An additional $25,000 is requested for each of
year for database updates, continued development and ongoing maintenance of www.BuyLocalAuburn.com, City
of Auburn business license renewal system, analytic data capturing, reporting, and further promote businesses within
the City and region.
Alternatives:
N/A
Advantages of Approval:
Approval of this decision package will allow the City of Auburn to apply for Port of Seattle partnership grant funds. These
funds will go directly to promoting economic development activities within the City to increase business recruitment, small
business development, industry retention, expansion assistance,job creation, and to maintain the operations of the Small
Business Incubator.
$47,500 $47,500
REQUEST FOR PROGRAM IMPROVEMENT
ASD.0014
Port of Seattle Grant Matching Funds
2019 Cost: 2020 Cost:
289
Program Title: Contact Person:Duration:
Dana Hinman Ongoing
Department Name: Funding Source:
Administration Housing and Community
Development
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 - Other -
Total Cost:-$ Total Cost:-$
Net Cost -$ Net Cost -$
Implications of Denial:
Low- and moderate-income Auburn residents with minor home repair needs will continue to experience long wait times
when accessing our program. Residents with a presenting repair issue that is minor may experience worsening housing
conditions as the issue deteriorates in the months it takes our program to respond. Our program's efficiency will be
dictated in part by the regional housing and construction market.
Description of Improvement:
The City's Minor Home Repair Program uses only outside contractors to deliver services to low- and moderate- income
Auburn residents. This results in costs being driven by contractor rates and a significant delay in service delivery. We
would like to hire an internal Housing Repair Technician to be able to carry out a large proportion of the home repair
services that we offer. The current wait time for our program is roughly 10 months. In neighboring SKC cities that utilize an
in-house technician model, the wait time is between 3-5 weeks. This request includes 1.0 FTE Housing Repair
Technician, to be hired in mid-2019, costs for IT equipment to support them, and the purchase of a housing repair van.
All of these costs will be offset by revenue from our CDBG grant.
Alternatives:
Continue to run program as-is.Due to increasing construction costs,this will result in fewer households served over time.
Additionally, we will continue to have extensive wait times for community members in need of this service.
Advantages of Approval:
A change in our service delivery model will result in shorter program wait times, the ability to serve more households each
year, and greater flexibility to send out staff to Auburn residents facing urgent repair situations. The program can continue
to be funded with CDGB, resulting in no net impact on the City's General Fund.
$- $-
REQUEST FOR PROGRAM IMPROVEMENT
ASD.0017
Housing Repair Program Delivery Shift
2019 Cost: 2020 Cost:
290
Program Title: Contact Person:Duration:
Daryl Faber One-Time
Department Name: Funding Source:
Parks, Arts & Recreation Cemetery
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 300,000 Other -
Total Cost:300,000$ Total Cost:-$
Net Cost 300,000$ Net Cost -$
Implications of Denial:
If denied, the road condition will continue to decline.
Description of Improvement:
Overlay and seal internal cemetery roads.
Alternatives:
Patch areas that are in the poorest condition.
Advantages of Approval:
This work will ensure the long-term road condition remains acceptable. These roads have never been overlayed or sealed
and are in very poor condition.
$300,000 $-
REQUEST FOR PROGRAM IMPROVEMENT
CEM.0005
Asphalt Overlay
2019 Cost: 2020 Cost:
291
Program Title: Contact Person:Duration:
Daryl Faber One-Time
Department Name: Funding Source:
Parks, Arts & Recreation Cemetery
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 25,000
Total Cost:25,000$ Total Cost:25,000$
Net Cost 25,000$ Net Cost 25,000$
Implications of Denial:
Construction of the mausoleum will provide for 96 crypts. This will provide an approximate 20-year capacity.
Description of Improvement:
Design a 96-crypt mausoleum for the above-ground internment option. The public has expressed a desire to have this
option available as the current mausoleum is at capacity.
Alternatives:
The current mausoleum is at full capacity. If not approved, ground burials will continue to be the only option.
Advantages of Approval:
Increased options for interments. Revenues will increase based on increased options and capacity.
$25,000 $25,000
REQUEST FOR PROGRAM IMPROVEMENT
CEM.0006
Mausoleum
2019 Cost: 2020 Cost:
292
Program Title: Contact Person:Duration:
Ingrid Gaub One-Time
Department Name: Funding Source:
Public Works Local Street & Arterial Street
Preservation
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
Wages - Wages -
Benefits - Benefits -
Supplies - Supplies -
Minor Equipment - Minor Equipment -
Professional Services 80,000 Professional Services -
Other Services & Charges - Other Services & Charges -
Repairs & Maintenance - Repairs & Maintenance -
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:80,000$ Total Cost:-$
Net Cost 80,000$ Net Cost -$
Implications of Denial:
Not having current data means that the City may not be aware of streets that are degrading faster than usual and
therefore need to be improved earlier to maintain the street network in a cost effective and timely manner.
Description of Improvement:
To continue long-term preservation of the City's local and arterial/collect street network, the collection of actual pavement
condition data is needed. This is intended to be completed once every 2-3 years and the City last completed a pavement
condition rating survey in 2017. This proposal is to fund the next pavement rating data update in 2019. The information is
used for several purposes including: 1)to refine the pavement condition database modeling and projections for the
amount of funding needed over time to successfully maintain our streets at an average Pavement Condition Index (PCI)of
70, 2)to identify potential streets for preservation projects, 3)to track pavement conditions for each street segment in the
city, and 4) to forecast preservation program budget needs in the future.
Alternatives:
Rely on the current data until another study can be funded.
Advantages of Approval:
Having updated data on a regular schedule provides more data points within the modeling system and allows a more
accurate determination of which streets need to be programmed for preservation or replacement and when, and allows for
a longer term plan for how to fund and accomplish the work based on the needs of the system.
$80,000 $-
REQUEST FOR PROGRAM IMPROVEMENT
ENG.0020
Pavement Condition Rating Data Update
2019 Cost: 2020 Cost:
293
Program Title: Contact Person:Duration:
Ingrid Gaub One-Time
Department Name: Funding Source:
Public Works Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 - Other 15,000
Total Cost:-$ Total Cost:15,000$
Net Cost -$ Net Cost 15,000$
Implications of Denial:
Leave the existing condition as-is until funding becomes available.
Description of Improvement:
The project will construct sidewalk along the south side of Auburn Way S. The existing sidewalk currently ends at the
intersection with Howard Road and restarts to the west of the intersection with Muckleshoot Plaza. The sidewalk gap
extends for approximately 1,700 feet. This request is for $15,000 in 2020 to match a potential grant of $80,000 that has
been applied for in 2018.
Alternatives:
The project would not be constructed and, if awarded, grant funds would be returned.
Advantages of Approval:
This project completes a missing gap of sidewalk on a heavily congested roadway that currently requires pedestrians to
either walk within a narrow shoulder or to climb over guardrail and walk along the top of a steep slope. The project would
address a safety concern and an accessibility issue along the corridor.
$- $15,000
REQUEST FOR PROGRAM IMPROVEMENT
ENG.0021
Auburn Way South Sidewalk (REET 2)
2019 Cost: 2020 Cost:
294
Program Title: Contact Person:Duration:
Ingrid Gaub Ongoing
Department Name: Funding Source:
Public Works Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 200,000 Other 200,000
Total Cost:200,000$ Total Cost:200,000$
Net Cost 200,000$ Net Cost 200,000$
Implications of Denial:
Not having a program such as this to complete sidewalk and accessibility improvements increases the City's liability
exposure to claims and increases the potential for a review by the Department of Justice.
Description of Improvement:
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 accessibility gaps. Improvements are
programmed annually based on the criteria adopted in the City's Public Right-of-Way Accessibility Transition Plan. This
project has been included in the Capital Facilities Plan with past budgets at $200,000 per year, and is an annual project.
Alternatives:
Not completing these sidewalk and accessibility improvements within the City.
Advantages of Approval:
Funding this project using REET funds provides a funding source for completion of improvements to the City's sidewalk
network and addresses accessibility needs. This allows more of the limited street funding to be used to complete capacity
and roadway improvements.
$200,000 $200,000
REQUEST FOR PROGRAM IMPROVEMENT
ENG.0022
Citywide ADA & Sidewalk Improvements (REET 2)
2019 Cost: 2020 Cost:
295
Program Title: Contact Person:Duration:
Ingrid Gaub Ongoing
Department Name: Funding Source:
Public Works Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 175,000 Other 200,000
Total Cost:175,000$ Total Cost:200,000$
Net Cost 175,000$ Net Cost 200,000$
Implications of Denial:
Not having these funds will mean the components are not upgraded or replaced when necessary, leading to more issues
with signal operations and impacts on traffic operations within the City.
Description of Improvement:
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 for the approximately 90 traffic signals and devices within the City. 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. This is an annual project to keep existing signals operating
until such time that full replacement is necessary.
Alternatives:
To not complete the necessary upgrades and replacement of equipment as they reach the end of their life.
Advantages of Approval:
This keeps the City's signals functioning and allows for replacement of components within the signal systems as they are
damaged, wear out, or become obsolete.
$175,000 $200,000
REQUEST FOR PROGRAM IMPROVEMENT
ENG.0023
Annual Traffic Signal Replace and Improv. (REET 2)
2019 Cost: 2020 Cost:
296
Program Title: Contact Person:Duration:
Ingrid Gaub Ongoing
Department Name: Funding Source:
Public Works Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 50,000
Total Cost:50,000$ Total Cost:50,000$
Net Cost 50,000$ Net Cost 50,000$
Implications of Denial:
Reduction in the amount of improvements completed and potentially the effectiveness of traffic calming and safety
improvements within neighborhoods as these improvements would need to completed using other street funding typically
allocated to capacity and arterial roadway improvements.
Description of Improvement:
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.
Alternatives:
Not completing the traffic studies and improvements to address neighborhood traffic calming or safety concerns.
Advantages of Approval:
This program was previously funded by Red Light Photo Enforcement revenues but has been funded from REET since the
termination of Red Light Photo Enforcement program. This program provides a source of funds to address issues that are
brought to the City by individuals and neighborhoods concerning speeding, cut-through traffic, sight distance, and other
safety concerns. The program allows the implementation of improvements to address these concerns.
$50,000 $50,000
REQUEST FOR PROGRAM IMPROVEMENT
ENG.0024
Neighborhood Traffic Safety Program (REET 2)
2019 Cost: 2020 Cost:
297
Program Title: Contact Person:Duration:
Ingrid Gaub Ongoing
Department Name: Funding Source:
Public Works Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 50,000
Total Cost:50,000$ Total Cost:50,000$
Net Cost 50,000$ Net Cost 50,000$
Implications of Denial:
Not completing lighting improvements beyond those necessary to address a safety issue as other funding allows.
Description of Improvement:
This project will fund street lighting improvements in neighborhoods without existing infrastructure and includes retrofitting
existing lights to LED standards as appropriate. Projects will be selected from a prioritized list developed with
neighborhood input.
Alternatives:
Continue funding limited street light improvements for safety issues only from the Neighborhood Traffic Safety Program if
funding allows.
Advantages of Approval:
Having a separate fund for street light improvements allows the City to address complaints related to safety and visability
within neighborhoods through either additional lighting by Puget Sound Energy or, where funding allows, installation of
new City street lighting. The program also provides funds for retrofitting existing lights to the City's LED standard lighting
which is especially important when new lights are added to an area with some existing lighting due to the differences
between the older high pressure sodium lighting and LED lighting.
$50,000 $50,000
REQUEST FOR PROGRAM IMPROVEMENT
ENG.0025
Citywide Street Lighting Improvements (REET 2)
2019 Cost: 2020 Cost:
298
Program Title: Contact Person:Duration:
Ingrid Gaub Ongoing
Department Name: Funding Source:
Public Works Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds 650,000 Other Funds -
Total Revenue:650,000$ Total Revenue:-$
Expenditures:Expenditures:
Wages - Wages -
Benefits - Benefits -
Supplies - Supplies -
Minor Equipment - Minor Equipment -
Professional Services - Professional Services -
Other Services & Charges - Other Services & Charges (120,000)
Repairs & Maintenance - Repairs & Maintenance (20,000)
Machinery & Equipment - Machinery & Equipment -
Other 2,500,000 Other -
Total Cost:2,500,000$ Total Cost:(140,000)$
Net Cost 1,850,000$ Net Cost (140,000)$
Implications of Denial:
If this request isn't funded,City street lights will continue to be maintained and will eventually no longer be supported by
the manufacturer. This will make replacement parts and lamps more expensive and harder to find, which will ultimately
increase the amount of time it takes to repair and replace lights. Grant awards from the Department of Commerce have
continued to decrease and are expected to eventually disappear.By not funding this project in 2019,it is likely that grant
funding and rebates when the program is eventually implemented would be reduced or unavailable.
Description of Improvement:
This request is to fund an LED retrofit program of all City owned standard (non-LED) street lights to take advantage of
grant and rebate opportunities while they still exist.
Alternatives:
The alternative is to not retrofit the existing lights to be LED and continue paying increasing power costs and continued
maintenance and replacement costs of the high pressure sodium lamps and parts to keep them operating.
Advantages of Approval:
Retrofitting to LED lights results in significant reductions in costs to operate and maintain the City's street lights and
improves lighting uniformity and visibility.The program would utilize the Washington State Department of Enterprise
Systems (DES)Energy program. The overall project cost estimate is $2,500,000 with an expected grant of $300,000 and
PSE rebates of a minimum of $350,000. Annual power consumption savings are conservatively estimated to be $150,000
and operations and maintenance costs are expected to decrease by approximately $40,000 a year.
$1,850,000 $(140,000)
REQUEST FOR PROGRAM IMPROVEMENT
ENG.0026
City Street Light LED Retrofit (REET 2)
2019 Cost: 2020 Cost:
299
Program Title: Contact Person:Duration:
Randy Bailey One-Time
Department Name: Funding Source:
Equipment Rental Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 125,000 Other 125,000
Total Cost:125,000$ Total Cost:125,000$
Net Cost 125,000$ Net Cost 125,000$
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,Police, and City Hall needs including land usage and building needs for the next 20 years.
This will be funded by REET 1.
Alternatives:
None.
Advantages of Approval:
This would give us the ability to appropriately plan logistical and financial future needs for the M&O,Police, and City Hall
facilities.This planning effort would allow us to schedule and plan the cost for needed improvements instead of doing
multiple individual program improvements.
$125,000 $125,000
REQUEST FOR PROGRAM IMPROVEMENT
ERR.0008
M&O/Police/CH Master Planning (REET 1)
2019 Cost: 2020 Cost:
300
Program Title: Contact Person:Duration:
Dana Hinman One-Time
Department Name: Funding Source:
Administration Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 50,000
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:-$ Total Cost:50,000$
Net Cost -$ Net Cost 50,000$
$- $50,000
REQUEST FOR PROGRAM IMPROVEMENT
FAC.0017
Arts & Cultural Roof Replacement (REET 1)
2019 Cost: 2020 Cost:
Implications of Denial:
Increase in cost for replacement and potential restoration of interior if water damage occurs from leaks.
Description of Improvement:
Roof is at the end-of-life and needs replacement.
Alternatives:
Defer to next budget cycle.
Advantages of Approval:
Protect City assets from potential water damage caused by leaks.
301
Program Title: Contact Person:Duration:
Dana Hinman One-Time
Department Name: Funding Source:
Administration Capital Improvement Projects
& Facilities
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 200,000
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:-$ Total Cost:200,000$
Net Cost -$ Net Cost 200,000$
$- $200,000
REQUEST FOR PROGRAM IMPROVEMENT
FAC.0019
Justice Center Roof Replacement (REET 1)
2019 Cost: 2020 Cost:
Implications of Denial:
Increase in cost for replacement and potential restoration of interior if water damage occurs from leaks.
Description of Improvement:
The roof is at the end of its life and is need of replacement. The Justice Center Roof Replacement Project is funded 50%
REET 1 and 50% Facilities fund balance.
Alternatives:
Continue to chase leaks and patch as needed.
Defer to next budget cycle.
Advantages of Approval:
Protect City assets from potential water damage caused by leaks.
302
Program Title: Contact Person:Duration:
Dana Hinman One-Time
Department Name: Funding Source:
Administration Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 350,000
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:-$ Total Cost:350,000$
Net Cost -$ Net Cost 350,000$
$- $350,000
REQUEST FOR PROGRAM IMPROVEMENT
FAC.0020
City Hall Roof Replacement (REET 1)
2019 Cost: 2020 Cost:
Implications of Denial:
Increase in cost for replacement and potential restoration of interior if water damage occurs from leaks
Description of Improvement:
Roof is at the end-of-life and needs replacement.
Alternatives:
Continue to chase leaks and patch as needed.
Defer to next budget cycle.
Advantages of Approval:
Protect City assets from potential water damage caused by leaks.
303
Program Title: Contact Person:Duration:
Dana Hinman One-Time
Department Name: Funding Source:
Administration Facilities
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 334,689 Repairs & Maintenance -
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:334,689$ Total Cost:-$
Net Cost 334,689$ Net Cost -$
$334,689 $-
REQUEST FOR PROGRAM IMPROVEMENT
FAC.0022
JACE 4 Upgrade - Citywide
2019 Cost: 2020 Cost:
Implications of Denial:
Declining this request, the City runs the risk of not providing heating and cooling to City buildings when they fail when the
vendor is not able to find replacement parts for our old equipment.
Description of Improvement:
The HVAC controls in each of the City's buildings are at their end of life and are need of replacement. The vendor who
supports our equipment is unable to find replacement parts and has told us that we need to replace the building controls
soon. This project is fully funded by Facilities fund balance.
Alternatives:
Currently there is no alternative.
Advantages of Approval:
We will be able to manage our HVAC with a central management for all City buildings.No longer will staff have to learn
the software for each building as they were installed as independent solutions. The solution is more secure and resolves
security issues identified by our IT department.
304
Program Title: Contact Person:Duration:
Dana Hinman Ongoing
Department Name: Funding Source:
Administration Facilities
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
Wages 43,260 Wages 46,180
Benefits 33,621 Benefits 37,862
Supplies - Supplies -
Minor Equipment - Minor Equipment -
Professional Services (73,765) Professional Services (73,765)
Other Services & Charges - Other Services & Charges -
Repairs & Maintenance - Repairs & Maintenance -
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:3,116$ Total Cost:10,277$
Net Cost 3,116$ Net Cost 10,277$
$3,116 $10,277
REQUEST FOR PROGRAM IMPROVEMENT
FAC.0025
Custodian - FTE
2019 Cost: 2020 Cost:
Implications of Denial:
If this position is denied, Maintenance Techs will continue to respond when time allows and cleaning will fall on staff who
occupy the buildings when Facilities is not able to respond. The current custodial staff will be stretched thin with the
additional coverage during their evening shift. We will continue to pay more for less.
Description of Improvement:
Custodial services at the following buildings are currently contracted out: Theater, Cemetery, Lea Hill Substation, Outlet
Collection Substation, Golf Course, event cleaning at Les Gove Multi-purpose Building and William C. Warren Building,
Community Center and Senior Center. It is estimated that the contract custodial spends 15-20 hours per week in City
facilities. Hiring an FTE and canceling the contracted services would provide the City with better control and 40 hours of
service per week. This would allow for coverage of the above listed facilities and vacation/other coverage for current
custodial staff. The cost provided to hire an FTE would be covered by the budgeted amount for contracted services and
would have an incremental budget impact of approximately $3,116 for 2019.
Alternatives:
None.
Advantages of Approval:
Better control or service received and more productivity.
305
Program Title: Contact Person:Duration:
Dana Hinman One-Time
Department Name: Funding Source:
Administration Facilities, Capital
Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 100,900 Repairs & Maintenance -
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:100,900$ Total Cost:-$
Net Cost 100,900$ Net Cost -$
$100,900 $-
REQUEST FOR PROGRAM IMPROVEMENT
FAC.0026
Lighting/Painting/Siding (Incl. REET 1)
2019 Cost: 2020 Cost:
Implications of Denial: Annex Interior Painting Project - None.
Teen Center/Rec - Lighting Replacement - Continue to replace bulbs as needed.
Herr Warehouse Siding Replacement - Potential further damage which would result in an increased cost. This project should be considered a higher priority.
Description of Improvement:
Annex Interior painting Project, $45,900 in 2019 budget. Funded from Facilities fund balance.
Teen Center/Rec - Lighting Replacement, $15,000 in 2019 budget. Funded from Facilities fund balance.
Herr Warehouse Siding Replacement, $40,000 in 2019 budget. Funded from REET 1.
Alternatives:
Projects would be deferred to the next budget cycle.
Advantages of Approval: Annex Interior Painting Project - Potential lower cost to complete in 2019. This project is mostly cosmetic in nature.
Teen Center/Rec - Lighting Replacement - More cost-effective lighting with lower bulb replacement.
Herr Warehouse Siding Replacement - Protect the building from further damage. The siding on this building is beyond its life and has a lot of rot.
306
Program Title: Contact Person:Duration:
Shelley Coleman Ongoing
Department Name: Funding Source:
Finance General Fund, Water, Sewer,
Storm, Solid Waste
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
Wages 85,076 Wages 90,695
Benefits 51,934 Benefits 57,958
Supplies - Supplies -
Minor Equipment - Minor Equipment -
Professional Services - Professional Services -
Other Services & Charges - Other Services & Charges 5,000
Repairs & Maintenance - Repairs & Maintenance -
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:137,010$ Total Cost:153,653$
Net Cost 137,010$ Net Cost 153,653$
$137,010 $153,653
REQUEST FOR PROGRAM IMPROVEMENT
FIN.0015
Business Analyst, Finance Department
2019 Cost: 2020 Cost:
Implications of Denial:
Finance would continue with existing IT support and would continue to experience delays on IT-related Finance projects
and system needs. There currently is no global IT understanding of all the systems interfacing with Springbrook. The City
has $60+million in annual billing that could be held up due to billing system malfunctions that can and have occurred in
the past. There are also specific timelines established in RCWs and the City could be held liable for closing utility bills
due to billing system malfunctions.
Description of Improvement:
IT Systems Analyst with specialized focus on Finance-related issues and providing proactive IT support. This position
would be responsible for having in-depth knowledge of and ongoing maintenance of assigned Finance Department
software including: Springbrook, Eden, and Sensus as well as their related third-party software integration applications
(including data sync files between Springbrook and Sensus, IVR, Selectron, AFTS (lockbox and bill printing); WebCheck
(closing bill estimates); and the Waste Management billing file. This position would conduct regular day-to-day
communication, review software, demonstrate a deeper understanding of business operations, and work with end users to
tailor these systems to fit the organization's needs.
Alternatives:
The alternative is the status quo, which is limited support by IT generalists who don't necessarily have the detailed
technical knowledge specific to utility billing, AMI, and other Finance-related activities and tools.
Advantages of Approval:
On-call support by an individual who fully understands Finance systems and needs. This would allow Finance to use
these systems to their fullest capacity.
307
Program Title: Contact Person:Duration:
Shelley Coleman One-Time
Department Name: Funding Source:
Finance Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 103,600 Other -
Total Cost:103,600$ Total Cost:-$
Net Cost 103,600$ Net Cost -$
$103,600 $-
REQUEST FOR PROGRAM IMPROVEMENT
FIN.0016
Garage Painting (REET 1)
2019 Cost: 2020 Cost:
Implications of Denial:
Increased appearance of cracks forming in the walls.
Description of Improvement:
The painting will provide an elastic coating which should slow down the appearance of cracks forming in the walls.
Alternatives:
#N/A
Advantages of Approval:
The painting will provide an elastic coating which should slow down the appearance of cracks forming in the walls.
308
Program Title: Contact Person:Duration:
Daryl Faber Ongoing
Department Name: Funding Source:
Parks, Arts & Recreation Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 30,000 Other 30,000
Total Cost:30,000$ Total Cost:30,000$
Net Cost 30,000$ Net Cost 30,000$
$30,000 $30,000
REQUEST FOR PROGRAM IMPROVEMENT
GLF.0035
Fairway Drainage Improvement (REET 2)
2019 Cost: 2020 Cost:
Implications of Denial:
The golf holes would continue to receive complaints from the golfers.At times these holes are nearly unplayable. These
holes would continue to be difficult to maintain during the winter months.
Description of Improvement:
The object of this project is to sand topdress the lower property of the golf course in order to firm up conditions. This
will help promote firmer conditions and help the year round playability of the golf course. The sand will be applied with a
three yard topdressing machine (which we have). Sand will be applied bi/weekly at a tenth to a quarter inch of sand on
these areas. These areas will start to show improvement once you achieve four inches.
With the sand topdressing and the deep tine aerator we will see improvements.
Alternatives:
Do nothing--fairways will continue to decline and playabilty will be subpar. Customers would complain and not return until
the summer conditions have arrived. The staff would continue to only manage these areas when weather permits.
Advantages of Approval:
The surfaces of these fairways will become firm and playable year round. The staff would be able to keep these areas up
better with the improved quality.
309
Program Title: Contact Person:Duration:
Daryl Faber One-Time
Department Name: Funding Source:
Parks, Arts & Recreation General Fund
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 71,300 Machinery & Equipment -
Other - Other -
Total Cost:71,300$ Total Cost:-$
Net Cost 71,300$ Net Cost -$
$71,300 $-
REQUEST FOR PROGRAM IMPROVEMENT
GLF.0036
New HR 600 Rotary Mower Golf Course
2019 Cost: 2020 Cost:
Implications of Denial:
We would have to continue to use the aging rough mower. This would almost guarantee to have a cost of repairs at the
current pace of use. Also, when repairs are being made,it means the machine is down and getting the rough mowed to
current standards becomes difficult and can make unhappy customers.
Description of Improvement:
The object of this package is to purchase a new HR 600 Rotary Rough Mower for the golf course. This mower would be
used 25 -35 hours a week and be one of the most important pieces in our equipment fleet. This is a big rough mower that
is eleven feet wide.
Alternatives:
At this time there are no alternatives. We would continue to use the current aging machine.
Advantages of Approval:
The new mower would mow a little quicker and even have a better cut. This in return will give better conditions to the
customers. Also we would gain a warranty for a few years with the new purchase.
310
Program Title: Contact Person:Duration:
Steve Gross Ongoing
Department Name: Funding Source:
Legal General Fund, Water, Sewer,
Storm, Solid Waste
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
Wages 59,999 Wages 63,962
Benefits 46,254 Benefits 51,842
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:106,253$ Total Cost:115,804$
Net Cost 106,253$ Net Cost 115,804$
$106,253 $115,804
REQUEST FOR PROGRAM IMPROVEMENT
LGL.0005
Records Clerk FTE
2019 Cost: 2020 Cost:
Implications of Denial:
Records requests have become more complex, with requestors asking for "any and all" records without limiting factors.
This requires clerks to spend more time identifying files that may be responsive. Currently, the City Clerk and the Deputy
City Clerk each spend between 24-30 hours per week on records requests (as opposed to just supervising and spot-
checking the records clerks). If the new position is not approved, we will have to discuss elimination of non-mandatory
services. Or, the Clerk's Office will have to train department staff to process routine requests for records.
Description of Improvement:
Add one Full-time Records Clerk.Primary duties will be responding to public records requests, processing passport
applications, accepting payments for records requests,traffic school, passports, Dangerous (and Potentially Dangerous)
dog registrations, and providing customer service at the front counter both in person and on the phone. Additional duties
will be to assist the Clerk and Deputy Clerk in processing contracts, records management, and other clerical duties.
Alternatives:
#N/A
Advantages of Approval:
This FTE will allow the other records clerks to focus on public records requests, file maintenance and contract
management with fewer interruptions. It will also allow the City Clerk and Deputy City Clerk to perform their primary
functions of Council and advisory board meeting and agenda coordination, preparation of minutes, records maintenance,
and department training. This will result in departments being able to find records more easily, and will free up both
physical and virtual file space.
311
Program Title: Contact Person:Duration:
Dana Hinman Ongoing
Department Name: Funding Source:
Administration General Fund
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ Total Revenue:-$
Expenditures:Expenditures:
Wages - Wages -
Benefits - Benefits -
Supplies - Supplies -
Minor Equipment - Minor Equipment -
Professional Services 500,000 Professional Services 500,000
Other Services & Charges - Other Services & Charges -
Repairs & Maintenance - Repairs & Maintenance -
Machinery & Equipment - Machinery & Equipment -
Other - Other -
Total Cost:500,000$ Total Cost:500,000$
Net Cost 500,000$ Net Cost 500,000$
$500,000 $500,000
REQUEST FOR PROGRAM IMPROVEMENT
MAY.0003
Homeless Response
2019 Cost: 2020 Cost:
Implications of Denial:
The homelessness crisis will only continue to worsen if we are not able to adequately continue and expand the crisis
response and also address the upstream flow of homelessness by investing in prevention strategies in regards to
affordable housing, eviction reduction, behavioral health services and at-risk youth programs.
Description of Improvement:
Auburn is experiencing a homelessness crisis along with the rest of the region.In 2017 we were able to partner with two
non-profit organizations to open a day resource center and an overnight shelter with wrap-around services to address the
need.We are requesting continued funding for the existing services as well as additional funding to expand the services
required to address this crisis. The overall funding request is $500,000 per year for the upcoming budget cycle.
Alternatives:
#N/A
Advantages of Approval:
The impacts will be felt significantly in many departments including Community Services, Community Development,
Economic Development and Police. There has been ongoing coordination and work that involves encampment clean up,
code enforcement and police enforcement. The homelessness crisis impacts all departments in some way. Our efforts to
date to support the opening of the Ray of Hope Resource Center and Sundowner overnight shelter, behavioral health
resources and other services have provided visible success and a decrease in the Point In Time Count for 2018.
312
Program Title: Contact Person:Duration:
Daryl Faber Ongoing
Department Name: Funding Source:
Parks, Arts & Recreation Capital Improvement Projects
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund - General Fund -
Proprietary Funds - Proprietary Funds -
Other Funds - Other Funds -
Total Revenue:-$ 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 - Other 60,000
Total Cost:-$ Total Cost:60,000$
Net Cost -$ Net Cost 60,000$
$- $60,000
REQUEST FOR PROGRAM IMPROVEMENT
PRK.0051
Public Art Annual Allocation (REET 2)
2019 Cost: 2020 Cost:
Implications of Denial:
Under Resolution No. 4546, public art is identified as a crucial element of public health and welfare; and that public art
fosters economic development, revitalize urban areas and improve the overall business climate and sense of community.
Without the annual allocation of funding; the City will only be adding public art when new public facilities are built that
qualify under Resolution No. 4546.
Description of Improvement:
As part of the budget process in 2012, the Auburn City Council implemented a $30,000 annual allocation to public art in
the Capital Improvement Projects budget, Fund 328. The source of funds since 2013 has been REET funds.
As part of the 2019-2020 budget process, all programs utilizing REET Funds needs to be part of a program improvement.
Alternatives:
#N/A
Advantages of Approval:
The yearly allocation for public art allows projects to take place outside of the Art in Public Places Program (Resolution
No. 4546) that was originally implemented in 1988 and ties public art funding to the construction of new public facilities
over $3 million dollars. In recent years, there have been very few new public facilities built by the City.
313
Program Title: Contact Person:Duration:
Ingrid Gaub Ongoing
Department Name: Funding Source:
Public Works Water
2019 Cost of Improvement 2020 Cost of Improvement
Revenues:Revenues:
General Fund General Fund
Proprietary Funds Proprietary Funds
Other Funds Other Funds
Total Revenue:Total Revenue:
Expenditures:Expenditures:
Wages 53,636 Wages 55,246
Benefits 35,745 Benefits 36,817
Supplies Supplies
Minor Equipment Minor Equipment
Professional Services Professional Services
Other Services & Charges Other Services & Charges
Repairs & Maintenance (89,381) Repairs & Maintenance (92,063)
Machinery & Equipment Machinery & Equipment
Other Other
Total Cost:-$ Total Cost:-$
Net Cost -$ Net Cost -$
$- $-
REQUEST FOR PROGRAM IMPROVEMENT
WTR.0003
MW-I CDL Water
2019 Cost: 2020 Cost:
Implications of Denial:
Continue to use contractors to do this work at a higher cost to the City.
Description of Improvement:
Add a Maintenance Worker-I CDL to work with Street Division to do Asphalt Repairs. This work will reduce the cost of
repairs and have more control over the scheduling and timing of the repairs, which will benefit the public by not having to
wait as long for perminent repairs. The funding for this position will come from 430.00.534.800.48 which has been
$160,000. We will move wages for this position to 430.00.534.800.11
Alternatives:
#N/A
Advantages of Approval:
Will allow the Water fund to reduce cost through using existing forces to repair asphalt patches. These patches are
created during normal water system repairs. The fund currently budgets $160,000 per year to hire contractors to do this
work.
314
2019-2020 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 2019-2020 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) that 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 2019 and 2020 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 each of the projects budgeted for 2019 and 2020 and a six-year summary of projects
showing the cost and funding source. The section also includes a table showing the estimated
impacts of capital projects on future operating expenses (if applicable), and two graphs – one
showing a comparison of revenue sources for 2019 vs. 2020, and another showing the projected
six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2019 – 2024) 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 the estimated impact on future operating budgets once the project is completed, if applicable.
These estimates of future impacts were developed by the individual project managers based on
the project- and location-specific nature of the impacts and not on generic formulas.
315
2019-2020 Biennial Budget Section VII: Capital Planning
2019 / 2020 Capital Budget:
The following tables and graph summarize the capital facility expenditures and corresponding
funding sources in the 2019-2020 budget.
Total
FUNDING SOURCES - 2019 Fund Federal State Local Other Sources
Balance Sources Sources Sources REET Sources By Fund
Trans portation Projects 2,082,120$ 1,333,070$ -$ -$ 1,750,000$ 1,695,350$ 6,860,540$
Water Projects 3,950,986 - 100,000 - - 2,511,400 6,562,386
Sewer Projects 2,844,000 - -- - - 2,844,000
Storm Drainage Projects 3,145,000 - -- - - 3,145,000
Parks and Recreation Projects 75,000 - 200,000 280,000 30,000 1,420,000 2,005,000
General Municipal Projects
and Community Improvements 669,500 - 1,365,000 475,000 3,483,350 2,300,200 8,293,050
Other Proprietary Fund Projects 686,700 1,650,000 91,700 - - 33,000 2,461,400
Total Funding by Source 13,453,306$ 2,983,070$ 1,756,700$ 755,000$ 5,263,350$ 7,959,950$ 32,171,376$
Right Environmental &Long Term Total
EXPENDITURES - 2019 Design of Way Acquisition Monitoring Construction Debt Expenditures
Transportation Projects 1,807,440$ -$ -$ 35,000$ 4,809,800$ 208,300$ 6,860,540$
Water Projects 673,000 - 252,586 - 5,636,800 - 6,562,386
Sewer Projects 862,000 - -- 1,982,000 - 2,844,000
Storm Drainage Projects 17,000 - -- 3,128,000 - 3,145,000
Parks and Recreation Projects 70,000 - 280,000 - 1,655,000 - 2,005,000
General Municipal Projects
and Community Improvements 505,000 - - 5,000 6,893,300 889,750 8,293,050
Other Proprietary Fund Projects 155,500 - - - 2,305,900 - 2,461,400
Total Capital Expenditures 4,089,940$ -$ 532,586$ 40,000$ 26,410,800$ 1,098,050$ 32,171,376$
Total
FUNDING SOURCES - 2020 Fund Federal State Local Other Funding
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects 2,332,200$ 3,909,840$ -$ 380,000$ 1,750,000$ 861,600$ 9,233,640$
Water Projects 3,096,905 - 100,000 - - 1,035,000 4,231,905
Sewer Projects 1,213,000 - -- - - 1,213,000
Storm Drainage Projects 2,011,900 - -- - - 2,011,900
Parks and Recreation Projects 50,000 - 150,000 50,000 30,000 180,000 460,000
General Municipal Projects
and Community Improvements - - 80,000 - 2,079,300 5,000 2,164,300
Other Proprietary Fund Projects 252,700 497,600 27,600 - -- 777,900
Total Funding by Source 8,956,705$ 4,407,440$ 357,600$ 430,000$ 3,859,300$ 2,081,600$ 20,092,645$
Right Environmental &Long Term Total
EXPENDITURES - 2020 Design of Way Acquisition Monitoring Construction Debt Expenditures
Transportation Projects 1,267,000$ 30,000$ -$ 35,000$ 7,694,040$ 207,600$ 9,233,640$
Water Projects 741,000 - 934,805 - 2,556,100 - 4,231,905
Sewer Projects 921,000 20,000 - - 272,000 - 1,213,000
Storm Drainage Projects 897,900 - 750,000 - 364,000 - 2,011,900
Parks and Recreation Projects 157,500 - 30,000 - 272,500 - 460,000
General Municipal Projects
and Community Improvements 280,000 - - 5,000 1,000,000 879,300 2,164,300
Other Proprietary Fund Projects 275,300 - - - 502,600 - 777,900
Total Capital Expenditures 4,539,700$ 50,000$ 1,714,805$ 40,000$ 12,661,240$ 1,086,900$ 20,092,645$
CAPITAL PROJECTS SUMMARY
2019
2020
316
2019-2020 Biennial Budget Section VII: Capital Planning
Fund
Balance
Federal
Sources
State
Sources
Local
Sources
REET
Other
Sources
Design
Acquisition
Construction
Long -Term Debt
Transportation
Water
Sewer
Storm
Drainage
Parks &
Recreation
Municipal
Buildings &
Community
Improvements
Other
Proprietary
Fund
Projects
$0
$10
$20
$30
$40
$50
$60
Sources
of Funds
Uses
of Funds
Project
TypesMillionsCapital Projects Summary
(2019-2020)
317
2019-2020 Biennial Budget Section VII: Capital Planning
318
2019-2020 Biennial Budget Section VII: Capital Planning
Transportation Projects
Twenty-four capital projects totaling $6,860,540 are budgeted for 2019 and nineteen capital
projects totaling $9,233,640 are budgeted for 2020. The significant projects include the following:
• The Lea Hill Safe Routes to Schools project ($20,000 in 2019 and $1,420,000 in 2020) will
design and construct non-motorized improvements along SE 340th St from Hazelwood
Elementary School to 124th Avenue SE and continuing south to Lea Hill Elementary School.
The project will include sidewalk construction along with ADA compliant curb ramps,
driveway aprons and retaining walls associated with the new sidewalks. (See Map – “A”)
• The A St SE Preservation project ($1,564,800 in 2019) will grind and overlay A St SE
between E Main St and 17th St SE, remove unused driveways and upgrade all curb ramps
and pedestrian signals to meet ADA requirements. (See Map – “B”)
• The Auburn Way North Preservation Phase 2 project ($120,000 in 2019 and $1,508,000 in
2020) will grind and overlay Auburn Way North from 8th Street NE to 4th Street SE, remove
unused driveways and upgrade all curb ramps and pedestrian signals to meet ADA
requirements. (See Map – “C”)
• The Auburn Way North Preservation Phase 3 project ($222,400 in 2019 and $1,727,840 in
2020) will grind and overlay Auburn Way North from 8th Street NE to 22nd Street NE, remove
unused driveways and upgrade all curb ramps and pedestrian signals to meet ADA
requirements. (See Map – “D”)
• The Lake Tapps Parkway ITS Expansion project ($105,000 in 2019 and $900,000 in 2020)
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 – “E”)
• The “Save our Streets” (SOS) Program ($2,550,000 in 2019 and $1,900,000 in 2020) 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. (See Map – “F”)
• 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.
22nd Street NE and I Street NE Intersection improvement completed in 2018 converting a 4-way
stop controlled intersection to a modern roundabout.
319
2019-2020 Biennial Budget Section VII: Capital Planning
Title Project #
2019
Budget
2020
Budget TIP #Page
A Street Loop asbd32 - 350,000 R-4 321
A Street NW - Phase 1 (3rd St NW to 14th St NW) c207a0 25,000 25,000 S-1 321
A Street SE & Lakeland Hills Way SE Int. Safety & Capacity Imp.asbd15 50,000 - S-3 321
A Street SE Safety Improvements Study cp1110 55,000 - S-5 322
Auburn Way S (SR-164) Poplar Curve Safety Improvements asbd33 55,000 213,200 R-15 322
Citywide Arterial Bicycle & Safety Improvements asbd07 100,000 - N-3 322
Citywide Pedestrian Accessibility and Safety Program asbd08 100,000 100,000 N-1 323
Downtown Transit Center Access Improvements asbd28 - 125,000 N-6 323
Harvey Rd NE/8th St NE cp0611 84,500 84,100 I-5 323
ITS Dynamic Message Signs asbd16 20,000 125,000 I-3 324
Kersey Way SE Corridor Study asbd11 20,000 - S-4 324
Lake Tapps Parkway ITS Expansion cp1618 105,000 900,000 I-6 324
Lea Hill Safe Routes to Schools asbd31 20,000 1,420,000 N-11 325
M Street NE (E Main St to 4th St NE) asbd12 50,000 - R-7 325
M Street SE & 29th Street SE Intersection Safety Imp.asbd21 50,000 - I-9 325
M Street Underpass c201a0 123,800 123,500 R-3 326
R Street SE & 21st Street SE Intersection Safety Imp.asbd22 75,000 - I-10 326
S 272nd/277th St Corridor Capacity & Non-Motorized Trail Imp.cp1821 20,000 20,000 S-2 326
SE 320th Street/116th Avenue SE Roundabout asbd29 325,000 30,000 I-7 327
West Valley Highway Imp. (15th St NW to W Main St)asbd13 25,000 - R-14 327
Subtotal Arterial Street Projects 1,303,300 3,515,800
Local Street Improvement Program spbd02 2,550,000 1,900,000 P-2 327
Subtotal Local Street Projects 2,550,000 1,900,000
A St SE Preservation (E Main St to 17th St SE)cp1819 1,564,800 - P-9 328
Arterial Crack Seal Program spbd03 100,000 100,000 P-3 328
Arterial Street Preservation Program spbd01 1,000,000 200,000 P-1 328
Auburn Way N Preservation Phase 2 (8th St NE to 22nd St NE)spbd04 120,000 1,508,000 P-7 329
Auburn Way N Preservation Phase 3 (4th St SE to 8th St NE )spbd05 222,440 1,727,840 P-8 329
C Street SW Preservation (W Main St to GSA Signal)spbd06 - 182,000 P-11 329
Lakeland Hill Way Preservation (57th Drive SE to Lake Tapps Pkwy)spbd07 - 100,000 P-12 330
Subtotal Arterial Street Preservation Projects 3,007,240 3,817,840
Total Transportation Projects 6,860,540 9,233,640
2019 - 2020 Transportation Projects
320
2019-2020 Biennial Budget Section VII: Capital Planning
Project No: asbd32 (TIP# R-4)Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
Local 280,000 1,080,000 1,360,000
Other (Traffic Impact Fees)70,000 270,000 340,000
Other -
Subtotal - - 350,000 1,350,000 - - 1,700,000
Capital Costs:
Design 350,000 350,000
Right of Way -
Construction 1,350,000 1,350,000
Subtotal - - 350,000 1,350,000 - - - 1,700,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,500
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)64,999 -
Federal (Grants)6,562,702 -
State - -
Other (Traffic Impact Fees)1,318,996 25,000 25,000 25,000 25,000 100,000
Other Sources 383,381 -
Subtotal 8,330,078 25,000 25,000 25,000 25,000 - - 100,000
Capital Costs:
Design 1,591,160 10,000 10,000 10,000 10,000 40,000
Right of Way 821,341 -
Environmental 1,020,751 15,000 15,000 15,000 15,000 60,000
Construction 4,896,826 -
Subtotal 8,330,078 25,000 25,000 25,000 25,000 - - 100,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)50,000 50,000
REET -
Other Sources -
Subtotal - 50,000 - - - - - 50,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction -
Subtotal - 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: A Street NW, Phase 1 (3rd St NW to 14th St NW)
Project No: c207a0 (TIP# S -1)
Constructed a new multi-lane arterial from 3rd Street NW to 14th Street NW completing a missing link along the corridor. This project improves mobility and was tied to
corridor development. The project length was approximately three-quarters of a mile. Construction was completed in 2013 and major plantings were made in 2015 as part
of the wetland monitoring that is required to continue until 2023.
Project No: asbd15 (TIP# S-3)
This project will study traffic operations, safety, and prepare a preliminary design for intersection improvements.
Project Name: A Street Loop
Project Name: A Street SE & Lakeland Hills Way SE Intersection Safety & Capacity Imp.
The project will design and construct a new one-way (eastbound) roadway connection between A street SW and A Street SE. The new intersection with A street SE will allow
an unsignalized right-turn movement onto southbound A street SE, providing an alternative to the intersection of 2nd/3rd Street SE and A Street SE. The roadway will be
constructed as a complete street to accommodate non-motorized road users.
321
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)1,230 55,000 55,000
Federal (Grants)-
State -
Other (Traffic Mitigation Fees)-
REET -
Other Sources -
Subtotal 1,230 55,000 - - - - - 55,000
Capital Costs:
Design 1,230 55,000 55,000
Right of Way -
Construction -
Subtotal 1,230 55,000 - - - - - 55,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)5,500 5,500
Federal (Grants)49,500 213,200 262,700
State -
Other (Traffic Mitigation Fees)-
REET -
Other Sources -
Subtotal - 55,000 213,200 - - - - 268,200
Capital Costs:
Design 55,000 55,000
Right of Way -
Construction 213,200 213,200
Subtotal - 55,000 213,200 - - - - 268,200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)100,000 100,000 100,000 300,000
Federal (Grants)-
State -
Local -
REET -
Other Sources -
Subtotal - 100,000 - 100,000 - 100,000 - 300,000
Capital Costs:
Design 10,000 10,000 10,000 30,000
Right of Way -
Construction 90,000 90,000 90,000 270,000
Subtotal - 100,000 - 100,000 - 100,000 - 300,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: A Street SE Safety Improvements Study
Project No: cp1110 (TIP# S-5)
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: Auburn Way S (SR-164) Poplar Curve Safety Improvements
Project Name: Citywide Arterial Bicycle & Safety Improvements
Project No: asbd07 (TIP# N -3 )
This is a bi-annual program to fund bicycle and safety improvements on classified roadways. Projects are prioritized annually based upon field studies and community
feedback.
Project No: asbd33 (TIP# R-15)
This project will complete design and construct safety improvements at the curve along Auburn Way S in the vicinity of the intersection with Poplar Street. The improvements
would include, illumination, electronic curve ahead warning signage, a high-friction surface treatment for the pavement, guardrail and driveway improvements.
322
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)98,371 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Federal (Grants)-
State -
Local -
REET -
Other Sources -
Subtotal 98,371 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design 25,547 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Right of Way -
Construction 72,824 90,000 90,000 90,000 90,000 90,000 90,000 540,000
Subtotal 98,371 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)25,000 25,000
Federal (Grants)-
Local 100,000 100,000
Other (Traffic Impact Fees)-
REET -
Other Sources -
Subtotal - - 125,000 - - - - 125,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 110,000 110,000
Subtotal - - 125,000 - - - - 125,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Minimal
Capacity Project: YES Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
PWTFL 1,527,300 -
Other (Traffic Impact Fees)981,279 84,500 84,100 83,598 83,196 82,794 82,392 500,580
Other (Other Funds)-
Subtotal 2,508,579 84,500 84,100 83,598 83,196 82,794 82,392 500,580
Capital Costs:
Design 327,500 -
Right of Way 200,400 -
Construction 1,203,900 -
Long Term Debt 776,779 84,500 84,100 83,598 83,196 82,794 82,392 500,580
Subtotal 2,508,579 84,500 84,100 83,598 83,196 82,794 82,392 500,580
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: cp0611 (TIP# I -5)
This project will modify channelization and curb radii to improve turning radii for transit vehicles at the northeast corner of A St SW & 2nd St SW.
Project Name: Citywide Pedestrian Accessibility and Safety Program
Project No: asbd08, cp1712, cp1816 (TIP# N - 1)
Project No: asbd28 (TIP# N -6)
Project was completed in 2010. Ongoing budget is for Public Works Trust Fund Loan debt payments scheduled through 2028.
Project Name: Harvey Rd. & 8th St. NE Intersection Improvements
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 Name: Downtown Transit Center Access Improvements
323
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)95,178 20,000 125,000 - 20,000 125,000 290,000
Federal (Grants)-
State -
Other (Traffic Mitigation Fees)-
REET 100,000 -
Other Sources - -
Subtotal 195,178 20,000 125,000 - 20,000 125,000 - 290,000
Capital Costs:
Design 72,633 20,000 - - 20,000 40,000
Right of Way -
Construction 122,545 - 125,000 - - 125,000 250,000
Subtotal 195,178 20,000 125,000 - 20,000 125,000 - 290,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $6,000
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)20,000 20,000
REET -
Other Sources - -
Subtotal - 20,000 - - - - - 20,000
Capital Costs:
Design 20,000 20,000
Right of Way -
Construction -
Subtotal - 20,000 - - - - - 20,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)82,950 711,000 793,950
State -
Other (Traffic Impact Fees)4,051 22,050 189,000 211,050
REET -
Other Sources -
Subtotal 4,051 105,000 900,000 - - - - 1,005,000
Capital Costs:
Design 4,051 105,000 105,000
Right of Way -
Construction 900,000 900,000
Subtotal 4,051 105,000 900,000 - - - - 1,005,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Project Name: ITS Dynamic Message Signs
Project No: cp1618 (TIP# I -6)
Project Name: Lake Tapps Parkway ITS Expansion
Project Name: Kersey Way SE Corridor Study
The project funds the design, coordination, permitting, and construction of new Intelligent Transportation System (ITS) infrastructure along Lake Tapps Parkway from
Lakeland Hills Way to East Valley Highway, and along East Valley Highway to Lakeland Hills Way. The proposed ITS infrastructure includes conduit, fiber, VMS signage,
cameras, network communication upgrades, and weather stations along the route.
Project No: asbd16, cp1701 (TIP# I -3)
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: asbd16, cp1701 (TIP# S -4)
This project will study improvements to the Kersey Way SE corridor from the White River Bridge to the southern city limits. The study will develop the scope and costs for
horizontal /vertical geometric roadway improvements, roadside hazard mitigation, street lighting and non-motorized trail construction. The project length is approximately two
miles.
324
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)3,000 213,000 58,050 274,050
Federal (Grants)17,000 1,207,000 328,950 1,552,950
State -
Other (Traffic Impact Fees)-
REET -
Other Sources -
Subtotal - 20,000 1,420,000 387,000 - - - 1,827,000
Capital Costs:
Design 20,000 70,000 90,000
Right of Way -
Construction 1,350,000 387,000 1,737,000
Subtotal - 20,000 1,420,000 387,000 - - - 1,827,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)50,000 - 350,000 1,250,000 1,650,000
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): $5,000
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)- - - 500,000 500,000
State -
Other (Traffic Impact Fees)50,000 - - 100,000 150,000
Other Sources -
Subtotal - 50,000 - - 600,000 - - 650,000
Capital Costs:
Design 50,000 - - - 50,000
Right of Way -
Construction - - - 600,000 600,000
Subtotal - 50,000 - - 600,000 - - 650,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Project Name: Lea Hill Safe Routes to Schools
Project No: asbd31 (TIP# N -11)
The project will design and construct non-motorized improvements along SE 304th St from Hazelwood Elementary School extending east to 124th Ave SE and continuing
south along 124th Ave SE to Lea Hill Elementary School. The project will complete multiple gaps in the existing non-motorized network. The project will include sidewalk
construction along with ADA compliant curb ramps, driveway aprons and retaining walls associated with the new sidewalks.
Project Name: M Street SE & 29th Street SE Intersection Safety Improvements
Project No: asbd21 (TIP# I -9)
Project Name: M Street NE (E. Main St. to 4th St. NE)
Project No: asbd12 (TIP# R -7)
This project will construct a four-lane street section on M St NE between south of E Main St and 4th St NE.
This project will construct a four-lane street section on M St NE between south of E Main St and 4th St NE.
325
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)- -
Federal (Grants)862,016 -
State 8,834,297 -
Other (Traffic Impact Fees)4,805,708 123,800 123,500 123,135 122,843 122,550 122,258 738,086
Other (Traffic Mitigation Fees)660,000 -
REET 1,140,001 -
PWTFL 3,284,857 -
Other (Other Agencies)3,126,104 -
Subtotal 22,712,983 123,800 123,500 123,135 122,843 122,550 122,258 738,086
Capital Costs:
Design 2,688,924 -
Right of Way 3,358,443 -
Construction 16,021,908 -
Long Term Debt 643,708 123,800 123,500 123,135 122,843 122,550 122,258 738,086
Subtotal 22,712,983 123,800 123,500 123,135 122,843 122,550 122,258 738,086
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)700,000 700,000
State -
Other (Traffic Impact Fees)75,000 - - 100,000 175,000
REET -
Other -
Subtotal - 75,000 - - 800,000 - - 875,000
Capital Costs:
Design 75,000 75,000
Right of Way -
Construction - - 800,000 - - 800,000
Subtotal - 75,000 - - 800,000 - - 875,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Project No: cp1821 (TIP# S -2)Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)-
Federal (Grants)-
State -
Other (Traffic Impact Fees)20,000 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Other -
Subtotal 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Capital Costs:
Design -
Environmental 20,000 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Construction -
Subtotal 20,000 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: M Street Underpass (3rd St SE to 8th St SE)
Construction of a grade separated railroad crossing of M St SE at the BNSF Stampede Pass tracks. Project was completed in 2014; ongoing budget is for Public Works
Trust Fund Loan debt payment scheduled through 2041.
Project Name: R Street SE & 21st Street SE Intersection Safety Improvements
Project No: asbd22 (TIP# I-10)
This project includes the design and construction of intersection safety improvements.
Project No: c201a0 (TIP# R -3)
Project Name: S 272nd/277th St Corridor Capacity & Non-Motorized Trail Improvements
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.
326
2019-2020 Biennial Budget Section VII: Capital Planning
Project No: asbd29 (TIP# I -7)Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)35,000 5,000 40,000
Federal (Grants)290,000 25,000 1,370,000 1,685,000
State -
Other (Traffic Impact Fees)-
Other -
Subtotal - 325,000 30,000 1,370,000 - - - 1,725,000
Capital Costs:
Design 325,000 325,000
Right of Way 30,000 30,000
Construction 1,370,000 1,370,000
Subtotal - 325,000 30,000 1,370,000 - - - 1,725,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $1,000
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)- - - -
Federal (Grants)480,000 2,400,000 2,880,000
Other (Traffic Impact Fees)25,000 - 100,000 - 120,000 600,000 845,000
Other Sources -
Subtotal - 25,000 - 100,000 - 600,000 3,000,000 3,725,000
Capital Costs:
Design 25,000 100,000 600,000 725,000
Right of Way -
Construction 3,000,000 3,000,000
Subtotal - 25,000 - 100,000 - 600,000 3,000,000 3,725,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Local Street Fund (Fund 103)1,108,115 650,000 650,000
Sales Tax on Const. (Fund 103)5,904,900 -
REET 1,750,000 1,750,000 3,500,000
To Be Determined 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000
Other (Other Funds)450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Subtotal 7,463,015 2,550,000 1,900,000 1,650,000 1,650,000 1,650,000 1,650,000 11,050,000
Capital Costs:
Design 914,171 525,000 500,000 425,000 400,000 425,000 400,000 2,675,000
Right of Way -
Construction 6,548,844 2,025,000 1,400,000 1,225,000 1,250,000 1,225,000 1,250,000 8,375,000
Subtotal 7,463,015 2,550,000 1,900,000 1,650,000 1,650,000 1,650,000 1,650,000 11,050,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: West Valley Highway Improvements (15th Street NW to W Main Street)
Project No: asbd13 (TIP# R -14)
This project scope includes pavement rehabilitation and re-channelization, roadway widening, bicycle lanes, pedestrian facilities, roadway lighting, required storm system
improvements, and Intelligent Transportation System improvements.
Project Name: Local Street Improvement Program
Project No: various (TIP# P -2)
Project Name: SE 320th Street/116th Avenue SE Roundabout
This project will fund the design, right-of-way acquisition, and construction of a modern roundabout at the SE 320th Street intersection with 116th Avenue SE. The intersection
currently has stop control on the 116th Avenue SE approaches.
The program preserves Local(unclassified) streets. The work includes crack sealing, asphalt patching, pre-leveling, asphalt overlays and roadway reconstruction. From
2013 through 2018 this program was funded by sales tax on construction; beginning in 2019, funding will be from Real Estate Excise Tax (REET).
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources: Years 2019 2020 2021 2022 2023 2024 Total
Street Preservation (Fund 105)99,400 782,400 782,400
Federal (Grants)99,400 782,400 782,400
Utility Tax (Fund 105)-
Other Sources -
Subtotal 198,800 1,564,800 - - - - - 1,564,800
Capital Costs:
Design 198,800 -
Right of Way -
Construction 1,564,800 1,564,800
Subtotal 198,800 1,564,800 - - - - - 1,564,800
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Street Preservation (Fund 105)100,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Property Tax (Fund 103)-
Federal (Grants)100,000 -
Utility Tax (Fund 105)-
Other Sources -
Subtotal 200,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design 15,000 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Right of Way -
Construction 185,000 90,000 90,000 90,000 90,000 90,000 90,000 540,000
Subtotal 200,000 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Street Preservation (Fund 105)-
Property Tax (Fund 103)-
Utility Tax (Fund 105)4,192,575 1,000,000 200,000 1,000,000 1,475,000 1,100,000 1,550,000 6,325,000
REET 1,212,400 -
Other Sources 1,593,275 -
Subtotal 6,998,250 1,000,000 200,000 1,000,000 1,475,000 1,100,000 1,550,000 6,325,000
Capital Costs:
Design 593,572 50,000 20,000 50,000 60,000 50,000 60,000 290,000
Right of Way -
Construction 6,404,678 950,000 180,000 950,000 1,415,000 1,050,000 1,490,000 6,035,000
Subtotal 6,998,250 1,000,000 200,000 1,000,000 1,475,000 1,100,000 1,550,000 6,325,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: varies annually, spbd03 (TIP# P -3)
Project Name: Annual Arterial Street Preservation
Project No: cp1819 (TIP# P -9)
Project Name: Annual Arterial Crack Seal Program
This project will grind and overlay A St SE between E Main St and 17th St SE, remove unused driveways, and upgrade all curb ramps and pedestrian signals to meet ADA
requirements.
Project No: varies annually, spbd01 (TIP# P -1)
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.
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: A St SE Preservation (E Main St to 17th St SE)
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Street Preservation (Fund 105)- 120,000 618,280 738,280
Federal (Grants)889,720 889,720
Utility Tax (Fund 105)-
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:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Street Preservation (Fund 105)- 111,220 863,920 975,140
Federal (Grants)111,220 863,920 975,140
Utility Tax (Fund 105)-
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
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Street Preservation (Fund 105)182,000 871,500 1,053,500
Federal (Grants)1,254,000 1,254,000
Utility Tax (Fund 105)-
Other Sources -
Subtotal - - 182,000 2,125,500 - - - 2,307,500
Capital Costs:
Design 182,000 182,000
Right of Way -
Construction 2,125,500 2,125,500
Subtotal - - 182,000 2,125,500 - - - 2,307,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
The project will grind and overlay C Street SW from W Main Street to the GSA signal (approximately 2,000 feet to the south of 15th Street SW). The project also includes ADA
upgrades to curb ramps and pedestrian push buttons, and replacement of vehicle detection loops.
Project No: spbd06 (TIP# P -11)
Project Name: C Street SW Preservation (W Main St to GSA Signal)
Project Name: Auburn Way N Preservation Phase 2 (8th St NE to 22nd St NE)
Project No: spbd04 (TIP# P -7)
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 (4th St SE to 8th St NE )
Project No: spbd05 (TIP# P -8)
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.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Street Preservation (Fund 105)100,000 352,000 452,000
Federal (Grants)748,000 748,000
Utility Tax (Fund 105)-
REET -
Subtotal - - 100,000 1,100,000 - - - 1,200,000
Capital Costs:
Design 100,000 100,000
Right of Way -
Construction 1,100,000 1,100,000
Subtotal - - 100,000 1,100,000 - - - 1,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Arterial Street Fund (Fund 102)259,778 318,500 468,000 258,050 120,000 325,000 100,000 1,589,550
Local Street Fund (Fund 103)1,108,115 650,000 - - - - - 650,000
Street Preservation (Fund 105)199,400 1,113,620 1,864,200 1,323,500 100,000 100,000 100,000 4,601,320
Federal (Grants)7,624,118 1,333,070 3,909,840 3,700,950 1,200,000 480,000 2,400,000 13,023,860
State 8,834,297 - - - - - - -
Local - - 380,000 1,080,000 - - - 1,460,000
REET 2,452,401 1,750,000 1,750,000 - - - - 3,500,000
PWTFL 4,812,157 - - - - - - -
Sales Tax on Const. (Fund 103)5,904,900 - - - - - - -
Utility Tax (Fund 105)4,192,575 1,000,000 200,000 1,000,000 1,475,000 1,100,000 1,550,000 6,325,000
Other (Other Funds)450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Other (Other Agencies)3,126,104 - - - - - - -
Other (Traffic Mitigation Fees)660,000 - - - - - - -
Other (Traffic Impact Fees)7,130,034 545,350 511,600 971,733 1,701,039 345,344 824,650 4,899,716
Other Sources 1,976,656 - - - - - - -
To Be Determined - - - 1,500,000 1,500,000 1,500,000 1,500,000 6,000,000
Total 48,730,535 6,860,540 9,233,640 9,984,233 6,246,039 4,000,344 6,624,650 42,949,446
Capital Costs:
Design 6,432,588 1,807,440 1,267,000 965,000 510,000 1,105,000 480,000 6,134,440
Right of Way 4,380,184 - 30,000 - 100,000 - - 130,000
Environmental 1,040,751 35,000 35,000 35,000 35,000 20,000 20,000 180,000
Construction 35,456,525 4,809,800 7,694,040 8,777,500 5,395,000 2,670,000 5,920,000 35,266,340
Long Term Debt 1,420,487 208,300 207,600 206,733 206,039 205,344 204,650 1,238,666
Total 48,730,535 6,860,540 9,233,640 9,984,233 6,246,039 4,000,344 6,624,650 42,949,446
TOTAL CAPITAL COSTS and FUNDING SOURCES - TRANSPORTATION
Project Name: Lakeland Hill Way Preservation (57th Drive SE to Lake Tapps Pkwy)
Project No: spbd07 (TIP# P-12)
The project will grind, patch, and overlay Lakeland Hills Way from 57th Drive SE to Lake Tapps Pkwy. The project also includes ADA upgrades to curb ramps and
replacement of vehicle detection loops.
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2019-2020 Biennial Budget Section VII: Capital Planning
331
2019-2020 Biennial Budget Section VII: Capital Planning
332
2019-2020 Biennial Budget Section VII: Capital Planning
Water Utility Projects
Sixteen capital projects totaling $6,562,386 are budgeted for 2019 and thirteen capital projects
totaling $4,231,905 are budgeted for 2020. The significant projects include the following:
• The Coal Creek Springs Transmission Main Replacement ($2,096,500 in 2019) will provide
full replacement of the transmission main crossing the White River via a utility bridge. (See
Map – “A” and photos below)
• Green River Pump Station Emergency Power project ($1,035,000 in 2019) will fund the
construction of facility improvements to house an emergency generator and accompanying
electrical equipment. (See Map – “B”)
• The Street Utility Improvements project will fund water main improvements in coordination
with the Local Street Preservation Program and general arterial street improvements. (See
Map – “C” for locations of the 2019 utility improvements)
• The Annual Distribution System Improvements Program ($300,000 in 2019 and
$1,000,000 in 2020) will fund capacity-related improvements to the water distribution
system to address low pressures during peak hour demand and fire flows.
Pipe investigation work for the Coal Creek Springs transmission replacement project.
333
2019-2020 Biennial Budget Section VII: Capital Planning
2019 2020
Title Project #Budget Budget Page
Algona Well 1 Decommissioning wabd08 50,000 - 335
Annual Distribution System Improvements Program wabd09 300,000 1,000,000 335
Cascade Water Alliance Water Purchase wabd06 252,586 934,805 335
Coal Creek Springs Rehabilitation wabd07 50,000 - 336
Coal Creek Springs Transmission Main Replacement cp1603 2,096,500 - 336
Deduct Meter Replacement Program wabd19 250,000 250,000 336
Evaluation of Lea Hill Pump Station wabd18 -98,000 337
F Street SE Non-Motorized Improvements cp1416 -82,000 337
Green River Pump Station Emergency Power cp1802 1,035,000 - 337
Lea Hill AC Main Replacement wabd20 -235,000 338
Lead Service Line Replacement wabd21 150,000 150,000 338
Meter Vault Replacement cp1807 1,000,000 - 338
Pipeline Asset Management Study wabd17 57,000 59,000 339
Reservoir 1 Seismic Control Valve cp1709 10,000 339
Reservoir Repair and Replacements wabd12 50,000 50,000 339
Reservoir Seismic Rehabilitation wabd16 86,000 - 340
Street Utility Improvements wabd01 1,000,000 1,000,000 340
Water Repair & Replacements wabd02 -300,000 340
Water Resources Protection Program wabd23 25,300 26,100 341
Well 4 Pump Improvements wabd22 -47,000 341
Well Inspection and Redevelopment Program wabd11 150,000 - 341
Total Water Fund Projects 6,562,386 4,231,905
2019 -2020 Water Fund Projects
334
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 50,000 50,000 100,000
Bond Proceeds -
State Grants -
Local -
Other (PWTF loan)-
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
Capacity Project: YES Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 1,000,000 300,000 1,000,000 300,000 1,000,000 300,000 1,000,000 3,900,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 1,000,000 300,000 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 1,000,000 3,000,000
Subtotal 1,000,000 300,000 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: YES Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 505,172 252,586 934,805 934,805 934,805 934,805 934,805 4,926,611
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 505,172 252,586 934,805 934,805 934,805 934,805 934,805 4,926,611
Capital Costs:
Water Supply Purchase 505,172 252,586 934,805 934,805 934,805 934,805 934,805 4,926,611
Right of Way -
Construction -
Subtotal 505,172 252,586 934,805 934,805 934,805 934,805 934,805 4,926,611
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Algona Well 1 Decommissioning
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 No: wabd08
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
purchas e of permanent supply - payments of $934,805 will continue from 2020 through 2029. Reserve supply will not be purchased and is not included.
Project Name: Annual Distribution System Improvements Program
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
Project Name: Cascade Water Alliance Water Purchase
Project No: wabd06
335
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 50,000 1,000,000 2,553,000 789,000 4,392,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 50,000 - - 1,000,000 2,553,000 789,000 4,392,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 1,000,000 2,553,000 789,000 4,342,000
Subtotal - 50,000 - - 1,000,000 2,553,000 789,000 4,392,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 64,921 1,285,100 90,000 410,000 1,785,100
Bond Proceeds -
State Grants -
Local -
DWSRF Loan 528,600 811,400 811,400
Subtotal 593,521 2,096,500 - 90,000 410,000 - - 2,596,500
Capital Costs:
Design 593,521 90,000 90,000
Right of Way -
Construction 2,096,500 410,000 2,506,500
Subtotal 593,521 2,096,500 - 90,000 410,000 - - 2,596,500
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 250,000 250,000 250,000 250,000 1,000,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 250,000 250,000 250,000 250,000 - - 1,000,000
Capital Costs:
Design -
Right of Way -
Construction 250,000 250,000 250,000 250,000 1,000,000
Subtotal - 250,000 250,000 250,000 250,000 - - 1,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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.
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 via a utility bridge. This option eliminates the deep blow-off and allows more flexibility for expansion. A future project would
rehabilitate the existing crossing for redundancy.
Project Name: Deduct Meter Replacement Program
Project No: wabd19
Approximately 200 non-single family irrigation meters within the water system are connected to the customer's supply line on the customer side of the
domestic meter, instead of being directly connected to the water main. Since sewer charges for non-single family customers are based on the domestic
water meter reading and irrigation water does not use the sewer system, customers ask to have the irrigation use deducted from their overall domestic use
for sewer billing purposes. Thus, irrigation meters installed after the domestic meter are referred to as "deduct meters". To improve the billing process,
increase staff efficiencies and eliminate manual calculations in the billing process this project will re-install the irrigation meters to directly connect to the
main. Deduct meters will be converted to irrigation meters to more equitably bill water usage.
336
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 98,000 98,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - 98,000 - - - - 98,000
Capital Costs:
Design 18,000 18,000
Right of Way -
Construction 80,000 80,000
Subtotal - - 98,000 - - - - 98,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 30,000 82,000 302,000 384,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 30,000 - 82,000 302,000 - - - 384,000
Capital Costs:
Design 30,000 82,000 82,000
Right of Way -
Construction 302,000 302,000
Subtotal 30,000 - 82,000 302,000 - - - 384,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 190,000 135,000 135,000
Bond Proceeds 900,000 900,000
State -
Local -
Other -
Subtotal 190,000 1,035,000 - - - - - 1,035,000
Capital Costs:
Design 190,000 130,000 130,000
Right of Way -
Construction 905,000 - 905,000
Subtotal 190,000 1,035,000 - - - - - 1,035,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $600
Project No: cp1802
Construction of facility improvements to house an emergency generator and associated electrical equipment.
Lea Hill pump station will be evaluated to determine if it should be decommissioned or reconstructed to provide redundant pumped supply to the Lea Hill
area. If the Green River Pump Station is out of service for maintenance, a redundant pump station would avoid the need to purchase more expensive
regional surface water through the 132nd Intertie.
Project No: cp1416
Water main improvements constructed in conjunction with F Street SE street improvements.
Project Name: F Street SE Non-Motorized Improvements
Project Name: Green River Pump Station Emergency Power
Project Name: Evaluation of Lea Hill Pump Station
Project No: wabd18
337
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund - 754,700 754,700
Bond Proceeds 235,000 2,258,300 2,493,300
State Grants -
Local -
Other -
Subtotal - - 235,000 3,013,000 - - - 3,248,000
Capital Costs:
Design 235,000 235,000
Right of Way -
Construction 3,013,000 3,013,000
Subtotal - - 235,000 3,013,000 - - - 3,248,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Bond Proceeds -
State Grants 100,000 100,000 130,000 135,000 140,000 145,000 750,000
Local -
Other -
Subtotal - 150,000 150,000 180,000 185,000 190,000 195,000 1,050,000
Capital Costs:
Design -
Right of Way -
Construction 150,000 150,000 180,000 185,000 190,000 195,000 1,050,000
Subtotal - 150,000 150,000 180,000 185,000 190,000 195,000 1,050,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 100,000 1,000,000 1,000,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 100,000 1,000,000 - - - - - 1,000,000
Capital Costs:
Design 100,000 - -
Right of Way -
Construction 1,000,000 1,000,000
Subtotal 100,000 1,000,000 - - - - - 1,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Meter Vault Replacement
Project No: cp1807
Large meter vaults at Washington Elementary School, Cascade Middle School (2 vaults), Forest Ridge Townhomes, Green River Estates, and Neely Station
have lids that are unsafe and vaults that are in need of repair. Project will replace the vaults and upgrade piping as needed.
Project Name: Lea Hill AC Main Replacement
Project No: wabd20
Distribution system repair and replacement project required for meeting peak demands and reducing system losses. Project will replace asbestos cement
(AC) water main in the Lea Hill service area.
Project Name: Lead Service Line Replacement
Project No: wabd20
The City has approximately 1000 service lines with a lead goose-neck connection at the main. State and Federal agencies are planning a 15 year period for
utilities to remove all lead service lines.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 57,000 59,000 116,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 57,000 59,000 - - - - 116,000
Capital Costs:
Design 57,000 59,000 116,000
Right of Way -
Construction -
Subtotal - 57,000 59,000 - - - - 116,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 325,000 10,000 10,000
Federal Grants 150,005 -
State Grants 24,995 -
Local -
Other -
Subtotal 500,000 10,000 - - - - - 10,000
Capital Costs:
Design 25,600 -
Right of Way -
Construction 474,400 10,000 10,000
Subtotal 500,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 100,000 50,000 50,000 50,000 164,000 566,000 - 880,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 100,000 50,000 50,000 50,000 164,000 566,000 - 880,000
Capital Costs:
Design 164,000 164,000
Right of Way -
Construction 100,000 50,000 50,000 50,000 - 566,000 716,000
Subtotal 100,000 50,000 50,000 50,000 164,000 566,000 - 880,000
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 No: cp1709
This project will install a seismic control valve at the City’s largest reservoir, Reservoir 1, to prevent water from escaping from the reservoir in case of an
earthquake.
Pipeline asset management study will identify the remaining useful life of water mains in the system, prioritize pipe replacements, and develop replacement
costs to phase in the replacements.
Project Name: Pipeline Asset Management Study
Project No: wabd17
Project Name: Reservoir 1 Seismic Control Valve
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 86,000 241,000 262,000 589,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 86,000 - 241,000 - 262,000 - 589,000
Capital Costs:
Design 86,000 61,000 65,000 212,000
Right of Way -
Construction 180,000 197,000 377,000
Subtotal - 86,000 - 241,000 - 262,000 - 589,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 1,712,589 200,000 200,000 1,000,000 1,000,000 1,000,000 1,000,000 4,400,000
Bond Proceeds 800,000 800,000 1,600,000
State Grants -
Local -
Other -
Subtotal 1,712,589 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000
Capital Costs:
Design -
Right of Way -
Construction 1,712,589 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000
Subtotal 1,712,589 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 1,000,000 6,000,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 300,000 300,000 1,000,000 300,000 1,000,000 300,000 2,900,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 300,000 - 300,000 1,000,000 300,000 1,000,000 300,000 2,900,000
Capital Costs:
Design 300,000 300,000 300,000 300,000 900,000
Right of Way -
Construction - 1,000,000 1,000,000 2,000,000
Subtotal 300,000 - 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
Project Name: Street Utility Improvements
Project No: wabd01
Project Name: Reservoir Seismic Rehabilitation
Project No: wabd16
Install seismic control valves on outlet piping of Reservoirs 2, 4A, 4B, 8A, and 8B. This project will include a study (2019) to identify work to be completed at
each site, and to further define project costs at each site. A grant was received for Reservoir 1 and a separate project was established, removing $25,000
from theses costs. Costs for the remaining reservoirs will be updated based on the Reservoir 1 project.
Water main improvements in coordination with the Local Street Preservation Program and general arterial street improvements.
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.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 25,300 26,100 26,800 27,700 28,500 29,400 163,800
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 25,300 26,100 26,800 27,700 28,500 29,400 163,800
Capital Costs:
Design -
Right of Way -
Construction 25,300 26,100 26,800 27,700 28,500 29,400 163,800
Subtotal - 25,300 26,100 26,800 27,700 28,500 29,400 163,800
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 47,000 225,000 272,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - 47,000 225,000 - - - 272,000
Capital Costs:
Design 47,000 47,000
Right of Way -
Construction 225,000 225,000
Subtotal - - 47,000 225,000 - - - 272,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 150,000 185,000 335,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 150,000 - - 185,000 - - 335,000
Capital Costs:
Design -
Right of Way -
Construction 150,000 - - 185,000 - - 335,000
Subtotal - 150,000 - - 185,000 - - 335,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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
Project Name: Well 4 Pump Improvements
Project No: wabd22
This project was identified in the Facilities Evaluation Study, and will include an electrical retrofit and replacement of aging pump check valve.
Project Name: Water Resources Protection Program (Wellhead Protection)
Project No: wabd23
Annual funding for implementing strategies identified in the Wellhead Protection Plan. Although some tasks will be performed as part of the water operations
budget, other tasks will require consultants with expertise in review and investigation of contaminant sites and other environmental databases, development
of spill response plans, and leaking underground storage tanks.
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2019-2020 Biennial Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Water Fund 4,327,682 3,950,986 3,096,905 5,224,305 5,321,505 6,744,305 4,103,205 28,441,211
Bond Proceeds - 1,700,000 1,035,000 2,258,300 - - - 4,993,300
Federal Grants 150,005 - - - - - - -
State Grants 24,995 100,000 100,000 130,000 135,000 140,000 145,000 750,000
Local - - - - - - - -
DWSRF Loan 528,600 811,400 - - - - - 811,400
Other - - - - - - - -
Total 5,031,282 6,562,386 4,231,905 7,612,605 5,456,505 6,884,305 4,248,205 34,995,911
Capital Costs:
Design 1,239,121 673,000 741,000 451,000 464,000 415,000 300,000 3,044,000
Water Supply Purchase 505,172 252,586 934,805 934,805 934,805 934,805 934,805 4,926,611
Right of Way - - - - - - - -
Construction 3,286,989 5,636,800 2,556,100 6,226,800 4,057,700 5,534,500 3,013,400 27,025,300
Total 5,031,282 6,562,386 4,231,905 7,612,605 5,456,505 6,884,305 4,248,205 34,995,911
TOTAL CAPITAL COSTS and FUNDING SOURCES - WATER
Water Fund Projects 2020 2021 2022 2023 2024 2025 6 Year Total
Green River Pump Station Emergency Power 600$ 600$ 600$ 600$ 600$ 600$ 3,600$
Total Water Fund Projects 600$ 600$ 600$ 600$ 600$ 600$ 3,600$
Summary of Impacts of 2019 -2020 Capital Projects on Future Operating Expenses
342
2019-2020 Biennial Budget Section VII: Capital Planning
343
2019-2020 Biennial Budget Section VII: Capital Planning
344
2019-2020 Biennial Budget Section VII: Capital Planning
Sanitary Sewer Projects
Six capital projects totaling $2,844,000 are budgeted for 2019 and six capital projects totaling
$1,213,000 are budgeted for 2019. The significant projects include the following:
•The 2019 Sewer Repair and Replacement project ($1,500,000 in 2019) will repair and/or
replace existing sewer lines at 21 different sites throughout the City. (Map – “A” shows
three of sites)
•The Large Diameter Pipe Assessment project ($455,000 in 2019) will clean and internally
inspect all pipe owned by the City that is larger than 18 inches in diameter. (Map – “B”
shows three of the sites)
•Pump Station Electrical Improvements project ($455,000 in 2019) will provide funding for
electrical systems additions and modification to increase employee safety as well as
operational efficiency. (Map – “C” shows three of the sites)
•The Street Utility Improvements project ($200,000 in both 2019 and 2020) will replace
sewer lines in coordination with the Local Street Preservation program and the Arterial
Street Preservation program.
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2019-2020 Biennial Budget Section VII: Capital Planning
2019 2020
Title Project #Budget Budget Page
2019 Sewer Repair and Replacement cp1805 1,500,000 - 347
22nd Street Pump Station Replacement sebd13 -65,000 347
Comprehensive Sewer Plan Update sebd12 -410,000 347
Inflow and Infiltration Study sebd11 154,000 158,000 348
Large Diameter Pipe Assessment sebd07 455,000 - 348
Manhole Ring and Cover Replacement sebd04 80,000 80,000 348
Pump Station Electrical Improvements cp1812 455,000 - 349
Sanitary Sewer Repair & Replacement/System Imp. Program sebd01 -300,000 349
Street Utility Improvements sebd02 200,000 200,000 349
Total Sewer Fund Projects 2,844,000 1,213,000
2019 -2020 Sewer Fund Projects
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 300,000 1,500,000 1,500,000
Federal -
State -
Local -
REET -
Other -
Subtotal 300,000 1,500,000 - - - - - 1,500,000
Capital Costs:
Design 300,000 150,000 150,000
Right of Way -
Construction 1,350,000 1,350,000
Subtotal 300,000 1,500,000 - - - - - 1,500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 65,000 450,000 2,900,000 3,415,000
Federal -
State -
Local -
REET -
Other -
Subtotal - - 65,000 450,000 2,900,000 - - 3,415,000
Capital Costs:
Design 65,000 450,000 230,000 745,000
Right of Way -
Construction 2,670,000 2,670,000
Subtotal - - 65,000 450,000 2,900,000 - - 3,415,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 410,000 410,000
Federal -
State -
Local -
REET -
Other -
Subtotal - - 410,000 - - - - 410,000
Capital Costs:
Design - 410,000 410,000
Right of Way -
Construction -
Subtotal - - 410,000 - - - - 410,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prepare an update to the City's Sewer Comprehensive Plan to include an update to the hydraulic model and an update to the Capital Improvement Plan.
Project Name: 2019 Sewer Repair and Replacement
Repair and/or replace existing aging sewer lines at 21 different sites throughout the City.
Project No: cp1805
Project Name: 22nd Street Pump Station Replacement
Project No: sebd13
The 22nd Street Pump Station was constructed in 1967. The dry well has shown some signs of corrosion, and the mechanical systems are reaching
the end of their useful life. The initial phase of this project will examine the alternatives of rehabilitating the station, replacing major components, or
replacing the entire station. The proposed funding assumes a complete replacement, and will be adjusted pending the alternatives analysis.
Project Name: Comprehensive Sewer Plan Update
Project No: sebd12
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 154,000 158,000 163,000 167,000 172,000 814,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 154,000 158,000 163,000 167,000 172,000 - 814,000
Capital Costs:
Design - 154,000 158,000 163,000 167,000 172,000 814,000
Right of Way -
Construction -
Subtotal - 154,000 158,000 163,000 167,000 172,000 - 814,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 455,000 455,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 455,000 - - - - - 455,000
Capital Costs:
Design 455,000 455,000
Right of Way -
Construction -
Subtotal - 455,000 - - - - - 455,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2023
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund - 80,000 80,000 80,000 80,000 80,000 400,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 80,000 80,000 80,000 80,000 80,000 - 400,000
Capital Costs:
Design - 8,000 8,000 8,000 8,000 8,000 40,000
Right of Way -
Construction - 72,000 72,000 72,000 72,000 72,000 360,000
Subtotal - 80,000 80,000 80,000 80,000 80,000 - 400,000
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.
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: 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: Inflow and Infiltration Study
Project No: sebd11
This project would assess portions of the City Sewer Service Area for infiltration/inflow (I/I) values, since excessive localized I/I can also be an indicator
of poor sewer main and side sewer condition and could contribute to capacity issues in the future. This project would monitor flow in the collection
system over 5 years. This data will then be used to help identify repair and replacement needs and for modeling purposes and I/I assessment in future
updates to the Comprehensive Sewer Plan.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 141,000 455,000 455,000
Federal -
State -
Local -
REET -
Other -
Subtotal 141,000 455,000 - - - - - 455,000
Capital Costs:
Design 50,000 65,000 65,000
Right of Way -
Construction 91,000 390,000 390,000
Subtotal 141,000 455,000 - - - - - 455,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Federal -
State -
Local -
REET -
Other -
Subtotal - - 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Capital Costs:
Design 250,000 150,000 250,000 150,000 250,000 1,050,000
Right of Way 20,000 20,000 20,000 60,000
Construction 30,000 1,350,000 30,000 1,350,000 30,000 2,790,000
Subtotal - - 300,000 1,500,000 300,000 1,500,000 300,000 3,900,000
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 433,680 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Federal -
State -
Local -
REET -
Other -
Subtotal 433,680 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Capital Costs:
Design 63,680 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Right of Way -
Construction 370,000 170,000 170,000 170,000 170,000 170,000 170,000 1,020,000
Subtotal 433,680 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Sewer line replacement in coordination with the Local street Preservation Program and Arterial Preservation Program improvements.
Project Name: Sanitary Sewer Repair & Replacement
Project No: sebd01
Project Name: Pump Station Electrical Improvements
Project No: cp1812
The Pump Station Condition Assessment (2016) identified a number of improvements to be made to the electrical systems at the City's sewer pump
stations. The additions and modifications are intended to increase employee safety as well as operational efficiency. They include adding dry well
control panel disconnects, bringing intrinsically safe wiring up to code, organizing, labelling, and dressing out control panel boxes at 5 stations (8th
Street, Valley Meadows, Rainer Ridge, Riverside, and Peasley Ridge), adding dry well HMI computer screens, creating uniform as-built wiring diagrams
for each station, as well as several other modifications identified for specific stations.
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 Save Our
Streets 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: Street Utility Improvements
Project No: sebd02
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2019-2020 Biennial Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Sewer Fund 874,680 2,844,000 1,213,000 2,393,000 3,647,000 1,952,000 500,000 12,549,000
Federal - - - - - - - -
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
Total 874,680 2,844,000 1,213,000 2,393,000 3,647,000 1,952,000 500,000 12,549,000
Capital Costs:
Design 413,680 862,000 921,000 801,000 685,000 360,000 280,000 3,909,000
Right of Way - - 20,000 - 20,000 - 20,000 60,000
Construction 461,000 1,982,000 272,000 1,592,000 2,942,000 1,592,000 200,000 8,580,000
Total 874,680 2,844,000 1,213,000 2,393,000 3,647,000 1,952,000 500,000 12,549,000
TOTAL CAPITAL COSTS and FUNDING SOURCES - SEWER
350
2019-2020 Biennial Budget Section VII: Capital Planning
351
2019-2020 Biennial Budget Section VII: Capital Planning
352
2019-2020 Biennial Budget Section VII: Capital Planning
Storm Drainage Projects
Seven capital projects totaling $3,145,000 are budgeted for 2019 and eight capital projects totaling
$2,011,900 are budgeted for 2020. The most significant projects are as follows:
•The 2019 Local Street Reconstruction project ($1,117,000 in 2019) will fund storm drainage
improvements to support the local street project. (See Map – “A”)
•The Auburn Way South 2nd –Main St. Storm Improvements project ($750,000 in 2019) will
improve existing drainage conditions for the SR-18 and Burlington Northern Railroad
undercrossing. (See Map – “B”)
•The Pipeline Repair and Replacement Program ($1,000,000 in 2019 and $100,000 in
2020) 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 – “C”)
Construction of the new storm line built on M St SE between 23rd and 25th St SE as part of a prior
year’s Pipeline Repair and Replacement program.
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2019-2020 Biennial Budget Section VII: Capital Planning
2019 2020
Title Project #Budget Budget Page
2019 Local Street Reconstruction cp1726 1,117,000 - 355
23rd Street SE Storm Improvement sdbd17 -171,000 355
37th St. NW Storm Improvement cp1724 10,000 - 355
Academy Drive, SE 312th St. SE, & D St. SE Storm Imp.cp1312 10,000 - 356
Auburn Way South 2nd - Main Street Storm Improvements sdbd15 750,000 - 356
Comprehensive Storm Drainage Plan Update sdbd16 -351,000 356
Hillside Drainage Assessment sdbd07 158,000 176,000 357
Pipeline Repair & Replacement Program sdbd03 1,000,000 100,000 357
Riverwalk Drive SE Non-Motorized Improvements sdbd14 -62,900 357
S.330t h St. & 46th Pl. S. Storm Improvement sdbd13 -85,000 358
Street Utility Improvements sdbd04 100,000 100,000 358
Vegetation Sorting Facility sdbd12 -966,000 358
Total Storm Fund Projects 3,145,000 2,011,900
2019 -2020 Storm Fund Projects
354
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 35,000 1,117,000 1,117,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 35,000 1,117,000 - - - - - 1,117,000
Capital Costs:
Design 35,000 17,000 17,000
Right of Way -
Construction 1,100,000 1,100,000
Subtotal 35,000 1,117,000 - - - - - 1,117,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2121
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 171,000 587,000 758,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - - 171,000 587,000 - - - 758,000
Capital Costs:
Design 171,000 171,000
Right of Way -
Construction 587,000 587,000
Subtotal - - 171,000 587,000 - - - 758,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost):
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 81,016 10,000 10,000
Bond Proceeds -
State -
Local 210,000 -
REET -
Other -
Subtotal 291,016 10,000 - - - - - 10,000
Capital Costs:
Design 82,016 -
Right of Way -
Construction 209,000 10,000 10,000
Subtotal 291,016 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: 2019 Local Street Reconstruction
Storm drainage conveyance improvements for 28th St. SE and M St. SE needed to support the local street project. The new drainage improvements
will allow for the elimination of a drywell system that does not meet storm requirements.
Project No: cp1726
Project Name: 23rd Street SE Storm Improvement
Project No: sdbd17
This project will improve existing drainage conditions in vicinity of 23rd St. SE & K St. SE. The project includes installation of a new 15-inch line
along K St. SE from 23rd St. SE to 21st St. SE to alleviate flooding associated with the pedestrian entrance to Terminal Park Elementary School and
installation of new 12-18-inch line along 23rd St. SE from F St. SE to K St. SE.
Project Name: 37th St. NW Storm Improvement
Project No: cp1724
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.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 720,592 10,000 10,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 720,592 10,000 - - - - - 10,000
Capital Costs:
Design 78,170 -
Right of Way - -
Construction 642,422 10,000 10,000
Subtotal 720,592 10,000 - - - - - 10,000
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 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 125,000 750,000 750,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 125,000 750,000 - - - - - 750,000
Capital Costs:
Design 125,000 - -
Right of Way -
Construction 750,000 750,000
Subtotal 125,000 750,000 - - - - - 750,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost):
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 351,000 351,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 351,000 - - - - 351,000
Capital Costs:
Design 351,000 351,000
Right of Way -
Construction -
Subtotal - - 351,000 - - - - 351,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Way South 2nd - Main Street Storm Improvements
Project No: sdbd15
Improve existing drainage conditions for the SR-18 & Burlington Northern Railroad undercrossing. The project includes replacing approximately 30
feet of adverse slope 30 inch pipe with new 36 inch pipe, and extend the existing 12 inch force main from the AWS storm pump station
approximately 420 feet to the north. The project also includes a device to ensure the pump station does not recycle flow during periods of heavy
rainfall.
Project Name: Comprehensive Storm Drainage Plan Update
Project No: sdbd16
Update the Comprehensive Storm Drainage Plan to be consistent with the City's overall Comprehensive Plan update as required by the State of
Washington.
Project Name: 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 s torm pond to allow the pond to be abandoned.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 158,000 176,000 334,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 158,000 176,000 - - - - 334,000
Capital Costs:
Design -
Right of Way -
Construction 158,000 176,000 334,000
Subtotal - 158,000 176,000 - - - - 334,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion: Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 385,466 1,000,000 100,000 1,000,000 100,000 1,000,000 100,000 3,300,000
Bond Proceeds -
State -
Local -
REET -
Other (Other Agency)-
Subtotal 385,466 1,000,000 100,000 1,000,000 100,000 1,000,000 100,000 3,300,000
Capital Costs:
Design 100,000 100,000 100,000 100,000 300,000
Right of Way -
Construction 285,466 1,000,000 1,000,000 1,000,000 3,000,000
Subtotal 385,466 1,000,000 100,000 1,000,000 100,000 1,000,000 100,000 3,300,000
Capacity Project: NO Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 62,900 62,900 454,000 579,800
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - - 62,900 62,900 454,000 - - 579,800
Capital Costs:
Design 62,900 62,900 125,800
Right of Way -
Construction 454,000 454,000
Subtotal - - 62,900 62,900 454,000 - - 579,800
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Maintenance costs should decrease as a result of this project.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Repair and replacement of aging infrastructure should reduce
operating costs.
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 repair and replacement projects is completed in one year, followed by
cons truction the following year.
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.
Project Name: Riverwalk Drive SE Non-Motorized Improvements
Project No: sdbd14
Project No: sdbd07
Project Name: Hillside Drainage Assessment
The existing drainage system includes pipes that discharge over hillsides. While inventory, mapping and initial inspections are currently being
completed by City staff, additional detailed inspections may be required by consultants to provide geotechnical and/or slope stability analysis or
specialized pipe inspections to fully define deficiencies.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2121
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 85,000 294,000 379,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 85,000 294,000 - - - 379,000
Capital Costs:
Design 85,000 85,000
Right of Way -
Construction 294,000 294,000
Subtotal - - 85,000 294,000 - - - 379,000
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 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 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:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 966,000 966,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 966,000 - - - - 966,000
Capital Costs:
Design 128,000 128,000
Acquisition 750,000 750,000
Construction 88,000 88,000
Subtotal - - 966,000 - - - - 966,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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.
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: Street Utility Improvements
Project No: sdbd04
Storm drainage conveyance improvements in coordination with Arterial Preservation and Local Street Preservation improvements.
Project Name: Vegetation Sorting Facility
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2019-2020 Biennial Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-24
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Storm Drainage Fund 1,505,074 3,145,000 2,011,900 2,043,900 654,000 1,100,000 200,000 9,154,800
Bond Proceeds - - - - - - - -
Federal - - - - - - - -
State - - - - - - - -
Local 210,000 - - - - - - -
REET - - - - - - - -
Other - - - - - - - -
Total 1,715,074 3,145,000 2,011,900 2,043,900 654,000 1,100,000 200,000 9,154,800
Capital Costs:
Design 425,186 17,000 897,900 62,900 100,000 - 100,000 1,177,800
Right of Way - - - - - - - -
Acquisition - - 750,000 - - - - 750,000
Construction 1,289,888 3,128,000 364,000 1,981,000 554,000 1,100,000 100,000 7,227,000
Total 1,715,074 3,145,000 2,011,900 2,043,900 654,000 1,100,000 200,000 9,154,800
TOTAL CAPITAL COSTS and FUNDING SOURCES - STORM DRAINAGE
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2019-2020 Biennial Budget Section VII: Capital Planning
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2019-2020 Biennial Budget Section VII: Capital Planning
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2019-2020 Biennial Budget Section VII: Capital Planning
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2019-2020 Biennial Budget Section VII: Capital Planning
Parks, Arts and Recreation Projects
Eleven projects totaling $2,005,000 are budgeted for 2019 and six capital projects totaling $460,000
are budgeted for 2020.
The most significant projects include following:
•The Game Farm Park Improvements project ($1,200,000 in 2019) will improve interior
lighting and pathways and provide access from the newly acquired property on southwest
corner of the park. The project will also replace synthetic turf on two full sized soccer fields
(See Map – “A”)
•The Mary Olson Farm –Watts Property Acquisition project ($250,000 in 2019) will acquire
approximately 16 acres of property located east of the Mary Olson Farm. The purpose of
the acquisition is to create interpretive and educational opportunities in an area that has
historical significance. (See Map – “B”)
•The Sunset Park project ($200,000 in 2019) will expand the playground area to include a
spray park and additional play activities. (See Map – “C”)
The Les Gove Park Improvements Project that is scheduled for completion in 2019 includes the
transformation of a road through the park into a lighted plaza area.
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2019-2020 Biennial Budget Section VII: Capital Planning
2019 2020
Title Project #Budget Budget Page
Auburndale Park gpbd01 -100,000 365
BPA Trail on Lea Hill gpbd23 -150,000 365
Brannan Park Synthetic Infield cp1817 60,000 - 365
Cameron Park gpbd24 55,000 - 366
Fairway Drainage Improvement gpbd19 30,000 30,000 366
Gaines Park gpbd09 35,000 - 366
Game Farm Park Improvements gpbd08 1,200,000 - 367
Lea Hill Mini Soccer Field Turf Replacement gpbd26 -50,000 367
Les Gove Park Improvements cp1605 25,000 - 367
Mary Olson Farm - Watts Property Acquisition gpbd13 250,000 - 368
Miscellaneous Parks Improvements gpbd03 100,000 100,000 368
Park Acquisitions/Development gpbd04 30,000 30,000 368
Sunset Park Improvements gpbd06 200,000 - 369
West Hill Lake Property Development cp1801 20,000 - 369
Total Municipal Parks Fund Projects 2,005,000 460,000
2019 -2020 Municipal Parks Fund Projects
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (Park Impact Fee)100,000 100,000
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): $5,000
Capacity Project: YES Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State 150,000 150,000
Local -
REET 2 -
Other (Contribution)-
Subtotal - - 150,000 - - - - 150,000
Capital Costs:
Design - 150,000 150,000
Right of Way -
Construction - -
Subtotal - - 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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund 48,100 -
Federal -
State 218,100 -
Local 75,000 -
Other (KC Prop 2)-
Other (Park Impact Fee)75,000 60,000 60,000
Other (Contributions)20,000 -
Subtotal 436,200 60,000 - - - - - 60,000
Capital Costs:
Design -
Right of Way -
Construction 436,200 60,000 60,000
Subtotal 436,200 60,000 - - - - - 60,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburndale Park
Project No: gpbd01
Develop a Master Plan for the Park, install an irrigation system, new play structure and improve signage. Create an entrance to the park from the
east via 110th Ave SE to allow access from the adjacent neighborhoods. Construct new section of trail in the western portion of park.
Project No: gpbd23
Develop a feasibility study related to constructability of a pedestrian trail linking the Jacobsen Tree Farm site to the west end of Lea Hill. This trail
would follow the alignment of the Bonneville Power Administration (BPA) transmission lines from 132nd to 108th Ave SE. Construction would be in
phases based on constructability.
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 the State Recreation and Conservation Office (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: BPA Trail on Lea Hill
Project Name: Brannan Park Synthetic Infield
Project No: cp1817
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 55,000 55,000
REET 2 -
Other (Park Impact Fee)-
Subtotal - 55,000 - - - - - 55,000
Capital Costs:
Design 5,000 5,000
Right of Way -
Construction 50,000 50,000
Subtotal - 55,000 - - - - - 55,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion: Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
REET 2 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other (Park Impact Fee)-
Subtotal - 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design -
Right of Way -
Construction 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal - 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:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (KC Prop 2)35,000 35,000
Other (Park Impact Fee)-
Subtotal - 35,000 - - - - - 35,000
Capital Costs:
Design 10,000 10,000
Right of Way -
Construction 25,000 25,000
Subtotal - 35,000 - - - - - 35,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Gaines Park
Project No: gpbd09
Project Name: Cameron Park
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.
Develop Horticulture Plan for the Park as indicated in the Parks Improvement Plan and repair boardwalk.
Project Name: Fairway Drainage Improvement
Project No: gpbd24
This project will improve the pedestrian trail and add landscape and fencing to serve as buffer to the neighborhood and play structure. This project
is identified in the Parks Improvement Plan.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State 200,000 200,000
Local 100,000 100,000
Other (Park Impact Fee)20,000 600,000 600,000
Other (Park Mitigation Fee)300,000 300,000
REET 2 20,000 -
Subtotal 40,000 1,200,000 - - - - - 1,200,000
Capital Costs:
Design 40,000 40,000
Right of Way -
Construction 40,000 1,160,000 1,160,000
Subtotal 40,000 1,200,000 - - - - - 1,200,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 50,000 50,000
REET 2 -
Other (Park Impact Fee)-
Subtotal - - 50,000 - - - - 50,000
Capital Costs:
Design 2,500 2,500
Right of Way -
Construction 47,500 47,500
Subtotal - - 50,000 - - - - 50,000
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 5227
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund 323,900 25,000 25,000
Federal -
State -
Local 370,560 -
Other (KC Prop 2)330,000 -
Other (Parks Impact Fee)-
Subtotal 1,024,460 25,000 - - - - - 25,000
Capital Costs:
Design 13,586 -
Property Acquisition -
Construction 1,010,874 25,000 25,000
Subtotal 1,024,460 25,000 - - - - - 25,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Improve interior lighting and pathways and provide access from the newly acquired property on southwest corner of the park. The project will also
replace synthetic turf on two full sized soccer fields.
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.
Replace synthetic turf in the Kompan mini soccer field. Based on heavy use of this facility surface replacement is expected to be needed at
approximate 5 year intervals.
Project Name: Game Farm Park Improvements
Project No: cp1720, gpbd08
Project Name: Lea Hill Mini Soccer Field Turf Replacement
Project No: gpbd26
Project Name: Les Gove Park Improvements
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local 125,000 125,000
Other (Park Impact Fee)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
Capacity Project: YES Anticipated Year of Completion: Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund 155,937 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Federal -
State -
Local -
REET 2 -
Other (Park Impact Fee)50,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal 205,937 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Capital Costs:
Design -
Right of Way -
Construction 205,937 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Subtotal 205,937 100,000 100,000 100,000 100,000 100,000 100,000 600,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: YES Anticipated Year of Completion: Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Other (KC Prop 2)21,400 30,000 30,000 50,000 125,000 125,000 125,000 485,000
REET 1 -
Other -Park Impact Fee -
Subtotal 21,400 30,000 30,000 50,000 125,000 125,000 125,000 485,000
Capital Costs:
Design -
Property Acquisition 21,400 30,000 30,000 50,000 125,000 125,000 125,000 485,000
Construction - -
Subtotal 21,400 30,000 30,000 50,000 125,000 125,000 125,000 485,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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: Miscellaneous Parks Improvements
Project No: gpbd03
Minor park improvements including shelters, roofs, playgrounds, irrigation and restrooms.
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
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (Park Impact Fee)200,000 200,000
Other (Contribution)-
Subtotal - 200,000 - - - - - 200,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 185,000 185,000
Subtotal - 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $10,000
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund -
Federal -
State -
Local -
Other (Park Impact Fee)80,000 20,000 20,000
Other (Contribution)-
Subtotal 80,000 20,000 - - - - - 20,000
Capital Costs:
Design -
Right of Way -
Construction 80,000 20,000 20,000
Subtotal 80,000 20,000 - - - - - 20,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000
Project Name: Sunset Park
Project No: gpbd06
Expand playground area to include spray park and additional play activities. Coordinate improvements with service club and Lakeland Hills
Homeowners Association.
Project Name: West Hill Lake Property Development
Project No: cp1801
Install and construct park improvements identified in the 2013 Master Plan for the park. Park improvements include trail development, installation of
picnic tables and benches, parking improvements, and invasive species removal.
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2019-2020 Biennial Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Municipal Parks Constr. Fund 527,937 75,000 50,000 50,000 50,000 50,000 50,000 325,000
Federal - - - - - - - -
Local 445,560 280,000 50,000 - - - - 330,000
State 218,100 200,000 150,000 - - - - 350,000
Other (Park Impact Fee)225,000 1,055,000 150,000 50,000 50,000 50,000 50,000 1,405,000
Other (KC Prop 2)351,400 65,000 30,000 50,000 125,000 125,000 125,000 520,000
Other (Park Mitigation Fee)- 300,000 - - - - - 300,000
REET 2 20,000 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other (Contributions)20,000 - - - - - - -
Total 1,807,997 2,005,000 460,000 180,000 255,000 255,000 255,000 3,410,000
Capital Costs:
Design 13,586 70,000 157,500 - - - - 227,500
Property Acquisition 21,400 280,000 30,000 50,000 125,000 125,000 125,000 735,000
Right of Way - - - - - - - -
Construction 1,773,011 1,655,000 272,500 130,000 130,000 130,000 130,000 2,447,500
Total 1,807,997 2,005,000 460,000 180,000 255,000 255,000 255,000 3,410,000
TOTAL CAPITAL COSTS and FUNDING SOURCES - MUNICIPAL PARKS
Parks, Arts and Recreation Projects 2020 2021 2022 2023 2024 2025 6 Year Total
Auburndale Park -$ 5,000$ 5,000$ 5,000$ 5,000$ 5,000$ 25,000$
Les Gove Park Improvements 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Sunset Park 10,000 10,000 10,000 10,000 10,000 10,000 60,000
West Hill Lake Property Development 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Total Parks, Arts and Recreation Projects 20,000$ 25,000$ 25,000$ 25,000$ 25,000$ 25,000$ 145,000$
Summary of Impacts of 2019 -2020 Capital Projects on Future Operating Expenses
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2019-2020 Biennial Budget Section VII: Capital Planning
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2019-2020 Biennial Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
Twenty General Municipal and Community Improvement projects totaling $8,293,050 are budgeted
in 2019 and twelve projects totaling $2,164,300 are budgeted for 2020. Major projects include the
following:
• The Auburn Arts and Culture Center Project ($1,517,200 in 2019) 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”)
• The 104th Avenue Park Development Project ($1,065,000 in 2019) will complete the Master
Plan and fund park improvements including parking, trails, restroom and playground.
(See Map – “B”)
• Annual Traffic Signal Replacement & Improvements ($175,000 in 2019 and $200,000
2020) 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.
• The City Street Light LED Retrofit project ($2,500,000 in 2019) will replace all existing City
owned (non-LED) streetlights. New light fixtures and retrofits will replace aging light
fixtures to improve lighting uniformity and visibility.
• The City Hall Annex Debt Service ($657,950 in 2019 and $658,700 in 2020) for GO Bonds
issued for the City Hall Annex Building.
• The Citywide ADA & Sidewalk Improvements Project ($200,000 in both 2019 and 2020)
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.
• Construction of a Vehicle Maintenance Bay ($448,000 in 2019) 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 ($320,000 in 2019) 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”)
• Local Revitalization Debt Service ($231,800 in 2019 and $220,600 in 2020) for GO Bonds
issued for the Downtown Promenade Improvements.
• The City Downtown Public Parking Lot Reconfiguration Project ($234,500 in 2019) will
reconfigure the City owned public parking lot between Safeway and Main Street to address
pedestrian and vehicular circulation. (See Map – “E”)
373
2019-2020 Biennial Budget Section VII: Capital Planning
2019 2020
Title Project #Budget Budget Page
104th Ave. Park Development cp1619 1,065,000 - 375
Annual Traffic Signal Replacement & Improvements gcbd07 175,000 200,000 375
Auburn Arts and Culture Center Alleyway lrbd03 200,000 - 375
Auburn Arts & Culture Center Renovation cp1612 1,517,200 - 376
Auburn Way South (SR-164) - Southside Sidewalk Imp.gcbd10 - 95,000 376
Central Parking Garage Improvement gcbd13 103,600 - 376
City Downtown Public Parking Lot Reconfiguration cp1616 234,500 - 377
City Facilities Maintenance Projects gcbd12 40,000 150,000 377
City Hall Annex -Debt Service N/A 657,950 658,700 377
City Hall Roof Replacement gcbd11 - 350,000 378
City Owned Parking Lot Improvements lrbd04 50,000 - 378
City Street Light LED Retrofit gcbd11 2,500,000 - 378
City Wetland Mitigation Projects cp1315 5,000 5,000 379
Citywide ADA & Sidewalk Improvements gcbd01 200,000 200,000 379
Citywide Street Lighting Improvements gcbd09 50,000 50,000 379
Equipment Rental Vehicle Maintenance Bay cp1223 448,000 - 380
Local Revitalization -Debt Service N/A 231,800 220,600 380
M&O Fuel Tank Replacement erbd01 320,000 - 380
M&O Lunchroom Expansion erbd02 140,000 - 381
M&O, Police and City Hall Facility Master Plan gcbd14 125,000 125,000 381
M&O Vehicle Storage Bay Improvements cp0711 180,000 - 381
Neighborhood Traffic Safety Program gcbd06 50,000 50,000 382
Public Art gcbd05 - 60,000 382
Total Municipal & Community Improvement Projects 8,293,050 2,164,300
2019 -2020 General Municipal & Community Improvement Projects
374
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State 565,000 565,000
Local -
Park Impact Fees 32,036 500,000
REET 2,424 -
Subtotal 34,460 1,065,000 - - - - - 565,000
Capital Costs:
Design 34,460 75,000 75,000
Right of Way -
Construction 990,000 990,000
Subtotal 34,460 1,065,000 - - - - - 1,065,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $12,500
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 491,913 175,000 200,000 200,000 200,000 200,000 200,000 1,175,000
Other -
Subtotal 491,913 175,000 200,000 200,000 200,000 200,000 200,000 1,175,000
Capital Costs:
Design 44,074 25,000 25,000 25,000 25,000 25,000 25,000 150,000
Right of Way -
Construction 447,839 150,000 175,000 175,000 175,000 175,000 175,000 1,025,000
Subtotal 491,913 175,000 200,000 200,000 200,000 200,000 200,000 1,175,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Local Revitalization Fund 330 - 100,000 100,000
Federal -
State -
Local -
REET -
Contributions 100,000 100,000
Subtotal - 200,000 - - - - - 200,000
Capital Costs:
Design 20,000 20,000
Right of Way -
Construction 180,000 180,000
Subtotal - 200,000 - - - - - 200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Construct improvements based on the Auburn Alleyway Project Master Plan prepared through the Livable Cities Year project with the University of Washington. Proposed
improvements are associated with turning the alley between the Auburn Ave. Theater and the Arts and Culture Center into a plaza area.
Project Name: Auburn Arts and Culture Center Alleyway
Project No: lrbd03
Project Name: 104th Ave Park Development
Project No: cp1619
Complete Master Plan and construct park improvements identified in the Master Plan. Anticipated improvements include parking, trails, restroom, and playground. Work
associated with permit approvals is also included in the budget.
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.
375
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Local Revitalization Fund 330 -
Federal -
State 500,000 500,000
Local 150,000 475,000 475,000
Park Impact Fees 500,000 500,000 1,000,000
REET -
Other-Cumulative Reserve Fund 42,200 42,200
Subtotal 150,000 1,517,200 - 500,000 - - - 2,017,200
Capital Costs:
Design 9,903 200,000 200,000
Right of Way -
Construction 140,097 1,317,200 500,000 1,817,200
Subtotal 150,000 1,517,200 - 500,000 - - - 2,017,200
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $95,000
Capacity Project: YES Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State 80,000 525,300 605,300
Local -
REET 15,000 92,700 107,700
Other -
Subtotal - - 95,000 618,000 - - - 713,000
Capital Costs:
Design 95,000 95,000
Right of Way -
Construction 618,000 618,000
Subtotal - - 95,000 618,000 - - - 713,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 103,600 103,600
Other -
Subtotal - 103,600 - - - - - 103,600
Capital Costs:
Design -
Right of Way -
Construction 103,600 103,600
Subtotal - 103,600 - - - - - 103,600
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Auburn Arts & Culture Center Renovation
Project No: cp1612
Renovation to the property and building located at 20 Auburn Avenue (100 Auburn Avenue) Building for the creation of an Arts & Culture Center in downtown Auburn. The
renovation of this building will allow increased access to the arts for all of 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.
This project will improve the central parking garage by painting an elastic coating that will minimize cracks forming in the walls.
Project Name: Auburn Way South (SR-164) - Southside Sidewalk Improvements
Project No: various, gcbd10
The project will construct missing sidewalk along the south side of Auburn Way S. The existing sidewalk currently ends at the intersection with Howard Road and restarts to
the west of the intersection with Muckleshoot Plaza. The sidewalk gap extends for approximately 1,700 feet.
Project Name: Central Parking Garage Improvement
Project No: various, gcbd13
376
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Local Revitalization Fund 330 17,329 234,500 234,500
Federal -
State -
Local -
REET -
Other -
Subtotal 17,329 234,500 - - - - - 234,500
Capital Costs:
Design -
Right of Way -
Construction 17,329 234,500 234,500
Subtotal 17,329 234,500 - - - - - 234,500
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Local Revitalization Fund 330 -
Federal -
State -
Local -
REET - 40,000 150,000 190,000
Other -
Subtotal - 40,000 150,000 - - - - 190,000
Capital Costs:
Design -
Right of Way -
Construction 40,000 150,000 190,000
Subtotal - 40,000 150,000 - - - - 190,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources: 3 Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 1,961,169 657,950 658,700 656,600 657,950 656,350 656,850 3,944,400
Other -
Subtotal 1,961,169 657,950 658,700 656,600 657,950 656,350 656,850 3,944,400
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 1,961,169 657,950 658,700 656,600 657,950 656,350 656,850 3,944,400
Subtotal 1,961,169 657,950 658,700 656,600 657,950 656,350 656,850 3,944,400
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: City Hall Annex Debt Service
Project No: cpxxxx
To pay debt service costs on General Obligation bonds issued for the City Hall Annex.
Project No: gcbd12
This project will provide REET funding to replace the Auburn Arts & Culture Center roof, the Justice Center roof and siding at the Herr Building.
Project Name: City Downtown Public Parking Lot Reconfiguration
Project No: cp1616
Reconfigure the City owned public parking lot between Safeway and Main Street to address pedestrian and vehicular circulation; remove existing landscaping to allow more
flexibility in the parking lot redesign; explore whether more parking stalls can be added to the lot to aid in providing additional customer parking within Downtown Auburn; and
resurface the parking lot.
Project Name: City Facilities Maintenance Projects
377
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Equipment Rental Fund 560 -
Federal -
State -
Local -
REET 350,000 350,000
Other -
Subtotal - - 350,000 - - - - 350,000
Capital Costs:
Design -
Right of Way -
Construction 350,000 350,000
Subtotal - - 350,000 - - - - 350,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Local Revitalization Fund 330 50,000 50,000
Federal -
State -
Local -
REET -
Other -
Subtotal - 50,000 - - - - - 50,000
Capital Costs:
Design -
Right of Way -
Construction 50,000 50,000
Subtotal - 50,000 - - - - - 50,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State 300,000 300,000
Local -
REET 1,850,000 1,850,000
Contributions 350,000 350,000
Subtotal - 2,500,000 - - - - - 2,500,000
Capital Costs:
Design -
Right of Way -
Construction 2,500,000 2,500,000
Subtotal - 2,500,000 - - - - - 2,500,000
Project Name: City Owned Parking Lot Improvements
Project No: various, lrbd04
The City owns and operates six improved, surface-level asphalt parking lots located downtown. The parking lots are used for a variety of permit, free 3-hour and employee
parking. Maintenance on these lots has been performed primarily only on an emergency basis. As a result the condition of the lots show signs of deterioration and disrepair.
This project will fund needed improvements for City owned parking lots within the downtown area.
Project No: gcbd11
This project will replace the existing roof at City Hall.
Project Name: City Street Light LED Retrofit
Project No: gcbd11
This project will fund an LED retrofit program for all existing City owned (non LED) street lights. New Light fixtures and retrofits will replace our aging light fixtures with 10 year
warrantied fixtures with long life LEDs and will improve lighting uniformity and visibility and is in accordance with the City's current design standards for new street lighting. The
scope also includes street light control options for remote management of the City owned street lights. The project will utilize an approved energy service company (ESCO)
management team.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): Annual savings in power usage will is anticipated to be $130,000 per year. Additional
maintenance savings will be realized in the reduction of materials for light replacement and is estimated to be $20,000 per year.
Project Name: City Hall Roof Replacement
378
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Federal -
State -
Local -
REET -
Other -Wetland Mitigation 38,569 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Subtotal 38,569 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Capital Costs:
Design 10,000 -
Monitoring 1,868 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Construction 26,701 -
Subtotal 38,569 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 268,467 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Other -
Subtotal 268,467 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Capital Costs:
Design 20,000 20,000 20,000 20,000 20,000 20,000 20,000 120,000
Right of Way -
Construction 248,467 180,000 180,000 180,000 180,000 180,000 180,000 1,080,000
Subtotal 268,467 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 7,319 50,000 50,000 100,000 100,000 100,000 100,000 500,000
Other -
Subtotal 7,319 50,000 50,000 100,000 100,000 100,000 100,000 500,000
Capital Costs:
Design 10,000 10,000 20,000 20,000 20,000 20,000 100,000
Right of Way -
Construction 7,319 40,000 40,000 80,000 80,000 80,000 80,000 400,000
Subtotal 7,319 50,000 50,000 100,000 100,000 100,000 100,000 500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: City Wetland Mitigation Projects
Project No: cp1315
This project designs and constructs off-site wetland mitigation in the Auburn Environmental Park for participating development projects as approved through the City's
development review process. Design, construction, monitoring, and maintenance of the mitigation is funded through wetland mitigation fees collected by the City.
Project Name: 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
This project will fund street lighting improvements in neighborhoods without existing infrastructure and include retrofitting existing lights to LED Standards as appropriate.
Projects will be selected from prioritized list developed with neighborhood input.
Project Name: Citywide Street Lighting Improvements
Project No: gcbd09
379
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Equipment Rental Fund 560 - 117,500 117,500
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm Funds)22,000 330,500 330,500
Subtotal 22,000 448,000 - - - - - 448,000
Capital Costs:
Design 22,000 -
Right of Way -
Construction 448,000 448,000
Subtotal 22,000 448,000 - - - - - 448,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:3 Years 2019 2020 2021 2022 2023 2024 Total
Federal -
State -
Local -
REET 680,330 231,800 220,600 224,900 223,600 221,900 219,800 1,342,600
Other -
Subtotal 680,330 231,800 220,600 224,900 223,600 221,900 219,800 1,342,600
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 680,330 231,800 220,600 224,900 223,600 221,900 219,800 1,342,600
Subtotal 680,330 231,800 220,600 224,900 223,600 221,900 219,800 1,342,600
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Equipment Rental Fund 560 80,000 80,000
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm Funds)240,000 240,000
Subtotal - 320,000 - - - - - 320,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 295,000 295,000
Subtotal - 320,000 - - - - - 320,000
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.
Project No: erbd01
Project No: cpxxxx
To pay debt service costs on 2010 General Obligation bonds issued for the Downtown Promenade improvements.
Project Name: Equipment Rental Vehicle Maintenance Bay
Project No: cp1223
Build additional vehicle bay at Equipment Rental shop for heavy equipment and large vehicles to improve efficiency and remove choke points. Adding a large vehicle bay with
a large vehicle lift will enable us to perform inspections and maintenance on more than one large vehicle at a time, this becomes extremely important during emergency
operations such as snow and ice events. The City currently has 2.5 maintenance bays, this project will add one more maintenance bay for a total of 3.5 bays.
Project Name: M & O Fuel Tank Replacement
Project Name: Local Revitalization
380
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Equipment Rental Fund 560 37,500 37,500
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm funds)10,000 102,500 102,500
Subtotal 10,000 140,000 - - - - - 140,000
Capital Costs:
Design 10,000 -
Right of Way -
Construction 140,000 140,000
Subtotal 10,000 140,000 - - - - - 140,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Equipment Rental Fund 560 -
Federal -
State -
Local -
REET 125,000 125,000 250,000
Other (Water, Sewer & Storm funds)-
Subtotal - 125,000 125,000 - - - - 250,000
Capital Costs:
Design 125,000 125,000 250,000
Right of Way -
Construction -
Subtotal - 125,000 125,000 - - - - 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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Equipment Rental Fund 560 5,451 50,000 50,000
Federal -
State -
Local -
REET -
Other (Water, Sewer & Storm Funds)20,000 130,000 130,000
Subtotal 25,451 180,000 - - - - - 180,000
Capital Costs:
Design 20,000 -
Right of Way -
Construction 5,451 180,000 180,000
Subtotal 25,451 180,000 - - - - - 180,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Planning effort for future Maintenance & Operations, Police and City Hall needs including land usage and building needs for the next 20 years.
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: gcbd14
Project Name: Maintenance & Operations, Police and City Hall Facility Master Plan
Project Name: M&O Vehicle Storage Bay Improvements
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: M & O Lunchroom Expansion
381
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 -
Federal -
State -
Local -
REET 262,475 50,000 50,000 150,000 150,000 150,000 150,000 700,000
Other (Traffic Impact)-
Subtotal 262,475 50,000 50,000 150,000 150,000 150,000 150,000 700,000
Capital Costs:
Design 15,000 5,000 5,000 15,000 15,000 15,000 15,000 70,000
Right of Way -
Construction 247,475 45,000 45,000 135,000 135,000 135,000 135,000 630,000
Subtotal 262,475 50,000 50,000 150,000 150,000 150,000 150,000 700,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Capacity Project: NO Anticipated Year of Completion:Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:2 Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 48,000 -
Federal -
State -
Local -
REET 115,000 - 60,000 30,000 30,000 30,000 30,000 180,000
Other -
Subtotal 163,000 - 60,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design -
Right of Way -
Construction 163,000 - 60,000 30,000 30,000 30,000 30,000 180,000
Subtotal 163,000 - 60,000 30,000 30,000 30,000 30,000 180,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
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: Neighborhood Traffic Safety Program
Project No: gcbd06
Project Name: Public Art
Project No: gcbd05
The City designates $30,000 annually toward the purchase of public art, for placement at various locations throughout the City.
382
2019-2020 Biennial Budget Section VII: Capital Planning
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Capital Improvement Fund 328 48,000 - - - - - - -
Equipment Rental Fund 560 5,451 285,000 - - - - - 285,000
Local Revitalization Fund 330 17,329 384,500 - - - - - 384,500
Federal - - - - - - - -
State - 1,365,000 80,000 525,300 - - - 1,970,300
Local 150,000 475,000 - - - - - 475,000
Park Impact Fees 32,036 1,000,000 - 500,000 - - - 1,500,000
REET 3,789,097 3,483,350 2,079,300 1,654,200 1,561,550 1,558,250 1,556,650 11,893,300
Contributions - 450,000 - - - - - 450,000
Other-Cumulative Reserve Fund - 42,200 - - - - - 42,200
Other -Wetland Mitigation 38,569 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Other (Water, Sewer & Storm Funds)52,000 803,000 - - - - - 803,000
Total 4,132,482 8,293,050 2,164,300 2,684,500 1,566,550 1,563,250 1,561,650 17,833,300
Capital Costs:
Design 185,437 505,000 280,000 80,000 80,000 80,000 80,000 1,105,000
Right of Way - - - - - - - -
Construction 1,303,678 6,893,300 1,000,000 1,718,000 600,000 600,000 600,000 11,411,300
Monitoring 1,868 5,000 5,000 5,000 5,000 5,000 5,000 30,000
Long-Term Debt Service 2,641,499 889,750 879,300 881,500 881,550 878,250 876,650 5,287,000
Total 4,132,482 8,293,050 2,164,300 2,684,500 1,566,550 1,563,250 1,561,650 17,833,300
TOTAL CAPITAL COSTS and FUNDING SOURCES - GENERAL GOVERNMENTAL PROJECTS
General Municipal & Community Imp. Projects 2020 2021 2022 2023 2024 2025 6 Year Total
104th Ave Park Development 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 12,500$ 75,000$
Auburn Arts & Culture Center Renovation - - 95,000 5,000 5,000 5,000 110,000
City Street Light LED Retrofit (Savings)(150,000) (150,000) (150,000) (150,000) (150,000) (150,000) (900,000)
Total General Municipal & Community Imp. Projects (137,500)$ (137,500)$ (42,500)$ (132,500)$ (132,500)$ (132,500)$ (715,000)$
Summary of Impacts of 2019 -2020 Capital Projects on Future Operating Expenses
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2019-2020 Biennial Budget Section VII: Capital Planning
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2019-2020 Biennial Budget Section VII: Capital Planning
385
2019-2020 Biennial Budget Section VII: Capital Planning
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2019-2020 Biennial Budget Section VII: Capital Planning
Other Proprietary Fund Projects
Airport Fund: (See Map – “A”)
Five capital projects totaling $2,103,400 are budgeted for 2019 and five capital project totaling
$752,900 are budgeted for 2020 in the Airport fund.
The Airport Projects includes the following:
•The Runway Enhancement Project ($1,833,400 in 2019) 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 ($50,000 in 2020) will design and construct a permanent
12,000-gallon fuel tank for Jet A service at the Airport in 2020 and 2021.
•Runway Safety Area Improvements ($500,000 in 2020) will complete improvements to
property purchased from the Park and Ride to meet FAA requirements at the airport.
•The Annual Repair and Replacement of Airport Facilities Project ($100,000 in 2019 and
$100,000 in 2020) will provide funding for completing various capital repairs at the Airport.
Cemetery Fund: (See Map – “B”)
Two capital projects totaling $358,000 are budgeted for 2019 and one capital project totaling
$25,000 is budgeted for 2020 in the Cemetery fund.
•The Cemetery Road Improvements project ($333,000 in 2019) will repair and overlay
cemetery roads that are in poor condition.
•The Mausoleum Building project ($25,000 in 2019 and $25,000 in 2020) will fund the
design phase of a 96-crypt mausoleum.
The Runway Enhancement project that is scheduled for construction in 2019 will extend the length
of runway 16/34 for increased safety and utilization.
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2019-2020 Biennial Budget Section VII: Capital Planning
2019 2020
Title Project #Budget Budget Page
Airport Security Camera & Gate Access Upgrades apbd07 70,000 - 389
Annual Repair and Maintenance of Airport Facilities apbd05 100,000 100,000 389
Hangar Replacement Program apbd10 50,000 50,000 389
Jet A Fueling Facility apbd04 -50,000 390
Runway Enhancements cp1516 1,833,400 - 390
Runway Safety Area Improvements apbd08 -500,000 390
West Side Fencing apbd09 -52,900 391
West Side Preliminary Environmental Permitting apbd11 50,000 - 391
Subtotal Airport Fund Projects 2,103,400 752,900
Cemetery Road Improvements cmbd01 333,000 - 391
Mausoleum Building cmbd02 25,000 25,000 392
Subtotal Cemetery Fund Projects 358,000 25,000
Total Other Proprietary Fund Projects 2,461,400 777,900
2019 -2020 Other Proprietary Fund Projects
388
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund 70,000 70,000
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - 70,000 - - - - - 70,000
Capital Costs:
Design 10,500 10,500
Environmental Assessment -
Construction 59,500 59,500
Subtotal - 70,000 - - - - - 70,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $2,000
Capacity Project: NO Anticipated Year of Completion: Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund 37,000 100,000 100,000 100,000 250,000 500,000 100,000 1,150,000
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal 37,000 100,000 100,000 100,000 250,000 500,000 100,000 1,150,000
Capital Costs:
Design 20,000 20,000 20,000 50,000 100,000 20,000 230,000
Right of Way -
Construction 37,000 80,000 80,000 80,000 200,000 400,000 80,000 920,000
Subtotal 37,000 100,000 100,000 100,000 250,000 500,000 100,000 1,150,000
Capacity Project: NO Anticipated Year of Completion: Beyond 2024
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund 50,000 50,000 75,000 75,000 250,000
Federal -
State -
Local -
Bond Revenue 2,750,000 2,750,000
Other -Public/Private Partnership 3,000,000 3,000,000
Subtotal - 50,000 50,000 2,750,000 75,000 75,000 3,000,000 6,000,000
Capital Costs:
Design 50,000 50,000 75,000 75,000 250,000
Right of Way -
Construction 2,750,000 3,000,000 5,750,000
Subtotal - 50,000 50,000 2,750,000 75,000 75,000 3,000,000 6,000,000
Project Name: Airport Security Camera & Gate Access Upgrades
Project No: apbd07
Increased security identified by the Federal Aviation Administration and the Transportation Security Administration for Airport control access
gates (both vehicle and personnel). This project will install security cameras and replace the obsolete gate operator access control units.
The proposed system will include cards and keypad operation with both inbound and outbound tracking of the authorized tenant/guest.
Personnel gates will also have the same system.
Project Name: Annual Repair and Replacement of Airport Facilities
Project No: apbd05
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project will decrease the need for more costly repairs
and maintenance on older buildings.
Project Name: Hangar Replacement Program
Project No: apbd10
Due to the current conditions of the hangar facilities at the Airport, this program will replace hangar facilities as they reach the end of their
service life. A Facility Condition Assessment was completed in 2018 which determined several hangar buildings were nearing the end of
their service life. For planning purposes, it is assumed that the hangar replacements may occur over up to 3 separate design and
construction phases.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): This project will decrease the need for more costly repairs
and maintenance on older buildings.
Due to the current conditions of the Facilities at the Airport, this program provides for necessary maintenance and repair work such as slab
sealing, roof replacement, hangar beam replacement, painting, electrical repairs, etc. for buildings identified in the 2018 Facility Condition
Assessment as being in "Fair" to "Good" condition. Repair and maintenance of these facilities will help prolong the service life of these
buildings.
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2021
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund - 50,000 50,000
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership 350,000 350,000
Subtotal - - 50,000 350,000 - - - 400,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 350,000 350,000
Subtotal - - 50,000 350,000 - - - 400,000
Capacity Project: NO Anticipated Year of Completion:2019
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund 32,585 91,700 91,700
Federal 515,019 1,650,000 1,650,000
State 28,861 91,700 91,700
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal 576,465 1,833,400 - - - - - 1,833,400
Capital Costs:
Design 337,547 -
Environmental Assessment 238,918 -
Construction - 1,833,400 1,833,400
Subtotal 576,465 1,833,400 - - - - - 1,833,400
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund 25,000 25,000
Federal 450,000 450,000
State 25,000 25,000
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - - 500,000 - - - - 500,000
Capital Costs:
Design 125,000 125,000
Environmental Assessment -
Construction 375,000 375,000
Subtotal - - 500,000 - - - - 500,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project Name: Runway Safety Area Improvements
Project No: apbd08
Project No: apbd04
Anticipated Impact on Future Operating Budgets: $0
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.
This project will complete necessary improvements to the property purchased from the Park and Ride to be in compliance with the FAA
requirements for the Runway Safety Area.
Project Name: Runway Enhancements
Construct any necessary site improvements to accommodate a temporary 2,200 gallon fueling truck for Jet A fuel on site in 2018. 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.
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $5,000/month to be offset by fuel sale revenues
Project Name: Jet A Fueling Facility
390
2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: NO Anticipated Year of Completion:2020
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund 2,700 2,700
Federal 47,600 47,600
State 2,600 2,600
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - - 52,900 - - - - 52,900
Capital Costs:
Design 5,300 5,300
Environmental Assessment - -
Construction 47,600 47,600
Subtotal - - 52,900 - - - - 52,900
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund 50,000 50,000
Federal -
State -
Local -
Bond Revenue -
Other -Public/Private Partnership -
Subtotal - 50,000 - - - - - 50,000
Capital Costs:
Design 50,000 50,000
Environmental Assessment -
Construction -
Subtotal - 50,000 - - - - - 50,000
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 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Cemetery Fund 300,000 300,000
Federal -
State -
Local -
Bond Revenue -
Cemetery Endowed Care Fund 30,000 33,000 33,000
Subtotal 30,000 333,000 - - - - - 333,000
Capital Costs:
Design -
Environmental Assessment -
Construction 30,000 333,000 333,000
Subtotal 30,000 333,000 - - - - - 333,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Project No: apbd09
Install fence on west side of property to complete perimeter security fencing and help control wildlife on the airport.
Project Name: Cemetery Road Improvements
Project No: cmbd01
Repair and overlay cemetery roads that are in poor condition.
Project No: apbd11
This project will conduct an analysis of the expected environmental permitting requirements associated with the potential development of
the undeveloped areas along the west side of the airport.
Project Name: West Side Preliminary Environmental Permitting
Project Name: West Side Fencing
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2019-2020 Biennial Budget Section VII: Capital Planning
Capacity Project: YES Anticipated Year of Completion:2022
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Cemetery Fund 25,000 25,000 355,000 405,000
Federal -
State -
Local -
Bond Revenue -
Cemetery Endowed Care Fund -
Subtotal - 25,000 25,000 - 355,000 - - 405,000
Capital Costs:
Design 25,000 25,000 - 50,000
Environmental Assessment -
Construction 355,000 355,000
Subtotal - 25,000 25,000 - 355,000 - - 405,000
Anticipated Impact on Future Operating Budgets (Annual Maintenance Cost): $0
Prior Budget Budget Estimate Estimate Estimate Estimate 2019-2024
Funding Sources:Years 2019 2020 2021 2022 2023 2024 Total
Airport Fund 69,585 361,700 227,700 100,000 325,000 575,000 100,000 1,689,400
Cemetery Fund - 325,000 25,000 - 355,000 - - 705,000
Federal 515,019 1,650,000 497,600 - - - - 2,147,600
State 28,861 91,700 27,600 - - - - 119,300
Local - - - - - - - -
Bond Revenue - - - 2,750,000 - - - 2,750,000
Cemetery Endowed Care Fund 30,000 33,000 - - - - - 33,000
Other -Public/Private Partnership - - - 350,000 - - 3,000,000 3,350,000
Total 643,465 2,461,400 777,900 3,200,000 680,000 575,000 3,100,000 10,794,300
Capital Costs:
Design 337,547 155,500 275,300 20,000 125,000 175,000 20,000 770,800
Environmental Assessment 238,918 - - - - - - -
Right of Way - - - - - - - -
Construction 67,000 2,305,900 502,600 3,180,000 555,000 400,000 3,080,000 10,023,500
Total 643,465 2,461,400 777,900 3,200,000 680,000 575,000 3,100,000 10,794,300
Project Name: Mausoleum Building
Project No: cmbd02
TOTAL CAPITAL COSTS and FUNDING SOURCES - OTHER PROPRETARY FUNDS
This project will design and construct a 96 crypt mausoleum for above ground internment option. The public has expressed desire to have
this option available as the current mausoleum is at capacity.
Other Proprietary Projects 2020 2021 2022 2023 2024 2025 6 Year Total
Airport Security Camera & Gate Access Upgrades 2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 12,000$
-
Total Other Proprietary Projects 2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 2,000$ 12,000$
Summary of Impacts of 2019 -2020 Capital Projects on Future Operating Expenses
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2019-2020 Biennial Budget Section VII: Capital Planning
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2019-2020 Biennial Budget Section VII: Capital Planning
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2019-2020 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 $156,973.44
Deputy Mayor N/A $20,574.96
Council Members N/A $15,431.16
Department Directors
Minimum Maximum
Administration Director $140,429.52 $172,623.60
City Attorney $140,429.52 $172,623.60
Community Development Director $140,429.52 $172,623.60
Finance Director $140,429.52 $172,623.60
Human Resources/Risk Management Director $140,429.52 $172,623.60
Innovation & Technology Director $140,429.52 $172,623.60
Parks, Arts, & Recreation Director $140,429.52 $172,623.60
Police Chief N/A $181,415.52
Public Works Director $140,429.52 $172,623.60
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2019-2020 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 $138,045.36
Contract Period: January 2019 - December 2021.
Commissioned
Minimum Maximum
Police Officer $66,934.80 $84,642.24
Police Sergeant N/A $99,488.64
Contract Period: January 2016 - December 2018.
NOTE: The salary ranges for commissioned officers had not yet been determined as of the date that
the final budget document was published; therefore, the figures show in this category
represent 2018 salary levels.
Non-Commissioned
Minimum Maximum
Animal Control Officer $58,875.12 $69,926.16
Evidence/Identification Technician $53,112.48 $65,527.20
Parking Control Attendant $44,743.44 $56,367.36
Police Services Specialist $47,772.24 $60,181.68
Police Services Supervisor $56,372.64 $69,550.08
Contract Period: January 2019 - December 2021.
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2019-2020 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 $58,699.20 $77,243.76
Custodian $42,840.00 $50,499.12
Custodian Lead $47,858.40 $56,412.12
Electrician $60,994.80 $80,265.36
M&O Mechanic $64,059.36 $73,383.84
Maintenance Specialist $64,746.96 $74,171.28
Maintenance Worker I $50,104.56 $61,341.36
Maintenance Worker I (CDL) $51,106.56 $62,568.24
Maintenance Worker II $59,226.00 $68,204.40
Maintenance Worker II (CDL) $60,410.64 $69,568.56
Parks Mechanic $62,827.20 $71,972.64
Contract Period: January 2017 - December 2019.
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2019-2020 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees
Minimum Maximum
Accountant $70,648.32 $86,843.04
Accounting & Financial Reporting Manager I $82,371.60 $101,254.08
Accounting & Financial Reporting Manager II $95,791.44 $117,752.88
Accounting Specialist $57,724.56 $70,959.60
Administrative Specialist - M&O $52,284.72 $64,272.72
Airport Manager $89,007.36 $109,410.96
Airport Operations Assistant $52,284.72 $64,272.72
Arts & Events Manager $82,371.60 $101,254.08
Arts Coordinator $70,648.32 $86,843.04
Assistant Chief of Police N/A $164,352.72
Assistant City Attorney $109,923.36 $135,124.80
Assistant Director of Engineering Services/City
Engineer
$126,655.68 $155,692.56
Assistant Director of Finance $126,655.68 $155,692.56
Assistant Director of Innovation & Technology $126,655.68 $155,692.56
Assistant Director of Public Works Services $126,655.68 $155,692.56
Assistant Golf Professional $63,761.04 $78,415.44
Associate Engineer $82,371.60 $101,254.08
Business License Program Manager $79,972.32 $98,304.96
Building Inspector $70,648.32 $86,843.04
Capitol & Construction Engineering Manager $109,923.36 $135,124.80
Cemetery Supervisor $76,732.56 $94,325.04
Chief City Prosecutor $95,791.44 $117,752.88
City Clerk $89,007.36 $109,410.96
City Prosecutor $82,371.60 $101,254.08
Civil Engineer - Utilities $85,666.08 $105,304.80
Code Compliance Officer $70,648.32 $86,843.04
Code Compliance Supervisor $76,732.56 $94,325.04
Communications Manager $82,371.60 $101,254.08
Compensation & Employee Relations Manager $109,923.36 $135,124.80
Construction Inspector $70,648.32 $86,843.04
Construction Manager $82,371.60 $101,254.08
Contract Administration Specialist $57,724.56 $70,959.60
Contract Administration Specialist Supervisor $76,732.56 $94,325.04
Crime Analyst $70,648.32 $86,843.04
Curator of Education $63,761.04 $78,415.44
Customer Care Manager - Utilities $95,791.44 $117,752.88
Customer Care Representative - Utilities $48,437.76 $59,266.32
Customer Care Supervisor $76,732.56 $94,325.04
Customer Support Manager $85,666.08 $105,304.80
Department Administrative Assistant $57,724.56 $70,959.60
Deputy City Clerk $63,761.04 $78,415.44
Design Technician Supervisor $82,371.60 $101,254.08
Development Administration Specialist $57,724.56 $70,959.60
Development Engineer Manager $97,707.12 $120,107.76
POSITION SALARY SCHEDULE
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2019-2020 Biennial Budget Section VIII: Appendices
Non-Affiliated Employees (cont.)
Development Review Engineer $85,666.08 $105,304.80
Development Services Manager $109,923.36 $135,124.80
Domestic Violence Paralegal $63,761.04 $78,415.44
Economic Development Coordinator $70,648.32 $86,843.04
Economic Development Manager $95,791.44 $117,752.88
Emergency Management Specialist $57,724.56 $70,959.60
Emergency Manager $76,732.56 $94,325.04
Engineering Design Technician $76,732.56 $94,325.04
Engineering Survey Technician $66,310.80 $81,514.32
Executive Assistant to the Mayor $76,732.56 $94,325.04
Facilities Manager $89,007.36 $109,410.96
Facility Assistant $43,800.96 $53,358.96
Field Supervisor $76,732.56 $94,325.04
Financial Analyst $76,732.56 $94,325.04
Financial Planning Manager $109,923.36 $135,124.80
Fleet/General Services Manager $89,007.36 $109,410.96
GIS Inventory Technician $57,724.56 $70,959.60
Golf Course Manager $82,371.60 $101,254.08
Human Resources Analyst $76,732.56 $94,325.04
Human Resources Assistant $57,724.56 $70,959.60
Human Resources Coordinator $70,648.32 $86,843.04
Human Resources Manager $95,791.44 $117,752.88
Human Services Manager $82,371.60 $101,254.08
Human Services Program Coordinator $70,648.32 $86,843.04
IT Support Specialist $66,310.80 $81,514.32
IT Business Analyst $76,732.56 $94,325.04
Lead Permit Technician $66,310.80 $81,514.32
Legal Assistant $57,724.56 $70,959.60
Multimedia Assistant (.6 FTE) $26,280.58 $32,015.38
Multimedia Design Technician $66,310.80 $81,514.32
Multimedia Video Specialist $70,648.32 $86,843.04
Museum Director $82,371.60 $101,254.08
Network Analyst $76,732.56 $94,325.04
Network Engineer $82,371.60 $101,254.08
Network Services Manager $89,007.36 $109,410.96
Office Assistant $48,437.76 $59,266.32
Paralegal $63,761.04 $78,415.44
Parks Maintenance Manager $89,007.36 $109,410.96
Parks Planning & Development Manager $82,371.60 $101,254.08
Payroll Specialist $57,724.56 $70,959.60
Permit Technician $57,724.56 $70,959.60
Planner $70,648.32 $86,843.04
Planner II $76,732.56 $94,325.04
Planning Services Manager $95,791.44 $117,752.88
Plans Examiner $76,732.56 $94,325.04
Police Records Manager $82,371.60 $101,254.08
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2019-2020 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
Program Specialist $57,724.56 $70,959.60
Project Engineer $97,707.12 $120,107.76
Project Survey Technician $76,732.56 $94,325.04
Project Surveyor $82,371.60 $101,254.08
Real Property Analyst $76,732.56 $94,325.04
Records Clerk $52,284.72 $64,272.72
Recreation Manager $82,371.60 $101,254.08
Recreation Program Coordinator $70,648.32 $86,843.04
Registration Clerk/Office Assistant $48,437.76 $59,266.32
Right-of-Way Specialist $70,648.32 $86,843.04
SCADA Technician $66,310.80 $81,514.32
Senior Center Supervisor $76,732.56 $94,325.04
Senior Construction Coordinator $76,732.56 $94,325.04
Senior GIS & Database Specialist $70,648.32 $86,843.04
Senior Planner $82,371.60 $101,254.08
Senior Project Engineer $104,667.60 $128,662.32
Senior Traffic Engineer $104,667.60 $128,662.32
Senior Transportation Planner $89,007.36 $109,410.96
Sewer Utility Engineer $97,707.12 $120,107.76
Solid Waste & Recycling Supervisor $76,732.56 $94,325.04
Solid Waste Customer Care Specialist $57,724.56 $70,959.60
Special Events Coordinator $70,648.32 $86,843.04
Storm Drainage Technician $70,648.32 $86,843.04
Storm Drainage Utility Engineer $97,707.12 $120,107.76
Storm/Sewer Manager $89,007.36 $109,410.96
Stormwater Management Inspector $70,648.32 $86,843.04
Street/Vegetation Manager $89,007.36 $109,410.96
Survey Party Chief $70,648.32 $86,843.04
Survey Supervisor $89,007.36 $109,410.96
Sustainability Coordinator $70,648.32 $86,843.04
Systems Analyst $76,732.56 $94,325.04
Teen Coordinator $70,648.32 $86,843.04
Theater Operations Coordinator $70,648.32 $86,843.04
Traffic Engineer $97,707.12 $120,107.76
Traffic Operations Engineer $97,707.12 $120,107.76
Traffic Operations Supervisor $82,371.60 $101,254.08
Traffic Signal Technician $70,648.32 $86,843.04
Transportation Planner $85,666.08 $105,304.80
Utility Billing Analyst $76,732.56 $94,325.04
Utility Engineering Manager $109,923.36 $135,124.80
Utility Technician $57,724.56 $70,959.60
Water Division Manager $89,007.36 $109,410.96
Water Quality Program Coordinator $82,371.60 $101,254.08
Water Resources Technician $70,648.32 $86,843.04
Water Utility Engineer $97,707.12 $120,107.76
Web Specialist $70,648.32 $86,843.04
400
2019-2020 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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2019-2020 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 various 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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2019-2020 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 performing under the direction
of Wesley Schulz following the retirement of internationally renowned founding conductor Stewart Kershaw. 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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2019-2020 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 or visit 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 Ave. 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.
Parent’s Night Out
Les Gove Gymnasium, 5-10pm
For children ages 5-10.
Call 253-931-3043 for specific dates.
Auburn Symphony Orchestra
Call 253-887-7777 for concert information.
SPRING & FALL
King County Residential Special Recycling
Event
Held March/April and September/October
Ilaklo Elementary School
Open to households within Auburn who are served by
Waste Management or Republic Services.
For information call 253-931-3038 (option #2) or visit
upcoming events at www.auburnwa.gov/solidwaste.
JANUARY
Miss Auburn Scholarship Show
www.missauburn.org
Largest local program of Miss America in the U.S.
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 more information.
APRIL
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.
Ladies & Lil’ Gents
Auburn Community and Event Center
Call 253-931-3043 for more information.
Annual Residential Bulky Item Collection
April/May
Items collected curbside.
A once-a-year opportunity for single-family, duplex
and mobile home park residents 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 under upcoming
events.
MAY
Kent-Auburn Tamba Sister City Dinner &
Auction
May 11 at the Auburn Community & Event Center
Annual fundraiser for the Sister City Committee.
Call 206-818-9316 for more information.
Auburn’s Memorial Day Service
Mountain View Cemetery
Call 253-931-3028 for time and more information.
Dog Trot Fun Run
Annual pet-friendly 3K/5K fun run that kicks off
Petpalooza.
Call 253-931-3043 for dates, times and information.
Petpalooza
Auburn’s award-winning pet-friendly event.
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2019-2020 Biennial Budget Section VIII: Appendices
JUNE
Auburn Farmers Market
Sundays, June-September
10am-3pm, Les Gove Park
A cornucopia of fresh vegetables, fruits, flowers and
other products.
Call 253-931-3043 or visit
www.auburnfarmersmarket.org for more information.
Community Picnics
Free opportunity that brings City staff out into the
community to engage with residents. Organized by
Neighborhood Programs.
Call 253-876-1988 for date, time and information.
City of Auburn Residential Community Yard
Sale
For more information Call 253-931-3038 (option #2)
or visit www.auburnwa.gov/solidwaste under
Upcoming Events.
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.
KIDSDAY
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.
Mary Olson Farm
June – August
Open for free Saturdays and Sundays 12pm-5pm
Call 253-288-7433 or visit wrvmuseum.org for more
information.
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2019-2020 Biennial Budget Section VIII: Appendices
JULY
Fourth of July Festival
Les Gove Park
253-931-3043
Come out and enjoy Auburn’s 4th of July Festival!
Activities include live entertainment on two stages,
17+ inflatable rides, pony rides, an antique/classic car
show, bingo, craft vendors, Food Court and more!
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 253-876-1988 for more information.
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, parade, a Sunday cruise
in and more.
Call 253-951-3043 for more information.
SEPTEMBER
Hops & Crops Festival
Mary Olson Farm
Call 253-288-7433 for more information.
OCTOBER
S’more Than You Imagined
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 Observance & Parade
Main Street
Auburn’s annual Veterans parade is 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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2019-2020 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 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
Toy Drive
November - December
Donation boxes at Auburn City Hall and various
locations around Auburn. Gift giving for the
disadvantaged and disabled in the community.
Call 253-804-3101 for more information.
Mountain View Cemetery Tree of
Remembrance
December 1 - 30
Call 253-931-3028 for more information.
Holiday Snack & Craft
Washington Elementary
Bring the family for hot cocoa & holiday crafts!
Call 253-931-3043 for more information.
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2019-2020 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
Community 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 253-798-8683
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2019-2020 Biennial Budget Section VIII: Appendices
COMMUNITY STATISTICS
This section of the budget contains a synopsis of data regarding the Auburn community. This data is presented
both to provide background information to the reader and to add insight to some of the budget
goals and policies addressed in this document.
Date of Incorporation June 13, 1891
Form of Government Mayor-Council
Type of Government Non-Charter Code City
Population 80,615
Rank in Size - Washington State 15th
Assessed Valuation $10,559,151,000
Area 30.2 Square Miles
Auburn Median Age 34.9
Registered Voters 39,714
Miles of Streets 247 Miles
Number of Stations 6*
Number of Commissioned Fire Fighting Personnel 107
Number of Non-Commissioned Personnel 14
Total Number of Personnel and Firefighters 121
Fire Responses 386
Emergency Medical Service Responses 9,652
All Other Responses 2,614
Total Number of Responses 12,652
Number of Stations/Precincts 3
Number of Commissioned Police Personnel 112
Number of Non-Commissioned Personnel 28
Total Number of Officers and Personnel 140
Number of Calls for Service - 2018 96,883
WATER SERVICE
Basic Service Charge $16.65/Month
Commodity Rate:
0-7 $3.30/ccf
7.01-15 $4.03/ccf
15.01-9999 $4.58/ccf
Total Water Customers - January 2019 14,769
Gallons of Water Produced - 2018 Statistic 2,282,785,910
Gallons of Water Purchased - 2018 Statistic 0
Average Daily Consumption - 2018 Statistic 6.84 Million Gallons
Miles of Water Main 347 Miles
POLICE PROTECTION
2019 Utility Rates: Reduced rates for low-income senior
citizens and disabled persons available.
2018 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 s ix stations in total; five in Auburn (although one is a training
s tation), and one in Pacific.
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2019-2020 Biennial Budget Section VIII: Appendices
City Sewer - Single Family Residence $25.17/Month
Metro Sewer - Single Family Residence $45.33/Month
Total Sanitary Sewer Customers - January 2019 15,904
Sanitary Sewer Lines 227 Miles
Single Family Residence $19.51/Month
Total Storm Drainage Customers - January 2019 18,301
Storm Lines 362 Miles
1 can (35 gal)/week, curbside $16.11/Month
Number of Residential Accounts - January 2019 17,523
BUSINESS LICENSES
Fee per Year $50
Business Licenses Issued - 2018 Statistic 3,894
VALUE OF BUILDING PERMITS ISSUED IN 2018 $71,264,134
Developed Park Acreage 291
Total Park Acreage 986
Number of Developed Parks 33
Number of Cemetery Placements 263
Number of Rounds Played (Golf Course)50,720
Athletic Teams 312
Recreation Activities 3,498
Senior Center Visits 32,464
Cultural Arts & Major Special Events 211
Audience Served by Cultural Arts & Major Special Events 144,462
Museum Audience Served 15,153
MAJOR EMPLOYERS (number of employees)
The Boeing Company 5,700
Muckleshoot Tribal Enterprises 3,494
The Outlet Collection 3,150
Auburn School District 2,513
Multicare Auburn Medical Center 1,638
Green River College 1,202
Emerald Downs Racetrack 1,150
Safeway Distribution Center 825
Skills, Inc.610
Zones, Inc.551
SEWER
STORM DRAINAGE
SOLID WASTE (Contracted Services)
PARKS, ARTS AND RECREATION
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2019-2020 Biennial Budget Section VIII: Appendices
GENERAL DEMOGRAPHICS
Persons 19 years and younger 28.8%
Persons 20 - 34 years 21.4%
Persons 35 - 54 years 26.3%
Persons 55 years and older 23.5%
Male 48.8%
Female 51.2%
Median Household Income (City of Auburn)
City of Auburn $64,400
Washington State $66,174
Washington State 6.50%
King County 0.25%
Regional Transit Authority 1.40%
Metro 0.90%
City of Auburn 0.85%
Criminal Justice 0.10%
TOTAL SALES TAX RATE 10.00%
OTHER CITY TAXES AND TAX RATES:
Natural Gas Utility Tax*6.00%
Brokered Natural Gas 6.00%
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%
*Includes 1.0% allocated to the Arterial Street Preservation Fund (Fund 105) for
improvements.
** Applied on gross receipts net of the amount awarded as prizes.
*** Applied on gross receipts.
Sources of information:
SALES TAX RATE:
City of Auburn GIS, Finance, Community Deveopment, Fire, Police, Parks, Arts and
Recreation Department, US Bureau of Labor Statistics, King and Pierce County
Elec t ions Office, State of Washington Department of Revenue, and Washington
State Office of Financial Management.
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2019-2020 Biennial Budget Section VIII: Appendices
0
20,000
40,000
60,000
80,000
100,000
2014 2015 2016 2017 2018
Population, Housing Units and School Enrollment
Population Housing Units School Enrollment
2014 2015 2016 2017 2018
School Enrollment (1)15,277 15,663 15,945 16,525 16,705
Rate of Unemployment (2)5.3% 4.9% 4.6% 4.7% 4.6%
Population (3)74,630 75,545 77,060 78,960 80,615
Housing Units (3)
One Unit 15,804 16,042 16,167 16,373 16,616
Two or More 10,841 10,847 10,854 11,110 11,417
Mobile Home or Special 2,631 2,637 2,630 2,675 2,659
Total Housing Units 29,276 29,526 29,651 30,158 30,692
Sources:
(1)A uburn School District No. 408 - CAFR
(2)U.S. Department of Labor Statistics
(3)W A State Office of Financial Management
Population, Housing and School Enrollment Trends
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2019-2020 Biennial Budget Section VIII: Appendices
$0
$5
$10
$15
$20
2014 2015 2016 2017 2018MillionsRetail Sales Tax Collections
Wholesaling Construction Services Retail Trade
Automotive Manufacturing Other Business Transportation
Sales Tax Collections by Sector (in Thousands)
2014 2015 2016 2017 2018
$1,009 $1,080 $1,136 $1,119 $1,170
3,309 3,707 3,659 3,972 4,122
502 590 579 580 576
353 368 397 369 388
382 394 321 370 267
491 549 406 408 439
955 988 1,018 993 870
988 1,020 995 1,032 1,330
7,989$ 8,695$ 8,512$ 8,843$ 9,163$
3,322 3,646 3,970 3,912 4,229
1,754 2,297 2,292 2,632 2,310
1,163 862 761 678 754
71 66 99 89 120
1,205 1,229 1,265 1,363 1,469
120 72 67 65 154
15,623$ 16,866$ 16,967$ 17,582$ 18,198$
Manufacturing
Construction
Non-Store Retailers
Miscellaneous Retail Trade
Retail Trade
Services
Retail Trade
Auto & Gas
General Merchandise
Building Material
Food Stores
Apparel
Furniture & Electronics
Transportation
Wholesaling
Grand Total
Other Business
Source:
City of Auburn Finance Department
Actual receipts, January through December
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2019-2020 Biennial Budget Section VIII: Appendices
$0
$20
$40
$60
$80
$100
2014 2015 2016 2017 2018MillionsConstruction Activity By Value
Commercial Residential
Building Permits and Construction Values
Year Permits Value Permits Value
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
2017 37 $48,156,851 178 $54,131,549
2018 31 $49,295,117 108 $21,969,017
Source:
City of Auburn Community Development Department
Data represents new construction only
Commercial Building Residential Building
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2019-2020 Biennial Budget Section VIII: Appendices
$2.17 $2.08 $2.05 $2.20 $2.03 $0
$2
$4
$6
$8
$10
$12
$14
$16
$18
2014 2015 2016 2017 2018
Property Tax Levy Information
(King County portion of Auburn)
Emergency Medical Services Library Valley Regional Fire Authority
Hospital District Sound Transit Port of Seattle
Washington State King County Flood District King County
Auburn School District City of Auburn
$15.63
$14.66 $15.14$15.16$14.22
Property Tax
Levy 2014 2015 2016 2017 2018 $ %
City of Auburn 2.17$ 2.08$ 2.05$ 2.20$ 2.03$ (0.16)$ -7%
Auburn School District 6.50 6.14 5.83 6.74 6.30 (0.44)-7%
King County 1.52 1.35 1.48 1.38 1.33 (0.06)-4%
King County Flood District 0.15 0.14 0.13 0.12 0.11 (0.01)-9%
Washington State 2.47 2.29 2.17 2.03 2.92 0.89 44%
Port of Seattle 0.22 0.19 0.17 0.15 0.14 (0.02) -12%
Sound Transit 0.00 0.00 0.00 0.25 0.23 (0.02)-9%
Hospital District 0.50 0.50 0.50 0.50 0.46 (0.04)-9%
Valley Regional Fire Authority 1.20 1.18 1.13 1.07 0.98 (0.09)-8%
Library 0.56 0.50 0.48 0.45 0.41 (0.04)-9%
Emergency Medical Services 0.34 0.30 0.28 0.26 0.24 (0.02)-9%
Total Levy Rate 15.63$ 14.66$ 14.22$ 15.16$ 15.14$ (0.02)$ 0%
Auburn % to Total Levy 13.87% 14.19% 14.40% 14.49% 13.43%
Demographic Information
(King & Pierce County)2014 2015 2016 2017 2018 Change %
Assessed Valuation (in 000's)7,422,169$ 8,366,653$ 8,967,119$ 9,721,877$ 10,559,151 837,274$ 12%
Average Homeowner Assessed Value 193,000$ 242,000$ 254,000$ 277,000$ 304,000$ 27,000$ 15%
City Tax on an Average Home 418$ 504$ 520$ 608$ 618$ 9$ 2%
Population 74,630 75,545 77,060 78,960 80,615 1,655 2%
School Enrollment 15,277 15,663 15,945 15,466 15,999 533 4%
CPI-W/Seattle, Annual growth rate 2.4% 2.5% 2.5%2.6%2.7% 0.1% 3%
IPD/Implicit Price Deflator 1.1% 1.1% 1.1%1.1%1.1% 0.0% 2%
Change
415
2019-2020 Biennial Budget Section VIII: Appendices
$2.17 $2.08 $2.05 $2.20 $2.03 $0
$2
$4
$6
$8
$10
$12
$14
$16
$18
2014 2015 2016 2017 2018
Property Tax Levy Information
(Pierce County portion of Auburn)
Library Valley Regional Fire Authority Sound Transit
Port of Tacoma Washington State Pierce County Flood District
Pierce County Auburn School District City of Auburn
$14.81
$13.43 $14.35$14.38$14.06
Property Tax
Levy 2014 2015 2016 2017 2018 $ %
City of Auburn 2.17$ 2.08$ 2.05$ 2.20$ 2.03$ (0.16)$ -7%
Auburn School District 6.50 6.14 5.83 6.74 6.30 (0.44)$ -7%
Pierce County 1.56 1.48 1.43 1.33 1.23 (0.11)$ -8%
Pierce County Flood District 0.10 0.10 0.10 0.09 0.08 (0.01)$ -10%
Washington State 2.53 2.39 2.23 2.07 2.91 0.84$ 41%
Port of Tacoma 0.18 0.18 0.18 0.18 0.18 (0.00)$ 0%
Sound Transit 0.00 0.00 0.00 0.25 0.23 (0.02)$ -9%
Valley Regional Fire Authority 1.20 1.18 1.13 1.07 0.98 (0.09)$ -8%
Library 0.56 0.50 0.48 0.45 0.41 (0.04)$ -9%
Total Levy Rate 14.81$ 14.06$ 13.43$ 14.38$ 14.35$ (0.03)$ 0%
Auburn % to Total Levy 14.64% 14.80% 15.24% 15.27% 14.16%
Demographic Information
(King & Pierce County)2014 2015 2016 2017 2018 Change %
Assessed Valuation (in 000's)7,422,169$ 8,366,653$ 8,967,119$ 9,721,877$ 10,559,151$ 837,274$ 12%
Average Homeowner Assessed Value 193,000$ 242,000$ 254,000$ 277,000$ 304,000$ 27,000$ 15%
City Tax on an Average Home 418$ 504$ 520$ 608$ 618$ 9$ 2%
Population 74,630 75,545 77,060 78,960 80,615 1,655 2%
School Enrollment 15,277 15,663 15,945 15,466 15,999 533 4%
CPI-W/Seattle, Annual growth rate 2.4% 2.5% 2.5% 2.6% 2.7% 0.1% 3%
IPD/Implicit Price Deflator 1.1% 1.1% 1.1% 1.1% 1.1% 0.0% 2%
Change
416
APPENDIX C
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6693
Date:
October 10, 2018
Department:
Finance
Attachments:
2019-2020 Preliminary Operating
Budget; Ordinance No. 6693 and
Schedule A
Budget Impact:
$239,996,734 – 2019
$240,695,727 – 2020
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6693, establishing the City’s operating budget for
2019-2020.
Background Summary:
Budget Process: In April, the City began the process of developing the budget for the 2019-2020
biennium. This included budget workshops as follows:
- June 5: Fund and budget process overview (workshop #1)
- August 14: Street Capital and Enterprise Funds (workshop #2)
- August 16: General, Proprietary, Capital and Special Revenue Funds (workshop #3)
- August 28: General, Proprietary, Capital and Special Revenue Funds (workshop #4)
During these presentations and workshops, Council provided input and policy guidance to staff.
2019-2020 Preliminary Budget: A copy of the 2019-2020 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 15, 2018.
Capital Budget: Council will adopt the City’s 2019-2020 biennial capital budget separately, with the
approval of Ordinance No. 6694.
Ordinance No. 6693: Council’s approval of Ordinance No. 6693 will establish the City’s 2019-2020
biennial operating budget. As the operating budget has been reviewed by Council during the budget
workshops, adoption of Ordinance 6621 is scheduled as follows:
- October 15: First public hearing.
- November 5: Second public hearing
- December 3: Council adoption.
Staff recommends Council approval of Ordinance No. 6693.
Staff: Coleman
Meeting Date: October 15, 2018 Item Number:
417
418
419
420
421
422
AGENDA BILL APPROVAL FORM
Agenda Subject:
Ordinance No. 6694
Date:
October 10, 2018
Department:
Finance
Attachments:
2019-2020 Preliminary Capital
Budget; Ordinance No. 6694 and
Schedule A
Budget Impact:
$75,503,945 – 2019
$56,665,864 – 2020
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6694, establishing the City’s capital budget for
2019-2020.
Background Summary:
Budget Process: In April, the City began the process of developing the budget for the 2019-2020
biennium. This included budget workshops as follows:
- June 5: Fund and budget process overview (workshop #1)
- August 14: Street Capital and Enterprise Funds (workshop #2)
- August 16: General, Proprietary, Capital and Special Revenue Funds (workshop #3)
- August 28: General, Proprietary, Capital and Special Revenue Funds (workshop #4)
During these presentations and workshops, Council provided input and policy guidance to staff.
2019-2020 Preliminary Budget: A copy of the 2019-2020 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 15, 2018.
Operating Budget: Council will adopt the City’s 2019-2020 biennial operating budget separately, with the
approval of Ordinance No. 6693.
Ordinance No. 6694: Council’s approval of Ordinance No. 6693 will establish the City’s 2019-2020
biennial capital budget. As the capital budget has been reviewed by Council during the budget
workshops, adoption of Ordinance 6694 is scheduled as follows:
- October 15: First public hearing.
- November 5: Second public hearing
- December 3: Council adoption.
Staff recommends Council approval of Ordinance No. 6694.
Staff: Coleman
Meeting Date: October 15, 2018 Item Number:
423
424
425
426
427
428
2019-2020 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 (Budgeting,
Accounting and Reporting System) 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 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.
B ARS
Budgeting, Accounting & Reporting System (BARS); refers to the accounting rules established by the State
Auditor’s Office.
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2019-2020 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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2019-2020 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 ten such units: Mayor and Council,
Administration Department, Human Resources and Risk Management Department, Finance Department, Legal
Department, Community Development Department, Public Works Department, Police Department, Parks, Arts
and Recreation Department, and the Innovation and Technology Department. A department may be composed
of one or more organizational units referred to as a division.
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
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 Administrative Department and includes the costs of centralized City activities related to preparing for,
responding to, and recovering from all types of disasters.
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 (which includes water, sewer, sewer metro, storm
drainage and solid waste), 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 (FTE) Position
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 for. 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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2019-2020 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 following funds: Equipment Rental, Innovation and Technology, Facilities,
Workers’ Compensation and Insurance.
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, and Community and Human Services.
•Community Development: Includes several divisions or services including Planning and Development
and Environmental Services.
•Finance: In addition to the administrative and support function noted previously, also oversees
the Solid Waste Division.
•Parks, Arts and Recreation: Provides recreational and senior services, maintains park facilities,
and manages the cemetery and golf course.
•Police: Provides all police services and animal control services.
•Public Works: Includes several divisions including engineering, streets, maintenance and operations,
the airport, and the Water, Sewer, and Storm Drainage Funds.
Local Improvement District (LID)
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.
Marketplace Fairness Act (MFA)
The marketplace fairness legislation, knows as Marketplace Fairness Act, was effective as of January 1, 2018
via Engrossed House Bill (EHB) 2163. This law requires remote sellers, marketplace facilitators, are referrers
that meet certain statutory criteria to collect and remit sales or use tax and comply with certain reporting
requirements. This legislation is intended to capture the retail sales tax lost from internet sales.
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2019-2020 Biennial Budget Section VIII: Appendices
Metro (Municipality of Metropolitan Seattle)
Conveyance, treatment and disposal of all sanitary sewage collected within the Auburn sanitary sewer service
area is provided by King County based on a contract signed in 1974 with Municipality of Metropolitan Seattle.
The County and Metro consolidated effective January 1, 1994. The County now performs the services formerly
performed by Metro. The county has assumed all obligations and contracts with Metro.
Mill
The property tax rate that is based on the valuation of property. A tax rate of one mill produces $1 of taxes on
each $1,000 of property valuation.
Mission Statement
A declaration of a unit or of the overall organization’s goal or purpose. The City of Auburn’s mission statement
can be found immediately preceding the 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.
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2019-2020 Biennial Budget Section VIII: Appendices
Revenue Bonds
Bonds that are retired by means of revenue, usually a proprietary fund. In a strict sense, these bonds are not
secured by the tax base of the full faith and credit of the City, although sometimes general obligation bonds
which are being retired by revenue may be referred inaccurately to as revenue bonds. While the full faith and
credit of the City is not pledged as security, the revenue of a utility often is.
Special Assessments
An assessment similar to a tax (but legally distinct and is separately billed), applied to property participating in a
Local Improvement District (LID) to retire the LID debt.
Special Levy
Separate property tax levies authorized by the voters for specific purposes.
Special Revenue 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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2019-2020 Biennial Budget Section VIII: Appendices
LIST OF ACRONYMS
ACC - Auburn City Code
ADA - Americans with Disabilities Act
AEP - Auburn Environmental Park
AMI - Automated Meter Infrastructure system
AOP - Active Operating Picture
AV - Assessed Value or Assessed Valuation
AVHS - Auburn Valley Humane Society
AWC - Association of Washington Cities
AWN - Auburn Way North
AWS - Auburn Way South
BA - Budget Amendment
BAB - Build America Bonds
BARS - Budgeting, Accounting & Reporting System
BIA - Business Improvement Area
BNSF - Burlington Northern Santa Fe Corporation (railroad)
CAFR - Comprehensive Annual Financial Report
CBA - Collective Bargaining Agreement
CCTV - Closed-Circuit Television
CDBG - Community Development Block Grant
CDL - Commercial Drivers License
CEMP - Comprehensive Emergency Management Plan
CERT - Community Emergency Response Team
CFP - Capital Facilities Plan
CH - City Hall
CJTC - Criminal Justice Training Commission
COA - City of Auburn
COLA - Cost-of-Living Adjustment
CPI - Consumer Price Index
CPTED - Crime Prevention Through Environmental Design
DEA - Drug Enforcement Agency
DES - Department of Enterprise Systems
DOC - Department Operations Center
DOE - Department of Ecology
DOH - Washington Department of Health
DWSRF - Drinking Water State Revolving Fund
ED - Economic Development
EHS - Engrossed House Bill
EIS - Environmental Impact Study
EOC - Emergency Operations Center
EPA - Environmental Protection Agency
ER&R - Equipment Rental and Replacement Fund, also known as Equipment Rental Fund
ER - Equipment Rental Fund also known as Equipment Rental and Replacement Fund (ER&R)
FAA - Federal Aviation Administration
FTE - Full-Time Equivalent position
GAAP - Generally Accepted Accounting Principles
GASB - Government Accounting Standards Board
GDP- Gross Domestic Product
GFOA - Governmental Finance Officers Association
GIS - Geographic Information System
GMA - Growth Management Act
GO - General Obligation (bond debt)
GPS - Global Positioning System
GRC - Green River College
GSA – General Services Administration
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2019-2020 Biennial Budget Section VIII: Appendices
HIDTA - High Intensity Drug Trafficking Areas
HMI - Human Machine Interface
HR - Human Resources
HVAC - Heating, Ventilation and Air Conditioning
ICC - International Code Council
IPZ - Innovative Partnership Zone
IT - Innovation and Technology
ITS - Intelligent Transportation Systems
IVR - Interactive Voice Response
KC - King County
KCDC - King County District Court
KCPEC - King County Project Evaluation Committee
L&I - Labor & Industries
LED - Light Emitting Diode (street signals/street lights)
LEOFF - Washington's Law Enforcement Officers' and Fire Fighters' Retirement System
LID - Local Improvement District
LOS - Level of Service
LRF - Local Revitalization Financing
LTAC - Lodging Tax Advisory Committee
M&O - Maintenance and Operations
MFA - Marketplace Fairness Act
MIT - Muckleshoot Indian Tribe
MVFT - Motor Vehicle Fuel Tax
MWII – Maintenance Worker (level) II
NACSLB - National Advisory Council on State and Local Budgeting
NLC - National League of Cities
NPDES - National Pollution Discharge Elimination System
NPV - Net Present Value
O&M - Operating and Maintenance
OPEB - Other Post-Employment Benefits
PAFR - Popular Annual Financial Report
PCI - Pavement Condition Index
PCTCC - Pierce County Transportation Coordinating Committee
PD - Police Department
PERS - Washington’s Public Employees’ Retirement System
PSE - Puget Sound Energy
PSRC - Puget Sound Regional Council
PWTF - Public Works Trust Fund
RAMP - Regional Access Mobility Partnership (Pierce County)
RAP - Regional Access Point (sites)
RCO - Recreation and Conservation Office
RCW - Revised Code of Washington
READY - Real Emergency Aid Depends on You
REET - Real Estate Excise Tax
RFB - Request for Bid
RFP - Request for Proposal
ROW - Right of Way
RPEC - Regional Project Evaluation Committee (see PSRC)
RTC - Regional Transit Committee
RTID - Regional Transportation Improvement District
SAFER - Safe Auburn For Every Resident
SCA - Sound Cities Association
SCADA - Supervisory Control and Data Acquisition
SCATBd - South County Area Transportation Board
SCORE - South Correctional Entity
SEPA - State Environmental Policy Act
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2019-2020 Biennial Budget Section VIII: Appendices
SIU - Special Investigations Unit
SKC - South King County
SLA - Service Level Agreement
SMART - Specific, Measurable, Attainable, Relevant and Time-bound
SOP - Standard Operating Procedures
SOS - Save Our Streets program
SST - Streamlined Sales and Use Tax
SWAT - Special Weapons and Tactics
TAB - Transportation Advisory Board
TADA - The Auburn Downtown Association
TIP - Transportation Improvement Program
TMDL - Total Maximum Daily Loading
TNET - Tahoma Narcotics Enforcement Team
UTGO - Unlimited Tax General Obligation bonds
VMS – Variable Message Signs
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
WWUC - Washington Water Utility Council
437
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
438