HomeMy WebLinkAbout2023-2024 Budget Book - GFOA (2) CITY OF
AUBURN
WASHINGTON
CITY OF AUBURN
WASHINGTON
2023-2024 BIENNIAL BUDGET
For Fiscal Years January 1, 2023 to December 31,
2023 and January 1 , 2024 to December 31, 2024
Prepared by the Finance Department
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CITY OF RN* ' ,4
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WASHINGTON
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Mayor Nancy Backus
Serving as Mayor since 2014
City Council 2004-2014
AUBURN CITY COUNCIL
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Claude DaCorsi Bob Baggett Larry Brown James Jeyaraj
Deputy Mayor Serving since 2016 Serving since 2018 Serving since 2019
Serving since 2014
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Robyn Mulenga Cheryl Rakes Yolanda Trout-Manuel
Serving since 2019 Serving since 2023 Serving since 2014
DEPARTMENT DIRECTORS
Administration I Dana Hinman Innovation and Technology I David Travis
City Attorney I Kendra Comeau Parks,Arts&Recreation I Daryl Faber
Community Development I Jeff Tate Police I Mark Caillier
Finance I Jamie Thomas Public Works I Ingrid Gaub
Human Resources I Candis Martinson
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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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r
GOVERNMENT FINANCE OFFICERS ASSOCIATION
D is ting uished
Budget Presentation
Award
PRESENTED TO
City of Auburn
Washington
For the Biennium Beginning
January 01, 2021
CL 4A. P )40144:/1
Executive Director
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Table of Contents
Descriptions and page numbers are hyperlinked 1
PAGE PAGE
1 Preface 253 Section V: Budget Details
Provides introductory information,including: Includes tables,charts,and other information that
*Auburn City Council and Department Directors 2 provide supporting detail and explanation to the
*Auburn's vision and mission statement 3 summary budget:
* the GFOA Distinguished Budget Award 4 * 2023 Revenue by Type-All Funds 254
* the table of contents 5 * 2023 Expenditures by Object-All Funds 256
* a budget-in-brief 6 * 2024 Revenue by Type-All Funds 258
* the Mayor's transmittal letter 8 * 2024 Expenditures by Object-All Funds 260
* 2023 Budget Summary-Operating Funds 262
9 Section I: Budget Summary * 2023 Budget Summary-Capital Funds 263
Summarizes the 2023-2024 biennial budget and * 2024 Budget Summary-Operating Funds 264
provides comparisons to previous years'revenues and * 2024 Budget Summary-Capital Funds 265
expenditures.Includes: *Administrative Structure 267
* a reader's guide 9 * Costs by Administrative Structure 268
* the City's financial structure 10 * Departmental Expenditures by Cost Center- 271
* a discussion of the general fiscal environment 13 General Fund
* key issues affecting the budget 15 * Citywide Interfund Operating Transfers 273
* summary-level budget reports 17
* comparative budget summaries 24 275 Section VI: Proposed Program Improvements
* staffing trends 30 Presents the program improvements that have been
recommended by the Mayor and City Council during
35 Section II: Process/Policies budget deliberations:
Descnbes: * Airport 277
* the City's organization 35 * Cemetery 278
* basis of budgeting 35 * Engineering 279
* budget process 36 * Equipment Rental 286
* calendar 37 * Facilities 289
*purpose and structure 38 * Finance 292
* components of the budget 39 * Human Services 294
* budget policies 41 * Innovation&Technology 297
* 2021-2022 City-wide goals and accomplishments 53 * Legal 299
and 2023-2024 City-wide goals * Mayor 301
* the 2023-2024 budget strategy 60 * Community Development 303
* Police 304
63 Section III: Financial Plan * Parks,Arts and Recreation 306
Provides: * Storm 312
*Analyses of budgeted revenues and expenditures 64 * Sewer 314
*A revenue analysis for each fund type:
- General Fund 69 317 Section VII: Capital Planning,Programming,
- Special Revenue Funds 75 and Budget
- Capital Project Funds 78 Summarizes the City's Capital Facilities Plan(CFP)
- Enterprise Funds 81 showing capital projects budgeted for 2019 and 2020
- Internal Service Funds 84 along with the capital facilities plan for these projects in the
- Fiduciary Funds 86 the following four years. Projects are listed in the following
- Permanent Fund 87 following sections:
*The General Fund six-year financial forecast 88 * Transportation projects 320
*Long-term debt obligations and debt capacity 90 * Water Utility projects 338
*General Fund fiscal capacity 93 * Sanitary Sewer projects 354
*Working capital for propnetary funds 96 * Storm Drainage projects 364
* Parks,Arts and Recreation projects 376
101 Section IV: Operating Budget * General Municipal projects and Community 384
Includes an introduction,including a list of sections for Improvements
which information is presented in this section;summary * Other Proprietary Fund projects 396
tables and graphs for the baseline budget and the
General Fund budget;and sections for each 405 Section VIII: Appendices
administrative department: *Appendix A-Position Salary Schedules 405
* Mayor and City Council 105 *Appendix B-General Information
*Administration 111 * History of Auburn 411
* Human Resources and Risk Management 125 *About Auburn 412
* Finance 133 *Arts and Culture 413
* Legal 153 * What's Happening in Auburn 414
* Community Development 159 * Who to Call 418
* Police Department and SCORE 179 * Community Statistics 419
* Public Works 187 *Appendix C-Budget Ordinances 427
* Parks,Arts&Recreation 227 *Appendix D-Glossary of Terms and 439
* Innovation&Technology 245 List of Acronyms 445
* Acknowledgments 449
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CITY
2023 - 2024 ....„, I,„
A pin 1.• .4
Budget in Brief *
-- WASHINGTON
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:
CHARACTER CELEBRATION
II nllI Developing and preserving attractive and � Celebrating our diverse cultures, heritage,and
°% interesting places where people want to be. community.
WELLNESSa
ECONOMY
Promoting community-wide health and safety Encouraging a diverse and thriving marketplace for
wellness. di' consumers and businesses.
4
SERVICE ((;) ENVIRONMENT
Providing transparent government service. Stewarding our environment.
WE I?1:L� >
Mk SUSTAINABILITY
t0 Creating a sustainable future for our community.
BUDGET HIGHLIGHTS:
Key issues affecting the 2023-2024 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:
• Through the COVID-19 pandemic, City revenues exceeded projections and expenditures were closely constrained. However,severe
inflation and geopolitical events in 2022 are causing uncertainty in projections,and a mild recession is currently anticipated in 2023.
• Demand for services—including public safety, human services,and transportation—continues to increase faster than expected revenue
growth.
• There is a growing need in human services(homelessness and mental health).
• Salaries and benefits represent 56%of the General Fund budget.Overall,about 86%of General Fund expenditures are non-discretionary.
• Police labor contracts have been negotiated,though the Teamsters'contract is up for renegotiation at the end of 2022. Unaffiliated salary
increases in 2023-2024 will be commensurate with labor contracts.
2023 -2024 CITY-WIDE REVENUES BY TYPE: 2023 -2024 CITY-WIDE EXPENDITURES BY FUND TYPE:
Other $248.2 M
18.8% $593.6 M
$199.5 M
$200
Charges Intergovern-
for mental
Service 7.8% $100 $73.9 M
43.8% $ 525.8 0 $47.3 M
$6.5 M $18.3 M
$0
Taxes General Special Debt Capital Enterprise Internal
29.6% Fund Revenue Service Project Funds Service
Funds Funds Funds Funds
+3a S
380 220 City of King 1¢ 17
WHERE Auburn School District State Auburn County ST All Other WHERE 65'-State 26-Ktng County 9'-City
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2022 Y` w.2�.. s�_� . 0 2022 1�) ��...�-.-.. y���r <.
PROPERTY '- 12 9 6 z SALES 12 L L \,, z
TAX 1 ��^ r N TAX t
r_ L11180916G I� 4 Ia= L111809160
DOLLAR DOLLAR �t lz \ 12
GOES: �. :.w.g ®3 GOES: - -
_ n r�t:•_Y Co.O� �7]IOLI�i �" rw��..ayn. �ONL I)OL7A1-
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GENERAL FUND REVENUES BY CATEGORY: GENERAL FUND EXPENDITURES BY TYPE:
Taxes - 71.9% Other Expenses
Charges for Service ME 9.5% o h
Intergovernmental 6.4% 14/ /
Personnel
Miscellaneous
9.1% Operating 4. 199.5 M
55.5%
Licenses&Permits ]I 2.6% $ 193.1 M Expenses
Fines&Forfeitures I 0.4% 30.6%
GENERAL FUND EXPENDITURES BY FUNCTION: GENERAL FUND EXPENDITURES BY DEPARTMENT:
Mayor& Non-Departmental Legal
Public Safety -" - $80.2 M Council 4.0% 3.5%
1.5% Finance
General Government $35.3 M - 4.7%
Culture and Recreation $24.3 M Admin
Interfunds and Transfers - $27.9 M 3.3c
0
Economic Environment Ul $7.3 M Polic= Streets
4.9%
Transportation ® $7.6 M $ 199.5 M 37.6%
Public
Physical Environment ■ $9.5 M Works
4.0%
Health and Human Services ■ $7.3 M
Human
Resources
CAPITAL BUDGET SUMMARY(2023 -2024): 6.0%
Arks,:"IIIIIIIIII-
Innovation& Cemetery Other Technology D'4% 2.9%0.1%
SCORE Community
Airport lik 6.3% Development
General 5.5%
Municipal $ 199.5 M 7.4%
11.8`o Transportation
(Arterial Street)
21.3% c
CAPITAL PROJECTS $ 96.3 M
Parks,Art ���---� SOURCES AND USES (2023 -2024):
&Recreation Transportation
2 2% (Local Street)
4.1% Sources
Storm Fund
Drainage of Balance s Other Sources
15.3% 48.1% .1% 31.0%
Funds
�\ Transportation Local Sources 3.6% REET 2.2%
Water (Arterial Street
19.9% Preservation)
89% Uses
Of Design ROW/Construction
10.6% 71.1%
$96.3 M Funds
Acquisition 14.1% Debt Service/Other 4.3%
Major Projects Planned for 2023 -2024:
Street Projects Other Projects
Auburn Way S Improvements $4.4 M Rainier Ridge Pump Station Rehabilitation/Replacement $ 3.9 M
29th St SE&R St SE Intersection Improvements 3.6 M West Main Street Pump Station Upgrade 3.9 M
Regional Growth Center Access Improvements 2.7 M Airport Runway/Taxiway Rehabilitation 3.6 M
C Street SW Preservation 2.2 M Coal Creek Springs Transmission Main Replacement 3.0 M
Local Street Improvement Program 2.1 M D Street SE Storm Improvements 2.6 M
Arterial Street Preservation Program 1.7 M Auburn Way South Improvements(Water Main) 2.4 M
Local Street Preservation Program 1.5 M Sewer Repair&Replacement/System Improvements Prograr 1.7 M
M Street NE 1.5 M Pipeline Repair and Replacement Program 1.4 M
SIGNIFICANT NEW PROGRAMS AND INITIATIVES: 2023 2024
ELECTED OFFICIALS:
Department Program Title Duration Net Cost Net Cost
Mayor Nancy Backus
Finance Financial ERP Replacement one-time $ 150,000 $2,650,000 Deputy Mayor James Jeyaraj
Public Works Facility Master Plan Ph.2,3 and 4 one-time - 2,300,000 Council Member Cheryl Rakes
Parks Auburn Golf Course Driving Range one-time 100,000 1,600,000 Council Member Kate Baldwin
Mayor DEI Program Budget ongoing 236,050 280,300 Council Member Yolanda Trout-Manuel
Finance B&O Program ongoing - - Council Member Robyn Mulenga
Storm 2x Maintenance Worker 1 ongoing 214,640 219,500 Council Member Larry Brown
Airport Airport Operations Adjustments ongoing 169,450 248,300 Council Member Bob Baggett
For more details,the City's 2023-2024 budget is posted on the City's website at: http://www.auburnwa.gov/BiennialBudget
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CITY Or ,�"�
MAYOR NANCY BACKUS,
..+►� *
® 25 WEST MAIN STREET.AUBURN.W�A�98001
WASHINGTON a 253-931-3000
e AUBURNWA,COV
Dear Residents of Auburn,
I present to you the 2023-2024 budget for the City of Aub
urn.commitment to using your tax dollars in a deliberate and responsibleiS document manner that honors
reflects our
the values and priorities of our city.
This decade has presented challenges unseen in our lifetime,
to serving our residents to the fullest while aligning our work toeconomicg our residents
diversity character,il g yet we remain e safety,
nd
our unwavering commitment to protect the to our coreT principles:e safety,
and environment. These standards she
guiding principles of this document. capital you have entrusted us with are the
A municipal budget is a guiding document that speaks theto
in many ways, the most fundamental embodiment of democracy
true an ways, the. Although the future remains ideals of its residents. It is,r
meeting our goalsen and haveug worked tirelessly in and tells the scary of our
full of uncertainty, we remain resolute in
are in line with those ideals to ensure the expenditures outlined here
I thank you first and foremost for being an active part of our
to thank our staff for helping to bring forward a budget that isbudgetplans u maintaining the quality-of-life forward
conservative
process. I alsop want
assets all Auburn residents a deserve.
r spending
I encourage your continued civic engagement and input
to best serve you p into how we use these resources
Sincerely,
Na cy Bac s
Mayor
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2023-2024 Biennial Budget Section I: Budget Summary
SECTION I: BUDGET SUMMARY
This section summarizes the 2023-2024 Preliminary Budget and provides comparisons to previous years'
revenues and expenditures. The section begins with a Reader's Guide which provides the reader with the
general layout of the budget document and continues with a summary of the City's financial structure and
an overview of the City's general fiscal environment, including legislative measures affecting City revenue.
The section then provides summarized budget data showing a breakdown of the General Fund and then all
funds combined. The reader is encouraged to refer to the Operating Budget(Section IV)for a more detailed
account of the departmental budgets. Also, an expanded explanation of revenue sources and trends can
be found in the Financial Plan (Section III).
Reader's Guide
Understanding a governmental budget and its specialized terminology and organization can be a
challenging exercise.This Reader's Guide has been provided to highlight the kinds of information contained
in this document and to inform the reader where to find particular information. It also provides a description
of the City's expenditure groupings and budget account structure.
Budget Document Organization
This budget document contains legally required budget information, descriptive background information and
various illustrative graphs and tables that will be helpful to the reader's understanding. It is divided into 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 12 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.
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2023-2024 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 eleven 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.
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2023-2024 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 has two agency funds: South King Housing & Homelessness
Partners(SKHHP)and the V-Net Agency fund, although the V-Net 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 expenditure object is the appropriation unit used in the budget, representing the level
of detail used to sort and summarize items of expenditure according to the type of goods
or services being purchased; e.g., salaries, supplies.
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2023-2024 Biennial Budget Section I: Budget Summary
Summary of Financial Structure
Fund Number&Title Responsibility Budget Description
001 General Fund Revenues Finance Director General govemment activities
001 General Fund Operations
Mayor&Council Mayor Mayor&Council costs and the DEI Program(Diversity,Equity and Inclusion)
Administration Administration Director General govemment administration and emergency management
Human Resources HR Director General government employment,safety and court costs
Finance Finance Director General government finance costs
General govemment legal costs,Property Management and Housing&
City Attorney City Attorney Resource Services
Community Development Comm Development Director Community development,building permits,environmental seances,
Community&Human Seances,and economic development
Jail Police Chief SCORE fail 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 Comm.Development Director Lodging tax for promotion of tounsm
105 Artenal Street Preservation Public Works Director Utility tax for arterial street preservation
106 Amencan Rescue Plan Act(ARPA) Finance Director Fund for administering ARPA Funding
117 Drug Forfeiture Police Chief Forfeited drug money used for drug enforcement
119 Housing/Commt'y Development Comm.Development Director Community Development Block Grants(CDBG)
120 Recreational Trails Parks Director Dedicated funds for recreational trails
121 Business Improvement Area Comm.Development 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
232 2020 LGTO Refunding Bonds 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
654 SKHHP Comm.Development Director Agency fund for South King Housing&Homelessness Partners
Permanent Funds
701 Cemetery Endowment Care Finance Director Long-term reserves for cemetery care and improvements
All funds are appropriated,see Ordinance No.6879 and Ordinance No.6888.
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2023-2024 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 Property Assessed Valuation
and is used to account for the majority of City
514 5 B
resources and services except those required $14
by statute or to be accounted for in another 5124E
SB
fund. Approximately 75% of General Fund 512 5106E `11. x
92
revenues are derived from taxes, including 510 59.8Ba,1,
58 BB
property taxes, sales taxes, utility taxes, and 1 $8 52.68 $828
5228 56.98 57313
other taxes such as admissions and gaming
$6
taxes. The remainder of revenues is derived
from sources such as business licenses,
development related fees, intergovernmental 52
payments such as liquor excise taxes and
profit distributions from the State of 2,_ _.]_2 2CA 2014 2015 2010 2017 2016 2015 22L..
Washington and fines from traffic violations.
General Fund revenues are generally cyclical U King County Y Pierce County
following the economic cycles of the
surrounding region.
In 2021, real property values, which had finally 2023 - 2024 General Fund Revenues
recovered to pre-recession levels by 2016,
grew an additional 8.5%, and property tax
receipts grew by 3.5%. Retail sales taxes Fines&Forfeits
receipted to the General Fund grew by 15.9%, 0%
and the rate of unemployment in the County Fees&Charges
dropped from a high of 15.3% in April 2020 to 1096 acne& Propel5%
Taxes
a nearly pre-COVID-19 level of 3.0% by the \ sources
end of 2021. At the same time, building permit 996
revenues increased by 54.9% reflecting greatly Intergovernmental
improved construction activity relative to 2020, 696
which was significantly reduced during the Licenses&�
pandemic. Permits
396
In 2022, the City continued its economic Other Taxes
recovery from the COVID-19 pandemic, with 296
many revenue sources performing better than
expected. However, while the economic Sales Taxes
Business& 2496
outlook for the City is generally positive, utility Taxes
significant challenges to the City's overall 2196
financial condition remain, particularly the
ongoing gap between revenue and expenditure growth. Additionally, domestic conditions and geopolitical
events add a significant amount of uncertainty to projections.The country has recorded some of the highest
inflation rates of the last several decades this year, exacerbated by international events such as the war in
Ukraine. The City also continues to grapple with the financial impacts of the elimination of streamlined sales
tax revenue distributions and the uncertainty of sales tax receipts on out-of-state sales under the new
Marketplace Fairness Act.
Therefore, 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 expenditures in order to live within
the City's means.
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2023-2024 Biennial Budget Section I: Budget Summary
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 2023-2024.
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
$1.1 million per year in 2023-2024.
Initiative 747 (2001)
1-747 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. 1-747 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 1-747. Following this decision, the Washington Legislature
approved House Bill 2416 reinstating the provisions of 1-747 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 2023-2024.
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$650,000 per year in 2023-2024.
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. Starting in January 2018 and continuing through September 2019,
streamlined sales tax mitigation payments were phased out; all distributions were terminated by the State
in 2020. Beginning July 2021,the State resumed quarterly payments equal to the amount received in June
2020, with gradually decreasing payments and a new sunset date of June 2026. Estimated impact:
projected new revenue for the biennium of$1.0 million per year in 2023-2024.
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 was intended to phase out the streamlined sales tax mitigation payments, but
as mentioned above, certain cities will continue to receive payments through 2026. Estimated impact:
projected new revenues averaging about$0.2 million per year in 2023 and 2024.
14
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2023-2024 Biennial Budget Section I: Budget Summary
Key Issues Affecting the 2023-2024 Budget Process
Key issues for 2023-2024 include maintaining the City's ability to provide current level of services in light of
residual impacts of the COVID-19 pandemic and continuing increases in the cost of doing business and
funding public safety, human services, and maintenance and replacement of our street transportation
system that exceed growth in revenues.
As discussed earlier, growth in General Fund 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 performed significantly better than expected despite the COVID-19 pandemic but
is projected to decrease by about 10.5% in 2023 as economic conditions remain volatile, with a modest
1.5% recovery in 2024.
While the City has managed to operate within its existing resources through past budget reductions and
continued vigilance in monitoring daily spending, the cost of doing business continues to rise. Healthcare
costs are expected to rise by 10% in both 2023 and 2024, while dental costs are expected to increase by
5% in both years. State of Washington pension contribution rates are expected to decrease somewhat in
2023 and remain constant in 2024.
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 for local streets.
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 had been funded from sales taxes collected on new construction. From 2019-2022, this
was replaced with real estate excise tax (REET) revenues. In the 2023-2024 biennium, this funding will in
turn be replaced by utility tax revenues.The City's Arterial Streets Preservation program will be funded from
1.5% of utility taxes on public and private utilities, and the Arterial Street Fund will continue to be funded by
a combination of transportation grants, motor vehicle fuel taxes, and traffic impact fees.
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 2023-2024 budget, should the
general economy fail to show sustained improvement in this time period, the City will likely be required to
re-evaluate its financial position and to manage its remaining resources appropriately.
The Auburn Community
The City of Auburn is located in southern King County and northern Pierce County, the two most populous
counties in the State. It is strategically located in relation to the labor and consumer markets of these two
metropolitan counties. The City serves approximately 85,700 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 2022 was estimated at$14.5 billion.
For the 2023-2024 budget, the City's authorized FTEs total 477.75 in 2023 and 482.75 in 2024 (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
15
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
maintenance and construction, water services, sanitary sewage collection, storm drainage management,
solid waste collection, a general aviation airport, a municipal cemetery, and a golf course. The City's water
and sewage utilities also serve large areas of the adjacent unincorporated area.
Other local governmental services are provided by separate governmental entities serving the Auburn area,
and these services are not included in Auburn's budget. The Auburn School District provides public
educational services to the City. Green River College is located inside the City limits. King County provides
solid waste disposal, public transportation, regional sewage treatment, property assessment and tax
collection, some judicial services, public health services, and other county services to the City and its
residents. The King County Housing Authority,for the most part, provides housing services. Sound Transit
provides commuter rail service in the Puget Sound region, with a commuter rail/bus station located in the
City of Auburn. The King County District Court provides municipal court and probation services. Fire
prevention and control services were transferred from the City to the Valley Regional Fire Authority(VRFA)
in 2007. The VRFA is a separate municipal corporation serving the cities of Auburn, Algona, and Pacific.
The VRFA imposes its own property tax levy and fire benefit charge and is not included in the City's budget
process except to fund residual pension and health care/disability liabilities.
Retailing has also become a significant factor in Auburn's economy. Sales taxes represent the second
largest single source of revenue to the General Fund (with property taxes being the largest single source).
Retail, automotive and services such as restaurants, engineering, and administrative services make up
nearly three-quarters of the City's sales tax base.' 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 2023-2024 budget include:
• Continued infrastructure replacement for all three utilities in coordination with street and arterial
improvements.
• Construction of the Coal Creek Springs transmission line replacement project, including the
replacement of the river crossing via a utility bridge.
• Replacement of lead water service lines throughout the City.
• Rehabilitation or replacement of the Rainier Ridge sewer pump station and PVC force main.
• Upgrading the West Main Street pump station to meet level of service goals.
• Installation of new storm drainage infrastructure along the D Street SE corridor.
• Rehabilitation of the runway and taxiway at the Auburn Municipal Airport.
1 Based upon 2021 sales tax collections
16
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
Overview of Summary Section
The tables and graphs on the following pages reflect summarized budget information for 2023 and 2024.
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
• 2023 Budget Summary—All Funds (Table)
• 2023 Summary of Notable Changes in Fund Balance (Table)
• 2023 Budgeted Revenues by Fund, % of Total (Graph)
• 2023 Budgeted Expenditures by Fund, % of Total (Graph)
• 2024 Budgeted Revenues by Fund, % of Total (Graph)
• 2024 Budgeted Expenditures by Fund, % of Total (Graph)
• 2024 Budget Summary—All Funds (Table)
• 2024 Summary of Notable Changes in Fund Balance (Table)
• Comparative Budget Summary, 2021-2024—All Funds (Table)
• 2023 &2024 Budgeted Revenue—All Funds (Graph)
• 2023 & 2024 Budgeted Expenditures—All Funds (Graph)
• Comparative Budget Summary, 2021-2024—General Fund (Table)
• 2023 & 2024 Budgeted Revenue—General Fund (Graph)
• 2023 & 2024 Budgeted Expenditures—General Fund (Graph)
• Population vs. Staff Levels, 2014-2024 (Graph)
• Position Allocation by Department, 2020-2024 (Table)
17
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
2023 Budget Summary - All Funds
Change
Beginning 2023 2023 Ending in Fund
Fund Fund Balance Resources Expenditures Fund Balance Balance Note
GENERAL FUND $ 16,428,633 $ 91,190,426 $ 98,143,349 $ 9,475,710 $ (6,952,923) a
Arterial Street 965,783 9,085,192 9,360,894 690,081 (275,702)
co Local Street 1,932,689 2,598,000 2,036,300 2,494,389 561,700 b
0
z Hotel/Motel Tax 480,179 143,900 177,100 446,979 (33,200)
e_ Arterial Street Preservation 2,699,358 4,041,772 4,100,000 2,641,130 (58,228)
w
z Drug Forfeiture 857,236 148,000 392,671 612,565 (244,671)
in
• Housing&Community Development 42,842 650,000 650,000 42,842 -
w
ce Recreational Trails 95,845 7,100 - 102,945 7,100
J
Q Business Improvement Area 97,502 - 90,000 7,502 (90,000)
U
w American Rescue Plan Act(ARPA) - 4,030,000 4,030,000 - -
a
Cumulative Reserve 30,713,551 80,000 1,391,450 29,402,101 (1,311,450) c
Mitigation Fees 10,976,167 1,601,200 7,043,982 5,533,385 (5,442,782) d
w Local Revitalization 2010 C&D Bond 662,707 1,507,600 1,507,600 662,707 -
O
5 LID#249 1,687 10 - 1,697 10
cc
in
u) LID#350 - - - - -
w Golf/Cemetery 2016 Refunding - 370,700 370,700 - -
a SCORE 2009 A&B Bond - 1,366,100 1,366,100 - -
Q U Municipal Park Construction 816,504 1,545,100 1,347,800 1,013,804 197,300
F
Q• -, Capital Improvements 13,078,556 6,833,300 6,320,700 13,591,156 512,600 e
✓ 0- Local Revitalization 245,831 256,200 500,000 2,031 (243,800)
w
Water 13,532,308 31,265,502 37,527,550 7,270,260 (6,262,048) f
z Sewer 17,987,552 9,950,400 16,339,201 11,598,751 (6,388,801) g
m
LL Sewer Metro 3,328,134 20,613,900 20,586,400 3,355,634 27,500
w
co Storm Drainage 20,702,167 11,623,800 17,443,026 14,882,941 (5,819,226) h
Fe
ce Solid Waste 2,135,607 26,646,830 26,533,984 2,248,453 112,846
w
z Airport 913,184 5,654,555 6,226,578 341,161 (572,023) i
w
Cemetery 1,819,399 1,787,400 2,663,452 943,347 (876,052) j
w Insurance 1,710,775 12,000 182,500 1,540,275 (170,500)
w Workers'Compensation 3,102,720 1,144,900 750,700 3,496,920 394,200
CD z Facilities 415,868 4,683,900 4,731,374 368,394 (47,474)
Innovation and Technology(includes 3,392,439 9,720,700 9,759,135 3,354,004 38,435
F Multimedia) ( )
z
- Equipment Rental 6,277,459 6,997,740 6,660,946 6,614,253 336,794
Qo Fire Pension 1,790,627 103,600 196,256 1,697,971 (92,656)
O Z
o u SKHHP(South King Housing&
• Homelessness Partners) 1,668,893 297,400 366,475 1,599,818 (69,075)
F
z
wV)
< Z Cemetery Endowment Care 2,158,347 64,130 - 2,222,477 64,130
CC w
w
0_
TOTAL $ 161,030,551 $ 256,021,357 $ 288,796,223 $ 128,255,685 $ (32,774,866)
TOTAL BUDGET $417,051,908 $417,051,908
18
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
2023 Notable Changes in Fund Balance
Change in
Note Fund Fund Balance Explanation
a General Fund ($6,952,923)While the budgeted revenues continue to increase during this period,citywide
growth contributes to the expenditures exceeding the anticipated revenues.
The notable change in the General Fund is mainly contributed to the increase
in Interfund Payments for Services.As growth continues,employee salaries
and benefits increase as well.
b Local Street 561,700 Revenues include$2.3 million in utility taxes,and$235,000 in transfers from
other funds,while capital projects are budgeted to be over$2 million.
c Cumulative Reserve (1,311,450)Expenditures increased during this period due to the transferring out of funds
into the General Fund for departmental needs.Largely to provide funding for
the Police Assigned Vehicle Program-POL.0039.
d Mitigation Fees (5,442,782)Fund balance will decrease throughout the biennium due to the spend-down of
transportation and park impact fees received in prior years,which will be used
to fund various capital projects.
e Capital Improvements 512,600 Revenues include$2.2 million in real estate excise tax(REED,$1.7 million in
grants,$2 7 million transfers from other funds and$221,300 miscellaneous
revenue to fund over$6.3 million capital projects.
Water (6,262,048)Fund balance will decrease throughout the biennium due to the spend-down of
bond proceeds received in 2020,which will be used to fund various capital
projects.The Cascade Water Alliance Water Purchase project requires
payment of$934,810 each year through 2029.
g Sewer (6,388,801)Increase in capital projects funded by the Sewer Fund,primarily the Rainier
Ridge Pump Station Rehabilitation/Replacement project($3.8 million).
h Storm Drainage (5,819,226)Increase in capital projects funded by the Storm Fund,primanly the D Street
SE Storm Improvement and the Pipeline Repair&Replacement Program
projects.
i Airport (572,023)Expenditures and associated revenues in this fund vary from year to year,
largely based on any constrruction projects required.The paydown on debt
service largely impacts the change in balance for the airport.
Cemetery (876,052)Increase in capital projects funded by the Cemetery Fund,2023 costs totaled
$355,000 for Cemetery Development-10th Addition and Forest Walk-Phase 3
projects.
19
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
Budgeted Revenues by Fund Type - 2023
Internal Service _ - _ _Other Misc.
Funds Funds
3.8% 0.2%
111 Genal
356er9�6Fund
Enterprise
Funds
42.0%
Spec al
R ncs
o ?}o
Capital Projects Debt Service
3.4% 1.3%
Budgeted Expenditures by Fund 'Ripe - 2023
Internal Service Other Misc.
Funds Funds
7 `' �- 0.2%
eral Fund
4.0%
Enterprise
Funds
44.2% )111, -14111
Special
Re enLe Furtls
CSap.ta rajects Cal:: Ser.•;ice
2.g ,{. 1 1.,.;
20
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
t
Budgeted Revenues by Fund Type - 2024
Internal Service Other Misc.
Funds Funds
9.1% 0.2%
General Fund
37_S%
Enterprise •.
Funds
4U_1%
S::ecial
eve-Lie -.Jnd=
Capital Projects 9.2-:`-
p a Del)- Service
2.5%
Budgeted Expenditures by Fund Type - 2024
Internal Service C't-le' ;1 sc.
Funds Furirls
7.9% '3.2 c.s:
IEnterprise
Funds
39_6%
Spec al
--___ illt,
Re'.an..e Furirls
14.3{:'r
Capital Frcjects Dal:- Ser.,ice
. .3=:`: 1 1.}:¢
21
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
2024 Budget Summary - All Funds
Change
Beginning 2024 2024 Ending in Fund
Fund Fund Balance Resources Expenditures Fund Balance Balance Note
GENERAL FUND $ 9,475,710 $ 101,921,889 $ 101,372,924 $ 10,024,675 $ 548,965 a
Arterial Street 690,081 11,307,150 11,968,800 28,431 (661,650) b
co Local Street 2,494,389 2,546,100 1,951,300 3,089,189 594,800 c
0
z Hotel/Motel Tax 446,979 143,900 177,100 413,779 (33,200)
w Arterial Street Preservation 2,641,130 4,203,100 5,250,000 1,594,230 (1,046,900) d
z Drug Forfeiture 612,565 148,000 404,917 355,648 (256,917)
j Housing&Community Development 42,842 650,000 650,000 42,842 -
w
X Recreational Trails 102,945 7,100 - 110,045 7,100
J
< Business Improvement Area 7,502 - 7,502 - (7,502)
v
w American Rescue Plan Act(ARPA) - 4,246,866 4,246,866 - -
C Cumulative Reserve 29,402,101 80,000 12,959,994 16,522,107 (12,879,994) e
Mitigation Fees 5,533,385 1,600,100 7,003,800 129,685 (5,403,700) f
w Local Revitalization 2010 C&D Bond 662,707 1,504,200 1,504,100 662,807 100
0
5 LID#249 1,697 10 - 1,707 10
w LID#350 - - - - -
m Golf/Cemetery 2016 Refunding - 374,400 374,400 - -
w
O SCORE 2009 A&B Bond - 1,366,200 1,366,200 - -
J ill Municipal Park Construction 1,013,804 568,800 768,500 814,104 (199,700)
F 0
Q• o Capital Improvements 13,591,156 4,099,300 7,249,500 10,440,956 (3,150,200) g
✓ a Local Revitalization 2,031 2,082,866 2,081,866 3,031 1,000
Water 7,270,260 24,566,720 27,419,559 4,417,421 (2,852,839) h
rn
z Sewer 11,598,751 10,038,900 12,020,197 9,617,454 (1,981,297) i
D
w Sewer Metro 3,355,634 21,989,300 21,961,800 3,383,134 27,500
w
rn Storm Drainage 14,882,941 18,696,900 26,029,446 7,550,395 (7,332,546) j
it
ct Solid Waste 2,248,453 28,102,400 28,328,158 2,022,695 (225,758)
w
z Airport 341,161 3,083,755 3,208,215 216,701 (124,460)
w
Cemetery 943,347 1,432,400 1,878,088 497,659 (445,688)
w Insurance 1,540,275 12,000 182,500 1,369,775 (170,500)
0
Workers'Compensation 3,496,920 1,144,900 751,000 3,890,820 393,900
w co
cl 9 Facilities 368,394 4,451,000 4,468,294 351,100 (17,294)
Q D
Z w Innovation and Technology(includes
r Multimedia) 3,354,004 12,300,524 12,270,082 3,384,446 30,442
Z Equipment Rental 6,614,253 6,632,142 6,397,827 6,848,568 234,315
Fire Pension 1,697,971 103,600 206,256 1,595,315 (102,656)
Q 0
U z
o LL SKHHP(South King Housing& 1,599,818 331,000 377,600 1,553,218 (46,600)
LT Homelessness Partners)
H
z
w co
< z Cemetery Endowment Care 2,222,477 64,130 - 2,286,607 64,130
rl w
W
a
TOTAL $ 128,255,685 $ 269,799,652 $ 304,836,791 $ 93,218,546 $ (35,037,139)
TOTAL BUDGET $398,055,337 $398,055,337
22
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2023-2024 Biennial Budget Section I: Budget Summary
2024 Notable Changes in Fund Balance
Note Fund Change in Comment
Reference Fund Balance
Amount
a General Fund $548,965 Expenditure growth continues to exceed revenue growth throughout this
period.However,a transfer in of$9.3 million from the Cumulative Reserve fund
contnbutes to the positive change in balance for the General Fund.
b Arterial Street (661,650)Revenues include$2.2 million in real estate excise tax(REED,$1.7 million in
grants,$2.7 million transfers from other funds and$221,300 miscellaneous
revenue to fund over$6.3 million capital projects.
c Local Street 594,800 Nearly$2.4 million from utility tax revenues plus$150,000 transfers from other
funds are budgeted to fund$1,950,000 in capital projects.
d Arterial Street Preservation (1,046,900)Sales and Utiltily tax revenues over$3.4 million plus$750,000 in grants funded
$5 2 million in expenditures resulting in decrease of fund balance
e Cumulative Reserve (12,879,994)Expenditures increased during this period due to the transferring out of funds
into the General Fund for departmental needs.Largely to provide funding for
cash flow needs of$9.3 million.
Mitigation Fees (5,403,700)Fund balance will decrease throughout the biennium due to the spend-down of
transportation and park impact fees received in prior years,which will be used
to fund various capital projects.
g Capital Improvements (3,150,200)Increase in capital projects,primarily funding for the Golf Course Driving Range
and Facility Master Plan.
h Water (2,852,839)Fund balance will decrease throughout the biennium due to the spend-down of
bond proceeds received in 2020,which will be used to fund various capital
projects.The Cascade Water Alliance Water Purchase project requires
payment of$934,810 each year through 2029.
i Sewer (1,981,297)Increase in capital projects funded by the Sewer Fund,primarily the Sanitary
Sewer Repair&Replacement Program project.
Storm Drainage (7,332,546)Increase in capital projects funded by the Storm Fund,primarily the West
Main Street Pump Station Upgrade and R Street SE Improvements projects.
23
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
Comparative Budget Summary
ALL FUNDS
2021 2022 2022 2023 2024
Actual Adj. Budget Estimated Budget Budget
REVENUES
Taxes $ 71,897,683 $ 66,646,500 $ 73,865,260 $ 76,918,828 $ 78,656,165
Licenses and Permits 2,980,103 2,264,300 2,637,775 2,511,364 2,568,898
Intergovernmental 14,007,388 26,556,822 21,353,591 22,516,106 18,280,533
Charges for Services 95,308,590 102,294,900 102,854,031 112,599,626 117,809,987
Fines and Penalties 875,932 1,010,400 506,701 547,975 556,819
Miscellaneous 7,897,281 10,308,172 9,960,302 10,468,324 10,393,720
Other Sources 2,380,876 2,935,000 2,175,084 40,000 40,000
Total Revenues $ 195,347,852 $ 212,016,094 $ 213,352,744 $ 225,602,223 $ 228,306,122
EXPENDITURES
Salaries&Wages $ 44,183,914 $ 51,004,484 $ 48,935,484 $ 51,326,741 $ 52,965,593
Benefits 15,823,925 24,570,961 21,281,119 23,358,544 25,194,415
Supplies 4,195,315 5,051,590 4,997,390 4,927,820 5,172,910
Services&Charges 73,277,970 90,313,475 92,988,280 97,471,031 103,974,638
Intergovernmental - - - - -
Capital Outlay 21,532,764 71,717,159 51,363,495 55,908,458 47,213,210
Debt Service 5,681,998 6,938,450 5,571,750 7,338,995 7,335,195
Interfund Payments for Services 16,805,026 17,780,960 17,780,960 22,520,500 22,962,300
Total Expenditures $ 181,500,913 $ 267,377,079 $ 242,918,478 $ 262,852,089 $ 264,818,261
OTHER FINANCING SOURCES(USES)
Loan Proceeds $ 39,258 $ 1,450,000 $ - $ 3,000,000 $ -
Bond Proceeds - - - - -
Proceeds from Sale of Fixed Assets 18,785 2,029,800 41,000 - -
Transfers In 24,711,926 34,321,301 46,344,817 25,944,134 40,018,530
Transfers Out (24,711,926) (34,321,301) (44,414,978) (25,944,134) (40,018,530)
Net Change in Restricted Assets (16,605,745) - - - -
Contributed Capital 13,541,333 2,213,200 2,037,900 1,475,000 1,475,000
Total Financing Sources (Uses) $ (3,006,369) $ 5,693,000 $ 4,008,739 $ 4,475,000 $ 1,475,000
Net Change in Fund Balance $ 10,840,571 $ (49,667,985) $ (25,556,995) $ (32,774,866) $ (35,037,139)
Fund Balances-Beginning 175,854,577 192,497,795 186,587,544 161,030,549 128,255,683
Fund Balances-Ending
Designated 20,043,812 14,294,716 14,823,458 9,330,520 3,866,664
Undesignated 166,651,337 128,535,094 146,207,092 118,925,163 89,351,880
Total Fund Balances-Ending $ 186,695,149 $ 142,829,810 $ 161,030,549 $ 128,255,683 $ 93,218,544
24
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
2023 / 2024 Budgeted Revenue — All Funds
Ta€es ■2023 Ea-aget
Licenses&Permits ' ■2024 Ea-aget
Iniergovernmenial =M
Charges for Services
s
Fines&Penatii es !
bliscellaneausdi
llllllllllllllll
Other Sources
Pb'TF Loan El
Contributed Capital
Transfers In
$0 $10 $20 531 S40 550 SSO S70 $80 $90 $100 $110
Millions
L
2023 / 2024 Budgeted Expenditures — All Funds
Salaries&'JJages
B313f13 ■2023 E&aget
■2024 EA-ages
Supplies
Serrices&Charges
li'teifur: F;:;•i erls
Transfers a 7
1 CI-3
f
25
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
Comparative Budget Summary
GENERAL FUND
2022
2021 2022 Estimated 2023 2024
Actual Adj.Budget Actual Budget Budget
REVENUES
Taxes:
Property $ 23,234,591 $ 23,198,400 $ 23,539,372 $ 24,016,247 $ 24,486,386
Sales&Use 22,262,336 20,526,000 23,046,789 20,644,463 20,957,287
Business&Utility 14,526,562 15,146,300 17,029,658 21,022,304 21,349,357
Other 3,131,648 2,818,400 3,505,041 3,131,114 3,178,635
Licenses and Permits 2,937,103 2,264,300 2,637,775 2,511,364 2,568,898
Intergovemmental 6,986,777 6,155,195 7,005,963 6,162,537 6,136,802
Charges for Services 8,400,122 8,105,920 8,341,631 9,017,146 9,411,337
Fines and Penalties 434,042 885,400 381,701 422,975 431,819
Other Sources 10,000 - - - -
Miscellaneous 1,226,190 1,299,800 1,645,944 1,671,584 1,657,180
Total Revenues $ 83,149,370 $ 80,399,715 $ 87,133,874 $ 88,599,734 $ 90,177,701
EXPENDITURES
Salanes&Wages $ 31,401,126 $ 36,522,178 $ 35,005,926 $ 37,847,589 $ 38,867,562
Personnel Benefits 12,891,793 16,885,048 14,433,319 16,329,220 17,606,037
Supplies 1,413,466 1,795,190 1,794,990 1,722,175 1,793,115
Services&Charges 20,782,252 28,787,775 28,787,775 28,473,965 28,977,175
Capital Outlay 93,293 10,000 10,000 10,000 10,000
Debt Service - - - - -
Interfund Payments for Services 9,423,268 9,890,760 9,890,760 13,127,700 13,403,400
Total Expenditures $ 76,005,198 $ 93,890,951 $ 89,922,770 $ 97,510,649 $ 100,657,289
OTHER FINANCING SOURCES(USES)
Insurance Recoveries $ 406,067 $ 225,000 $ 225,000 $ 25,000 $ 25,000
Transfers In
T/I from F106 576,372 1,023,600 - 2,015,000 1,815,000
T/I for Grants Coordinator - 132,000 132,000 - -
T/I for Median Landscaping - 50,000 - - -
T/I for Police CBA Costs - 819,000 112,600 - -
T/I from Multiple Funds for BA#5 - 185,061 185,061 - -
T/I for Emergency Housing Vouchers - 250,000 - - -
T/I from Decision Packets - - - 476,692 530,188
T/I from F106 for ARPA 800,000 500,000 500,000 - -
T/I from F432 for Median Maintenance 74,000 74,000 74,000 74,000 74,000
T/I from F122 for Fund Bal.Replenishment - 1,950,000 1,950,000 - 9,300,000
T/I from Multiple Funds for Survey Equip 88,000 - - - -
Transfers Out
Golf/Cemetery Debt Service (356,321) (371,300) (371,300) (370,700) (374,400)
T/O to Parks Dept for Museum Programming - - - (20,000) (20,000)
T/O to Engineering for Project Engineer - - - (1,470) -
T/O to IT Dept for IT Security Engineer - - - (91,375) (91,395)
T/O to Finance for B&O Program - - - (3,500) (3,500)
T/O to Mayor Dept for FTE DEI Coordinator - - - (4,200) (550)
T/O to Facilities for Senior Center Repairs (40,600) - - (50,000) -
T/O to Public Works for FTE Mechanic 2 - - - (91,455) (82,738)
T/O to Police for Patrol Fleet Expansion - - - - (143,052)
T/O to Public Works for Cost Overruns - (75,000) (75,000) - -
T/O to Mayor Dept for FTE Outreach Coordinator - (3,000) (3,000) - -
T/O to F102 for ms2115 - (385,000) (385,000) - -
T/O to Multiple Funds (168,416) - (18,500,000) - -
T/O to F560 for Replacement Golf Mower - (14,200) (14,200) - -
T/O to F560 for PRK.0052 (70,300) - - - -
T/O to F122 Cummulative Reserve (2,000,000) - - - -
T/O to F328 for MVFT Revenue (423,000) - - - -
T/O to F328 for Utility Tax Revenue (1,781,500) - - - -
T/O to F518 for Multiple Projects (16,438) - - - -
T/O to F560 for Rotary Mower (70,400) - - - -
T/O to F568 for IT Equip.for Police Vehicle (11,205) - - - -
T/O to F568 for Vehicle Locator System (21,463) - - - -
Total Financing Sources(Uses) $ (3,015,203) $ 4,360,161 $ (16,169,839) $ 1,957,992 $ 11,028,553
Net Change in Fund Balance $ 4,128,969 $ (9,131,076) $ (18,958,735) $ (6,952,923) $ 548,965
Fund Balances-Beginning $ 31,228,399 $ 35,357,368 $ 35,357,368 $ 16,428,633 $ 9,475,710
Fund Balances-Ending $ 35,357,368 $ 26,146,114 $ 16,428,633 $ 9,475,710 $ 10,024,675
26
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
2023 / 2024 Budgeted Revenue — General Fund
c
Taxes
Charges for ServicesIIII
■2023
■ ■2024
Iniergovernmenial
Licenses&Permits '
Miscellaneous '
Fines&Penalties
Other Sources
Transfers In16.1
$0 S10 520 $30 S40 $50 $60 570 $80
Millions
2023 / 2024 Budgeted Expenditures — General Fund
f •
Salaries&Wages
Benefits IMMUNE ■ 0233
■2024
Services&Charges
■
Interfund Payments
S. :•lie
Transfers Ot.l
Capital C•t_I
:e1:•: er.i:e
5 r $30 $35 540
I..i i;
27
ITo Table of Contents I
2023-2024 Biennial Budget Section I: Budget Summary
BUDGET SUMMARY BY FUND TYPE
2023
2023 Adopted Budget Special Debt Capital Internal
All General Revenue Service Protect Enterpnse Service Other
Funds Fund Funds Funds Funds Funds Funds Funds
Revenues
Property Tax $ 24,296,247 24,016,247 $ - - $ 280,000 $ - $ - $ -
Sales and Use Taxes 24,935,763 23,085,763 1,600,000 250,000 - - - -
Public Utility Taxes 19,326,044 15,691,344 3,634,700 - - - - -
Real Estate Excise Taxes 2,200,000 - - - 2,200,000 - -Other Taxes 6,256,174 6,020,774 147,000 - - - - 88,400
Business Licenses 450,000 450,000 - - - - - -
Building/Plumbing/Elect Permits 1,197,964 1,197,964 - - - - - -
Other Licenses and Permits 863,400 863,400 - - - - - -
ChargesforSeneces 109,278,676 9,017,146 20,500 - 109,500 86,819,230 13,264,800 47,500
Fees 1,580,000 - 1,580,000 - - - - -
Interest Earnings 1,045,240 366,700 153,500 10 52,500 313,200 127,400 31,930
Fines and Forfeits 911,385 422,975 125,000 - - 363,410 - -
Rents and Contributions 8,323,984 1,304,884 332,500 - 142,800 2,533,400 4,010,400 -
Intergovemmental 24,081,546 6,162,537 9,441,272 1,366,100 1,985,000 4,769,337 60,000 297,300
Interfund Transfers 25,944,134 2,565,692 5,336,692 1,628,300 3,864,800 9,739,810 2,808,840 -
Bond Proceeds - - - - - - - -
Other Revenues 5,330,800 25,000 14,000 - - 3,004,000 2,287,800 -
Total Revenues $ 256,021,357 $ 91,190,426 $ 22,385,164 $ 3,244,410 $ 8,634,600 $ 107,542,387 $ 22,559,240 $ 465,130
Expenditures
Salaries&Wages $ 51,326,741 37,847,589 $ 341,712 - $ - $ 8,819,961 $ 4,126,223 $ 191,256
Benefits 23,358,544 16,329,220 130,409 - - 4,445,809 2,453,106 -
Supplies 4,927,820 1,722,175 196,900 - - 1,520,925 1,487,820 -
Services and Charges 97,471,031 28,473,965 1,190,350 - 5,000 60,251,665 7,178,576 371,475
Transfers Out 25,944,134 632,700 12,390,432 - 1,059,200 10,704,892 1,156,910 -
Capital Expenditures 55,908,458 10,000 14,771,994 - 7,104,300 30,340,744 3,681,420 -
Debt Service 7,338,995 - 205,500 3,244,400 - 3,889,095 - -
Interfund Service Charges 22,520,500 13,127,700 45,100 - - 7,347,100 2,000,600 -
Total Expenditures $ 288,796,223 $ 98,143,349 $ 29,272,397 $ 3,244,400 $ 8,168,500 $ 127,320,191 $ 22,084,655 $ 562,731
Net Increase(Decrease)
in Fund Balances (32,774,866) (6,952,923) (6,887,233) 10 466,100 (19,777,804) 474,585 (97,601)
Beginning Fund Balances 161,030,549 16,428,633 48,861,152 664,394 14,140,891 60,418,351 14,899,261 5,617,867
Ending Fund Balances $ 128,255,683 $ 9,475,710 $ 41,973,919 $ 664,404 $ 14,606,991 $ 40,640,547 $ 15,373,846 $ 5,520,266
Budgeted Revenues by FundType-2023 Budgeted Expenditures by Fund Type-2023
$1075 $127.3
5100 S120
$91.2
5100 $98.1
S80
580
$60
F sbo
six
sa0
$299
$520
* PseP:i ;;
GeneralSpecialEnterprise IntlPP
l e
Project Funds Funds Funds Funds
Funds Funds Funds Funds •Personnel •Supplies and Services •Transfers Out
•Tars•Licenses and Permits•Charges for Service•Intergovemmental•Transfers In •Other Revenues •Capital Expenditures •Debt Service •Interfund Service Charges
28
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
BUDGET SUMMARY BY FUND TYPE
2024
2024 Adopted Budget Special Debt Capital Internal
All General Revenue Service Project Enterprise Service Other
Funds Fund Funds Funds Funds Funds Funds Funds
Revenues
Property Tax $ 24,766,386 24.486.386 $ - - $ 280,000 $ - $ - $ -
Sales and Use Taxes 25,785,287 23,435,287 2.100,000 250,000 - - - -
Public Utility Taxes 19,584,107 15,869,607 3,714,500 - - - - -
Real Estate Excise Taxes 2,200,000 - - - 2,200.000 - - -
Other Taxes 6,415,785 6,180,385 147,000 - - - - 88,400
Business Licenses 461,250 461.250 - - - - - -
Building/Plumbing/Elect Permits 1,227,913 1,227.913 - - - - - -
Other Licenses and Permits 879,735 879,735 - - - - - -
Charges for Services 114,502,937 9,411,337 20,500 - 59,500 91,343,400 13,620,700 47,500
Fees 1,580,000 - 1,580,000 - - - - -
Interest Earnings 996,740 315,000 149,300 10 52,300 320.800 127,400 31,930
Fines and Forfeits 920,229 431,819 125,000 - - 363,410 - -
Rents and Contributions 8,370,080 1,342,180 125,000 - 69.300 2,728,400 4,105,200 -
Intergovernmental 19,879,673 6,136,802 9,817.216 1,366,200 1,403,000 765,555 60,000 330,900
Interfund Transfers 40.018,530 11,719,188 7,153,800 1,628,600 2.686,866 12,384,810 4,445,266 -
Bond Proceeds - - - - - - - -
Other Revenues 2,211,000 25,000 - - - 4,000 2.182,000 -
Total Revenues S 269,799,652 S 101,921,889 S 24,932,316 S 3,244,810 S 6,750,966 S 107,910,375 S 24,540,566 S 498,730
Expenditures
Salaries&Wages $ 52,965.593 38.867,562 $ 345.638 - $ - $ 9,269,281 $ 4,291.856 $ 191,256
Benefits 25.194,415 17,606.037 135,229 - - 4,833,882 2,619.267 -
Supplies 5,172,910 1,793,115 198,900 - - 1,611,875 1,569,020 -
Services and Charges 103,974,638 28.977,175 1,113,852 - 5.000 64,160.975 9,325,036 392,600
Transfers Out 40,018,530 715,635 24,135,660 - 1,181.500 12,933,035 1,052.700 -
Capital Expenditures 47.213.210 10.000 18,440,000 - 8,913,366 16.686.920 3,162,924 -
Debt Service 7,335,195 - 204,800 3,244,700 - 3,885,695 - -
Interfund Service Charges 22,962,300 13,403,400 46.200 - - 7.463,800 2,048,900 -
Total Expenditures S 304,836,791 S 101,372,924 S 44,620,279 S 3,244,700 S 10,099,866 S 120,845,463 S 24,069,703 S 583,856
Net Increase(Decrease)
in Fund Balances (35.037,139) 548,965 (19,687.963) 110 (3,348,900) (12,935,088) 470.863 (85.126)
Beginning Fund Balances 128,255,683 9,475,710 41,973,919 664.404 14,606,991 40,640,547 15,373,846 5,520,266
Ending Fund Balances S 93,218,544 S 10,024,675 S 22,285,956 S 664,514 S 11,258,091 S 27,705,459 S 15,844,709 S 5,435,140
Budgeted Revenues by Fund Type-2024 Budgeted Expenditures by Fund Type-2024
51079 $120.8
5101.9 5120
5100
5101A
5100
Sao
5a0
.G 560 p
i i $60
544.6
sac $40
$24.9 5245 $24.1
520 520
$10.1
$69 532 S"531 I
�
50 505 General Special Debt Capital Enterprise Internal Other
General Special Debt Capital Enterprise Internal Other Fund Revenue Service Project Funds Service Funds
Fund Revenue Service Project Funds Service Funds Funds Funds Funds Funds
Funds Funds Funds Funds •Personnel ■Supplies and Services •Transfers Out
•Tam•Licenses and Permits•Charges for Service•Intergovernmental•Transfers In •Other Revenues ■Capital 6menditures •Debt Service •Interrund Service Charges
29
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
Staffing Trends
Citywide staffing between 2014 and 2021 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 and increased staffing to manage citywide utilities, including
engineering, maintenance and extension of the infrastructure, and infrastructure inspections. The
anticipated population growth for the City of Auburn during the 2023-2024 years is 0.6% each year.
Staffing growth during the 2023-2024 fiscal years closely mirrored the population growth in the City over
the same period of time. A detailed summary of the staffing additions during the 2021-2024 period can be
seen following the tables on the next page.
During the 2023-2024 biennial budget cycle, staffing is expected to increase by 17 FTEs (12 in 2023 and
five FTEs in 2024), as discussed below. The number of employees per 1,000 citizens has remained flat
at 5.5 FTEs per 1,000 citizens since 2012 and is projected to remain at that level through the end of the
2023-2024 biennial budget cycle.
The following page presents current and past staffing levels based on the home department of each FTE.
30
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
/
\Population vs Staff Levels 2014-2024
500 12.0
480
I
10.0
ul
c
8.0
460 g
f0
Q
0 440 0
0 6.0 0
a
H 420
LL N
c
4.0 c
400It'll' 0
a
380 2.0
360 0.0
2014 2015 2016 2017 2018 2019 2020 2021 2022 2023 2024
FTE 411 417 427 438 446 454 453 459 466 478 483
-Staff/Pop 5.5 5.5 5.5 5.5 5.5 5.5 5.5 5.2 5.1 5.2 5.1
/
POSITION ALLOCATION BY DEPARTMENT 22-23 23-24
Department 2020 2021 2022 2023 2024 Changes Changes
Mayor 4.0 5.0 6.0 7.0 7.0 1.0 0.0
Administration 7.0 5.0 5.0 5.0 5.0 0.0 0.0
Human Resources 9.0 8.0 8.0 9.0 9.0 1.0 0.0
Finance 24.0 25.0 26.0 27.0 28.0 1.0 1.0
Legal 16.0 21.0 21.0 21.0 21.0 0.0 0.0
Community Development 30.8 31.8 33.0 33.0 33.0 0.0 0.0
Police 140.0 139.0 139.0 139.0 139.0 0.0 0.0
Public Works-Engineering 55.0 55.0 55.0 56.0 56.0 1.0 0.0
Parks, Arts & Recreation 48.0 48.0 48.0 51.0 51.0 3.0 0.0
Public Works-Streets 21.0 21.0 23.0 23.0 23.0 0.0 0.0
Non Departmental 0.0 0.0 0.0 0.0 0.0 0.0 0.0
Sub-Total General Fund 354.8 358.8 364.0 371.0 372.0 7.0 1.0
Water 23.0 23.0 24.0 24.0 24.0 0.0 0.0
Sewer 10.0 10.0 10.0 11.0 12.0 1.0 1.0
Storm Drainage 12.0 12.0 12.0 14.0 14.0 2.0 0.0
Airport 3.0 3.0 3.0 3.0 3.0 0.0 0.0
Cemetery 6.0 6.0 7.0 7.0 7.0 0.0 0.0
Facilities 11.0 11.0 11.0 11.0 11.0 0.0 0.0
Multimedia 3.6 3.8 3.8 3.8 3.8 0.0 0.0
Innovation&Technology 18.0 18.0 18.0 19.0 19.0 1.0 0.0
Equipment Rental 12.0 13.0 13.0 14.0 17.0 1.0 3.0
Sub-Total Other Funds 98.6 99.8 101.8 106.8 110.8 5.0 4.0
TOTAL FTEs 453.4 458.5 465.8 477.8 482.8 12.0 5.0
FTE: Full Time Equivalent
Does not include seven elected Council positions.
Three Equipment Rental FTEs are recognized in 2024, but are not expected to be filled until 2025-2029.
31
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
Changes in the 2021-2024 Budget:
Mayor:
Effective in January 2022, the Outreach Program Coordinator was added and will report to the Mayor.
Administration:
No changes in the authorized number of FTEs in the Administration Department.
Human Resources:
Per the 2023-2024 budget, Human Resources added 1.0 FTE for a HR Coordinator position.
Finance:
In 2021,1.0 FTE was added in 2021 to the Finance Department for a B&O Tax Specialist who will
administer the B&O Tax Program. In 2022, Finance added 1.0 FTE for the Senior Accountant Position.
Per the 2023-2024 budget, Finance will add 1.0 FTE in 2023 for a Desk Auditor position and 1.0 FTE in
2024 for a Field & Compliance Auditor.
Legal:
In 2021, the Legal department added a total of 4.0 FTEs to the department in which 3.0 FTEs are for
Records Clerks and 1.0 FTE is for a City Prosecutor. These positions are to support the Police Body
Camera initiative.
Community Development:
In 2022, the Community Development Department added 1.0 FTE position for a Economic Development
Coordinator and per Budget Amendment#4 the SKHHP Program Coordinator position changed from 1.0
FTE to 0.75 FTE.
Police:
No changes in the authorized number of FTEs in the Police Department.
Public Works - Engineering:
In the 2023-2024 budget, the Public Works—Engineering Department will be adding 1.0 FTE for a Project
Engineer.
Parks, Arts and Recreation:
Per the 2023-2024 budget, the Parks, Arts, and Recreation Department will add 3.0 FTEs. 1.0 FTE will
consist of the addition of a Museum Curator of Collections position and 2.0 FTEs will be for Park
Maintenance positions in which 1.0 FTE will be transferred from the Community Development Department.
Public Works -Streets:
In 2022, per Budget Amendment#4 2.0 FTEs were added to the Public Works—Streets Department for
Maintenance Worker positions.
Non-Departmental:
There were no changes in the authorized number of FTEs in the Non-Departmental Department.
Water:
Effective January 2022 per Budget Amendment #4, 1.0 FTE for a GIS Technician was added to the
department.
Sewer:
Per the 2023-2024 budget, the Sewer Department will add 1.0 FTE for a Maintenance Worker 1 position.
32
To Table of Contents
2023-2024 Biennial Budget Section I: Budget Summary
Storm Drainage:
Per the 2023-2024 budget, the Storm Drainage Department will add 2.0 FTEs for a Maintenance Worker
1 position in 2023 and 1.0 FTE for a Water Resource Technician position.
Airport:
There were no changes to the authorized number of FTEs in the Airport Fund.
Cemetery:
In 2022 per Budget Amendment#5, Ordinance No. 6850, a Cemetery Maintenance Worker position was
added to the department.
Facilities:
There were no changes in the authorized number of FTEs in the Facilities Department.
Multimedia:
In 2021 per Budget Amendment#1, Ordinance No. 6815, the Multimedia Assistant position changed from
0.60 FTE to 0.75 FTE.
Innovation and Technology (IT):
In the 2023-2024 budget, the Innovation and Technology Department will add 1.0 FTE for an IT Security
Engineer position.
Equipment Rental:
In 2021 per Budget Amendment #2, Ordinance No. 6827, 1.0 FTE was added for an Administrative
Specialist — M&O position. The 2023-2024 budget includes the addition of 4.0 FTEs to the Equipment
Rental Department. In 2023, 1.0 FTE will be added for a Mechanic 2 position. In 2024, 2.0 FTE's will be
for Mechanic positions and 1.0 FTE will be for an Administrative Assistant. However,these three positions
are not anticipated to be filled until 2025-2029, in tandem with the Police patrol fleet expansion.
33
To Table of Contents
CITY
JBUI-tN
WASHINGTON
2023-2024 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 Annual Comprehensive Financial Report.
35
To Table of Contents
2023-2024 Biennial Budget Section II: Process/Policies
Steps in the Budget Process
Policy/Strategy Phase
Mayor&Council update the
vision for the City;goals,
policies and/or mission
statements are set to
accomplish the vision
I' i� .ram
e1
Mayor&Finance Director
meet to discuss budget �/
priorities
I Needs Assessment Phase
Department
Estimates
directors prepare submitted to Mayor meets with
estimates of Finance for department directors
expenditures for next review& a and reviews
two years compilation department programs
ft Q
Budget
J.7 /� programs are
il:I
i7Jprioritized by
j3 �/ Mayor and
directors
Review/Development Phase
Copies of Preliminary City Clerk publishes Preliminary Budget Series of Council
workshops to review
Budget and details notice of Preliminary prepared&filed with
—. / budget in detail
are made available Budget&public City Clerk and make
to the public — hearing
suggested revisions
1
Council reviews / Revisions/adjustments City Clerk publishes Final public budget
Preliminary Budget are made to the
in detail and makes —NI Budget, notice of public hearing hearing prior to v
suggested resulting in the on Final Budget Council adoption
revisions Final Budget
Adoption/Implementation Phase
' BudgetProperty
Final Budget document Council adopts Tax
1 final balanced
document becomes is finalized established
budget
available to the public
ti�ti
36
To Table of Contents I
2023-2024 Biennial Budget Section II: Process/Policies
2023-2024 Budget Calendar
Budget Process Jan Feb Mar Apr May Jun Jul Aug Sep Oct Nov Dec
12022
Mayor and Finance Director meet to discuss budget priorities
Council budget retreat
Budget instructions and forms are distributed to departments.
Budget training presented by the Finance Department(4 sessions).
Departments provide position control information to Finance
Departments provide CFP worksheets to Finance
Departments enter line item budgets into Eden and provide and anticipated
retirements to Finance.
Departments enter decision packages into Eden.
Departments complete department overviews,goals and accomplishments,
performance metrics,and remaining documents and retum to Finance.
Finance Department creates Director budget review books. •
Finance Department prepares preliminary revenue forecasts.
Departments review budgets and goals with the Mayor and directors.
Finance Department creates Council budget review books.
City Council Budget Workshop#1:Overview of 2023-2024 General Fund.
City Council Budget Workshop#2:Overview of 2023-2024 General Fund •
(continued)and Governmental Capital Funds.
City Council Budget Workshop#3:Overview of 2023-2024 Proprietary,
Internal Service and Fiduciary Funds.
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 heanng#2.
2021 Property tax levy is set by ordinance.
Public budget heanng#3.
Budget and CFP are adopted by ordinance
12023
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.
2024 property tax levy is set by ordinance.
CFP amendment and mid-biennial budget modification are adopted by
ordinance.
12024
Initial budget amendment is adopted by ordinance
Mid year budget amendment is adopted by ordinance.
2025 property tax levy is set by ordinance.
Year-end budget amendment is adopted by ordinance.
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2023-2024 Biennial Budget Section II: Process/Policies
Budget Purpose
The City of Auburn's budget seeks to achieve four basic purposes:
A Policy Tool Four purposes of a Budget
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 Operations
Policy Tool Guide
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.
Communi- Financial
An Operations Guide cations Tool Plan
This budget provides financial control by setting forth ,011111111\
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
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2023-2024 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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2023-2024 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 and infrastructure.
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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2023-2024 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, which can be found at
httgs://www.auburnwa.gov/ComgPlan. 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 2022)
Comprehensive Plan Update
Six Year Capital Facilities Plan Update
Community Development Block Grant Consolidated Plan Update
Parks, Arts and Recreation Plan Update
Scheduled Actions (2023-2024)
Major Comprehensive Plan Update
Comprehensive Transportation Plan Update including non-motorized plan
Water, Sewer, Storm Drainage Comprehensive Plan Update
Community Development Block Grant Consolidated Plan Update
Six Year Transportation Improvement Program
Six Year Capital Facilities Plan Update
Funding Program
Biennial City Budget
Community Development Consolidated Plan
Capital Facilities Plan
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2023-2024 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 Annual Comprehensive Financial Report
(ACFR) is also an important part of the analysis process. The financial management policies result from
combining the above analysis with Generally Accepted Accounting Principles (GAAP).
General Financial Goals
1. To provide a financial base sufficient to sustain municipal services to maintain the social well-being
and physical condition of the City;
2. To be able to withstand local and regional economic downturns, changes in service requirements and
respond to other changes affecting the City and community;
3. To maintain an excellent credit rating in the financial community and to assure the taxpayers the City
of Auburn is maintained in a sound fiscal condition.
Financial Management Policies
The following policies guide the manner in which the budget develops, allocates, manages and controls
financial resources available to the City. These policies are goals that the City seeks to achieve in its
decision-making. However, since fiscal conditions and circumstances continually shift and change in
response to operating needs, it may not be practical or always desirable to continually achieve these
policies. Therefore, these policies are intended to guide, not govern, financial decision-making and may
not be fully achieved within any given budget period.
Guiding Principles
Sustainability of public services, responsibility and transparency in the management of public resources,
and equity of financial burden to taxpayers and city service users form the bases for the City's financial
management policies. The financial policies that are presented below provide the framework for which
these policies are achieved. By following these policies, the City will work to:
• Protect and preserve the public's investment in City assets
• Protect and preserve the City's credit rating
• Provide for predictability and stability in City resources
• Provide for transparency and accountability in City financial management
• Plan for and mitigate looming fiscal issues and challenges
• Comply with State, Federal and local legal and reporting requirements
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Organization
The City's financial policies are organized around several key areas of financial operations.These include:
1. Accounting and financial reporting
2. Operating budget
3. Revenue management
4. Capital facilities plan management
5. Public utility management
6. Debt management
7. Equipment replacement
8. Cash/Investments management
9. Reserve management
10. Lines of authority
Section 1. Accounting and Financial/Budget Reporting Policies
General policies governing the City's approach to accounting and financial reporting form the basis for
complying with Federal, State and local laws and regulations and provide the framework for managing the
finances of the City.
Budget
Compliance
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
Annual Comprehensive Financial Report(ACFR), 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 ACFR 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.
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2023-2024 Biennial Budget Section II: Process/Policies
Section 2. Operating Budget Policies
An operating budget forms the foundation by which the City manages its resources and spending plans.
In order for departments to legally spend money, authority in the form of an appropriation ordinance must
be approved by Council. The City's biennial operating budget is developed by the Mayor and reviewed
and approved by the City Council at the conclusion of each even numbered year and takes effect January
1st of each odd-numbered year.
Budget
Compliance
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 2023-2024
budget is effective from January 1, 2023 through December 31, 2024). 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 2023-2024
budget will include a six-year financial forecast covering the period 2023 through 2028).
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 0
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.
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Section 3. Revenue Management Policies
A comprehensive revenue management policy is required to ensure the sustainability of public services,
to minimize exposure of the City to economic downturns, to provide for financial stability, and to ensure
equity between the cost of public services and the users of those services.
Budget
Compliance
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.
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
The City will seek:
1. To maintain a diversified mix of revenue to provide for long-term stability and
predictability, including exploring and evaluating new and enhanced revenue
sources that are available to the City but not currently leveraged.
2. To avoid dependence on temporary or unstable revenues to fund basic municipal
services.
3. To avoid dependence on Federal revenues to fund ongoing, basic municipal services. 0
4. To develop a cost recovery plan that assess user fees to the extent appropriate for
the type of service provided, which includes direct costs, capital costs, department
overhead, and citywide overhead.
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.
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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.
Budget
Compliance
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 0
of financing large facilities that benefit more than one generation of users.
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.
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2023-2024 Biennial Budget Section II: Process/Policies
Budget
Compliance
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.
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.
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Section 6. Debt Management Policies
Strategic use of short and long-term debt is an important element of the City's financial
toolbox as its use can leverage existing resources and support temporary/short-term cash
flow needs of the City and enable the accomplishment of large investments. However, as
debt service payments can obligate City resources over a long period time, its use and impact
on City cash flow, ratings by financial institutions, and compliance with statutory requirements
should be carefully considered.
Budget
Compliance
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.
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.
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Budget
Compliance
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. The City is committed to the highest standards of financial management. These
standards should be rooted in predictability and stability. Reserves are established to maintain cash
flow fluctuations for operations that occur during the course of the year, to sustain the City during
economic downturns/recessions; to sustain City services in the event of unanticipated needs,
catastrophic events or natural disasters; and provide resources for large, unfunded General Fund
capital expenditures. The following policies provide definitions for the appropriate level of reserves and
how these resources should be replenished in the event they are used.
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2023-2024 Biennial Budget Section II: Process/Policies
Budget
Compliance
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
11% of General Government operating expenditures, up to a maximum of 36%.
These targets shall be allocated and prioritized as follows:
a. A 5-15% target for stabilization of General Fund operations during counter-
cyclical times and economic downturns and to maintain overall operational
funding when operating expenditures exceed operating revenues.
b. A 5-10%target to protect the City from unforeseen contingencies, catastrophic
events, and general liabilities.
c. A target of one year of general obligation debt service payments.
d. Any amounts transferred into the Cumulative Reserve Fund, in excess of the,
targets listed above, shall provide for general governmental capital programs
the early retirement of debt service. Accumulation of reserves can be made
from a wide variety of sources and can include one-time revenue distributions
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%. Any amount in excess of 20% shall be
transferred to the Cumulative Reserve Fund and used in compliance with the
purposes of the Cumulative Reserve Fund.
b. 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 (contributions to capital excluded). Therefore, each
enterprise fund should maintain an operating reserve of a minimum of 10%
and a target of 20%. Except for:
i. The Water utility fund, which requires a minimum of 20% and a target 0
of 25% to ensure ongoing system integrity through reinvestment in the
system.
ii. The King County Metro Sewer fund and the Solid Waste fund, which X t
require a minimum of 8% and a target of 12%.
c. Internal Service Funds (IT, Facilities, and Equipment Rental and Replacement)
shall maintain an operating reserve requirement at a minimum of 8% of budgeted
expenditures and a target of 12% of budgeted expenditures.
d. Replacement reserves shall be established for vehicles, large equipment, and
technology infrastructure, should the need for these items 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:
An amount equal to 1.5 times the average annual capital outlay
ii. Innovation and Technology:
An amount equal to 1.5 times the average annual capital outlay
iii. Reserve balances of other funds shall be set during the budget process 0
' Exception: Budgeted 2024 Solid Waste fund ending working capital balance is 7%versus a minimum of 8%. The
City currently has Solid Waste rates in place through 2023,and 2024 revenues were estimated conservatively
pending a study in 2023 to establish updated rates consistent with City management policies.
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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. Summary of Reserve Policies
The following table summarizes reserve management policies by fund type:
Fund Balance /Working Capital
Reserve Management Policies
Reserve Requirement Biennial Budget
Fund Minimum Target 2023 2024
General Fund 8% 12% 10% 10%
Cumulative Reserve Fund 11% 31% 31% 16%
Enterprise Funds I
Reserve Requirement Biennial Budget
Fund Minimum Target 2023 2024
Water Fund (Operations) 20% 25% 40% 24%
Sewer Fund (Operations) 10% 20% 82% 70%
Storm Drainage Fund (Operations) 10% 20% 124% 59%
Sewer Metro Fund 8% 12% 16% 15%
Solid Waste Fund 8% 12% 8% 7%
Airport Fund (Operations) 10% 20% 22% 13%
Cemetery Fund (Operations) 10% 20% 48% 26%
Internal Service Funds I
Reserve Requirement Biennial Budget
Fund Minimum Target 2023 2024
Facilities Fund (Operations) 8% 12% 9% 9%
Innovation&Technology Fund (Operations) 8% 12% 29% 27%
Innovation&Technology Fund (Replace): $825K $825K $825K $825K
Equipment Rental & Replacement Fund(Operations 8% 12% 49% 42%
Equipment Rental & Replacement Fund (Replace) $4.3M $4.3M $4.8M $5.3M
•
Budget
Compliance
C. 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.
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2023-2024 Biennial Budget Section II: Process/Policies
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.
Budget
Compliance
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 2023-2024 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: https://www.auburnwa.gov/CompPlan.
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2023-2024 Biennial Budget Section II: Process/Policies
2021-2022 Citywide Goals and Accomplishments
and 2023-2024 Citywide Goals:
GOAL: CHARACTER
Developing and preserving attractive and interesting places where people want to be.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024
• Work on evaluating plans for • Damage to Auburn Ave. Theater • Continue to evaluate next steps for
needed renovations at the Auburn was created by a fire and Art and Performing Art
Avenue Theater and and create subsequent demolition, causing opportunities to generate activity
cost analysis for multiple options the Theater to be red-tagged in in Auburn's downtown core.
for renovations. December, 2021. Theater
performances have been moved to
various community venues.
• Continue course drainage • In 2021, improvements to course • To continue into a sixth year of the
improvements and fairway sanding drainage continued with sanding sanding and aerifying program on
program to ensure year round and aeration with deep tines in the fairways. Playability continues to
playability and power cart access fairways. Playability during improve during the shoulder
to golf course. shoulder seasons is steadily seasons with this program. We
improving with this program. are definitely seeing the benefits of
this for power carts.
• Finalize construction on main floor • Construction began on Auburn • Seek funding for Phase 2
renovations; continue to seek Arts &Culture Center in basement renovations of Auburn
funding for Phase 2 basement December 2021 with Phase 1 Arts &Culture Center.
renovations. Main Floor renovations expected
to be complete by December
2022.
• Secure funding for outdoor • Parks received SEEK grants in • Secure funding for outdoor
recreation opportunities. 2021 and 2022 to implement recreation opportunities.
outdoor programs for youth. Staff
will continue to look for grant funs
for more outdoor programs.
• Develop and implement an Equity Due to COVID-19, this project was • Develop and implement an Equity
and Inclusion Plan to assist in put on hold. However, the and Inclusion Plan to assist in
increasing participation from all of department took steps to target increasing participation from all of
the community. grant funds and new programs to the community.
the most underserved populations
in Auburn.
•
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2023-2024 Biennial Budget Section II: Process/Policies
GOAL: WELLNESS
Promoting community-wide health and safety wellness.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024
• Address the root causes of • Hired a second full time staff • Continue working in partnership
homelessness identified in the member for outreach to unhoused with our regional organizations to
One Table regional task force persons in Auburn, created reduce homelessness in Auburn
(affordable housing, behavioral internal outreach strategies, stood and participate in the regional
health, child welfare, criminal up community court and resource solutions to significantly reduce
justice and employment)and center. homelessness.
continue the crisis response for
unsheltered individuals in Auburn.
• Support locally and regionally • We continue the work within our • Build support and relationships
coordinated efforts for human diverse communities. with King County to promote easy
services to meet the basic needs access for community's needed
of our community that include all resources.
aspects of health.
• Distribute Community Resource • After a thorough review, staff • Build out additional Community
brochure and streamline access to determined that the model of Resource guides on the
resource information on the City's singular resource guides can be Community Services website and
website. both administratively challenging develop and implement a
and difficult for the customer. The standard for translation for those
Community Services team worked guides.
to create individual resource flyers
based on area of need and posted
• With new housing repair program • During the pandemic, public health • With new housing repair program
model, increase number of clients guidelines limited our ability to model, increase number of clients
served through the program. complete repairs inside clients' served through the program.
homes, impacting our overall
number of households served. In
2021, we served 52 households in
the Housing Repair program. We
anticipate serving more
• Work with private defense • We now provide all defense • Continue electronic discovery.
attorneys to exchange discovery discovery electronically, unless a
electronically. defense attorney refuses to accept
transmission in that method.
• Support partnerships that will • Full collaboration with the South • Continue the expansion of the
actively increase the number of King Housing and Homelessness South King Housing and
safe and attainable housing Partners (SKHHP)and the South Homelessness Partners (SKHHP)
options in Auburn-including Sound Housing Affordability and the South Sound Housing
preservation. Partners (SSHA3P). Affordability Partners (SSHA3P).
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2023-2024 Biennial Budget Section II: Process/Policies
GOAL: SERVICE
Providing transparent government service.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024
• Partner with King County District • Successful go-live of Community • Work with City stakeholders to
Court on . of core Court in May 2021_ Renewed the complete a municipal court study_
court contract, as well as public defender contract at 0% Continue to partner with King
. . . Community Court; increase for cost. Renewed the County District Court on
renew the public defender contract KCDC ILA through 2034_ . of core court
to include this court , t ., t contract and t t of
while managing the increase in Community Court_ Continue
conflict case c , . providing public defense services.
• Implement new Sensus Customer • The Sensus Customer Portal was
Portal so customers can access launched in February 2022_ Staff
their meter at their created a training guide for
convenience. Provide training for residents and businesses to use.
residents and businesses_
• Continue to improve and • Significantly o I multiple • Continue to implement
. budget , , . t budget development and analysis of budgeting
process and enhance budget r ..00_0 by introducing or ��.� and analytical
document to make it more improving extract-transform-load met'
readable and useful. and other automation
methodologies.
• Launch t in the • This goal was _ V .1 in 03 • Develop internal department
eCityGov Alliance as a voting of 2021. programs and methods that
member. This allows the City to enhance leadership depth and
have a voice in how our electronic succession planning_
systems grow and improve over
time.
• Streamline process for • Community Services included • Continue to strengthen tools and
services. more robust funding in the 21-22 strategies to enhance
budget that supported our communication between the City
language translation and of Auburn and customers who
interpretation needs.We have speak a language other than
I procedures in our English.
team,though hope for the
development of a citywide
language access policy so that
there's . .f across teams_
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2023-2024 Biennial Budget Section II: Process/Policies
GOAL: ECONOMY
Encouraging a diverse and thriving marketplace for consumers and businesses.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024
• Continue supporting patronage • Staff have been working on a • Continue the new Business
and utilization of local businesses marketing campaign to be Connect Networking Events and
via the online database, marketing installed at the Outlet Collection capitalize on opportunites to
efforts and business retention and advertising businesses located assist existing business to
engagement. outside the mall. continue to grown.
• Continue to implement ongoing, • Staff have reached out to local • Work closely with Greater Seattle
short-term and mid-term strategies businesses that are closing stores Partners to develop new business
specific to business in other jurisdictions to encourage recruitment and continue to
development/support. them to relocate in Auburn. outreach to small businesses for
growth opportunities.
• Implement ongoing, short-term • Staff have been working with the • Continue to provide social media
and mid-term strategies as Chamber of social media messaging and marketing. Work
outlined under"Delivery, Product, messaging and marketing. with Consultant on marking videos
Place, and Messaging" in the 10- to encourage new businesses in
year Strategic Plan. Auburn.
• Enhance access to new • Expanded infrastructure(including • Continue to improve Tier1 and
technologies and information WiFi), in addition to upgrading Tier2 technical support to the
including fiber, wireless, and speed and capacity. business units.
economic development options.
Continue to find key areas that
provide expansion, redundancy,
faster speeds and cost-saving
benefits.
•
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2023-2024 Biennial Budget Section II: Process/Policies
GOAL: CELEBRATION
Celebrating our diverse cultures, heritage, and community.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024
• Continue the community building • Developed and implemented • Implement Community Based
activities within our culturally internal, racial equity advisory Advisory Group: The City will
diverse groups in Auburn via team. Conducting policy review strengthen partnerships and
health, safety and policy by using an equity instrument to collaborate with community
initiatives. identify and remove bias. Insure members and organizations to
that citywide policies include a advance and scale racial equity
focus on equity and are efforts across the community by
consistently reviewed for gaps identifying organizations and
using equity assessment tool and community members interested in
that City staff routinely evaluate, working in partnership to address
modify, add to citywide policies to barriers to racial equity in the
reinforce and build racial equity at organization and the Auburn
all levels. community.
• Continue to pursue and develop a • Continued Public Works • Continue to pursue and expand
Partnership with the Muckleshoot Engineering coordination meetings the Partnership with the
Indian Tribe(MIT)on transportation with MIT Transportation group Muckleshoot Indian Tribe(MIT)on
improvements that have mutual which led to developing and transportation improvements that
benefit to MIT and the City. executing a funding agreement have mutual benefit to MIT and the
that has MIT providing a funding City.
contribution towards 2 City
sidewalk projects and the City
supporting the MIT trails
masterplan project.
• To help promote inclusiveness, • Implemented blind screening • Continue to invest in diversity and
departments will examine our processes and other HR best inclusion best practices, specific
hiring practices, community based practices, with a focus on diversity to HR with a focus on hiring/civil
programs, and departmental and inclusion initiatives. This service processes related to
operations. We will attempt to resulted in 43% of new hires in recruitment, selection, onboarding
identify areas of concern and 2021 being representative of and retention.
implement changes to address diverse populations, compared to
them. the current census data of 46%
diverse populations within the City.
• Finalize construction on main floor • Construction began on Auburn • Seek funding for Phase 2
renovations; formalize and seek Arts &Culture Center in basement renovations of Auburn
funding for operations and December 2021 with Phase 1 Arts&Culture Center.
programming; continue to seek Main Floor renovations expected
funding for Phase 2 basement to be complete by December
renovations. 2022.
• Work with diverse communities to • The pandemic slowed much of our • Continue working with partners
create a community-curated work with community groups. We from diverse communities on
exhibit. were able to cocurate a holiday exhibits and public programming.
exhibit with the King County
Library System and in 2022 have
began partnerships for community
led exhibits in 2023.
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2023-2024 Biennial Budget Section II: Process/Policies
GOAL: ENVIRONMENT
Stewarding our environment.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024
• Develop and implement a Source • Draft code and a business • Begin implementation of the
Control Business Inspection inventory have been prepared. Source Control Business
Program by adopting an ordinance Inspection Program required by
to require use of Source Control the National Pollutant Discharge
Best Management Practices for Elimination System permit.
existing businesses and land use
activities, develop a business
inventory, prepare inspection
standard operating procedures and
train staff.
• Work with other City departments • Solid Waste Division staff included • Work with other City departments
and possibly neighboring information on how to report illegal and possibly neighboring
jurisdictions to create an outreach dumping and the total tonnage jurisdictions to create an outreach
campaign to reduce illegal collected from illegal dumping in campaign to reduce illegal
dumping/litter. the City's magazine. dumping/litter.
• Continue remote learning and • Remote learning and outreach
outreach for school program and were discontinued in 2021
business pollution prevention following a normal resumption of
program until normal operations activities.
resume after the COVID-19
pandemic.
• In order to lower the City's • Completed a new contract with a • Continue to integrate more
emission rates and continue to fuel provider, that provides the Electric Vehicles into the Cities
meet standards, seek out and ability to seek out alternative fuels fleet, in conjunction with additional
implement alternative fuel sources such as R99(renewable diesel). Electric Vehicle charging
within the City's fleet. infrastructure. While also
adopting Renewable fuels such as
Renewable Diesel and Renewable
Unleaded.
• Using the results of two wet • Completed two seasons of flow • Incorporate the results of City and
seasons of flow monitoring, monitoring and identified several King County flow monitoring into
identify basins with the highest I/I areas of higher I/I. the update of the sewer hydraulic
and conduct field investigations to model, and identify and adopt I/I
identify conditions that may be reduction strategies as part of the
contributing to I/I. Comprehensive Sewer Plan
update.
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2023-2024 Biennial Budget Section II: Process/Policies
GOAL: SUSTAINABILITY
Creating a sustainable future for our community.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024
• Develop and deploy sustainability • No progress. Reason for no • Identify and implement
initiatives such as creation of a progress is because the state recommendations outlined in the
Comprehensive Plan Sustainability legislature has continued to 2021 Housing Action Plan.
Element. discuss this concept as a
mandatory state law. The city did
not want to proceed with an
approach until/unless there was
guidance from the state.
• Maintain the total City recycling • The residential recycling and • Increase the residential recycling
and compostables diversion rate compostables diversion rate was and compostables diversion rate
at or above 30% (excluding private 51% in 2020 and 48% in 2021. to 50% in 2023 and 2024.
vendor recycling and composting
services).
• 'Complete water rights evaluation • Phase 1 of the Mitigation Plan • Complete Phases 2 and 3 of the
and develop a plan for water rights was submitted to Ecology in 2021. water right application Mitigation
transfer. Plan by 2024.
• Identify 2 park locations to
institute a"pesticide free park";
and establish an Integrated Pest
Management Program to support
the new"pesticide free parks."
• Work with Council to develop a • Adopted a multiple prong
financial plan for the short-to approach to General Fund
intermediate term as well as a sustainabilty, included the
comprehensive long-term financial adoption and implmentation of a
sustainability policy. new City Business and
Occupation tax.
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2023-2024 Biennial Budget Section II: Process/Policies
2023-2024 Budget Strategy
The 2023-2024 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 at a slower pace due, in part,
to higher interest rates, inflation and supply chain issues. 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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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
$6.3 million in 2023 and $7.2 million in 2024, leaving a projected ending fund balance in 2024 of$10.4
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 2021 actual and 2022 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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CITY
JBUI-tN
WASHINGTON
2023-2024 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 2023-2024 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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2023-2024 Biennial Budget Section III: Financial Plan
Analysis of 2023-2024 Revenues by Source for All Funds
The graph below presents the total revenues that are anticipated to be available to support City
programs during 2023 and 2024. The table shows the revenue by source of funds from 2021-2024.
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.
2023-2024 Budgeted Revenues
$140
■2023 Budget
$120 ■2024 Budget
$100
c $80
0
$60
$40
$20
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Total All Funds 2021 2022 2022 2023 2024
Revenues Actual Adj Budget Estimate Budget Budget
Taxes $ 71,897,683 $ 66,646,500 $ 73,865,260 $ 76,918,828 $ 78,656,165
Licenses and Permits 2,980,103 2,264,300 2,637,775 2,511,364 2,568,898
Intergovernmental 14,007,388 26,556,822 21,353,591 22,516,106 18,280,533
Charges for Services 95,308,590 102,294,900 102,854,031 112,599,626 117,809,987
Fines and Penalties 875,932 1,010,400 506,701 547,975 556,819
Other Sources 15,980,252 8,628,000 4,253,984 4,515,000 1,515,000
Miscellaneous 7,897,281 10,308,172 9,960,302 10,468,324 10,393,720
Transfers In 24,711,926 34,321,301 46,344,817 25,944,134 40,018,530
Total Revenues & Other
Financing Sources 233,659,155 252,030,395 261,776,461 256,021,357 269,799,652
Beginning Fund Balance 175,854,577 192,497,795 186,587,544 161,030,549 128,255,683
TOTAL AVAILABLE RESOURCES $409,513,733 $444,528,190 $448,364,005 $417,051,906 $398,055,335
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2023-2024 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, utility taxes, business and occupancy tax (effective in 2022), admissions
taxes and gambling taxes. Tax revenue constitutes 30.0% of total expected revenue in 2023 and
29.2% in 2024. Almost all tax revenues are received in the General Fund to support the ongoing
operations of the City. Effective in 2019, the City received the last payment of the annexation sales
tax credit, resulting in a loss of approximately $2.0 million annually. Due to the COVID-19 pandemic
that began in early 2020 impacting 2020-2021 tax revenues slightly, the impact of the pandemic
was not as severe as originally anticipated. In 2023-2024, with the ease of mask mandates tax
revenues are anticipated to continue to increase steadily.
Despite expectations for moderate revenue growth during the biennium, General Fund
expenditures are projected to continue to increase at a rate that outpaces revenue growth.
Furthermore, the City implemented a business and occupancy tax program which became effective
in 2022. With the first year of the B&O program live, the estimated revenue for 2022 is $1.65
million. During 2023-2024, the budgeted B&O revenue into the General Fund is $5.5 million in 2023
and $5.6 million in 2024.
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 2023-2024 budget
assumes continued expansion within the City compared to 2022 activity, 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 8.8% of revenue in 2023 and
6.8% in 2024. Revenues within this category are primarily used to fund General Fund operations,
are used to fund the construction of street projects and other capital projects, such as park
improvements within the Municipal Parks Construction Fund. The budgeted amount for the
Intergovernmental revenues in 2023 is $22.5 million and $18.3 million in 2024.
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 $1.3 million and $2.0 million per year from 2009 through 2019, but this
payment expired in June 2020. While the City expected to receive $925,000 in 2020, the amount
was nearly cut in half due to revenue shortfalls at the state level due to the COVID-19 pandemic.
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 the streamlined
sales tax mitigation payment amounts. The net effect of the loss of the streamlined sales tax
payments combined with the Marketplace Fairness Act monies results in a net loss of General Fund
revenue in the amount of approximately$0.7 million annually.
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 44.7% and
44.4% of total revenues in 2023 and 2024, respectively. Most of these charges are collected in the
enterprise funds for services provided as stand-alone business type activities. Service revenue also
includes charges to other funds by internal service funds such as the Innovation and Technology
Fund and the Facilities Fund to recoup the cost of services provided to other City departments.
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2023-2024 Biennial Budget Section III: Financial Plan
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 Public Works Trust Fund (PWTF) loans, revenues from developers
for capital system development in the Water, Sewer, and Storm Utility Funds, insurance recoveries
and revenue from the sale of fixed assets. Budgeted revenues in the other sources revenue
category in 2023 totals $4.5 million and $1.5 million in 2024. Of this revenue, $3.0 million in 2023 is
anticipated revenue from the PWTF loan in the Water Fund.
Miscellaneous
Miscellaneous revenue includes interest revenue, rents and leases, special assessments,
contributions and donations, prior year cash adjustments, revenue from bond proceeds, 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. Of the $10.5 million budgeted in 2023,
$2.3 million is revenue generated for the annual fleet replacement.
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 2023 are budgeted to
be $25.9 million which includes a combination of one-time transfers between the enterprise funds'
operating and the associated capital sub-funds, $5.0 million in transfers for funding for various
water projects, and $1.8 million for various projects in the Municipal Park Construction Fund.
Transfers are budgeted at $40.0 million in 2024. The 2024 budget includes a $9.3 million transfer
into the General Fund from the Cumulative Reserve Fund to support operations, $4.9 million for
projects in the Water Capital Projects Fund, and $7.2 million in transfers for various street projects.
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2023-2024 Biennial Budget Section III: Financial Plan
Analysis of 2023-2024 Budgeted Expenditures for All Funds
The following graph presents the 2023 and 2024 budgeted expenditures of the City by major
category.
2023-2024 Budgeted Expenditures
•2023 Budget
•2024 Budget
$120
o $100
2
$80
$60
$40
$20 II II
mm 'iIi .. ..
Salaries&Wages Benefits Supplies Services& Intergov Capital Outlay Debt Service Interfund
Charges Payments for
Services
i
Total All Funds 2021 2022 2022 2023 2024
Expenditures Actual Adj Budget Estimate Budget Budget
Salaries &Wages $ 44,183,914 $ 51,004,484 $ 48,935,484 $ 51,326,741 $ 52,965,593
Benefits $ 15,823,925 $ 24,570,961 $ 21,281,119 $ 23,358,544 $ 25,194,415
Supplies $ 4,195,315 $ 5,051,590 $ 4,997,390 $ 4,927,820 $ 5,172,910
Services & Charges $ 73,277,970 $ 90,313,475 $ 92,988,280 $ 97,471,031 $103,974,638
Intergovernmental $ 41,317,672 $ 34,321,301 $ 44,414,978 $ 25,944,134 $ 40,018,530
Capital Outlay $ 21,532,764 $ 71,717,159 $ 51,363,495 $ 55,908,458 $ 47,213,210
Debt Service $ 5,681,998 $ 6,938,450 $ 5,571,750 $ 7,338,995 $ 7,335,195
Interfund Payments for Services $ 16,805,026 $ 17,780,960 $ 17,780,960 $ 22,520,500 $ 22,962,300
Designated Fund Balance $ 20,043,812 $ 14,294,716 $ 14,823,458 $ 9,330,520 $ 3,866,664
Undesignated Fund Balance $166,651,337 $128,535,094 $146,207,092 $ 118,925,163 $ 89,351,880
TOTAL FUNDS EXPENDITRES $409,513,733 $444,528,190 $448,364,005 $ 417,051,906 $398,055,335
Salaries and Benefits
Salaries and benefits are budgeted at approximately $74.7 million in 2023 and $78.2 million in 2024
and are in accordance with current labor agreements for 2023 and 2024. The 2023 budget includes
an increase of 12 FTEs across multiple departments due to city growth and current operational
needs. In addition, the 2024 budget includes an increase of five FTEs, which mainly includes
staffing additions to the Equipment Rental department. There are significant changes in medical
benefits in 2023 and 2024 with increases of 12% in medical and 5%for dental. Pension contribution
rates for PERS Plan 2 and PERS Plan 3, which are set by the State of Washington, will show a
slight increase from 2022 rates to 10.39% for both 2023 and 2024. This budget assumes no
anticipated increase in vision costs, no increase in the industrial insurance rates, and no pension
rate increase for LEOFF2 plan members.
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2023-2024 Biennial Budget Section III: Financial Plan
Supplies
Citywide supplies are budgeted at $4.9 million in 2023 and $5.2 million in 2024 and account for
1.7% 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. The services and charges are budgeted at
$97.5 million in 2023 and $104.0 million in 2024 and accounts for 33.8% and 34.1% of the citywide
biennial budget. Some examples of these costs include services provided by other government
entities, legal expenses, appraisals, surveys and consulting services. Other costs in this category
include communications, travel, advertising, rentals, insurance, repairs and maintenance and utility
charges. This category includes the budget for King County District Court for municipal court and
probation services, South Correctional Entity (SCORE) for jailing services, Valley Communications
for 911 communication services, the contractual costs for sewage treatment to King County, the
Waste Management contractual costs for hauling waste, among others.
Capital Outlay
Capital projects budgeted in 2023 total $55.9 million, or 19.4% of the citywide budget, and capital
projects in 2024 total $47.2 million, or 15.5% 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 2023 and 2024
include the renovation of the Auburn Arts & Culture Center, the replacement of the Coal Creek
Springs Transmission Main, and various street projects.
Interfund Payments for Services
Interfund payments for services include payments to city funds for services rendered. The budget
for internal payments for services are budgeted at $22.5 million in 2023 and $23.0 million in 2024.
These are charges paid for equipment repair and replacement, fuel for equipment, as well as
software, hardware, technology, multimedia services, facilities services, and charges for General
Fund support personnel. 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. In addition, this budget includes charges for
reimbursement to the General Fund for labor and benefit charges related to support personnel in
the Human Resources, Legal, Diversity, Equity and Inclusion, and Finance departments.
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2023-2024 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.
2020 2021 2022 2023 2024
General Fund Revenue By Funding Source Actual Actual Estimate Budget Budget
Beginning Fund Balances:
Designated/Reserved $ 593,625 $ 93,825 $ 311,445 $ 593,625 $ 593,625
Undesignated 23,047,535 31,134,574 35,045,923 15,835,008 8,882,085
Total Fund Balances $ 23,641,160 $ 31,228,399 $ 35,357,368 $ 16,428,633 $ 9,475,710
Taxes:
Property Tax $ 22,445,340 $ 23,234,591 $ 23,539,372 $ 24,016,247 $ 24,486,386
Sales&Use Tax 19,223,576 22,262,336 23,046,789 20,644,463 20,957,287
Business&Utility Taxes 13,409,711 14,526,562 17,029,658 21,022,304 21,349,357
Other Taxes 2,709,179 3,131,648 3,505,041 3,131,114 3,178,635
Licenses&Permits 2,086,579 2,937,103 2,637,775 2,511,364 2,568,898
Intergovernmental 10,024,842 6,986,777 7,005,963 6,162,537 6,136,802
Charges for Services 6,278,696 8,400,122 8,341,631 9,017,146 9,411,337
Fines&Penalties 635,209 434,042 381,701 422,975 431,819
Transfers In 2,081,527 1,538,372 2,953,661 2,565,692 11,719,188
Other Sources 189,322 416,067 255,000 25,000 25,000
Miscellaneous 1,176,134 1,226,190 1,645,944 1,671,584 1,657,180
Total General Fund(incl BFB) $ 103,901,274 $ 116,322,208 $125,699,903 $ 107,619,059 $ 111,397,599
General Fund Tax Revenue
Current estimates indicate that the City will receive approximately $67.1 million in tax revenue
during 2022. Total revenues from taxes are anticipated to increase to an estimated $68.8 million in
2023 and $69.9 million in 2024. 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
streamlined sales tax payments ended in mid-2020, resulting in a net loss of General Fund revenue
in the amount of approximately $0.7 million annually. To help offset the reduced tax revenues, in
2021-2022 the City increased the tax rate charged in the General Fund for City utilities from 7.0%
to 10.0% (with the 1.0% benefitting the Arterial Street Preservation Fund to remain unchanged).
This policy change is expected to increase budgeted General Fund utility tax revenue by
approximately $450,000 in 2023 and $790,000 in 2024. In addition, this biennial budget accounts
for the City's business and occupancy tax program, effective beginning in 2022, which is
anticipated to generate approximately $11.0 million in the 2023-2024 biennium. Revenue budgeted
for the biennium is based on the assumption that the economy will continue to grow at a steady but
moderate pace. If growth is slower than anticipated, budgeted revenues may have to be adjusted
downward.
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2023-2024 Biennial Budget Section III: Financial Plan
r
General Fund Tax Revenue
$30
$25 - •
t t '
$20
N
$15
$10
$5
4
$-
2020 Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
f Property Tax S Sales&Use Tax S Business&Utility Taxes . 110 , Other Taxes
t J
Property Taxes
Property taxes remain the largest single source of General Fund revenue for the City, constituting
approximately 26% of total General Fund revenues budgeted in 2023 and 24% in 2024. 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 (1-747), 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. 1-747 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 1-747 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%. From 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 9% per year from 2014 through 2020. 2023 and
2024 property tax revenue estimates are $24.0 million and $24.4 million respectfully.
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2023-2024 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 0.85% after accounting for the share received by counties and a State administrative fee'. 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. While the COVID-19 pandemic slightly decreased sales and use taxes in 2020,
revenues were not as impacted as originally anticipated. As projected, the 2023 Sales and Use tax
revenues are assumed to increase by 12.5% from 2021 revenues. Sales and Use tax revenues are
estimated at$20.3 million in 2023 and $20.6 million in 2024.
Business and Occupation (B&O) Tax
The General Fund Six-Year Forecast also includes the citywide adoption of a B&O tax, as a tax on
gross business receipts with specific qualifications and thresholds, and a square footage fee for
certain businesses that would otherwise be exempt from the B&O tax. Revenues to the City from
these charges are estimated to be about$5.5 million in 2023 and $5.6 million in 2024.
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 currently charged at 10.0% on the four major City utilities: Water, Sewer,
Storm Drainage, and Solid Waste, of which 1.0% is dedicated to fund local street preservation. As
part of the financial plan (see General Fund Six-Year Forecast on page 102), the 2023-2024
Preliminary Budget assumes that interfund utility taxes will be increased by 1.5% effective January
2023. This will be enacted via a City ordinance separate from the budget ordinances. Other City
utility taxes include a 6.0% tax assessed on telephone, cable utility, electric and natural gas
providers, of which 1.5% of this tax is also dedicated to fund arterial street preservation.
Other Taxes
This category includes the criminal justice sales tax, gambling taxes and leasehold excise taxes.
Tax revenues in the other taxes category make up 3.4% of General Fund revenues in 2023 and
3.1% in 2024. These revenues are budgeted at $3.1 million in 2023 and $3.2 million in 2024 and
compare to a forecast of $2.8 million in 2022. 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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2023-2024 Biennial Budget Section III: Financial Plan
Other General Fund Revenue
f ,
General Fund Revenue
$14
$12 —
$10
$S
0
3 $6
$4
$- •
2020Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
Licenses&Permits tIntergovernmental tCharges for Services 111 ,Transfers In
Intergovernmental
Various State-shared tax revenues, including streamlined sales tax (through 2026, decreasing
annually), motor vehicle sales tax, liquor excise tax and liquor profits, Muckleshoot compact
revenues and grant revenues dominate this category. This budgeted revenue in this category in
2023 totals $6.2 million, or 6.8% of the General Fund revenue, and the budgeted revenue in 2024
totals $6.1 million, or 6.0% of the General Fund revenue. The decline in revenues from 2021 to
2022 reflects the loss of the streamlined sales tax mitigation monies. The dominant revenue source
in this category during the next biennium budget cycle continues to be motor vehicle fuel tax
revenues which are assessed based upon gallons of fuel sold. City anticipates receiving, on
average, $1.8 million 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 (effective in 2019),
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 which are derived from the review of proposed
new construction and development activities. From 2018 to 2019, a change in policy where the City
changed the process for charging for services provided by General Fund support departments
(Human Resources, Legal, Diversity, Equity and Inclusion, and Finance) to other funds. Prior to
2019, support department labor costs (salaries and benefits) were directly charged to other funds.
Effective in 2019, each employee is fully budgeted in his/her home department and funds receiving
support services are 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 $9.0
million in 2023 and $9.4 million in 2024.
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2023-2024 Biennial Budget Section III: Financial Plan
The charges for services category also include revenues from recreational classes, league fees,
and revenues collected from the senior citizen programs offered. Recreational fees typically support
about 20% of the costs of the related services. Included in this category are revenues associated
with the Auburn Golf Course, which are budgeted at $1.4 million in 2023 and $1.5 million in 2024.
Overall, charges for services constitute approximately 9.9% of total General Fund revenue in 2023
and 9.2% of General Fund revenue in 2024.
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 2.8% of budgeted General Fund
revenues in 2023 and 2.5% 2024. 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 2023 and 2024 building permit
revenues will decline compared to revenues collected in the recent years prior to COVID-19, as it is
anticipated that there will be lagging impacts on the local economy that will be felt during this
biennial budget. Building permit revenues in 2023 and 2024 are budgeted at$2.5 million and $2.6
million respectively.
Other revenues in this category include business licenses, pet licensing, and plumbing, street,
excavation and electrical permits. The City's business license fee is a flat$103.00 annually and
revenues are projected to be approximately $450,000 annually in 2023 and $461,250 in 2024.
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 2023 total $2.6 million and $11.7 million in 2024. The budget includes transfers of
$2.0 million and $1.8 million of federal Coronavirus State and Local Fiscal Recovery Fund in 2023
and 2024, respectively. In addition, the budget includes one-time transfers into the General Fund
for totaling $300,000 regarding the replacement and upgrade to the financial ERP system. The
2024 budget also includes a one-time transfer of$9.3 million from the Cumulative Reserve Fund for
cash flow purposes regarding on-going operations in the General Fund.
General Fund Revenue
82.5
$2.0
w $1.5
0
0
= i
$1.0
.11
$0.5
$- '
2020Actual 2021Actual 2022 Estimate 2023 Budget 2024 Budget
Fines&Penalties at her Sources Miscellaneous
J
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2023-2024 Biennial Budget Section III: Financial Plan
Miscellaneous
Miscellaneous revenue consists primarily of facilities rentals, golf cart rental revenues, purchasing
card rebate revenues, investment income, and contributions and donations. These revenues are
budgeted to remain current with 2022 estimates as the local and global economy continue to
recover from the COVID-19 pandemic. The majority of revenues in this category are derived from
activities that involve gathering - therefore due to ease of restrictions enacted on physical gathering
due to COVID-19, these revenues should return to pre-pandemic levels. Interest revenues are
projected to decline during the 2023-2024 biennial budget cycle, which is due to a combination of
factors including the reduction in interest rates and the reduced General Fund balance.
Fines and Penalties
Fines and penalties consist mainly of traffic fines, parking infractions and criminal fines. Fines and
penalty revenues are budgeted at approximately$420,000 annually in both 2023 and 2024.
Other Sources
Other sources within this fund include insurance recoveries and the sale of fixed assets.
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2023-2024 Biennial Budget Section III: Financial Plan
SPECIAL REVENUE FUNDS
The City has eleven 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
2020 2021 2022 2023 2024
Actual Actual Estimate Budget Budget
Beginning Fund Balances $32,870,672 $33,630,680 $37,582,711 $48,861,152 $41,973,919
Transfers In 5,764,146 4,743,015 25,579,499 5,336,692 7,153,800
Intergovernmental 3,744,736 6,357,398 12,061,266 9,448,272 9,824,216
Taxes 162,741 2,287,456 2,213,400 5,374,700 5,954,500
Charges for Services 2,278,086 3,834,968 1,896,170 1,614,500 1,600,500
Miscellaneous 293,017 (43,791) 154,650 486,000 274,300
Fines and Penalties 72,015 441,890 125,000 125,000 125,000
Licenses and Permits - 43,000 - - -
Other Sources - - 2,029,784 - -
Total Revenue $ 45,185,414 $ 51,294,617 $ 81,642,480 $ 71,246,316 $ 66,906,235
Special Revenue Funds Revenue
$30
$25
$20
Lel
'2 $15
Addi .
$10
•
$-
2020 Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
IIFTransfers In ♦Intergovernmental Taxes —S—Charges for Services
i
Transfers In
This revenue source consists of transfers from funds to the Special Revenue Funds. Budgeted
transfers in 2023 and 2024 totals $5.3 million and $7.2 million respectively. These transfers
predominately include the transfer of Mitigation revenues to the Arterial Street Fund for street
improvement projects which includes a transfer of $5.1 million in 2023 and $7.0 million in 2024. In
addition, the transfer in revenues also include the transfer of REET 2 revenues from the Capital
Project Fund to the Local Street Fund for local street improvements.
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2023-2024 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. The reduced revenues reflected in the graphic
between 2022 and 2024 is primarily due to the anticipated reduction in grant revenues in the street
funds. A total of $9.5 million is budgeted for intergovernmental revenues in 2023, with $1.2 million
of that being from Federal grants for the C Street SW Preservation Project and $455,000 in State
grant monies for the Riverwalk Drive SE Non-Motorized Improvements project. Of the $9.8 million
budgeted for intergovernmental revenues in 2024, $2.1 million of that is budgeted as a Federal
grant for the street improvement on Hemlock St. SE to Poplar St. SE project.
Another revenue source in the intergovernmental category within the Special Revenue Funds is the
Motor Vehicle Fuel Tax (MVFT). The City receives approximately $1.6 million annually in MVFT
monies. Of this, $530,000 is deposited into the Arterial Street Fund and $7,000 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 2023-2024 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 which are used to
support the City's transportation programs. Current City policy directs 1.5% of the utility tax to the
Arterial Street Preservation Fund. This revenue is budgeted at $1.3 million in both 2023 and 2024.
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 2019, all
sales tax revenues stay in the General Fund to support City operations; in order to continue funding
for the Save Our Streets program, Real Estate Excise Tax (REET) revenues will be transferred into
the Local Street Fund in both 2023 and 2024 as discussed on the prior page.
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. Budgeted revenues for Hotel/Motel tax collections are $140,000 for both 2023
and 2024.
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 2023-2024 are
budgeted conservatively at $1.6 million annually in both 2023 and 2024. In addition, this revenue
source includes $1.3 million budgeted in 2023 and 2024 for transportation impact fees budgeted.
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2023-2024 Biennial Budget Section III: Financial Plan
Special Revenue Funds Revenue
$2.5
$2.0
$1.5
$1.0
$0.5
-4111111111111111,A _
$- — 4 a
2020Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
Miscellaneous Fines and Penalties Licenses and Permits Other Sources
J
Miscellaneous
Miscellaneous revenue consists primarily of investment income and developer contributions and is
budgeted at $486,000 in 2023 and $274,300 in 2024. The 2022 budget includes the anticipated
one-time developer contribution of $332,500 from the Muckleshoot Indian Tribe for the Riverwalk
Drive SE Non-Motorized Improvement project.
Fines and Penalties
Fines and penalties consist of confiscated property within the Drug Forfeiture Fund.
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2023-2024 Biennial Budget Section III: Financial Plan
CAPITAL PROJECT FUNDS
The City maintains three capital project funds: the Municipal Parks Construction Fund, the Capital
Improvement Fund and the Local Revitalization Fund. Major non-proprietary capital acquisitions
and construction are budgeted in these funds separately from operations.
Capital Project Funds
Revenue By Funding Source
2020 2021 2022 2023 2024
Actual Actual Estimate Budget Budget
Beginning Fund Balances 14,848,922 11,532,749 15,474,635 14,140,891 14,606,991
Transfers In 1,077,311 3,512,815 4,058,347 3,864,800 2,686,866
Intergovernmental 651,264 328,490 900,781 1,985,000 1,403,000
Taxes 4,427,927 6,194,896 4,281,000 2,480,000 2,480,000
Charges for Services 32,160 69,842 251,880 109,500 59,500
Miscellaneous 181,994 463,095 156,066 195,300 121,600
Fines and Penalties - - - -
Licenses and Permits - - - -
Other Sources - - - -
Total Revenue $21,219,577 $ 22,101,887 $ 25,122,709 $ 22,775,491 $ 21,357,957
f 1
Capital Project Funds Revenue
ss
$6
rya
O $4
$2
$-
2020 Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
Transfers In Intergovernmental Taxes
l
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 2023
and 2024 are $3.9 million and $2.7 million respectively. The transfers to the Capital Project Funds
are primarily transfers of funds from the Mitigation Fund as well as transfers of Real Estate Excise
Tax (REET) monies to the Municipal Park Construction Fund to these capital funds. Examples of
projects budgeted in these funds during the 2023-2024 biennial budget include the 104th Avenue
Park Development, improvements to the downtown sidewalks, and the Sunset Park improvements
project.
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2023-2024 Biennial Budget Section III: Financial Plan
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 '/2% 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 1/4% 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 '/4%
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 2021 reached $6.2 million, $5.9 million of this being REET
monies. Due to the surge in the local real estate market, REET revenues collected through 2021
and 2022 were strong. Moving forward, 2023 and 2024 REET revenues are budgeted
conservatively, as the City expects a mild recession in the upcoming biennium due to severe
inflation and supply chain issues.
Intergovernmental
This revenue source is primarily State, Federal and interlocal grant revenues. The Capital
Improvement Projects Fund anticipates the receipt of roughly $2.0 million in 2023. Of these funds,
$528,000 are received from State and Local grants for the Auburn Arts & Culture Center
Renovation. In 2024, the budget amount of$1.4 million is comprised of a Federal grant of$843,000
for the Lea Hill Safe Routes to Schools project and a State grant for pedestrian crossing safety
enhancements in the amount of$560,000.
Capital Project Funds Revenue
$500
$450
$400
$350
a
m
$300
co
$250
~ $200 +�
$150
$100
$50 ♦�
$-
2020 Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
t Charge s for Services tMiscellaneous
l
Miscellaneous
Miscellaneous revenue includes interest earnings on fund resources, contributions or donations
from developers or other organizations for community projects, and revenues generated from
leases on cell towers. The majority of the revenues budgeted in this category in 2023 and 2024 are
from leases generated on cell towers. The increase in revenues projected in 2023 are due to an
anticipated contribution and donation of $75,000 from the Muckleshoot Indian Tribe for the
Southside Sidewalk Improvement project.
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2023-2024 Biennial Budget Section III: Financial Plan
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. Charges for services are budgeted at $109,500 in 2023 and
$59,500 in 2024. The 2023 budget includes $100,000 in anticipated planning and developer fees
relating to the citywide ADA&Sidewalk Improvement projects.
Other Sources
Other sources within the Capital Project Funds include insurance recoveries.
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2023-2024 Biennial Budget Section III: Financial Plan
ENTERPRISE FUNDS
The City maintains seven enterprise funds in the budget to separately account for the revenues
derived from services provided and the associated expenses. The City enterprise funds include the
following services: Water, Sanitary Sewer, Sewer Metro, Storm Drainage, Solid Waste, Airport, and
Cemetery. The following table and graph depict the amount of revenues received by major source.
Enterprise Funds
Revenue By Funding Source
2020 2021 2022 2023 2024
Actual Actual Estimate Budget Budget
Beg. Working Capital $63,046,909 $78,772,583 $76,649,001 $60,418,351 $40,640,547
Charges for Services 68,013,126 72,702,910 81,393,050 87,182,640 91,706,810
Transfers In 6,854,315 12,510,178 9,714,910 9,739,810 12,384,810
Miscellaneous 17,260,911 1,042,290 1,185,700 1,375,600 1,578,200
Other Sources 9,778,886 15,501,380 1,964,200 4,475,000 1,475,000
Intergovernmental 3,254,776 236,351 1,280,920 4,769,337 765,555
Fines and Penalties 835 - - - -
Total Revenue $ 168,209,758 $ 180,765,693 $172,187,781 $ 167,960,738 $148,550,922
Enterprise Funds Revenue
5100
$90 •
$SO
$70
$60
0
$50
$40
$30
$20
$10 � 1 • •
2020Actual 2021Actual 2022 Estimate 2023 Budget 2024 Budget
fCharge s for Services tTransfers In Miscellaneous
t �
Charges for Services
This revenue source represents fees charged by the City's enterprise funds in return for public
services. Over 80% of the City's enterprise fund charges for service revenues are collected in the
Water, Sewer, Storm and Solid Waste utility funds; these are expected to total $85.1 million in 2023
and $89.6 million in 2024. Of those revenues, $20.2 million in 2023 and $21.6 million in 2024
represents pass-through charges in the Sewer Fund to pay King County for the treatment and
disposal of the City of Auburn's sewage.
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. In both 2023 and 2024, the Water and Sewer rates are
increasing by 7.50% annually, while Storm Drainage rates will increase by 6.75% annually. The
Solid Waste Fund's rates will be re-evaluated in 2023 for implementation in 2024.
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2023-2024 Biennial Budget Section III: Financial Plan
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 primarily for lot sales and retail sales for burial related products.
Transfers In
This revenue source represents transfers from other funds as well as the transfer in of resources
from the enterprise operating sub-funds to the enterprise capital sub-funds. Transfers in are
budgeted at $9.7 million in 2023 and $12.4 million in 2024. The transfers in within this category in
2023 and 2024 consist of transfers from the Water and Airport operating sub-funds to the capital
sub-funds for capital projects including the Cascade Water Alliance purchase, the Coal Creek
Springs Transmission Main Replacement, and various construction projects at the Auburn
Municipal Airport.
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
budgeted amounts for 2023 and 2024 are $1.4 million and $1.6 million respectfully.
ti
Enterprise Funds Revenue
$18
$16
$14 —
$12
$10
e $8
$6
$4
$2
$ T — — a
2020Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
Other Sources tIntergovernmental .111Rnes and Penalties
l
Other Sources
This revenue source represents resources available from system capital contributions from
developers, loan proceeds, the sale of fixed assets, and insurance recoveries. The 2023 budget
includes $3.0 million in anticipated revenue from the Drinking Water State Revolving Fund
(DWSRF) loan. These loan proceeds are budgeted to pay for the majority of the cost of the Coal
Creek Springs Transmission Replacement project. 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 are budgeted at$1.5 million in both 2023 and 2024.
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2023-2024 Biennial Budget Section III: Financial Plan
Intergovernmental
This revenue primarily represents grant revenue. Intergovernmental revenues are budgeted at $4.8
million in 2023 and $765,555 in 2024. The 2023 budget includes $3.4 million in Federal and State
grant revenue anticipated for the Runway/Taxiway Rehabilitation project at the Auburn Municipal
Airport. The 2024 budget also includes $590,000 in Federal grant revenues at the Auburn Municipal
Airport for the T-Hanger and Door Replacement capital projects.
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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2023-2024 Biennial Budget Section III: Financial Plan
INTERNAL SERVICE FUNDS
The City's internal service funds are used to budget for the financing of goods and services
provided by one 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 (which includes Multimedia).
Internal Service Funds
Revenue By Funding Source
2020 2021 2022 2023 2024
Actual Actual Estimate Budget Budget
Beg. Working Capital 16,459,662 16,204,169 16,890,460 14,899,261 15,373,846
Charges for Services 9,550,154 10,218,573 10,923,800 13,324,800 13,680,700
Transfers In 156,995 498,507 2,127,400 2,808,840 4,445,266
Miscellaneous 4,498,577 4,955,028 4,940,260 6,410,600 6,399,600
Other Sources 170,566 62,805 5,000 15,000 15,000
Intergovemmental 133,728 - - - -
Fines and Penalties - - - - -
Total Revenue $ 30,969,682 $ 31,939,082 $ 34,886,920 $ 37,458,501 $ 39,914,412
Internal Service Funds Revenue
$16
$14 a
$12
vi
$10 =
o $8
$6
•
■
$4
$2
2020Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
— Chsrge for Services --Transfers In (Miscellaneous tOther Source s Intergovernmental
Charges for Services
Charges for services are budgeted at $13.3 million in 2023 and $13.7 million in 2024.
Approximately 40% of the revenue source for charges for services come from the Innovation and
Technology (IT) Fund and includes revenue generated in the IT Department for services rendered
to the City of Pacific and Algona. Each department is allocated a portion of the costs for IT and
Multimedia services, Facilities, and Equipment Rental for fuel costs, which are then paid into the
associated internal service fund.
Miscellaneous
Approximately 45% 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.
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2023-2024 Biennial Budget Section III: Financial Plan
Transfers In
This revenue source is for transfers from other funds or transfers from the operating sub-fund to the
capital sub-fund. The 2023 budget includes $2.8 million transfer into the internal service funds and
$4.4 million in 2024. The 2023 budget includes a $1.2 million transfer into the Equipment Rental
Fund for capital projects including $720,000 for the replacement of the Police patrol fleet vehicles.
Likewise, the 2024 budget also includes a $805,450 transfer from the Police fund to the Equipment
Rental Capital sub-fund for the Patrol Fleet expansion capital project.
Other Sources
Other sources within the Internal Service Funds include insurance recoveries and the sale of fixed
assets.
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2023-2024 Biennial Budget Section III: Financial Plan
FIDUCIARY FUNDS
The City has three fiduciary type funds: the Fire Pension Fund, the South King Housing and
Homelessness Partners (SKHHP) Fund and an unbudgeted Agency Fund for collection and
disbursement of non-City funds.
Fiduciary Funds
By Funding Source
2020 2021 2022 2023 2024
Actual Actual Estimate Budget Budget
Beginning Fund Balance $2,362,386 $2,368,153 $2,141,107 $3,459,520 $3,297,789
Miscellaneous 388,962 251,384 1,872,992 312,600 346,200
Intergovernmental 105,819 98,371 104,661 88,400 88,400
Total Revenue $ 2,857,168 $ 2,717,909 $ 4,118,760 $3,860,520 $3,732,389
ti
Fiduciary Funds
$2,000
$1,800
$1,600
$1,400
$1,200
TE $1,000
$800
$600
Saco a
$200
$
2020 Actual 2021 Actual 2022 Estimate 2023 Budget 2024 Budget
—Miscellaneous —Intergovernmental
♦
Miscellaneous
Miscellaneous revenue primarily consists of contributions and donations and investment income on
idle cash. Effective in 2019, the City entered into an interlocal agreement with nine other local
government agencies to form South King Housing and Homelessness Partners (SKHHP), whose
purpose is to formulate affordable housing policies and programs specific to South King County.
The majority of the revenue budgeted in the miscellaneous category in 2023 and 2024 are
anticipated contributions from local governments which will be receipted into the SKHHP Fund. The
With the interest rates expected to be modest, the 2023 and 2024 investment income is budgeted
accordingly.
Intergovernmental
This revenue consists of revenue from fire insurance premium tax as well as grant revenues related
to SKHHP. The City receives the fire insurance premium tax revenue from the State in an allocation
based on the number of retired firefighters who served the City. The City is anticipating annual fire
insurance tax revenues of$88,400 for both 2023 and 2024.
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2023-2024 Biennial Budget Section III: Financial Plan
PERMANENT FUND
The City has one permanent fund, the Cemetery Endowment Care Fund. City policy provides that a
percentage 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
2020 2021 2022 2023 2024
Actual Actual Estimate Budget Budget
Beginning Fund Balance 1,989,046 2,022,262 2,106,447 2,158,347 2,222,477
Charges for Services 63,119 82,175 47,500 47,500 47,500
Miscellaneous 25,497 2,010 4,400 16,630 16,630
Total Revenue $ 2,077,662 $2,106,447 $ 2,158,347 $2,222,477 $2,286,607
Permanent Fund Revenue
$90
$80
$70 —
6*..........NNe
w $60
a
Di• $50 r i
• $40
$30
$20 s
$10
$-
2020 Actual 2021Actual 2022 Estimate 2023 Budget 2024 Budget
Charges for Services Miscellaneous
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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2023-2024 Biennial Budget Section III: Financial Plan
General Fund Six-Year Forecast
The following table, graphic, and discussion presents the City's six-year forecast of General Fund
revenues and expenditures. The purpose of the forecast is to highlight issues associated with
financial policies and budgetary decisions. It is not intended to be a multi-year budget.
General Fund Six Year Revenue and 2022 2023 2024 2025 2026 2027 2028
Expenditure Forecast 2022-2028 Estimated Forecast Forecast Forecast Forecast Forecast Forecast
Taxes
Property(1) $ 23,539,372 24,016,247 24,486,386 $ 24,960,064 $ 25,437,266 $ 25,917,986 $ 26,109,669
Sales(2) 25,966,789 23,235,763 23,585,287 24,287,015 25,009,802 25,754,255 26,521,076
Business&Utility(3) 16,724,579 19,764,045 20,104,484 20,976,634 21,261,752 21,561,725 21,875,891
Other 890,120 1,798,073 1,795,508 877,962 893,315 909,152 925,387
Licenses&Permits 2,637,775 2,511,364 2,568,898 2,627,870 2,688,317 2,750,275 2,813,782
Intergovernmental(4) 7,005,963 6,162,537 6,136,802 5,756,544 5,625,414 5,990,678 6,389,108
Fees&Charges(5) 8,341,632 9,017,146 9,411,337 9,751,041 10,185,664 10,649,123 11,133,809
Fines&Penalties 381,701 422,975 431,819 441,046 450,678 460,731 471,225
Other Sources(6) 2,983,659 2,565,692 11,719,188 - - - -
Miscellaneous 1,870,945 1,696,584 1,682,180 1,663,089 1,696,069 1,731,328 1,765,975
Total Revenues $ 90,342,535 $ 91,190,426 $101,921,889 $ 91,341,266 $ 93,248,277 $ 95,725,251 $ 98,005,922
Salaries and Benefits(7) $ 49,439,045 $ 54,176,809 $ 56,473,599 $ 60,127,751 $ 63,837,451 $ 67,777,168 $ 71,961,200
Internal Serwce Charges(8) 9,890,760 13,127,700 13,403,400 14,308,737 14,882,214 15,562,058 16,166,212
Capital and Debt Service 10,000 10,000 10,000 10,000 10,000 10,000 10,000
Transfers Out-Cumulative Reserve 18,500,000 - - - - - -
TransfersOut-Other 848,500 632,700 715,635 375,000 375,000 375,000 375,000
Supplies 1,795,190 1,722,175 1,793,115 1,807,754 1,899,778 1,996,486 2,098,117
Professional Services 28,787,775 28,473,965 28,977,175 28,651,293 30,109,790 31,642,532 33,253,298
Total Expenditures $109,271,270 $ 98,143,349 $101,372,924 $105,280,535 $111,114,233 $117,363,244 $123,863,827
Ending Fund Balance $ 16,428,633 $ 9,475,710 $ 10,024,675 $ (3,914,594) $ (18,280,549) $(36,418,542) $(58,776,447)
Residual/Unused Budget 3,500,000 3,500,000 3,500,000 3,500,000
Revised Ending Balance $ 16,428,633 $9,475,710 $10,024,675 $ (414,594) (14,780,549) (32,918,542) (55,276,447)
Key 2023-2028 Assumptions:
1) Property Tax increase: 2022-2026 includes a 1.0%statutory increase plus new construction.
2) Retail Sales Tax: 2023 is expected to decline by approximately$2.7M due to a projected mild recession.
The 2024 budget assumes growth of approximately 1.5% with revenues increasing 3% annually
thereafter.
3) Business & Occupancy Tax: This tax became effective in 2022, with expected collections of $1.7
million. It is anticipated that, with the addition of new staff and the maturity of the program, revenue
derived from this tax will increase in the 2023-2024 biennium. Estimated impact: $3.7 million annually.
4) Grants: Several grant awards were received in 2022; these awards will not generally be budgeted in the
2023-2024 biennium until the corresponding grants are awarded. Estimated impact: a reduction of$843K
in 2023 and $261 K in 2024.
5) Administrative Support Charges: For the 2023-2024 biennium, the City has reevaluated its
methodology for allocating citywide support charges, with the General Fund recovering a portion of the
expenses incurred by the Human Resources, Finance and Legal departments as revenue to the extent
those activities support the entire City. Estimated impact: $900K annually.
6) Federal Funding: Includes the transfers-in of Coronavirus State and Local Fiscal Recovery Funds
awarded by the Department of the Treasury in 2021,which must be obligated by the end of 2024.
Cumulative Reserve Transfer: 2022 includes an $18.5 million transfer from the General Fund to the
Cumulative Reserve Fund, whereas 2024 includes a $9.3 million transfer in from the Cumulative Reserve
Fund back into the General Fund for cash flow purposes.
7) Salary and Benefit Inflation: 2023-2024 per labor agreements; 2025-2028 includes a 6.2%annual
increase.
8) Internal Service Charges: Due to a change in the allocation methodology of internal service charges, as
well as general cost increases including fuel, vehicles, software licensing and other services, the General
Fund has experienced a significant cost increase. Estimated impact: $3.2 million in 2023 and $276K in
2024.
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2023-2024 Biennial Budget Section III: Financial Plan
General Fund Forecast 2022-2028
•
$120
$100
$80
$60
$40
$20 -
-$20
-$40
-$60
2022 2023 2024 2025 2026 2027 2028
Estimate Forecast Forecast Forecast Forecast Forecast Forecast
■Total Revenues 0Total Expenditures oRevised Ending Balance
Revenues are forecasted on the basis of future economic, demographic, and policy assumptions
with little dependence on past trends. Expenditures are forecasted based on past trends modified
by present and 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 2.0% from $14.5
billion in 2022 to $14.8 billion in 2023 and by 2.0% to $15.1 billion in 2024. 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 decrease by 10.5% in early 2023 due to a mild
recession triggered by inflation and geopolitical events. This is expected to begin a slight recovery
of 1.5% in 2024. This includes the revenues anticipated from the passage of EHB 2163 (commonly
referred to as the Marketplace Fairness Act), which will continue to be supplemented by
streamlined sales tax mitigation payments until 2026. 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 2025-2028 forecast assumes a continued
strengthening in the local economy, which is anticipated to increase the pace of annual sales tax
growth of approximately 3.0% per year over the remainder of the forecast period.
While moderate revenue growth is expected, expenditures involving public safety and public
services are expected to increase at a rate that outpaces revenue growth. Forecasted pressures on
the cost of public service that are outside of the City's control include increased healthcare costs,
which are expected to increase by 10.0% annually in 2023 and 2024; dental costs are expected to
increase by 5.0% annually over the same period.
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2023-2024 Biennial Budget Section III: Financial Plan
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, an estimated annual amount of$3.5 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 2025 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 conservative 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 to 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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2023-2024 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, 2021:
With A Vote
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 $ 215,795,907 $ 143,863,938 $ 359,659,845 $ 359,659,845 $ 1,078,979,535
Outstanding Indebtedness (38,474,375) - - - (38,474,375)
Margin Available $ 177,321,532 $ 143,863,938 $ 359,659,845 $ 359,659,845 $ 1,040,505,160
Source:City of Auburn 2021 ACFR
In 2010, the City issued $31,990,000 of general obligation bonds2. The bonds were used for the
following purposes: 1) refunding the remaining portion of the City's outstanding 1998 Library bonds;
2) to pay for downtown infrastructure improvements, which included utility relocation and upsizing,
a promenade with open plazas, and a new street surface; and 3) to pay for a portion of the cost of
acquiring certain condominium units to provide city office space near City Hall (in the City Hall
Annex building). On October 22, 2020, the City refunded two bonds: The 2010 B LTGO and the
2010 D LTGO. The 2020 A LTGO Refunding Bond was the replacement for the 2010 B LTGO
Bond. In addition, the 2020 B LTGO Refunding Bond was the replacement for the 2010 D LTGO
Bond. The City recognized nearly $4,290,000 in net present value savings with the refunding. The
scheduled balance of these bonds as of the end of 2022 is $16,850,000.
In 2016, the City issued $3,867,214 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 Airport4. The scheduled balance of
these bonds as of the end of 2022 is $1,081,209.
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. The initial debt issued in 2009 to
fund this facility was refunded in 2019; Under this agreement, the City is contracted to pay 34.94%
of the debt service over a 20-year period, ending in 2038. The City of Auburn's scheduled balance
as of the end of 2022 is $15,888,965.
2 General Obligation Bonds-2020A Refunding 2010B&2020B Refunding 2010D
32006 non-taxable and taxable General Obligation Bonds
4 2005 refunding General Obligation Bonds
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2023-2024 Biennial Budget Section III: Financial Plan
The City currently maintains a rating of AA+ with Standard & Poor's for its general obligation debt.
Revenue Bonds
The City has approximately $27,570,000 of principal in utility revenue bonds outstanding as of the
end of 2022. 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 2021 was 3.17 times the
maximum. The annual debt service payment is paid from the utility user charges and system
development fees.
In 2013, the City issued $11,415,000 in revenue bonds for the Water and Storm utilities. In the
Water utility, bond proceeds were used to improve a reservoir and two well sites, replace aged
water mains, replace water mains crossing under the Burlington Northern & Santa Fe (BNSF)
Railway's proposed third rail line, and to implement improvements to the utility billing system. In the
Storm utility, proceeds were used to improve the storm drainage system to address potential
flooding issues, and to encase or replace storm pipes crossing under BNSF's proposed third rail
line. The scheduled balance of these bonds as of the end of 2022 is $6,635,000.
In 2020, the City issued $23,865,000 of utility revenue bonds in order to support capital repair and
replacement projects, and to refund utility revenue bonds issued in 20105 to construct or replace
capital infrastructure in the Water, Sewer, and Storm Drainage utilities. The scheduled balance of
these bonds as of the end of 2022 is $27,570,000.
The City currently maintains a rating of AA with Standard & Poor's for its revenue bond debt.
Public Works Trust Fund & Drinking Water Loans
The City has three Utility Public Works Trust Fund Loans that have been used to fund the Auburn
Way South Sanitary Sewer Replacement, and Well 1 improvements projects. The scheduled
balance of these three loans as of the end of 2022 is $2,822,744.
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
scheduled balance of this loan as of the end of 2022 is $121,049.
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 scheduled balance of these two loans as of the end of 2022 is $2,705,166.
Local Improvement District (LID) Bonds
The City's remaining Local Improvement District, LID #350, was retired in 2019.
52010 CIP Revenue Bonds
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2023-2024 Biennial Budget Section III: Financial Plan
The following debt payment schedule is for all outstanding debt as of December 31, 2022:
General Utility Revenue
Obligation Bonds Bonds,PVVTF&DWSRF Loans LID Bonds Total
Year Principal Interest Principal Interest Principal Interest Principal Interest
2022 1,751,659 1,496,120 2,676,552 1,372,447 - - 4,428,211 2,868,566
2023 1,818,039 1,425,906 2,740,438 1,277,319 - - 4,558,477 2,703,225
2024 1,890,575 1,353,809 2,835,438 1,178,203 - - 4,726,013 2,532,012
2025 1,969,116 1,278,685 2,827,594 1,074,537 - - 4,796,710 2,353,222
2026 1,674,644 1,192,532 2,927,594 966,654 - - 4,602,238 2,159,186
2027 1,754,825 1,108,800 2,826,913 853,984 - - 4,581,738 1,962,784
2028 1,850,006 1,021,060 2,941,913 737,413 - - 4,791,919 1,758,473
2029 1,933,681 928,560 2,971,531 615,392 - - 4,905,212 1,543,952
2030 2,020,850 841,326 3,096,531 488,524 - - 5,117,381 1,329,850
2031 2,113,019 740,282 1,706,531 355,655 - - 3,819,550 1,095,937
2032 2,218,682 645,682 1,771,531 292,586 - - 3,990,213 938,268
2033 2,295,610 556,934 827,992 226,567 - - 3,123,602 783,501
2034 2,384,285 465,110 857,992 197,970 - - 3,242,277 663,080
2035 2,089,707 369,738 887,992 168,172 - - 2,977,699 537,910
2036 2,173,623 286,150 917,992 137,175 - - 3,091,615 423,325
2037 2,257,539 199,206 947,992 104,977 - - 3,205,531 304,183
2038 2,330,973 121,780 982,992 71,580 - - 3,313,965 193,360
2039 1,045,000 41,800 1,017,992 36,781 - - 2,062,992 78,581
2040 - - 116,993 585 - - 116,993 585
2041 - - 116,993 292 - - 116,993 292
2042 - - - - - - - -
Totals $ 35,571,833 $14,073,480 $35,997,496 $10,156,814 $ - $ - $ 71,569,329 $24,230,294
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 26% and 40% 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, but it has also 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.
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2023-2024 Biennial Budget Section III: Financial Plan
Finally, the City has reserved an amount of taxing and other revenue capacities for worse case
circumstances. These capacities are:
User Fees
There are several categories of user fees that could be increased to capture a larger share of
associated costs.
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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2023-2024 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 2021 through 2024.
Fund Balance 2021 -2024
Cemetery
General Special Revenue Debt Seruce Capital Protect Fire Relief and Endowment
Fund Funds Funds Funds Pension Fund Care Fund
Actual.
2021 $35,357,368 $37,582,710 $385,815 $15,474,635 $1,989,570 $2,106,447
Estimated Actual-
2022 16,428,633 48,861,154 664,394 14,140,891 1,790,627 2,158,347
Budget:
2023 9,475,710 41,973,920 664,404 14,606,991 1,697,971 2,222,477
2024 10,024,675 22,285,957 664,514 11,258,091 1,595,315 2,286,607
Fund Balance
City of Auburn: 2021-2024
$60
$50 -
$40
$30
N
C
O
$20
$10 -
I
$0 ■ — ITS
General Special Debt Capital Fire Relief Cemetery
Fund Revenue Service Funds and Pension Endowment
Funds Funds Fund Fund
❑ 2021 ❑ 2022 • 2023 • 2024
Actual Estimated Budget Budget
The General Fund's ending balance decreases significantly from the 2021 actual amount to 2024
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. Although departments typically under spend budgets each year, the long-term General
Fund forecast does not assume residual budget is unused and rolled forward to be utilized in
subsequent years. We expect the General Fund to end 2023 at 9.7% and 2024 at 9.9%, slightly
below the minimum reserve of 11%. However, when including reserves held in the Cumulative
Reserve Fund, 2024 General Fund reserves are projected to be about 26.2% of General Fund
expenditures, slightly more than the midpoint of the fund balance policy of 11-36%.
The sum of special revenue fund balances is projected to decrease between 2021 and 2024 due to
high levels of planned transportation project construction activity, as well as a $9.3 million transfer
from the Cumulative Reserve Fund to the General Fund in 2024. The capital projects fund balance
is projected to decrease between 2021 and 2024, reflecting construction activity and transfers of
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2023-2024 Biennial Budget Section III: Financial Plan
Real Estate Excise Taxes (REET)for projects in other funds, including $2.3 million for the Facilities
Master Plan and $1.4 million for the Auburn Golf Course driving range in 2024.
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 2021 and 2024,
reflecting the completion of significant construction projects. Both the 2023 and 2024 budgets
assume a 7.5% water rate increase effective the first of the year, which will help offset the
increasing costs of service and infrastructure construction and maintenance.
The Sewer Utility working capital balance is projected to decrease over the 2021-to-2024-time frame
due to increasing operations costs as well as the planned completion of significant construction
projects. The 2023-2024 budget does not include an annual rate increase, although an annual rate
increase of 7.5% is planned to fund future capital infrastructure needs and reduce the City's reliance
on debt funding.
The Storm Drainage Utility working capital balance is projected to decrease between 2021 and 2024
due again to increasing costs of service and infrastructure construction and maintenance. The 2023-
2024 budget does not include an annual rate increase, although an annual rate increase of 6.75% is
planned to fund future capital infrastructure needs and reduce the City's reliance on debt funding.
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2023-2024 Biennial Budget Section III: Financial Plan
Working Capital
Enterprise Funds
Sewer Storm Solid
Water Sewer Metro Drainage Waste Airport Cemetery
Actual:
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
2018 9,653,751 17,676,670 3,567,929 17,152,503 5,647,783 802,196 956,039
2019 11,994,185 20,516,922 3,445,836 19,008,024 5,936,695 1,064,218 1,081,028
2020 24,036,000 21,699,058 2,837,722 22,026,012 5,927,917 1,165,302 1,080,572
2021 21,429,530 20,757,752 3,713,134 23,627,767 3,789,232 1,691,287 1,640,299
Estimated Actual:
2022 13,532,307 17,987,552 3,328,134 20,702,167 2,135,607 913,184 1,819,399
Budget.
2023 7,270,260 11,598,751 3,355,634 14,882,941 2,248,453 341,161 943,347
2024 4,417,421 9,617,454 3,383,134 7,550,395 2,022,695 216,701 497,659
N
Enterprise Fund Working Capital Balance
City of Auburn: 2021-2024
$25
$20 - I-1
$15 -
c
0
$10 -
$5 -
$o 1 1
IHrr .
Water Sewer Sewer Storm Solid Airport Cemetery
Fund Fund Metro Drainage Waste Fund Fund
Fund Fund Fund
o 2021 o 2022 • 2023 • 2024
Actual Estimate Budget Budget
J
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2023-2024 Biennial Budget Section III: Financial Plan
Rates and other charges fully fund the Solid Waste utility's operating expenses and have allowed
the City to increase working capital balances in most years. However, current rates are set to
expire at the end of 2023, and were last set before the contract with the City's solid waste hauler
was negotiated. The contract rates had remained artificially low for several years since the previous
contract; the biennial budget assumes that rates will be adjusted to compensate for the increased
hauler expense.
Between 2004 and 2018, the City contracted airport operations to an outside manager. In 2019, the
City took over this function and hired full-time staff to manage and operate the airport. The airport's
fund balance fluctuates somewhat from year to year depending on construction activity but is
expected to end 2024 at about $217,000. The Airport expects to receive a significant amount of
Federal Aviation Administration (FAA) grant funding in 2023 to complete runway and taxiway
pavement rehabilitation.
Revenues received by the cemetery have been increasing consistently over time, eliminating the
previously budgeted annual transfer from the Cumulative Reserve Fund. However, consistent with
the City's conservative revenue budgeting strategy, revenues are projected to grow only a modest
amount from prior budgets and remain flat in 2023 and 2024. In combination with increasing costs,
particularly in internal service charges as well as a 2023 transfer to fund cemetery capital projects,
the cemetery is expected to decrease annually in the next biennium.
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 remain stable
throughout the biennium.
The Equipment Rental Fund working capital is projected to decrease between 2021 and 2022, then
increasing during the 2023-2024 biennium primarily due to the timing of the collection of vehicle
replacement funds versus the timing of purchasing replacement vehicles.
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.
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2023-2024 Biennial Budget Section III: Financial Plan
Working Capital
Internal Service Funds
Innovation & Workers'
Insurance Facilities Technology Equipment Rental Compensation
Actual:
2014 $1,654,057 $2,194,912 $3,543,327 $5,844,690 $440,004
2015 1,530,588 2,410,754 3,705,195 6,074,119 778,233
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
2018 1,932,526 1,767,017 4,140,199 7,131,233 1,165,108
2019 1,921,953 1,315,496 3,968,512 7,376,074 1,877,627
2020 1,789,615 1,134,025 3,603,496 7,236,908 2,440,125
2021 1,768,175 882,828 3,649,189 7,719,649 2,870,620
Estimated Actual:
2022 1,710,775 415,868 3,392,438 6,277,459 3,102,720
Budget:
2023 1,540,275 368,394 3,354,004 6,614,253 3,496,920
2024 1,369,775 351,100 3,384,446 6,848,568 3,890,820
Internal Service Working Capital Balance
City of Auburn: 2021-2024
$9 -
$8 -
$7
$6 -
$5 -
y $4 -
C
o
$3 -
$2
$1
$0
Insurance Facilities Innovation& Equipment Workers'
Fund Fund Technology Rental Compensation
Fund Fund Fund
❑ 2021 ❑ 2022 ■ 2023 ■ 2024
Actual Estimate Budget Budget
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CITY
JBUI-tN
WASHINGTON
2023-2024 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, Economic Development and Homelessness
Response in the General Fund as well as the Hotel/Motel Tax 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 2023-2024 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 2021 and 2022, progress made towards
achieving those goals, and the goals that the department has set for 2023 and 2024.
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.
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2023-2024 Biennial Budget Section IV: Operating Budget
The overall organization of the City of Auburn is summarized in the following table:
Citizens o ' u • urn
Boards and Commissions
Auburn Arts Commission
Auburn Municipal Airport Advisory Board(AAB)
Auburn Tourism Board City
Improvement Area(BIA)Committee of Ratepayers C l}`y
Cemetery Board
Civil Service Commission Council
Human Services Committee
Junior City Council
Lodging Tax Advisory Committee(LTAC)
Parks and Recreation Board
Planning Commission
Police Advisory Board Mayor
Transportation Advisory Board
Urban Tree Board Nancy Backus
White River Valley Historical Society Board
Administration Department Community Development Department
General Government Administration Permitting
Planning
Emergency Management
-
Facilities Fund Economic Development
Multimedia Fund(includes Public Affairs) Hotel/Motel Fund
Business Improvement Area Fund
Business Licensing
Human Resources Department Code Compliance
Environmental Services
Human Resources Community&Human Services
Compensation and Employee Relations Housing&Community Development Fund
Municipal Court SKHHP-South King Housing&Homelessness Partners Fund
Risk Management
Workers'Compensation Fund
Public Works Department
Finance Department Engineering/Transportation
Streets Department
Financial Planning Street Funds
Accounting
Water Utility Fund
Payroll
Sewer Utility Fund
Utility Billing/Customer Service
Sewer Metro Fund
Cumulative Reserve Fund Stonn Drainage Utility Fund
Mitigation Fees Fund Airport Fund
Debt Service Funds Equipment Rental Fund
Capital Improvements Fund
Local Revitalization Fund
Solid Waste Utility Fund Police Department
Insurance Fund Policing Services
Fire Pension Fund Cnmes/Investigations
Cemetery Endowment Fund Community Programs
Police Records
Evidence
City Attorney's Office Animal Control
Legal Administration South Correctional Entity(SCORE)
City Clerk Drug Forfeiture Fund
Civil Prosecution
Property Management Services Parks,Arts&Recreation Department
Housing&Resource Services
Recreation Programs
Arts and Culture(includes theatre and museums)
Senior Programs
Innovation&Technology Senior Center Resource Hub
Geographic Information Systems(GIS) Special Events
Desktop Services i Facility Rentals
Network Services Parks Maintenance
Golf Course
Recreational Trails Fund
Municipal Parks Constriction Fund
Cemetery Fund
102
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2023-2024 Biennial Budget Section IV: Operating Budget
Total All Funds 2021 2022 2022 2023 2024
Expenditures Actual Adj Budget Estimate Budget Budget
Salaries &Wages $ 44,183,914 $ 51,004,484 $ 48,935,484 $ 51,326,741 $ 52,965,593
Benefits $ 15,823,925 $ 24,570,961 $ 21,281,119 $ 23,358,544 $ 25,194,415
Supplies $ 4,195,315 $ 5,051,590 $ 4,997,390 $ 4,927,820 $ 5,172,910
Services &Charges $ 73,277,970 $ 90,313,475 $ 92,988,280 $ 97,471,031 $103,974,638
lntergov $ 41,317,672 $ 34,321,301 $ 44,414,978 $ 25,944,134 $ 40,018,530
Capital Outlay $ 21,532,764 $ 71,717,159 $ 51,363,495 $ 55,908,458 $ 47,213,210
Debt Service $ 5,681,998 $ 6,938,450 $ 5,571,750 $ 7,338,995 $ 7,335,195
Interfund Payments for Services $ 16,805,026 $ 17,780,960 $ 17,780,960 $ 22,520,500 $ 22,962,300
Designated Fund Balance $ 20,043,812 $ 14,294,716 $ 14,823,458 $ 9,330,520 $ 3,866,664
Undesignated Fund Balance $ 166,651,337 $128,535,094 $146,207,092 $118,925,163 $ 89,351,880
TOTAL FUNDS EXPENDIUTRES $ 409,513,733 $444,528,190 $448,364,005 $417,051,906 $398,055,335
1
2023 Total Baseline Expenditures
Interfund Payments
for Services
8% Salaries&Wages
Debt Service 18%
2%
Capital Outlays Personnel Benefits
19% 8%
Supplies
2%
Intergovernmental
9%
Services&Charges
34%
1
2024 Total Baseline Expenditures
Interfund Payments—
for Services \
8% Salaries&Wages
Debt Service ` 17%
2%
Capital Outlays J
16% Personnel Benefits
8%
'1_Supplies
2%
Intergovernmental/
13%
Services&Charges
34%
103
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2023-2024 Biennial Budget Section IV: Operating Budget
Total General Fund 2021 2022 2022 2023 2024
Expenditures Actual Adj Budget Est Actual Budget Budget
Salaries&Wages $ 31,401,126 $ 36,522,178 $ 35,005,926 $ 37,847,589 $ 38,867,562
Benefits 12,891,793 16,885,048 14,433,319 16,329,220 17,606,037
Supplies 1,413,466 1,795,190 1,794,990 1,722,175 1,793,115
Services & Charges 20,782,252 28,787,775 28,787,775 28,473,965 28,977,175
Intergov 4,959,642 928,879 19,348,500 632,700 715,635
Capital Outlay 93,293 10,000 10,000 10,000 10,000
Debt Service - - - - -
Interfund Payments for Services 9,423,268 9,890,760 9,890,760 13,127,700 13,403,400
Designated Fund Balance 593,625 311,445 593,625 593,625 593,625
Undesignated Fund Balance 34,763,743 25,834,669 15,835,008 8,882,085 9,431,050
TOTAL FUNDS EXPENDIUTRES $116,322,208 $120,965,944 $ 125,699,903 $ 107,619,059 $111,397,599
,
2023 General Fund Expenditures
Interfund Payments
for Services
13% \Debt Service
0%
Capital Outlays
Intergovernmental Salaries&Wages
1% 38%
Abio
Services&Charges
29%
Supplies) Personnel Benefits
2% 17%
`2024 General Fund Expenditures
Interfund Payments
for Services
13%
Debt Service
0%
Capital Outlays
0% ^Salaries&Wages
/ 36%
Intergovernmental
1%
Services&Charges
29%
Supplies Personnel Benefits
2% 17%
104
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Citizens
City Council
Anti-Homelessness
Program
Administrator
Mayor
Executive Assistant Nancy Backus
477.75 F.T.E. -2023 Outreach Program
Coordinator
482.75 F.T.E. -2024
Council Administrative Diversity, Equity
Assistant and Inclusion
Program Manager
I
DEI Community
Engagement
Coordinator
Director of Administration Director of Community Development
19.75 F.T.E. 33 F.T.E.
Director of Human Resources and
Risk Management Director of Public Works
9 F.T.E. 149 F.T.E.
Finance Director Police Chief
28 F.T.E. 139 F.T.E.
City Attorney Parks,Arts and Recreation Director
21 F.T.E. 58 F.T.E.
Director of Innovation and
Technology
19 F.T.E.
F.T.E. =Full Time Equivalent 105
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CITY
JBUI-tN
WASHINGTON
2023-2024 Biennial Budget Section IV: Operating Budget
MAYOR AND CITY COUNCIL
Mission Statement
In 2014, the City Council developed a vision for the Auburn of 2035 to become a premier community
with vibrant opportunities. The vision is encapsulated in the following seven value statements:
Operational Values
1. Character: Developing & preserving attractive and interesting places where people want to be.
2. Wellness: Promoting community-wide health and safety wellness.
3. Service: Providing transparent government service.
4. Economy: Encouraging a diverse and thriving marketplace for consumers and businesses.
5. Celebration: Celebrating our diverse cultures, heritage, and community.
6. Environment: Stewarding our environment.
7. Sustainability: Creating a sustainable future for our community.
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. The City's nine Department Directors report directly
to the Mayor and work together to provide programs, services and quality of life throughout the
Auburn community:
Nancy Backus Candis Martinson
Mayor Director, Human Resources & Risk Management
Dana Hinman David Travis
Director of Administration Director, Innovation &Technology
Kendra Comeau Daryl Faber
City Attorney Director, Parks, Arts & Recreation
Jeff Tate Mark Caillier
Director of Community Development Chief of Police
Jamie Thomas Ingrid Gaub
Director of Finance Director of Public Works
107
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2023-2024 Biennial Budget Section IV: Operating Budget
Accomplishments and Objectives
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Address homelessness using an • Hired a second full time staff • Continue working in partnership WELLNESS
equity lens with intentionality and member for outreach to unhoused with our regional organizations to
accountability that causes a persons in Auburn,created reduce homelessness in Auburn
reduction in the number of internal outreach strategies,stood and participate in the regional
unsheltered individuals within our up community court and resource solutions to significantly reduce
City. center. homelessness.
• Develop and implement • Developed and implemented • Implement Community Based
departmental(internal)and internal,racial equity advisory Advisory Group:The City will CELEBRATION
community equity actions and team. Conducting policy review strengthen partnerships and
policy review and updates. by using an equity instrument to collaborate with community
identify and remove bias. Insure members and organizations to
that citywide policies include a advance and scale racial equity
focus on equity and are efforts across the community by
consistently reviewed for gaps identifying organizations and
using equity assessment tool and community members interested in
that City staff routinely evaluate, working in partnership to address
modify,add to citywide policies to barriers to racial equity in the
reinforce and build racial equity at organization and the Auburn
all levels community.
• Build Racial Equity Awareness& • Implement mandatory racial equity • Equity-focused learning series,
Capacity: Identify opportunities for and anti-racism training(s)to programs,workshops and ECONOMY
collective learning to develop an create a shared analysis.The resourcces available in various
anti-racist and inclusive initial priority was all Directors and formats(online/in-person)for all
organizational culture that Council members(completed)with employees on an ongoing basis.
supports equity,inclusion, the next highest pnonty being Emphasis on maintaining COA-
belonging and retention. managers and supervisors and all wide normalizing of racial equity
other city employees(complete by meaning,principles and action
end of 2022).As a result of tools.
completing training,all
departments should be equipped
to regularly discuss importance of
racial equity and how they are
aligning the work and resources of
their department to advance racial
equity.
• Support partnerships that will • Full collaboration with the South • Continue the expansion of the
actively increase the number of King Housing and Homelessness South King Housing and WELLNESS
safe and attainable housing Partners(SKHHP)and the South Homelessness Partners(SKHHP)
options in Auburn-including Sound Housing Affordability and the South Sound Housing
preservation. Partners(SSHA3P). Affordability Partners(SSHA3P).
• Continue national,state and • Worked with our partners at • Continue national,state and
regional memberships that will National League of Cities, regional collaborations and WELLNESS
allow Aubum's voice to be heard Association of Washington Cities, memberships that will allow
on topics of significance for a Sound Cities Association and Aubum's voice to be heard on
healthy and diverse community others to advocate for public topics of significance for a healthy
safety,resources to address and diverse community.
homelessness,equity and more.
• Support the Auburn Junior City • Created an AJCC advisory • Resume in person activities,
Council in their work of providing a committee to enhance collaborate with other youth SERVICE
youth perspective to City issues communication between the councils to expand the work within
and initiatives. schools and the AJCC.Hosted a the community,grow membership
youth townhall in collaboration to ensure all schools are
with the Mayor's office. represented on the AJCC.
• Support locally and regionally • We continue the work within our • Build support and relationships
coordinated efforts for human diverse communities with King County to promote easy WELLNESS
services to meet the basic needs access for community's needed
of our community that include all resources
aspects of health.
108
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Budget
2021 2022 2022 2023 2024
001.11 Council & Mayor Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages 494,499 627,864 621,100 730,323 751,039
Personnel Benefits 176,076 243,727 220,700 289,378 314,169
Supplies 2,650 17,500 17,500 21,300 21,500
Services &Charges 167,793 496,150 496,150 583,300 603,850
Capital Outlay - - - - -
Interfund Payments For Service 284,102 327,850 327,850 444,100 456,900
DEPARTMENT TOTAL $1,125,121 $1,713,091 $1,683,300 $2,068,401 $2,147,458
2023-2024 New Requests:
MAY.0005 (page 301) Ongoing
MAY.0007 (page 302) Ongoing
Department Employees
001 Mayor FTEs* 2020 2021 2022 2023 2024
Mayor-Elected 1.00 1.00 1.00 1.00 1.00
Mayor FTEs 3.00 4.00 5.00 6.00 6.00
TOTAL MAYOR FTEs 4.00 5.00 6.00 7.00 7.00
*Does not include 7 elected Council Members.
Full Time Equivalent(FTE)Changes:
1.0 FTE-Per the position reclass in March 2020,the Sustainability Coordinator position was reclassed to the
Outreach Program Administrator position which reports to the Mayor.
1.0 FTE-Per the position reclass in November 2021,the Diversity,Equityand Inclusion Program Manager
was reclassed to report to the Mayor's Office from HR.
1.0 FTE-Effective January 2022,per BA#4 in 2022-an Outreach Program Coordinator position was created.
1.0 FTE-Per the 2023-2024 budget,this includes 1.0 FTE added in 2023 to the Mayor Department as a DEI
Community Engagement Coordinator focusing on internal relationship management,data tracking and
analysis,assist in the development of ongoing informational and training programming.
109
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CITY
JBUI-tN
WASHINGTON
Director of
Administration
Dana Hinman
19.75 F.T.E.
Administrative
Assistant
Emergency Communications Facilities
Manager Manager Manager
I I I
Emergency Multimedia
Management Video Electrician
Specialist Specialist
I I
Multimedia Building
Design Technician Maintenance
Technician (3)
I I
M Lead
Assistantultimedia
(0.75 FTE) Custodian
I I
Webmaster 1 Custodian (5)
F.T.E. = Full Time Equivalent
111
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CITY
JBUI-tN
WASHINGTON
2023-2024 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 and to provide internal services to employees to assist in the execution of their duties.
Department Overview
The Administration Department was created within the General Fund in January 2014 and
consolidated several functions 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.
• Communications/Multimedia — Oversees the City's multimedia staff and programs; directs
the efforts of the public relations, public education, media relations and acts in the role of
City spokesperson when needed; assists departments in public involvement using the City's
information and communications programs; and fulfills over 2,000 employee requests per
year.
• Facilities — Provides all City departments and the public with a safe and clean environment;
preserves City-owned facilities; provides building support services to each department;
provides facility construction services; supports 13 buildings and approximately 263,000
square feet.
• Other services provided by the Administration Department — Leading the City's major
homeless initiatives; government relations; and execution of contracts for: legislative
services; Healthy Auburn initiative; and the Auburn Consolidated Resource Center.
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2023-2024 Biennial Budget Section IV: Operating Budget
Emergency Management Division
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Provide targeted disaster • Limited presentation opportunities • Deliver targeted and general
preparedness information to due to COVID-19 and staff preparedness presentations to WELLNESS
Auburn residents,businesses, availability.Participated in Auburn community members,
and private care facilities each opportuntiies that were available, businesses,private care facilities,
year. including Petpalooza 2022 and other community groups
annually.
• Continue Community Emergency • Limited opportunities due to • Offer at least 2 Community
Response Team(CERT)training COVID-19.Emergency Emergency Response Team WELLNESS
by providing at least 3 classes per Management will be hosting a (CERT)classes to Auburn
year. CERT refresher for previous community members annually.
graduates in September 2022.
• Develop long-term emergency • Emergency Management • Develop and maintain a cache of
supplies list based on COVID-19 continues to maintain supplies on- emergency response supplies, WELLNESS
experience,and purchase site,including COVID-19 supplies including general resources and
supplies as funding allows. and other items to support capability-specific supplies.
response and recovery.
• Provide ongoing,section-specific • Limited due to staff availability. • Provide annual section-specific
training for each of the EOC Continued EOC training is in training for staff members WELLNESS
sections along with one exercise development for future delivery. identified to work in the EOC,
per year. including an EOC exercise.
• Replace aging radios for EOC use, • The Office of Emergency • Develop and maintain emergency
includes Amateur radios and other Management is participating in the communication methods and WELLNESS
City radios. rollout of the Puget Sound resources,including radio
Emergency Radio Network equipment,incident-specific pre-
(PSERN)and continues to monitor scripted messages,and other
City and volunteer radio communication methods as
capabilities and supplies. identified and appropriate.
• Evaluate and Identify equipment • Continued to identify and purchase • Maintain readiness of the EOC to
needed for full"remote"EOC equipment and supplies for in- be activated in response to WELLNESS
activation,purchase using general house and remote EOC activation. incidents,including identified
fund or grants. equipment,plans,and a Duty-
Officer program.
114
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Emergency Management
Disaster Presentations
The Emergency Management Division provides various presentations to community groups including schools, homeowners associations,
businesses,and others.The presentations are to educate the public to understand the hazards faced in Auburn and steps that should take to
be ready for them. Attendance declined in 2019 due to the loss of the Americorps staff member and difficulty scheduling with schools. In
2020,presentations have been suspended due to COVID-19,but are expected to resume in 2022
Number of Students Attending Disaster Presentations
400
300
300
250
200
200
100
20
2019 2020 2021 2022 2023 2024
Est Goal Goal
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 900
residents have been taught about personal preparedness,first aid, search and rescue,and other skills. Each year, Emergency Management
teaches at least three classes,including one aimed at businesses that want their students to attend during work hours.
CERT Students Instructed
60 50
45
40
40
20
2019 2020 2021 2022 2023 2024
Est Goal Goal
Number of Contacts With Public at Events
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.
Number of Contacts at Public Events
1,500 1,400
1,000
1,000
750
500
500
2019 2020 2021 2022 2023 2024
Est Goal Goal
115
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Budget
001.12 Administration 2022 2022 2023 2024
Total 2021 Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages 464,452 474,087 476,900 474,148 490,315
Personnel Benefits 156,861 157,379 152,900 151,414 162,165
Supplies 2,542 19,000 19,000 19,000 19,000
Services &Charges 385,384 351,115 351,115 384,400 390,000
Interfund Payments For Service 163,464 168,800 168,800 236,300 243,800
DEPARTMENT TOTAL $ 1,172,704 $ 1,170,381 $ 1,168,715 $1,265,262 $1,305,280
Department Employees
Administration FTEs 2020 2021 2022 2023 2024
Administration Department 7.00 5.00 5.00 5.00 5.00
Multimedia 3.60 3.75 3.75 3.75 3.75
Facilities 11.00 11.00 11.00 11.00 11.00
TOTAL ADMINSTRATION FTEs 21.60 19.75 19.75 19.75 19.75
Full Time Equivalent(FTE)Changes:
-1.0 FTE-Per reclass in March 2020,the Sustainability Coordinator position was reclassed to the Outreach
Program Administrator position which reports to the Mayor.
-.25 FTE-Per reclass paperwork in June 2020,the SKHHP Office Assistant Position was reclassed to a
SKHHP Program Coordinator and changed from 1.0 FTE to 0.75 FTE.
1.0-Per reclass paperwork,effective April 2021 the Economic Development Manager position was
reclassed from the Administration Department to the Community Development Department and was then
reclassed from an Economic Development Manager to an Economic Development Coordinator.
+0.25 FTE-Per BA#4,effective 1/1/2022,the SKHHP Program Coordinator Position was changed from 0.75
FTE to 1.0 FTE.
116
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2023-2024 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. The Facilities Division is responsible for procuring, storing, and
distributing supplies and materials for daily operations in a cost-effective manner.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024 Strategic Goals
• Screen and recoat wood floor at • Not completed due to lack of • Screen and recoat wood floor at the Senior Center. ENVIRONMENT
the Senior Center. use(Covid-19)
• Screen and recoat wood floor at • Completed • Screen and recoat wood floor at the Activity Center
the Activity Center. ENVIRONMENT
• Continue energy conservation • On-going • Continue energy conservation efforts.Replacement of T-8
efforts. bulbs with LEDs. ENVIRONMENT
• Efficiently and effectively complete • On-going • Efficiently and effectively complete all project management
all project management activities activities to result in the successful construction,while ENVIRONMENT
to result in the successful completing them on time and within budget.
construction,while completing
them on time and within budget.
• Decrease HVAC/electrical work • This cannot accurately be • Decrease HVAC/electrical work orders by 10%.
orders by 10%. reported due to Covid-19
ENVIRONMENT
• Senior Center HVAC equipment • Completed • Replace T-8 bulbs with LED's citywide.
replacement. ENVIRONMENT
• Cemetery HVAC equipment • Completed • Replace HVAC equipment at City Hall
replacement. ENVIRONMENT
• City Hall HVAC equipment • On-hold(quotes were over • Upgrade Golf Course parking lot lighting with LED
replacement ENVIRONMENT
• Arts&Cultural Building HVAC • Not started • Replace flooring(Police)and door hardware at the Justice
equipment replacement. Center.
ENVIRONMENT
• M&O HVAC equipment • Not started • M&O HVAC equipment replacement.
replacement. ENVIRONMENT
• Theater HVAC equipment • On-hold due to fire
replacement. ENVIRONMENT
• R Street Building HVAC • Funds not approved
equipment replacement. ENVIRONMENT
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Facilities Division
CarteGraph Work Requests
The Facilities Division provides 24 hour/7 day a week maintenance for City facilities. Requests are
tracked through CarteGraph. Within 24 hours of receiving the work request (Monday-Friday) the
customer will receive an email acknowledging receipt and the customer will also be contacted once
the request is completed. If there are issues with completing any request in a timely manner,
contact will be made with the customer.
CarteGraph Work Requests
1,200 i, i25
993 993 993
1,000
871
800
680
600
400
200
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
HVAC and Electrical Work
The Facilities Division will make every possible effort to regulate HVAC and electrical work.
HVAC and Electrical Work Orders
500
400
322
300
257 249 246 249
227
200 166
100
0
2018 2019 2020 2021 2022 2023 2024
Est Goal Goal
118
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2023-2024 Biennial Budaet Section IV: ODeratina Budget
2023 -2024 Working Capital Budget
2022
505 Facilities 2021 Adjusted 2022 2023 2024
Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
348.920 Property Management Services 3,360,608 3,581,200 3,581,200 4,145,400 4,237,500
362.501 Rents&Leases 36,250 37,500 37,500 37,500 37,500
361.110 Investment Income 1,563 8,000 1,300 6,000 6,000
397.100 Operating Transfers In 76,582 150,000 150,000 495,000 170,000
Other Miscellaneous Revenue - - - - -
TOTAL OPERATING REVENUES $3,395,308 $3,776,700 $3,770,000 $4,683,900 $4,451,000
OPERATING EXPENDITURES
524.000.10 Salaries&Wages 735,204 789,139 761,200 819,459 853,482
524.000.20 Benefits 143,039 466,027 431,000 458,256 490,563
524.000.30 Supplies 93,687 140,200 140,200 140,200 140,200
524.000.40 Services&Charges 1,500,140 1,960,450 1,960,450 2,154,049 1,851,649
535.000.55 Operating Transfers Out 775,950 945,090 695,510 590,910 552,700
535.000.60 Capital - - - -
590.100.05 Net Increase in Restricted Assets 175,642 - - - -
535.000.90 Interfund Payments for Service 222,843 248,600 248,600 568,500 579,700
TOTAL OPERATING EXPENDITURES $3,646,505 $4,549,506 $4,236,960 $4,731,374 $4,468,294
REVENUES LESS EXPENDITURES $ (251,197) $ (772,806) $ (466,960) $ (47,474) $ (17,294)
BEGINNING WORKING CAPITAL-January 1 1,134,025 882,828 882,828 415,868 368,394
ENDING WORKING CAPITAL-December 31 882,828 110,022 415,868 368,394 351,100
NET CHANGE IN WORKING CAPITAL(*) $ (251,197) $ (772,806) $ (466,960) $ (47,474) $ (17,294)
2023-2024 New Requests:
FAC.0029 (page 289) One-Time funded with Reserves
FAC.0030 (page 290) One-Time funded with General Fund
FAC.0031 (page 291) One-Time funded with REET
Department Employees
505 Facilities FTEs 2020 2021 2022 2023 2024
Facilities FTEs* 11.00 11.00 11.00 11.00 11.00
TOTAL FACILITIES FTEs 11.00 11.00 11.00 11.00 11.00
Full Time Equivalent(FTE)
1.0 FTE-The 2019/2020 Adopted Budget included an additional Custodian position that was added to
the Facilities Department.
*These FTEs are already included in the Administration Department's FTE
totals.
119
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CITY
JBUI-tN
WASHINGTON
2023-2024 Biennial Budget Section IV: Operating Budget
MULTIMEDIA DEPARTMENT
Department Overview
Multimedia oversees the City's media staff and programs, assists departments in public involvement
using the City's information communication ranging from public access television programming and
websites to mail and print services. The division oversees the City's communications, marketing and
public relations programs and directs the efforts of the public relations/media relations, including
acting in the role of City spokesperson.
2021-2022 Progress Towards Major Goals
Goals 2021-2022 Goals for 2023-2024 Strategic Goals
• Continue the"I Am Auburn"story • In process of rebuilding this • Revamp the"I Am Auburn" CELEBRATION
gathering process once social series. In the interim,we created story gathering process.
distancing guidelines allow for in a section in the Mayor's Update Collaborate with our DEI team
person encounters without masks. called"Auburn--Our Story"that and build on partnerships with
Build on partnerships with other highlights the history of our city. other groups to expand our
groups to expand our reach and reach and ensure we are
ensure we are accurately accurately representing all
representing all segments of the segments of the community.
community.Build out these Build out these stories on a
stories on a page of the website page of the website for the
for the public to view. public to view.Create social
media and advertising
campaigns to support the
promotion of this series.
• Continue efforts to coordinate • Working in close coordination • Create a style guide that
messaging between departments with different department teams includes direction on color, SERVICE
and ensure that public-facing to help provide direction on messaging,logo-use,and
messaging has consistent tone messaging.There is still and content style to help create a
and content. opportunity do to do more. more cohesive brand acros the
city.
• Continue to demonstrate the work • We are working to increase • Add social media engagement
of the City to residents in new engagement through social tool to better service our city SERVICE
ways,including reaching out to media interactions.We are in the across all our different
residents through monthly social process of revamping our social departments.Create a
media surveys to find out what media stratgey, including communications plan that
they would like to know more potentially bringing on a new tool outlines our messaging
about and addressing those to better centralize social media strategy for different events and
questions in our outreach.Further communciation across the city, campaigns.
expand on the use of Instagram as how we approach each channel,
a free tool to use visual storytelling and advertising to increase
to engage residents and build reach.
community pride.
• Expand our efforts to reach • In collaboration with our DEI • Create a communcations plan
diversified groups in the city, manager and the White River with race and equity at the
including increased use of multi- Valley Museum curator,we've forefront.Explore where CELEBRATION
lingual communications.Engage compiled variety of historical miniorty and underserved SERVICE
with outside work groups,such as information tell more untold members of our community are
the library to capitalize on stories about the minority getting information and how we
opportunities to share information community members.There is can be there.Add translation
with minority populations.Engage still work for us to do regarding requirements to all our print and
in additional educational providing translations across our digital content.
opportunities to help expand our website and content to be more
understanding of how we can equitable.
develop communications with a
race and equity lens.
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2023-2024 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.
Multimedia Work Orders
2,500
2,000
1,5111,4841,583
any
1,500
995 998
1,000
769
500
2018 2019 2020 2021 2022 2023 2024
Est Goal Goal
122
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2023-2024 Biennial Budget Section IV: Operating Budget
2023 - 2024 Working Capital Budget
2022
518.00.518.780 Multimedia 2021 Adjusted 2022 2023 2024
Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
348.801 Interfund Multimedia Charges 1,042,815 1,229,800 1,229,800 1,343,800 1,396,700
369.920 Advertising Sales - - - - -
361.111 Investment Income 452 2,800 1,000 2,800 2,800
TOTAL OPERATING REVENUES $ 1,043,267 $1,232,600 $1,230,800 $ 1,346,600 $1,399,500
OPERATING EXPENDITURES
518.780.10 Salaries&Wages 340,964 371,330 362,100 391,557 410,427
518.780.20 Benefits 74,948 221,832 168,200 196,573 215,995
518.780.30 Supplies 30,972 36,150 36,150 36,150 36,150
518.780.40 Services&Charges 383,574 490,200 490,200 499,100 507,800
597.101.55 Operating Transfer Out - - - - -
518.780.90 Interfund Payments for Service 108,002 110,100 110,100 230,800 236,800
TOTAL OPERATING EXPENDITURES $ 938,460 $1,229,612 $1,166,750 $ 1,354,180 $1,407,172
REVENUES LESS EXPENDITURES' $ 104,808 $ 2,988 $ 64,050 $ (7,580) $ (7,672)
BEGINNING WORKING CAPITAL-January 1 243,218 243,519 243,519 307,569 299,989
ENDING WORKING CAPITAL-December 31 348,026 246,507 307,569 299,989 292,317
NET CHANGE IN WORKING CAPITAL(*) $ 104,808 $ 2,988 $ 64,050 $ (7,580) $ (7,672)1
(*) Working Capital=Current
Assets minus Current Liabilities
Department Employees
518 Multimedia FTEs 2020 2021 2022 2023 2024
Multimedia FTEs* 3.60 3.75 3.75 3.75 3.75
TOTAL IT FTEs 3.60 3.75 3.75 3.75 3.75
Full Time Equivalent(FTE)
FTE to.75 FTE.
*These FTEs are already included in the Administration Department's FTE totals.
123
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CITY
JBUI-tN
WASHINGTON
Director of Human Resources and
Risk Management
Candis Martinson
9 F.T.E.
I
Assistant Director of Human Resources
Human Resources Assistant
I I
Human Resources Human Resources
Analysts (2) Manager
I
Human Resources
Coordinator(3)
•
F.T.E. = Full Time Equivalent
125
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CITY
JBUI-tN
WASHINGTON
2023-2024 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. The department also supports the Inclusive Auburn
Initiative for the City, with the goal to promote inclusion and create opportunities for full participation
for every employee in the City of Auburn, working in conjunction with departments across the City.
Accomplishments and Objectives
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Manage the City's compensation • Successfully negotiated all Police • Continue to manage the City's CELEBRATION
and benefits program,with focus department collective bargaining compensation and benefits ECONOMY
on contract negotiations and agreements through 2024.The program,with focus on contract SERVICE
managing benefits costs,without City received the Well City Award negotiations and managing SUSTAINABILITY
sacrificing overall benefit package for 2021 and 2022,resulting in a benefits costs,without sacrificing WELLNESS
quality. 2%reduction in benefits overall benefit package quality.
premiums.
• Partner with King County District • Successful go-live of Community • Work with City stakeholders to SERVICE
Court on management of core Court in May 2021.Renewed the complete a municipal court study. WELLNESS
court contract,as well as public defender contract at 0% Continue to partner with King
implementing Community Court; increase for cost.Renewed the County District Court on
renew the public defender contract KCDC ILA through 2034. management of core court
to include this court enhancement contract and maintenance of
while managing the increase in Community Court.Continue
conflict case assignment. providing public defense services.
• Expand the City's training and • Implemented and successfully • Continue to expand the City's CELEBRATION
development program through utilized our online learning training and development program CHARACTER
enhancement and customization management system. Provided through enhancement and SERVICE
of online and in-person training Citywide management level customization of online and in- SUSTAINABILITY
courses for staff and supervisors. training,and conducted person training courses for staff WELLNESS
management and executive and supervisors by utilizing
leadership retreats in Spring 2022. development plans and training
tracks.
• Invest in diversity and inclusion • Implemented blind screening • Continue to invest in diversity and CELEBRATION
initiatives in the City;specific to processes and other HR best inclusion best practices,specific CHARACTER
HR a focus on hiring/civil service practices,with a focus on diversity to HR with a focus on hiring/civil ECONOMY
processes related to recruitment, and inclusion initiatives.This service processes related to SERVICE
selection,onboarding and resulted in 43%of new hires in recruitment,selection,onboarding SUSTAINABILITY
retention. 2021 being representative of and retention. WELLNESS
diverse populations,compared to
the current census data of 46%
diverse populations within the City.
127
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Human Resources and Risk Management Department
Insurance Assessment
Over the last several years the City's annual assessment has increased due to claims exposure and overall
cost of insurance. The goal during the next biennium (2023-2024) is to decrease claims and stabilize our
costs, with the hopes of bringing our assessment back down under$1,500,000 annually.
Insurance Assessment
$2,5 00,0 00
$2,094,587
$2,0 00,0 00
$1,722,026 $1,750,000
$1,500,000
$1,456,844 $1,500,000
$1,000,000 $973,939
$500,000
$-
2019 2020 2021 2022 2023 2024
Est Goal Goal
128
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Budget
2022 2022 2023 2024
001.13 Human Resources 2021 Actual Adjusted
Budget Estimate Budget Budget
Expenditures
Salaries &Wages 958,044 989,098 989,000 1,064,502 1,115,986
Personnel Benefits 368,474 427,170 344,900 388,237 420,787
Supplies 2,548 9,300 9,300 9,300 9,300
Services &Charges 2,574,737 3,607,560 3,607,560 3,515,610 3,523,410
Capital Outlay - - - - -
Interfund Payments For Service 286,512 325,000 325,000 372,600 383,200
DEPARTMENT TOTAL $ 4,190,314 $ 5,358,128 $ 5,275,760 $ 5,350,249 $ 5,452,683
2023-2024 New Requests:
HRR.0003 (page 294) Ongoing
HRR.0004 (page 295) Ongoing
HRR.0005 (page 296) One-Time funded with Reserves
Department Employees
001 Human Resources FTEs 2020 2021 2022 2023 2024
Human Resources FTEs 9.00 8.00 8.00 9.00 9.00
TOTAL HUMAN RESOURCES FTEs 9.00 8.00 8.00 9.00 9.00
Full Time Equivalent(FTE)Changes:
1.0-Effective in BA#7,2020-the Economic Development Coordinator position was reclassed to a Diversity,
Equity and Inclusion Program Manager position which reports to Human Resources.
-1.0 FTE-Per the position reclass in November 2021,the Diversity,Equity and Inclusion Program Manager
was reclassed to report to the Mayor's Office.
1.0 FTE-Per the 2023-2024 budget,this includes 1.0 FTE added in 2023 to the Human Resources
Department as a Human Resources Coordinator focusing on recruitment of non-benefited positions.
129
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2023-2024 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.
Department 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.
Performance Measures -Workers' Compensation Fund
L&I Claims
Labor and Industries (LW)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.
Labor & Industries Claims
80
70
50
50 46 4
42 3
40 33 35 35
30
20
10
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
130
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2023-2024 Biennial Budget Section IV: Operating Budget
2023 - 2024 Working Capital Budget
2022
503 Workers'Compensation 2021 Adjusted 2022 2023 2024
Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
369.720 L&I Contributions-EE 57,170 47,500 47,500 47,500 47,500
369.730 L&I Contributions-ER 1,033,972 1,060,800 1,041,500 1,060,800 1,060,800
398.100 Insurance Recoveries 6,129 15,000 5,000 15,000 15,000
361.110 Investment Income 3,465 21,600 12,100 21,600 21,600
388-399 Other Revenue (5,720) - - - -
TOTAL OPERATING REVENUES $1,095,016 $1,144,900 $1,106,100 $1,144,900 $1,144,900
OPERATING EXPENDITURES
580.100.10 Salaries&Wages - - - - -
580.100.20 Benefits 93,881 250,000 240,000 250,000 250,000
580.100.30 Supplies - - - - -
580.100.40 Services&Charges 420,289 466,900 466,900 489,500 489,500
580.100.50 Operating Transfer Out - - - - -
590.100.05 Net Increase in Restricted Assets - - - - -
535.000.90 Interfund Payments for Service 150,351 167,100 167,100 11,200 11,500
TOTAL OPERATING EXPENDITURES $ 664,521 $ 884,000 $ 874,000 $ 750,700 $ 751,000
REVENUES LESS EXPENDITURES I $ 430,495 $ 260,900 $ 232,100 $ 394,200 $ 393,900
BEGINNING WORKING CAPITAL-January 1 2,440,125 2,870,620 2,870,620 3,102,720 3,496,920
ENDING WORKING CAPITAL-December 31 2,870,620 3,131,520 3,102,720 3,496,920 3,890,820
NET CHANGE IN WORKING CAPITAL(*) $ 430,495 $ 260,900 $ 232,100 $ 394,200 $ 393,900
(*) Working Capital=Current
Assets minus Current Liabilities
131
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CITY
JBUI-tN
WASHINGTON
Finance Director
Jamie Thomas
28 F.T.E.
Tax&Licensing Administrative
Auditor Assistant
I
I I
Desk Auditor Field&
Compliance
Auditor
I I I I
Utility Billing Accounting and Financial Financial
Services Financial Operations Planning
Manager Reporting Manager Manager
( Manager
I I I I I I
Utility Billing Senior
Services Utility Billing and Senior Accounting Financial
Supervisor p r AMI Supervisor Accountant Analyst(3)
Specialist
I I II I I I I I
Solid Waste Utility Billing Utility Billing Senior Utility Accounting
Customer Account Accountant Payroll
Account Billing Account Specialist A/P
Care Representative (2) Specialist(2)
Specialist (3) Specialist Specialist and A/R(2)
F.T.E. =Full Time Equivalent
133
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CITY
JBUI-tN
WASHINGTON
2023-2024 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.
Accomplishments and Objectives
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Implement new Sensus Customer • The Sensus Customer Portal was
Portal so customers can access launched in February 2022. Staff SERVICE
their meter information at their created a training guide for ENVIRONMENT
convenience.Provide training for residents and businesses to use.
residents and businesses.
• Continue to improve and • Significantly streamlined multiple • Continue to implement
streamline budget development budget development and analysis modernization of budgeting SERVICE
process and enhance budget processes by introducing or processes and analytical
document to make it more improving extract-transform-load methodologies.
readable and useful. and other automation
methodologies.
• Work with Council to develop a • Adopted a multiple prong SUSTAINABILITY
financial plan for the short-to approach to General Fund
intermediate term as well as a sustainabilty,included the
comprehensive long-term financial adoption and implmentation of a
sustainability policy. new City Business and
Occupation tax.
• In coordination with IT and the City • Transitioned the Accounts • In coordination with IT and the City
Clerk,continue to find and Payable and Payroll functions to Clerk,continue to find and SERVICE
implement electronic records be materially paperless,while implement electronic records
management solutions for maintaining compliance with management solutions for
Accounts Payable,Accounts records retention policies. Accounts Payable,Accounts
Receivable,and Payroll. Receivable,and Payroll.
• Ensure all employees become • Began DEI discussions and • Continue conversations and
engaged in the City-wide equity awareness for staff. identifying specific areas for CELEBRATION
and inclusion efforts.Identify and improvement in Finance
remove barriers within Finance
that perpetuate systemic racism.
• Streamline receipt and processing
of PSE invoices by getting SERVICE
electronic delivery to a shared
email box.This will reduce transit
times and increase timeliness and
efficency.Also looking into the
viability of setting up these types
of accounts on autopsy status
using P-cards to reduce the need
to run off-cycle checks.
• Develop curriculum to include
payroll information and SERVICE
introduction to be included in new
hire orientations.
135
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures— Finance Department
Utility Billing Online Payments
In an effort to improve customer service and streamline operations,the Finance Department implemented a 24-hour,online utility bill
payment solution 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.
Utility Billing Online Payments
160,000
142,800 148,800
140,000 124,564 130,703 '36,800
118,325
120,000 • - •
100,000 - - - - -
80,000 - - - - -
60,000 - - - -
40,000 •
20,000 - - - -
2019 2020 2021 2022 2023 2024
Est Goal Goal
Utilities Accounts Receivable Over 90 Days as a Percent of Utility Revenue
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. We expect the percent to increase in 2020,since we are prohibited from
conducting our normal collections process due to the COVID-19 pandemic.
Accounts Receivable Over 90 Days
(as Percent of Utility Revenues)
1 0%
09% 0.9%
0.8%
0.8%
0 8% •
0.7%
0.5% 0.5% •
03%
0 0%
2019 2020 2021 2022 2023 2024
Est Goal Goal
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.
Invoices Processed
30,000
25,000 22,297
20,000 - 17,683 17,968 18,301 18,649 19,091
15,000 • •15,986
10,000 - 11,16
- _12,15€ _12,452. - -12,722 13,037
5,000 - - - - - -
2019 2020 2021 2022 2023 2024
Est Goal Goal
❑Total Invoices Processed o PCard Invoices
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Budget
2021 2022 2022 2023 2024
001.14 Finance Adjusted
Actual Budget Estimate Budget Budget
Expenditures
Salaries &Wages 2,116,611 2,555,942 2,149,900 2,703,853 2,914,719
Personnel Benefits 867,527 1,224,571 901,800 1,197,970 1,356,121
Supplies 9,972 13,200 13,200 15,700 15,700
Services &Charges 143,774 223,300 223,300 535,600 555,100
Capital Outlay - - - - -
Interfund Payments For Service 196,122 209,300 209,300 595,500 613,400
DEPARTMENT TOTAL $3,334,007 $4,226,313 $3,497,500 $5,048,623 $5,455,040
2023-2024 New Requests:
FIN.0019 (page 292) Ongoing
FIN.0020 (page 293) One-Time Funded with Reserves
Department Employees
001 Finance FTEs 2020 2021 2022 2023 2024
Finance FTEs 24.00 25.00 26.00 27.00 28.00
TOTAL FINANCE FTEs 24.00 25.00 26.00 27.00 28.00
Full Time Equivalent(FTE)Changes:
1.0 FTE-Per the 2021-2022 Budget,this includes 1.0 FTE added in 2021 to the Finance Department for a
B&O Tax Specialist who will administer the B&O Tax Program.
1.0 FTE-Per BA#5 2022,Ordinance No.6850,a Senior Accountant position was added.
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE added in 2023 to the Finance Department for a
Desk Auditor who will report to the B&O Tax&Licensing Auditor
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE added in 2024 to the Finance Department for a
Field and Compliance Auditor who will report to the B&O Tax&Licensing Auditor.
137
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2023-2024 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.
Department Budget
2022
001.98 Non Departmental 2021 Actual Adjusted 2022 2023 Budget 2024
Budget Estimate Budget
Expenditures
Salaries &Wages 454,274 291,990 291,990 463,400 41,400
Personnel Benefits 425,626 1,353,530 1,353,530 930,000 908,300
Supplies 21,518 - - - -
Services &Charges 697,290 1,415,200 1,415,200 1,690,200 1,705,400
Operating Transfers Out 4,959,642 848,500 19,348,500 632,700 715,635
Interfund Payments For Service 10,035 7,500 7,500 7,700 7,700
Designated Ending Fund Balance 593,625 311,445 593,625 593,625 593,625
Undesignated Ending Fund Balance 34,763,743 25,915,048 15,835,008 8,882,085 9,431,050
DEPARTMENT TOTAL $41,925,753 $30,143,213 $38,845,353 $ 13,199,710 $13,403,110
138
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2023-2024 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 106 - The American Rescue Plan Act (ARPA) Fund accounts for federal ARPA funding
received by the City through the Coronavirus State and Local Fiscal Recovery Funds (SLFRF)
program.
• 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.
AMERICAN RESCUE PLAN ACT (ARPA) FUND
Fund Budget
106 American Rescue Plan 2021 2022 2022 2023 2024
Act(ARPA) Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance - 5,802,647 - - -
Federal Grants 1,572,968 7,375,600 4,901,381 4,030,000 4,246,866
Total Revenues $ 1,572,968 $ 13,178,247 $ 4,901,381 $ 4,030,000 $ 4,246,866
Expenditures
Services &Charges 196,596 328,400 328,015 - -
Transfer Out 1,376,372 5,708,366 4,573,366 4,030,000 4,246,866
Ending Fund Balance - 7,141,481 - - -
Total Expenditures $ 1,572,968 $ 13,178,247 $ 4,901,381 $ 4,030,000 $ 4,246,866
139
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2023-2024 Biennial Budget Section IV: Operating Budget
CUMULATIVE RESERVE FUND
Fund Budget
2021 2022 2022 2023 2024
122 Cumulative Reserve Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance 8,622,344 10,553,767 10,553,767 30,713,551 29,402,101
Investment Income (68,577) 80,000 80,000 80,000 80,000
Miscellaneous - 2,029,800 2,029,784 - -
Operating Transfers In 2,000,000 - 18,500,000 - -
Total Revenues $ 10,553,767 $12,663,567 $31,163,551 $30,793,551 $29,482,101
Expenditures
Operating Transfers Out* - 2,400,000 450,000 1,391,450 12,959,994
Ending Fund Balance 10,553,767 10,263,567 30,713,551 29,402,101 16,522,107
Total Expenditures $ 10,553,767 $12,663,567 $31,163,551 $30,793,551 $29,482,101
2022 2022 2023 2024
Transfers Out Summary* 2021 Actual Adjusted
Budget Estimate Budget Budget
To Fund 328-Property Purchase - 450,000 450,000 - -
To Gen Fund-ENG.0034 - - - 110,000 145,000
To Gen Fund-FAC.0029 - - - 100,000
To Gen Fund-FIN.0020 - - - 150,000 2,650,000
To Gen Fund-HRR.0005 - - - 206,150 102,050
To Gen Fund-POL.0039 - - - 825,300 762,944
To Gen Fund-Cash Flow Needs - 1,950,000 - - 9,300,000
Total Transfers Out $ - $ 2,400,000 $ 450,000 $ 1,391,450 $12,959,994
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2023-2024 Biennial Budget Section IV: Operating Budget
MITIGATION FEES FUND
Fund Budget
2021 2022 2022 2023 2024
124 Mitigation Fees Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance-Designated 14,327,805 7,801,794 15,952,663 10,882,950 5,435,168
Beginning Fund Balance-Undesignated 89,217 8,240,086 89,217 93,217 98,217
Fire Impact Fees 122,193 153,400 153,400 125,000 125,000
Transportation Impact Fees 2,422,965 818,000 1,200,000 1,300,000 1,300,000
Truck Impact Fees 6 - - - -
School Impact Admin Fees 5,876 7,200 4,000 5,000 5,000
Traffic Mitigation Fees - - - - -
Parks Impact Fees 322,000 127,800 270,000 150,000 150,000
Investment Income 14,945 55,500 35,000 21,200 20,100
Transfers In - - - - -
Total Revenues 17,305,007.23 $ 17,203,780 $17,704,280 $12,577,367 $ 7,133,485
Expenditures
Professional Services 550,000 68,700 68,700 75,000 75,000
Operating Transfers Out* 713,127 7,021,094 6,659,413 6,968,982 6,928,800
Ending Fund Balance-Designated 15,952,662 10,055,054 10,882,950 5,435,168 26,468
Ending Fund Balance-Undesignated 89,217 58,932 93,217 98,217 103,217
Total Expenditures 17,305,007.23 $ 17,203,780 $17,704,280 $12,577,367 $ 7,133,485
2021 2022 2022 2023 2024
Transfers Out Summary* Adjusted
Actual Budget Estimate Budget Budget
To Fund 102-Impact Fees 580,625 4,595,465 4,217,613 5,028,692 6,403,800
To Fund 102-Wetland Mitigation - 73,000 -
To Fund 102-Traffic Mitigation Fees 100,000 100,000 - 150,000
To Fund 105-Impact Fees - - - - -
To Fund 102-Fees In Lieu of Services - - - - -
To Fund 321 -Park Impact Fees 2,547 384,322 405,493 477,800 375,000
To Fund 321 -Park Mitigation Fees - 0 - -
To Fund 328-Traffic Impact Fees -
To Fund 328-Parks Impact Fees 129,955 1,936,307 1,936,307 1,389,490 -
To Fund 328-Wetland Mitigation Fees - 5,000 -
Total Transfers Out $ 713,127 $ 7,021,094 $ 6,659,413 $ 6,968,982 $ 6,928,800
141
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2023-2024 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 five debt service funds: the 2020 LTGO Refunding Bond Fund, the SCORE (South
Correctional Entity) Debt Service Fund, the Local Improvement District (LID) Guarantee Fund, the
Local Improvement District (LID) 350 Fund, and the Golf/Cemetery Refunding Debt Service Fund.
The 2020 LTGO Refunding Bond Fund is intended to assume payments previously assigned to the
City Hall Annex Bond Fund and the Local Revitalization Bond Fund, which will be reallocated and
closed in 2021.
The City's LID Guarantee Fund is used as a source for guaranteeing the redemption and payment of
outstanding LID bonds and interest. Its purpose is to provide adequate security in order to maintain
top credit ratings by bond rating agencies such as Moody's Investors Service.
Fund Budget
232 LTGO A&B Refunding 2021 2022 2022 2023 2024
Bonds(2020) Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance 92,708 381,987 381,987 662,707 662,707
LRF Sales Tax Credit 260,195 250,000 250,000 250,000 250,000
Investment Income 119 270 270 - -
BAB Subsidy - 414,700 - - -
Operating Transfers In 1,538,200 1,539,700 1,539,700 1,257,600 1,254,200
Total Revenues $ 1,891,222 $ 2,586,657 $ 2,171,957 $ 2,170,307 $ 2,166,907
Expenditures
Debt Service Principal 700,000 735,000 735,000 770,000 805,000
Debt Service Interest 809,235 774,250 774,250 737,600 699,100
Ending Fund Balance 381,987 1,077,407 662,707 662,707 662,807
Total Expenditures $ 1,891,222 $ 2,586,657 $ 2,171,957 $ 2,170,307 $ 2,166,907
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2023-2024 Biennial Budget Section IV: Operating Budget
Fund Budget
2022
238 SCORE 2.009 A&B 2021 Adjusted 2022 2423 2024
Bond Debt Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance - - - - -
BAB Subsidy - 412.600 - - -
Interlocal Grants-Host City. - 62.560 - 62.560 62,560
SCORE Contract Cities Revenue - 891.540 - 1.303.540 1,303,64-0
Operating Transfers In - - - - -
Total Revenues $ - $ 1,366,700 $ - $ 1,366,100 $ 1,366,200
Expenditures
Debt Service Principal - 659.200 - 595.400 723,300
Debt Service Interest - 697.500 - 670.700 642,900
Ending Fund Balance - - - - -
Total Expenditures $ - $ 1,366,700 $ - $ 1,366,100 $ 1,366,200
Fund Budget
2021 2022 2022 2023 2024
249 LID Guarantee Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance 1,676 1,678 1,677 1,687 1,697
Investment Income 2 10 10 10 10
Operating Transfer In - - - - -
Total Revenues $ 1,677 $ 1,688 $ 1,687 $ 1,697 $ 1,707
Expenditures
Operating Transfers Out - - - -
Ending Fund Balance 1,677 1,688 1,687 1,697 1,707
Total Expenditures $ 1,677 $ 1,688 $ 1,687 $ 1,697 $ 1,707
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2023-2024 Biennial Budget Section IV: Operating Budget
Fund Budget
2012
275 LID #350 2021 Adjusted
2022 2023 2024
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance 1.197 2,151 2,151 - -
Investment Income 2 10 10 - -
Special Assessment Principal 591 - - - -
Special Assessment Interest& Penalties 361 - - - -
Total Revenues $ 2,151 $ 2,161 $ 2,161 $ - $ -
Expenditures
Operating Transfers Out - 2.161 2.161 - -
Special Assessment Principal - - - - -
Special Assessment Interest - - - - -
Ending Fund Balance 2,151 - - - -
Total Expenditures $ 2,151 $ 2,161 $ 2,161 $ - $ -
Fund Budget
276 Golf/Cemetery 2021 2022 2022 2023 2024
Refunding Debt Service Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance - - - - -
Investment Income - - - - -
Operating Transfer In 370,839 371,300 371,300 370,700 374,400
Total Revenues $ 370,839 $ 371,300 $ 371,300 $ 370,700 $ 374,400
Expenditures
Debt Service Principal 341,802 347,700 347,700 352,900 362,400
Debt Service Interest 29,037 23,600 23,600 17,800 12,000
Ending Fund Balance - - - - -
Total Expenditures $ 370,839 $ 371,300 $ 371,300 $ 370,700 $ 374,400
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2023-2024 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.
Fund Budget
2022
2024
328 Capital Improvements Adjusted 2t}2202
3
Actual Budget Estimate Budget Budget
Revenues
Assigned Fund Balance -Streets 512,952 512,952 75,322 76,122 76,122
Beginning Fund Balance 9,771,375 13,569,966 14,007,596 13,002,434 13,515,034
REET 1 2,974,297 1,100,000 2,003,000 1,100,000 1.100.000
REET 2 2,974,296 1,100,000 2,003,000 1.100,000 1,100,000
Grants 328,490 517,892 515.881 1,685,000 1,403,000
Charges for Services 65,000 282.4-70 242,380 100,000 50,000
Investment Income 8,936 37,400 37.400 46,300 46,300
Contributions&Donations 444,620 - - 75.000 -
Miscellaneous Revenue - - - -
Operating Transfer In 2,472,305 4,220,597 3,106,377 2,727,000 400,000
Total Revenues $ 19,552,271 $ 21,341,277 $21,990,956 $19,911,856 $17,690,456
Expenditures
Facility Needs Study&Master Plan 37,528 - - - -
City Wetland Mitigation - 5,000 - - -
Facilites Projects 120,308 1,366,972 907,752 37,510 -
Parks Projects 334,254 2,932,008 2,902,008 2,604,990 1,630,000
Public Works Projects 62 1,550,000 950,000 1.300,000 2,550,000
Transportation Projects-REET 2 1,212,372 878,303 775,340 1,319,000 1,888,000
Theater Block Purchase - 450,000 450,000 - -
Operating Transfers Out-REET 1 1,659,121 1,782,635 1,245,000 878,400 552,700
Operating Transfers Out-REET 1 to F102&F105 - - - - -
Operating Transfers Out-REET 1 to F103 1,414,844 750,000 750,000 - -
Operating Transfers Out-REET 2 252,919 253,700 182,300 180,800 628,800
Operating Transfers Out-REET 2 to F103 - 1,450,000 750,000 - -
OperatingTransfersOut-Other 437,946 - - - -
Assigned Fund Balance-Streets 75,322 76,122 76,122 76,122 76,122
Ending Fund Balance 14,007,596 9,846,537 13,002,434 13,515,034 10,364,834
Total Expenditures $ 19,552,271 $ 21,341,277 $21,990,956 $19,911,856 $17,690,456
2023-2024 New Requests:
ENG.0031 (page 279) One-Time Funded with REET
PRK.0061 (page 311) One-Time Funded with REET and Parks Impact Fees
145
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2023-2024 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—from 2010 to 2035—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.
Fund Budget
2022
330 Local 2021 Adjusted 2022 2023 2024
Revitalization Actual gadget Estimate Budget Budget
Revenues
Beginning Fund Balance 355.086 216.579 316.579 245.831 2.031
Investment Income 331 - 1.500 1.200 1.000
Operating Transfer In 7.523 41.477 41.477 255.000 2.081.866
Total Revenues $ 362,941 $ 358,056 359,556 $ 502,031 $ 2,084,897
Expenditures
Capital Outlay 46.361 113.725 113.725 500.000 2.081.866
Ending Fund Balance 316.570 244.331 245.831 2.031 3.031
Total Expenditures $ 362,941 $ 358,056 359,556 $ 502,031 $ 2,084,897
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2023-2024 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 currently contracts with Waste Management for solid waste collection, billing agent
services, and customer service. City staff are responsible for overall contract management. The
City's new contract with Waste Management was effective October 1, 2021. Under this contract,
Waste Management provides solid waste service to the entire City. The franchise agreement with
Republic Services for annexation areas on West Hill and Lea Hill expired September 30, 2021. The
City has an interlocal agreement with King County for disposal of all solid waste materials generated
within City limits. 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.
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Maintain the residential recycling • The residential recycling and • Increase the residential recycling
and compostables diversion rate compostables diversion rate was and compostables diversion rate SUSTAINABILITY
over 52%. 51%in 2020 and 48%in 2021. to 50%in 2023 and 2024.
• Maintain the total City recycling • As of May 2022,the total City • Increase the total City recycling
and compostables diversion rate recycling and compostables and compostables diversion rate SUSTAINABILITY
at or above 30%(excluding private diversion rate is approximately to 30%(excluding private sector
vendor recycling and composting 27%(excluding private vendor recycling and composting
services) recycling and composting services)
services).
• Work with other City departments • Solid Waste Division staff included • Work with other City departments
and possibly neighboring information on how to report illegal and possibly neighboring ENVIRONMENT
junsdictions to create an outreach dumping and the total tonnage jurisdictions to create an outreach
campaign to reduce illegal collected from illegal dumping in campaign to reduce illegal
dumping/litter. the City's magazine. dumping/litter.
• Work with other City departments • In research phase for creating a • Work with other City departments
to develop a recycling collection City Facility recycling collection to develop a recycling collection ENVIRONMENT
program for batteries,office program in conjunction with other program for batteries,office
equipment,and other items as City departments for batteries, equipment,and other items as
needed. other small hazardous waste needed.
materials,and office equipment.
• Implement a new 10-year solid • Implemented 10-year solid waste
waste contract effective October contract with Waste Management.
2021. This includes changing to Waste Management now provides
hauler customer service and the solid waste collection,billing,and SERVICE
hauler as the billing-agent for the customer service for the entire
City.This will bring the entire City City
under one solid waste contract.
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Solid Waste Fund
Tons of Residential&Commercial Garbage Collected
The City of Auburn garbage tonnage declined in 2020 due to impacts from the COVID-19 pandemic. In
2021,tonnage increased as the economy stabilized. We expect tonnage to steadily grow as several
large multifamily complexes are completed.
Tons of Garbage Collected
60,000
48,580 50,654 51,000 51,500 52,000
50,000 47,155
40,000
30,000
20,000
10,000
2019 2020 2021 2022 2023 2024
Est Goal Goal
Tons of Recycling&Yard Waste Collected
The City of Auburn recycling and yard waste tonnage increased in 2020 when more residents were
home due to the COVID-19 pandemic. The tonnage declined in 2021,as people started spending more
time outside of their homes. We expect the recycling and yard waste tonnage to maintain similar levels
in the future.
Tons of Recycling&Yard Waste Collected
25,000
20,000
19,301 20,447 19,211 19,300 19,400 19,500
15,000
10,000
5,000
2019 2020 2021 2022 2023 2024
Est Goal Goal
Residential Diversion Rate
Auburn residents diverted approximately 48% of their waste from the landfill in 2021. The City
anticipates residential diversion will stay steady,which is in line with King County estimates.
Residential Diversion Rate
75%
50%
48.8% 51.0% 48.0% 49.0% 50.0% 50.0%
25%
0%
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budget Section IV: Operating Budget
2023 - 2024 Working Capital Budget
2022
434 Solid Waste 2021 Adjusted 2022 2023 2024
Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
343.750/751/753 Garbage Service 13,572,720 15,115,500 23,112,500 26,532,630 27,988,200
343.752 Yard Waste 965,690 1,614,600 - - -
343.780/790 Excise Tax&Utility Tax 1,340,186 1,295,300 550 - -
343.770 Household Hazardous Waste 354,499 400,000 - - -
343.760 Late Penalties (1) 100,000 - - -
361.110 Investment Income 5,111 44,200 6,000 44,200 44,200
334&337 Grants 38,590 190,000 58,700 70,000 70,000
369-399 Miscellaneous Revenue (31,596) - - - -
TOTAL OPERATING REVENUES $16,245,199 $18,759,600 $ 23,177,750 $26,646,830 $28,102,400
OPERATING EXPENDITURES
537.000.10 Salaries&Wages 68,693 121,500 115,075 125,828 133,859
537.000.20 Benefits (20,767) 73,300 66,200 76,156 81,999
537.000.30 Supplies 8,772 80,200 54,600 48,600 48,600
537.000.40 Services&Charges 17,730,499 18,311,880 23,867,800 26,102,900 27,877,600
537.000.50 Operating Transfer Out - 72,700 72,700 - -
590 100.05 Net Increase in Restricted Assets - - - - -
535.000.90 Interfund Payments for Service 596,687 655,000 655,000 180,500 186,100
TOTAL OPERATING EXPENDITURES $18,383,884 $19,314,580 $ 24,831,375 $26,533,984 $28,328,158
REVENUES LESS EXPENDITURES $(2,138,685) $ (554,980) $ (1,653,625) $ 112,846 $ (225,758)
BEGINNING WORKING CAPITAL-January 1 5,927,917 3,789,232 3,789,232 2,135,607 2,248,453
ENDING WORKING CAPITAL-December 31 3,789,232 3,234,252 2,135,607 2,248,453 2,022,695
NET CHANGE IN WORKING CAPITAL(`) $(2,138,685) $ (554,980) $ (1,653,625) $ 112,846 $ (225,758)
(*) Working Capital=Current
Assets minus Current Liabilities
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2023-2024 Biennial Budget Section IV: Operating Budget
INSURANCE
The Insurance Fund is maintained to pay citywide insurance premiums, 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.
2023-2024 Working Capital Budget
2022
501 Insurance 2021 Adjusted 2022 2023 2024
Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
397.100 Operating Transfers In - - - - -
361.110 Investment Income 945 12,000 800 12,000 12,000
TOTAL OPERATING REVENUES $ 945 $ 12,000 $ 800 $ 12,000 $ 12,000
OPERATING EXPENDITURES
517.700.20 Benefits/Unemployment Claims 18,479 175,000 50,000 175,000 175,000
517.700.30 Supplies - - - - -
517.700.40 Services&Charges 3,906 8,200 8,200 7,500 7,500
597.100.50 Operating Transfers Out - - - - -
TOTAL OPERATING EXPENDITURES $ 22,385 $ 183,200 $ 58,200 $ 182,500 $ 182,500
REVENUES LESS EXPENDITURES $ (21,440) $(171,200) $ (57,400) $ (170,500) $ (170,500)
BEGINNING WORKING CAPITAL-January 1 1,789,615 1,768,175 1,768,175 1,710,775 1,540,275
ENDING WORKING CAPITAL-December 31 1,768,175 1,596,975 1,710,775 1,540,275 1,369,775
NET CHANGE IN WORKING CAPITAL(*) $ (21,440) $(171,200) $ (57,400) $ (170,500) $ (170,500)
(*) Working Capital=Current
Assets minus Current Liabilities
150
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2023-2024 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. There are two fiduciary funds that are managed by the
Finance Department.
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.
Fund Budget
2021 2022 2022 2023 2024
611 Fire Pension Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance-Designated 1,612,128 1,591,243 1,307,243 1,215,904 1,123,248
Beginning Fund Balance-Undesignated 476,352 398,327 574,723 574,723 574,723
Fire Insurance Prevention Tax 98,371 88,400 104,661 88,400 88,400
Investment Income 19,570 15,200 15,200 15,200 15,200
Unrealized Gain(Loss)on Investment (19,840) - - -
Operating Transfers In - - - - -
Total Revenues $2,186,582 $2,093,170 $2,001,827 $1,894,227 $1,801,571
Expenditures
Salaries &Wages 186,612 192,804 192,800 191,256 191,256
Personnel Benefits - - - - -
Services &Charges - 7,000 7,000 5,000 15,000
Interfund Payments for Services 10,400 11,400 11,400 - -
Ending Fund Balance-Designated 1,414,846 1,483,639 1,215,904 1,123,248 1,020,592
Ending Fund Balance-Undesignated 574,723 398,327 574,723 574,723 574,723
Total Expenditures $2,186,582 $2,093,170 $2,001,827 $1,894,227 $1,801,571
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2023-2024 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.
Fund Budget
2021 2022 2022 2023 2024
701 Cemetery Endowment Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance-Designated 1,925,182 1,918,600 2,007,357 2,054,857 2,102,357
Beginning Fund Balance-Undesignated 97,079 187,847 99,090 103,490 120,120
Lot Sales 82,175 47,500 47,500 47,500 47,500
Investment Income 2,010 16,630 4,400 16,630 16,630
Total Revenues $ 2,106,447 $ 2,170,577 $ 2,158,347 $ 2,222,477 $ 2,286,607
Expenditures
Operating Transfers Out - - - -
Ending Fund Balance-Designated 2,007,357 1,986,665 2,054,857 2,102,357 2,149,857
Ending Fund Balance-Undesignated 99,090 183,912 103,490 120,120 136,750
Total Expenditures $ 2,106,447 $ 2,170,577 $ 2,158,347 $ 2,222,477 $ 2,286,607
152
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City Attorney
Kendra Comeau
21 F.T.E.
I I I I I
Real Estate Senior City Staff Deputy City
City Clerk Manager Paralegal Attorney Attorney
I
I I I I
Domestic
Deputy City Records Clerk(5) Lead Prosecutor Violence City Prosecutor
Clerk(2) Paralegal (4)
Legal Assistant
(2)
F.T.E. =Full Time Equivalent
153
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CITY
JBUI-tN
WASHINGTON
2023-2024 Biennial Budget Section IV: Operating Budget
LEGAL DEPARTMENT
Mission Statement
The missions of the Legal Department are to provide accurate and timely legal advice and information
to the City, to represent the City in all civil and criminal litigation, and to provide timely and accurate
customer service, including public records.
The mission statement of the Real Estate Division is to provide reliable service, real estate
management, and optimal utilization of the City's real estate assets.
Department Overview
The City Attorney's Office is a full-service legal department consisting of the Civil Division, the
Prosecution Division, Real Estate 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.
The Real Estate Division provides all manners of real estate services to the various City departments,
while also acting as the "owner" of real estate held in in the general fund account. Responsibilities
performed by the Real Estate Division can generally be broken into three main categories; 1) sales
and leasing of real estate where the City has or desires an interest, 2) property rights, management&
maintenance of City owned or controlled real estate; and 3) division management& special projects.
Special projects is further broken down to include two additional sub-focus areas; i) use of real estate
to accomplish the strategic and/or special needs of the City, and ii) identification and application of
non or underperforming real estate owned by the City.
155
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2023-2024 Biennial Budget Section IV: Operating Budget
Accomplishments and Objectives
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Implement Laserfiche Records • Incorporated workflows for • Work with other departments to
Management workflows for DocuSign and Contract utilize Laserfiche for City Records. SERVICE
disposition authority numbers. Management.
• Work with court,public defense,and • Began the Auburn Community • Continue operating and potentially
other agencies to create and roll out Court in May of 2021,currently expand the Auburn Community WELLNESS
a Community Court. serving 20 Participants. Court focusing on accountability.
Partner with City partners and the
Community for a Municipal Court
study to determine whether our
court system is meeting
community needs.
• Review old warrant files for closure or • Old warrant files are continually • Continue reviewing old warrant
dismissal based on jurisdictional reviewed. The office has gone files and work with Court partners WELLNESS
limits. entirely paperless and can close to increase defendant attendance.
cases more efficiently. Coordinate with SCORE jail to
enable defendant/case access to
treatment modalities.
• Work internally and with other • Work internally and with other • Work internally and with other
departments to create more efficient departments to create more departments to create more SERVICE
workflows for legal review of efficient workflows for legal review efficient workflows for legal review
contracts,resolutions,and of contracts, resolutions,and of contracts, resolutions,and
ordinances. ordinances. ordinances.
• Continue to work with the Mayor and • Continue to work with the Mayor • Continue to work with the Mayor
City staff,as well as the regional and and City staff,as well as the and City staff,as well as the SERVICE
State participants,to develop regional and State participants,to regional and State participants,to
strategies for legislative bills to develop strategies for legislative develop strategies for legislative
enhance the ability of Auburn and bills to enhance the ability of bills to enhance the ability of
other cities in the State to carry out Aubum and other cities in the Auburn and other cities in the
their municipal responsibilities. State to carry out their municipal State to carry out their municipal
responsibilities. responsibilities.
• Work with pnvate defense attorneys • We now provide all defense • Continue electronic discovery.
to exchange discovery electronically. discovery electronically, unless a SERVICE
defense attorney refuses to accept
transmission in that method.
• Review and destroy electronic files • Completed destruction on two • Review and destroy electronic files
from its case management system shared drives.Assisted other from network drives in accordance SERVICE
and its network drive in accordance departments with destructions of with State Retention schedule.
with state retention schedules. their electronic records.
• Work with departments to implement • Implementation of the first three • Work with departments to
an electronic signature and contract phases of DocuSign for electronic enhance the electronic signature SERVICE
routing system. signatures and contract routing. and contract review process.
• Provide effective and efficient
management through the creation SERVICE
and establishment of maintenance
plans of all City-related properties
with special focus areas in the
downtown core.
• Begin the establishment of a
maintenance and repair budget SERVICE
capable of supporting future
management plans.
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Legal Department
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.
Resolutions& Ordinances Prepared
100
90
80
80 77 75 75 75
70 64
60
50 40 —9 —30 :19 :18 —0 =0 =0
20
10
0
2019 2020 2021 2022 2023 2024
Est Est Est
❑#of Resolutions ❑#of Ordinances
Criminal Misdemeanor Cases
Criminal charges in cases involving State law are of two types -misdemeanors and felonies.
Misdemeanor offenses are punishable by imprisonment for a term of not more than one year
and include minor assaults, theft and driving under the influence. This graph illustrates the
number of criminal misdemeanor cases opened by the City Attorney's Office.
Criminal MisdemeanorCases Opened
5,000
4,000 3,740
3,479
3,000 2,758 2,748 2700 2700
2,000
1,000
0
2019 2020 2021 2022 2023 2024
Est Est Est
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Budget
2021 2022 2022 2023 2024
001.15 Legal Adjusted
Actual Budget Estimate Budget Budget
Expenditures
Salaries &Wages 1,599,925 2,197,669 1,891,200 2,277,870 2,403,214
Personnel Benefits 667,718 1,031,599 767,600 969,282 1,057,336
Supplies 28,586 14,800 14,800 14,800 14,800
Services &Charges 1,591,279 2,578,650 2,578,650 2,656,400 2,672,000
Capital Outlay - - - - -
Interfund Payments For Service 392,174 420,300 420,300 575,400 592,400
DEPARTMENT TOTAL $4,279,682 $6,243,018 $5,672,550 $6,493,752 $6,739,750
2023-2024 New Requests:
LGL.0006 (page 299) Ongoing
LGL.0007 (page 300) Ongoing
Department Employees
001 Legal FTEs 2020 2021 2022 2023 2024
Legal FTEs 16.00 21.00 21.00 21.00 21.00
TOTAL LEGAL FTEs 16.00 21.00 21.00 21.00 21.00
Full Time Equivalent(FTE)Changes:
1.0 FTE-The 2019/2020 Adopted Budget included an additional Records Clerk position.
1.0 FTE-Per reclass paperwork,effective March 2021 the Real Property Analyst position was reclassed
from the Administration Department to the Legal Department and was then reclassed from a Real Property
Analyst to Real Estate Manager.
4.0 FTE's -Per BA#3 2021,Ordinance No.6836,3 Records Clerks and 1 City Prosecutor position was
added to support the Police Body Camera initiative.
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Director of Community
Development
Jeff Tate
33.00 F.T.E.
Administrative Office
Assistant Assistant
I I I I I
Planning Development Business Code Community SKHHP*
Services Services License Compliance Services Executive
Manager Manager Program Manager Manager Manager
Coordinator
I I I I I
Building Plan Code Human Services SKHHP`Program
Planner(4) Reviewer(2) Compliance Program Coordinator
Officer(2) Coordinator
I I Economic I
Development Human Services
Long Range Building Manager Program
Planner Inspector(2) Coordinator
I
I Economic I
Development
Permit Center Coordinator Housing Repair
Technician (3) Program
Coordinator
I
I
Development
Engineer Housing Repair
Manager Technician
I
Development
Review
Engineer(2)
*SKHHP=South King County Housing and Homelessness Partners
F.T.E. = Full Time Equivalent
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CITY
JBUI-tN
WASHINGTON
2023-2024 Biennial Budget Section IV: Operating Budget
COMMUNITY DEVELOPMENT DEPARTMENT
Mission Statement
To serve the Auburn community by providing consistent, high-quality customer service, and
implementing City Council goals and policies in land use planning, environmental protection, building
safety, development engineering, code enforcement, economic development, human services and
neighborhood programs.
Department Overview
Community Development is comprised of the divisions of Planning, Building, Development
Engineering, Code Enforcement, Economic Development, Licensing, Community Services, and the
Permit Center.
Accomplishments and Objectives
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Launch participation in the • This goal was accomplished in Q3 • Develop internal department SUSTAINABILITY
eCityGovAlliance as a voting of 2021. programs and methods that SERVICE
member This allows the City to enhance leadership depth and
have a voice in how our electronic succession planning.
systems grow and improve over
time.
• Identify strategies and action • COVID interupted efforts to pursue • Identify and implement protocols CELEBRATION
items that promote broader this goal during 2020 and 2021. and practices that are designed to CHARACTER
access and availability to healthier create more equity within the ECONOMY
food options and healthier community. SUSTAINABILITY
lifestyles. SERVICE
• Transition the City business • This goal was accomplished in Q3 • Identify and implement protocols CELEBRATION
licensing into the Washington of 2022. and practices that are designed to SUSTAINABILITY
State licensing program. create more equity within the work SERVICE
place.
• Update the zoning map in order to • This goal was achieved in Q4 of • Implement additional efforts to
achieve consistency with the 2021. achieve the development cost ECONOMY
recommendations of the adopted recovery fees identifed in 2019. SERVICE
Airport Master Plan.
• Develop stronger techniques for ECONOMY
coordinating housing related SUSTAINABILITY
policies and issues between SERVICE
SKHHP,Planning Services,
Community Services,and the
Executive and Legislative
branches of the City.
• Finalize the strategy for the State- • This goal was accomplished in Q2 • Relocate the Multifamily Tax ECONOMY
mandated periodic update to the of 2022 and is supported through Exemption program from WELLNESS
Comprehensive Plan successfully obtaining state downtown to another area of the
• Provide administrative support for • This goals was accomplished in • Identify the two high priority areas
the creation of South Sound Q1 of 2021 when SKHHP was fully eligible for tax increment financing ECONOMY
Housing Affordability Partners staffed and independent. SUSTAINABILITY
(SSHAP).
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2023-2024 Biennial Budget Section IV: Operating Budget
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 authonzation of construction of new buildings,but also
additions and modifications to existing buildings. The level of building permit activity is often cyclical and govemed 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
Building Permits Issued
600
500
484 515 485 500 500
425
400 -
300 -
200 -
100
2019 2020 2021 2022 2023 2024
Est Goal Goal
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 seances through the filing of complaints.
Cases Opened&Closed
1,200
1,046 1,000 1,000
1 090 875 900 --- -'-
--- 1 000 1 000
800 776 --� 00
42
400 42 --- _
2019 2020 2021 2022 2023 2024
❑Cases Opened ❑Cases Closed Est Goal Goal
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 penod 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 approximately twenty percent in the coming biennium
Number of Days in Permit Processing
100
81
80 74
65 62
60 58 58
40
20
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budget Section IV: Operating Budget
PLANNING DIVISION
The Planning division is responsible for the following:
• Formulating and recommending comprehensive goals on planning, ensuring compliance with the
Growth Management Act, Countywide Planning Policies, and Regional Planning requirements.
• Coordinating with other City departments to ensure City plans and projects are compatible with
the Comprehensive Plan.
• Developing and maintaining the Comprehensive Plan and special purpose plans as they are
amended on an annual basis and as periodically required by state law.
• Providing staff to planning commission, hearing examiner, and local and regional committees
and cooperatives as directed by the Mayor.
• Ensuring compliance with statutory requirements relative to federal, state, and local
environmental laws and policies.
• Acting as the City's responsible official for State Environmental Policy Act (SEPA) compliance,
and Shoreline Management Program Manager.
• Reviewing public and private development proposals for adherence to land use, zoning,
environmental, floodplain, shoreline, and land division policies and regulations.
• Management of the City's Façade Improvement Program.
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Develop and deploy sustainability • No progress. Reason for no • Identify and implement ECONOMY
initiatives such as creation of a progress is because the state recommendations outlined in the SUSTAINABILITY
Comprehensive Plan Sustainability legislature has continued to 2021 Housing Action Plan. WELLNESS
Element. discuss this concept as a
mandatory state law. The city did
not want to proceed with an
approach until/unless there was
guidance from the state.
• Identify and establish • Outreach strategies were • Complete the State mandated CELEBRATION
environmental outreach strategies. eliminated from the Environmental periodic update to the CHARACTER
Services program because of the Comprehensive Plan by 12/31/24. WELLNESS
inability to offer in person classes
and consultations during the SERVICE
pandemic. ECONOMY
SUSTAINABILITY
ENVIRONMENT
• Pursue and solidify funding for • The city had to invest capital funds • Complete an overhaul of the ECONOMY
Phase 2 of the Auburn into the replacement of the birding Downtown Urban Center Plan. CHARACTER
Environmental Park boardwalk tower at the AEP. This significant WELLNESS
extension. investment precluded the ability to
pursue funding and design efforts
for Phase 2.
BUILDING DIVISION
The Building division is responsible for the following:
• Reviewing public and private development proposals for adherence to building, fire, structural
and property maintenance policies and regulations.
• Performing field inspections to ensure that buildings and property are developed consistent with
approved building plans and structural engineering designs.
• Coordinating with Valley Regional Fire Authority during the review of development proposals.
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2023-2024 Biennial Budget Section IV: Operating Budget
DEVELOPMENT ENGINEERING DIVISION
The Development Engineering division is responsible for the following:
• Reviewing public and private development proposals for adherence to clearing and grading,
stormwater, erosion control, utility and transportation policies and regulations.
• Coordinating with Valley Regional Fire Authority and the City's Public Works Department during
the review of development proposals.
CODE ENFORCEMENT DIVISION
The Code Enforcement division is responsible for the following:
• Respond to internal and external complaints regarding the potential violation of building, land
use, environmental, nuisance, utility, street and licensing codes.
• Coordinate with other City departments and external agencies to determine appropriate policies,
practices and responses.
• Performs field inspections to investigate allegations of complaints and follow up inspections to
aid in the monitoring of compliance efforts.
• Issues notices, citations, liens and other instruments intended to obtain compliance after
voluntary efforts are not successful.
ECONOMIC DEVELOPMENT DIVISION
The Economic Development division is responsible for the following:
• Provide staff support to the Business Improvement Area (BIA)committee, the Tourism Board,
and the Lodging Tax Advisory Committee (LTAC).
• Oversight of economic development grants, contracts, and other agreements.
• Serve as a resource to the business community in their efforts to locate or grow their business
within the City.
• Provide support to comprehensive planning efforts including writing and updating the economic
development element and supporting strategic plans.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 I Progress Towards I Major Goals I Strategic I
Goals 2021-2022 Goals for 2023-2024 Goal
• Continue to implement ongoing, • Staff have reached out to local • Work closely with Greater Seattle
short-term and mid-term strategies businesses that are closing stores Partners to develop new business
specific to business development, in other junsdictions to encourage recruitment and continue to
relocation and recruitment. them to relocate in Auburn. outreach to small businesses for ECONOMY
growth opportunities. SUSTAINABILITY
SERVICE
• Deploy federal ARPA funds by ECONOMY
making investments into a safer SUSTAINABILITY
and more secure business SERVICE
environment CHARACTER
• Complete the update to the ECONOMY
Economic Development element SUSTAINABILITY
of the comprehensive plan by
12/31/24.
• Secure additional grant funding to ECONOMY
help support economic SUSTAINABILITY
development activities and
initiatives.
• Update the 10 Year Economic ECONOMY
Development Strategic Plan SUSTAINABILITY
• Continue to implement ongoing, • Staff have worked closely with the • Continue to work with our partners
short-term and mid-term strategies BIA, DAC and Auburn Area (BIA, DAC,GRC SBC,Chamber) ECONOMY
specific to business Connect Chamber to provide to provide opportunites for SERVICE
development/support. networking opportunities,façade eduction and support of Auburn SUSTAINABILITY
improvement grant opportunities, businesses
and supported a Downtown Clean
Up program.
• Continue to implement ongoing, • Staff have been working on a • Continue the new Business
short-term and mid-term strategies marketing campaign to be Connect Networking Events and
specific to business outreach and installed at the Outlet Collection capitalize on opportunites to
networking. advertising businesses located assist existing business to
outside the mall. continue to grown ECONOMY
• Continue to implement ongoing, • Staff have been working with Create a marketing campaign
short-term and mid-term strategies Downtown business during the inviting new businesses to start up
as outlined in the Economic pandemic to assist them to in Auburn
Development Strategic Plan. provide all information about
changing conditions. We continue
to work to implement a safe and
beautiful area for customers and
employees. ECONOMY
• Establish a long-term • Staff have hired two employees to • Continue our partnership with
maintenance plan for City parking weekly clean up the City owned Trillium to provide part time ECONOMY
lots and implement when the parking lots and plaza areas. employment to keep the BIA area
budget becomes available. clean.
• Implement ongoing,short-term • Staff have been working with the • Continue to provide social media
and mid-term strategies as Chamber of social media messaging and marketing. Work
outlined under"Delivery,Product, messaging and marketing. with Consultant on marking videos
Place,and Messaging"in the 10- to encourage new businesses in ECONOMY
year Strategic Plan. Auburn.
•
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Economic Development
Number of Business Licenses Issued
Businesses operating in Auburn are required to be licensed on an annual basis. Businesses are established
in a given location for such reasons as cost, demand, location, availability and regulations. Businesses may
shut down or relocate if these conditions are unfavorable. The number of business licenses issued is an
indicator of business activity, Auburn's ability to sustain business growth, and the desirability of Auburn as a
location. Data from legacy systems prior to 2019 is not available.
Business Licenses Issued
6,000 5,250 5,500 5,500
5,010 5,037 5,119
4,000
2,000
2019 2020 2021 2022 2023 2024
Est Goal Goal
LICENSING
• Oversight of the City's business licensing program which includes external coordination with the
Washington State Department of Business Licensing Services, internal coordination associated
with the review of license applications, administration of the annual renewal process, and
management of business license regulations.
• Oversight of the City's rental licensing program which applies to all multi-family and single family
residential rental properties within the City.
ENVIRONMENTAL SERVICES
• Management of the Auburn Environmental Park which includes maintenance, capital
improvements, and management strategies.
• Participation in WRIA 9, WRIA 10, and the King County Flood Control District regional
partnerships for long range planning, property acquisition, restoration and enhancement of the
Green and White Rivers.
• Archiving and maintaining files for both private and public restoration and mitigation sites.
• Coordination of the City's participation in the National Flood Insurance Program, FEMA
Community Assistance Visits, and Community Rating System.
• Provide funding and support to local and regional environmental education efforts.
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2023-2024 Biennial Budget Section IV: Operating Budget
COMMUNITY SERVICES DIVISION
• The Community Development Block Grant Entitlement Program, administered by the
Department of Housing and Urban Development, provides annual grants on a formula basis to
eligible cities to develop viable urban communities.
• Initiates and supports relevant services to build community and meet the essential needs of the
residents of Auburn, including housing repair, human services funding for agencies, and
neighborhood programs.
• Providing staff support to the Human Services Committee, facilitation of a biennial human
services grant program made available to non-profit agencies, and management of human
service contracts.
• The Human Services program, through a competitive application process, allocates funding to
nonprofit agencies to provide direct services to community members. Human Services staff
support the City's Human Services Committee, an advisory body to the City Council.
• Administration of the Housing Repair program which offers low-income city residents grants for
emergency home repairs. These grants help Auburn's low-income homeowners preserve and
stay in safe and affordable housing.
• Neighborhood Programs provides activities and amenities that encourage positive interactions
among residents, as well as between residents and the City, to foster inclusivity, wellness and
community development. Programming includes a community matching grant, National Night
Out, and Civics Academy.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Implement tools and strategies to • Community Services included • Continue to strengthen tools and
enhance communication between more robust funding in the 21-22 strategies to enhance CELEBRATION
the City of Auburn and customers budget that supported our communication between the City WELLNESS
who speak a language other than language translation and of Auburn and customers who SERVICE
English. interpretation needs.We have speak a language other than
implemented procedures in our English.
team,though hope for the
development of a citywide
language access policy so that
there's consistency across teams.
• Distnbute Community Resource • After a thorough review,staff • Build out additional Community
brochure and streamline access to determined that the model of Resource guides on the SERVICE
resource information on the City's singular resource guides can be Community Services website and WELLNESS
website. both administratively challenging develop and implement a CELEBRATE
and difficult for the customer.The standard for translation for those
Community Services team worked guides.
to create individual resource flyers
based on area of need and posted
on the Auburn website We are
hoping to enhance this in the
coming year.
• Develop,share and implement • Community Services staff have • Develop,share and implement
policies and practices that support actively partnered with SKHHP policies and practices that support SUSTAINABILITY
the goals identified in the ILA staff and partner cities to make the goals identified in the SKHHP WELLNESS
progress on the goals articulated ILA. ECONOMY
in the SKHHP ILA.SKHHP SERVICE
released a progress report in 2022
capturing the success of the past
two years that provides greater
insight into this work.
• Develop and implement a Digital • During 2020, Neighborhood
Civics Academy. Programs piloted a virtual version SERVICE
of Civics Academy to CELEBRATION
accommodate participation during
the pandemic.We received
feedback from both attendees and
presenters that they felt the
format,which lacked in person
field trips,etc,was not as
engaging as an in person format.
We will continue to explore
opportunities to roll out Civics
Academy to a wider audience and
make it more accessible than the
single annual in-person format
allows
• Increase accessibility of • We are thnlled to have rolled out a • Expand the Human Services
Community Matching Grant new program structure in 2022 Equity Pilot to all grantees and WELLNESS
program by exploring altemative that works towards this goal.We Human Services contracts SERVICE
funding structures for grantees. have added a"Community Fund"
that allows for the City to act as
project manager for Community-
supported projects that might not
have a sponsoring organization to
be able to access the matching
grant program.We will be
reporting back on program
outcomes once we have
completed a full project cycle.
• Provide support that helps • Community Services staff were
establish a resource center in engaged in the early planning WELLNESS
conjunction with Aubum's stages of the Resource Center SERVICE
community court. and Community Court. In 2020 a
staff person was hired in the
Department of Administration to
oversee this work.Community
Services provided all agency
connections and referrals as
requested.
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Community and Human Services
Housing Repair Services-Households Serviced
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 Our performance measures were impacted in 2020 and 2021 due to COVID guidelines.
Number of Households Served
80
65 65 65
59
60 52
40
40
20
2019 2020 2021 2022 2023 2024
Est Goal Goal
Number of National Night Out Events Registered
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 spent 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.We were unable to hold National Night
Out in 2020 and 2021 due to public health guidelines.
National Night Out Events Registered
100
80
57 55 60
60 50
40
20
2019 2020 2021 2022 2023 2024
Est Goal Goal
Number of Graduates from the City of Auburn Civics Academy
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 vanous City departments.We were unable to hold Civics Academy in 2021 due to public health guidelines.
Number of Civics Academy Graduates
30
25
24 25 25
20
20
15 11
10
5
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budaet Section IV: Operatina Budget
PERMIT CENTER
• Managing the City's One Stop Permit Center, which includes coordinating with other City
departments on provision of services to new development.
• Administration of the City's parking permit program.
• Administration of the City's permitting software system.
Department Budget
001.17 Community 2021 2022 2022 2023 2024
Development Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages 2,682,570 3,011,774 2,818,900 3,203,009 3,355,776
Personnel Benefits 1,142,725 1,381,968 1,138,100 1,404,214 1,528,570
Supplies 4,856 35,100 35,100 29,600 29,600
Services &Charges 1,515,150 3,396,710 3,396,710 2,692,820 2,582,120
Interfund Payments For Service 765,775 838,150 838,150 979,200 999,800
DEPARTMENT TOTAL $6,111,076 $8,663,702 $8,226,960 $8,308,843 $8,495,866
2023-2024 New Requests:
PLN.0054 (page 303) One-Time funded with Fund Balance
Department Employees
001 Community Development FTEs 2020 2021 2022 2023 2024
Community Development FTEs 30.75 31.75 33.00 33.00 33.00
TOTAL COM M UNITY DEVELOPMENT FTEs 30.75 31.75 33.00 33.00 33.00
Full Time Equivalent(FTE)Changes:
-1.0 FTE-Per reclass in March 2020,the SustainabilityCoordinator position was reclassed to the Outreach
Program Administrator position which reports to the Mayor.
-.25 FTE-Per reclass paperwork in June 2020,the SKHHP Office Assistant Position was reclassed to a
SKHHP Program Coordinator and changed from 1.0 FTE to 0.75 FTE.
1.0-Per reclass paperwork,effective April 2021 the Economic Development Manager position was
reclassed from the Administration Department to the Community Development Department and was then
reclassed from an Economic Development Manager to an Economic Development Coordinator.
+0.25 FTE-Per BA#4,effective 1/1/2022,the SKHHP Program Coordinator Position was changed from 0.75
FTE to 1.0 FTE.
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2023-2024 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUNDS
Special revenue funds account for the proceeds of specific revenue sources whose expenditures are
legally restricted. The Community Development Department is responsible for the budget in the
following special revenue funds:
• Fund 104-The Hotel/Motel Tax Fund was created in 2001 to collect revenues to support
tourism activities in Auburn. The Economic Development Division is responsible for the
budget in the Hotel/Motel Tax Fund.
• Fund 119-The Housing & Community Development Fund was created to house activity
related to the Community Development Block Grant (CDBG) Entitlement Program, which
provides annual grants on a formula basis to entitled cities to develop viable urban
communities. This fund is managed by the Human and Community Services Division.
• Fund 121 -The Business Improvement Area Fund was created to house assessments and
support Business Improvement Area activities in downtown Auburn. This fund is managed
by the Economic Development Division.
Hotel/Motel Tax Fund
Fund Budget
2021 2022 2022 2023 2024
104 Hotel Motel Tax Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance 315,807 433,129 433,129 480,179 446,979
Hotel Motel Tax 149,326 165,000 165,000 140,000 140,000
Film Festival Admission - 2,500 - 2,500 2,500
Investment Income 365 1,400 1,400 1,400 1,400
Total Revenues $ 465,498 $ 602,029 $ 599,529 $ 624,079 $ 590,879
Expenditures
Salaries &Wages - 48,950 - 48,950 48,950
Personnel Benefits - 8,810 - 8,800 8,800
Supplies - 3,200 3,200 3,200 3,200
Services &Charges 32,369 116,150 116,150 116,150 116,150
Ending Fund Balance 433,129 424,919 480,179 446,979 413,779
Total Expenditures $ 465,498 $ 602,029 $ 599,529 $ 624,079 $ 590,879
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2023-2024 Biennial Budget Section IV: Operating Budget
SPECIAL REVENUE FUND
HOUSING & COMMUNITY DEVELOPMENT FUND
Mission Statement
The Community Development Block Grant (CDBG) Entitlement Program provides annual grants on a
formula basis to entitled cities to develop viable urban communities. Projects funded by CDBG must:
• Align with the Department of Housing and Urban Development's (HUD) National Objectives
• Be eligible under HUD's guidelines
• Benefit low-and moderate-income persons
Overview
Every five years, the City of Auburn updates its CDBG Consolidated Plan. The Consolidated Plan
guides the investment of federal housing and community development funds. The City is currently
operating under the 2020-2024 Consolidated Plan, which identifies the following goals:
• Affordable Housing—Ensure access to healthy, affordable housing for low-and moderate-
income households throughout the region and advance fair housing to end discrimination and
overcome historic patterns of segregation.
• Ending Homelessness—Make homelessness rare, brief, and one-time and eliminate racial
disparities.
• Community and Economic Development— Establish and maintain healthy, integrated, and
vibrant communities by improving the well-being and mobility of low-and moderate-income
residents, and focusing on communities with historic disparities in health, income, and quality of
life.
The City received $632,034 in CDBG funds for 2020. Funds support the Housing Repair program,
ADA infrastructure improvements, public services such as health care and job training, fair housing
programs, and other allowable activities as approved by City Council.
The 2019 Washington State Legislature enacted Substitute House Bill 1406 which allows City's to
recapture a portion of the sales tax that was already being collected. On September 16, 2019 the
Auburn City Council adopted Ordinance 6732 which requires that the State of Washington direct a
portion of collected sales tax to the City of Auburn for the specific purpose of supporting local
affordable housing programs. Funds collected are to be placed in a separate account that can then
be used for the acquisition, construction, or rehabilitation of affordable housing or facilities providing
supportive housing, or for providing rental assistance for tenants whose income is at or below sixty
percent of the King County median income. Under state law, collection of the tax for these purposes
shall last for a period of 20 years.
While there are a variety of ways to utilize these funds the City has not yet determined where or how
affordable housing investments will be made. The City began collecting the funds in the first quarter
of 2020. The City has publicly declared its support to direct these funds into the South King Housing
and Homelessness Partnership (SKHHP) provided that other cities do the same and in order to
maximize regional investments in affordable housing solutions. It is likely that during the period of
2020 to 2022 these funds will continue to accumulate until there is a final decision on whether to use
SKHHP to pool funds for regional strategies or for Auburn to utilize the funds locally without the use
of the regional cooperative.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Support program efficiency by • The Community Services team • Support program efficiency by
coordinating regional CDBG continues to work closely with the coordinating regional CDBG WELLNESS
planning with other South King King County Consortium to planning with other South King SERVICE
County(SKC)entitlement cities coordinate our strategic plans, County(SKC)entitlement cities
and King County funding processes,and activities and King County.
• Increase accessibility and • The CDBG program continues to • Increase accessibility and
walkability of Auburn by support ADA sidewalk walkability of Auburn by WELLNESS
supporting ADA sidewalk improvements in low income supporting ADA sidewalk SERVICE
improvements with CDBG funds. residential areas of Auburn. In improvements with CDBG funds. SUSTAINABILITY
2021 the program supported
improved pedestrian accessibility
and safety by funding new
pedestrian curb ramps at the
following locations:1)NE and SE
corners at the intersection of E St
SE and 10th St SE;2)NE and SE
corners at the intersection of F St
SE and 10th PI SE;and 3)NW
and NE corners at the intersection
of E St SE and 11th St SE.
• With new housing repair program • During the pandemic,public health • With new housing repair program
model,increase number of clients guidelines limited our ability to model,increase number of clients WELLNESS
served through the program complete repairs inside clients' served through the program. SERVICE
homes,impacting our overall SUSTAINABILITY
number of households served.In
2021,we served 52 households in
the Housing Repair program.We
anticipate serving more
households in 2022 and beyond
now that we no longer are
restricted by public health orders
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2023-2024 Biennial Budget Section IV: Operating Budget
Fund Budget
119 Housing &Community 2021 2022 2022 2023 2024
Development Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance 42,325 42,842 42,842 42,842 42,842
HCDA Grant 1,082,368 1,181,700 1,181,700 650,000 650,000
Indirect Federal Grants-HUD 7,699 163,200 163,200 - -
Miscellaneous Revenue - - - -
Operating Transfer In - - - -
Total Revenues $ 1,132,393 $ 1,387,742 $ 1,387,742 $ 692,842 $ 692,842
Expenditures
Salaries &Wages 140,523 188,300 188,300 119,100 119,100
Personnel Benefits 80,792 77,700 77,700 55,900 55,900
Supplies 11,126 230,100 230,100 126,500 126,500
Services &Charges 772,646 788,800 788,800 248,500 248,500
Capital Outlay 84,463 60,000 60,000 100,000 100,000
Ending Fund Balance 42,842 42,842 42,842 42,842 42,842
Total Expenditures $ 1,132,393 $ 1,387,742 $ 1,387,742 $ 692,842 $ 692,842
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2023-2024 Biennial Budget Section IV: Operating Budget
BUSINESS IMPROVEMENT AREA(BIA)
Fund 121 — Business Improvement Area Fund (BIA) — To collect assessments and support BIA
activities in downtown Auburn.
Fund Budget
121 Business 2021 2022 2022 2023 2024
Improvement Area Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance 169,395 186,202 186,202 97,502 7,502
Business Improvement Area 41,621 55,000 1,000 - -
Investment Income 186 400 300 - -
Total Revenues $ 211,202 $ 241,602 $ 187,502 $ 97,502 7,502
Expenditures
Supplies - 1,000 1,000 1,000 -
Services &Charges 25,000 89,000 89,000 89,000 7,502
Ending Fund Balance 186,202 151,602 97,502 7,502 -
Total Expenditures $ 211,202 $ 241,602 $ 187,502 $ 97,502 7,502
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2023-2024 Biennial Budget Section IV: Operating Budget
FIDUCIARY FUND
SKHHP (SOUTH KING HOUSING & HOMELESSNESS PARTNERS)
Mission Statement
South King County jurisdictions working together and sharing resources for the purpose of increasing
South King County residents' access to affordable housing options and preserving the existing
affordable housing stock in South King County.
Department Overview
South King Housing and Homelessness Partners (SKHHP) is a coalition formed by an interlocal
agreement between the jurisdictions of Auburn, Burien, Covington, Des Moines, Federal Way, Kent,
Normandy Park, Renton, Tukwila, and King County. SKHHP is responsible for action items that are
shaped by member jurisdictions, reflect individual jurisdiction needs and interests, and further the
overall mission of the partnership. These include:
• Program operations and administration including but not limited to: developing annual work plan
and budget; hiring, retention, and management of staff; and quarterly progress and budget
reports that track program impacts.
• Establishing, administering, and building funding support for a SKHHP Housing Capital Fund.
• Providing technical assistance to SKHHP partner jurisdictions including but not limited to:
supporting the development of housing action plans; supporting housing needs and policy
assessments; cataloging successful affordable housing development projects; and compiling
examples of potential design standards and other land development code requirements.
• Advocating at local, regional, state, and federal forums including but not limited to: developing
annual SKHHP state and federal advocacy priorities; and conducting work sessions with state
legislators.
• Representing SKHHP at local and regional meetings and forums.
• Developing outreach and education tools to further regional stakeholder and decision makers
understanding of affordable housing options and range of related housing needs and
opportunities in South King County.
• Providing staff to SKHHP Executive Board, SKHHP Advisory Committee, and SKKHP staff work
group.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Provide funding for and seek dedicated CHARACTER
sources of revenue for the SKHHP ECONOMY
Housing Capital Fund which pools
resources from member jurisdictions and
builds support from private and
philanthropic organizations to increase
investment in affordable housing across
South King County
• Provide technical assistance to the City of CHARACTER
Auburn on affordable housing and housing
stability policies,programs,and strategies
• Convene groups with Auburn staff and SERVICE
other regional partners to increase
coordination,collaboration,and
educational opportunities amongst all
regional partners on affordable housing
and homelessness issues
Fund Budget
2021 l 2022 2023 2024
654 SKHHP Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance 279,673 259,141 259,141 1,668,893 1,599,818
Grants - - - - -
Investment Income 153 800 800 100 100
Contributions and Donations - - - -
Operating Contribution Revenue 251,500 1,856,992 1,856,992 297,300 330,900
Total Revenues $ 531,326 $ 2,116,933 $ 2,116,933 $ 1,966,293 $ 1,930,818
Expenditures
Services &Charges 272,185 448,040 448,040 366,475 377,600
Ending Fund Balance 259,141 1,668,893 1,668,893 1,599,818 1,553,218
Total Expenditures $ 531,326 $ 2,116,933 $ 2,116,933 $ 1,966,293 $ 1,930,818
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CITY
JBUI-tN
WASHINGTON
Police Chief
Mark Caillier
139 F.T.E.
Public Police Inspectional Services
Information Officer Commander
Senior Assistant
Administrative Police Administrative
Assistant Chief Assistant
I I
Patrol Commander(2) Investigations Administrative
Commander Services Commander
I I I
Patrol Investigations
Patrol Sergeant(8) Administrative Accreditation/Training
Patrol Officer(57) Assistant Officer
School Resource Officer(3)
Mall Officer(2) I
Maior Crimes
Sergeant(1) Community Services
Detective(8) Sergeant(1)
I C.R.T.(3)
Bike Officers(4)
Animal Control
Special Investiaations Officers(2)
Sergeant(1) I
Detective(1)
Traffic Unit
I Sergeant(1)
Traffic(5)
Property Crimes Parking(2)
Sergeant(1) I
Detective(5)
IRecords Services
Supervisor(2)
Reaional Task Force Specialists(8)
V.N.E.T.(1)
T.N.E.T.(1) I
Auto Theft Task Force
(1)
I Contract Positions
M.I.T.Officer(1)
Evidence Technicians
(2)
I
Crime
Analyst
C.R.T.=Community Response Team
M.I.T.=Muckleshoot Indian Tribe
T.N.E.T.=Tahoma Narcotics Enforcement Team
F.T.E.=Full Time Equivalent V.N.E.T.=Valley Narcotics Enforcement Team
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CITY
JBUI-tN
WASHINGTON
2023-2024 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, 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.
Department Budget
2021 l 2022 2023 2024
001.20 SCORE Actual Adjusted Estimate Budget Budget
Budget
Expenditures
Salaries &Wages - - - -
Personnel Benefits - - - -
Supplies - - - -
Services &Charges 5,583,799 5,523,800 5,523,800 5,600,000 5,700,000
Capital Outlay - - - -
Interfund Payments For Service - - - -
DEPARTMENT TOTAL $5,583,799 $5,523,800 $5,523,800 $5,600,000 $5,700,000
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2023-2024 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.
Department Overview
The Auburn Police Department is a full-service law enforcement agency dedicated to serving the citizens of
Auburn. The Department also provides law enforcement services to the portions of the Muckleshoot
Reservation that fall within the geographic boundaries of the City.
The department is overseen by a Chief of Police, with an Assistant Chief in charge of Operations. The
agency has four divisions headed by commanders. The Patrol Division is the largest division within the
agency and has two commanders. It consists of uniformed officers who are responsible for 911 response
and the general enforcement of State law and Auburn City ordinances. The Investigations Division handles
all felony investigations, sex offender monitoring, crime analysis and evidence/property. The
Administrative Services Division is responsible for all community related services including community
programs, bicycle officers, animal control, Community Response Team, Traffic Unit, accreditation, and the
Records Unit. The Inspectional Services Division is responsible for internal investigations/complaints,
maintaining use of force records, and grant monitoring.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• The Auburn Police Department • Proactive police work was • The Auburn Police Department
(APD)will aggressively explore restricted by legislative changes (APD)will aggressively explore WELLNESS
innovative methods of policing so and uncertainty. This let to large innovative methods of policing so
that they can increase unobligated tumover of staff resulting in very that they can increase unobligated
patrol time to provide greater focus little unobligated patrol time. patrol time to provide greater focus
on reducing violent crime. on reducing violent crime.
• In an effort to improve community • In 2021,APD hired a dedicated
support for the Auburn Police PIO for the department,who has SERVICE
Department,the department will increased social media presence
continue to increase our social through various apps.
media presence.
• The Police Department will • APD conducted emphasis on city
continue to improve the safety of parks using our bicycle officers WELLNESS
city parks through directed patrols and CRT officers. Along with code
and enforcement initiatives, additions,officers were able to
creating a safer place for all provide resources and enforcement
residents to visit and play. on campers
• In order to develop a youthful • APD experience unprecedented • To help maintain a stable
organization and plan for the tumover and continues to recruit workforce,APD will focus on SUSTAINABILITY
future,the Police Department will new officers,while developing innovative ways to address
develop and implement future leadership. recruitment and retention of staff.
succession planning.
• In order to improve the overall • APD applied for and received a
wellness of officers,we will review grant to fund an Officer Wellness WELLNESS
our current programs and research Coordinator position. APD is
new innovative programs being seeking to turn this into a full time
implemented across the county to position in the next budget cycle.
improve the overall mental and
physical wellness of police
employees.
• To help promote inclusiveness,the • APD has formed a recruiting team,
department will examine our hiring assigned mentors to potential CELEBRATION
practices,community based hires,as well as worked with the
programs,and departmental DEI manager to examine our hiring
operations. We will attempt to practices.
identify areas of concern and
implement changes to address
them.
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Police Department
Auburn Crime Rankings
In 2019,there was a decrease in crimes of approximately 17%when compared to the crime rate in
2015. The Auburn Police Department always strives to keep crimes to under a 2%increase.
Crimes per 1,000 Citizens
125.0
100.0 96 2 95.6 91.8 90 2 90.0
88.0
75.0
50.0
25.0
2019 2020 2021 2022 2023 2024
Est Goal Goal
Priority One Response Time in Minutes
The Auburn Police 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.
Priority One Response Time
(in Minutes)
6.00
5.00 4.48
4.39 4.15
4.06 4.05 4.00
4.00
3.00
2.00
1.00
2019 2020 2021 2022 2023 2024
Est Goal Goal
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.
Domestic Violence Incidents
2,500
2,002 1,930 1,900
2,000 1 759 1,850
1,500
1,000 925
500
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Budget
2022 2022 2023 2024
001.21 Police 2021 Actual Adjusted
Budget Estimate Budget Budget
Expenditures
Salaries &Wages 15,538,936 17,967,169 17,924,200 18,103,778 18,695,420
Personnel Benefits 5,794,087 7,068,021 5,998,900 7,021,998 7,586,046
Supplies 319,273 316,300 316,300 323,100 421,240
Services &Charges 4,371,237 5,782,200 5,782,200 5,268,500 5,625,200
Capital Outlay - - - - -
Interfund Payments For Service 3,401,667 3,422,960 3,422,960 4,789,300 4,873,400
DEPARTMENT TOTAL $29,425,200 $34,556,650 $33,444,560 $35,506,676 $37,201,306
2023-2024 New Requests:
POL.0039 (page 304) Ongoing and One-Time funded with Reserves
POL.0042 (page 305) Ongoing
Department Employees
001 Police FTEs 2020 2021 2022 2023 2024
Police FTEs 140.00 139.00 139.00 139.00 139.00
TOTAL POLICE FTEs 140.00 139.00 139.00 139.00 139.00
Full Time Equivalent(FTE)Changes:
-1.0 Effective in 2021,ended Police Supernumerary position number 2115-991.This position was originally
activated via BA 1 in 2017 via Ordinance No.6636 as a Supernumerary Position so that the Citycould
temporarily backfill for Police Officer who was on long-term loan to the Criminal Justice Training
Commission (CJTC).The contract with CJTC expired in 2021 so this position was deactivated.
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2023-2024 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
Fund Budget
2021 2022 2022 2023 2024
117 Drug Forfeiture Fund Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance-Undesignated 1,023,501 1,059,837 1,059,836 857,236 612,565
Charges for Services 22,882 18,000 10,000 18,000 18,000
Investment Income 1,823 5,000 8,000 5,000 5,000
Miscellaneous Revenue - - - - -
Confiscated &Forfeited Property 441,890 125,000 125,000 125,000 125,000
Operating Transfer In - 6,000 - - -
Total Revenues $ 1,498,048 $ 1,213,837 $ 1,202,836 $1,005,236 $ 760,565
Expenditures
Salaries &Wages 143,719 172,002 156,000 173,662 177,588
Personnel Benefits 55,142 65,729 59,800 65,709 70,529
Supplies 48,409 38,200 38,200 66,200 69,200
Services &Charges 52,083 78,200 78,200 71,700 71,700
Intergovernmental 125,458 - - - -
Interfund Payments For Service 13,400 13,400 13,400 15,400 15,900
Ending Fund Balance-Undesignated 1,059,836 846,306 857,236 612,565 355,648
Total Expenditures $ 1,498,048 $ 1,213,837 $ 1,202,836 $1,005,236 $ 760,565
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Director of Public Works
Ingrid Gaub
145 F.T.E. -2023 & 149 F.T.E. -2024
Public Works
Administrative Office
Assistant Assistant
I I
Engineering Maintenance and
Services Assistant Airport Operations
Director/City Manager(3) Services General
Engineer Manager
Capital and
Construction Street and
Engineering Vegetation
Manager(30) Manager(23)
Senior Water Distribution
Transportation and Operations
Planner(3) Manager(23)
Senior Sewer/Storm
Traffic Drainage
Engineer(6) Manager(26)
Utilities Fleet/General
Engineering Services
Manager(10) Manager(13)
Public Works GIS SCADA
Manager(4) Technician
Administrative
Specialists (2)
F.T.E. = Full Time Equivalent
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CITY
JBUI-tN
WASHINGTON
2023-2024 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 for new development.
Department Overview
Public Works includes three service groups: Engineering Services, Maintenance and Operations
Services, and the Auburn Municipal Airport. Engineering Services is functionally divided into four
groups: Administrative, Capital & Construction, Transportation Planning & Management, and Utility
Planning & Management. Maintenance & Operations Services is functionally divided into
Administrative, Water Operations, Water Distribution, Storm Drainage, Sanitary Sewer, Streets,
Vegetation Management, and Fleet/Central Stores.
The Public Works Department is funded by a variety of different sources. The General Fund
provides funding for Transportation Planning & Management Services, Streets, and Vegetation
Management, and for a proportional share of Engineering Services related to transportation and
development-related activity. The Public Works Department is mostly funded by the following
special revenue and enterprise funds: Arterial Street Improvement (102), Local Street Preservation
(103), and Arterial Street Preservation (105) special revenue funds; and the Water (430 & 460),
Sanitary Sewer (431 & 461), Sewer/King County Metro (433), Storm Drainage (432 & 462), and
Airport(435 &465) enterprise funds and the Equipment Rental (550 & 560) internal service fund.
Engineering Services 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, property
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.
Maintenance &Operations Services is responsible for several specific areas and duties, including:
• Maintenance and operations of all utility systems: Water, Sewer, Storm Drainage
• Maintenance of the street system
• Management of vegetation for street and storm systems
• Management of the City's fleet and equipment for all City departments
• Management of Central Stores for equipment and material purchases for the department
needs and needs of other departments.
For information on the Airport services, see the Airport Fund overview.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Continue to pursue at state and • Additional pavement data was • Plan and implement preservation
regional levels new revenue collected in 2021 and analyzed in projects using the funding SUSTAINABILITY
sources for the City's arterial 2022 to identify funding levels allocated by the City Council and
street preservation.This may needed to achieve and sustain continue to seek and apply for
potentially include a user fee- adequate pavement condition.The grants and partnerships to help
based Street Maintenance Utility City Council formed an ad-hoc supplement the preservation
or other options being considered committee that evaluated and programs
regionally. recommended funding approaches
to incorporate into the 2023-2024
budget.
• With the City of Pacific,assess • Initial discussions with the City of • Finalize terms of annexation,
the desire to complete a corporate Pacific staff occurred and prepare annexation SUSTAINABILITY
boundary line adjustment along evaluation of the annexation terms documentation,process through
the A Street SE Corridor for public started.An appraisal of the City of City Councils,and finalize.
safety and continuity of Pacific owned parcel in the
responsibility for the A Street SE annexation area was conducted.
Corridor
• Evaluate the traffic calming • A modified traffic calming program • Study,design,and construct the
program to determine its was developed and implemented. first two rounds of the revised WELLNESS
effectiveness and develop a The new program uses an area traffic calming program and SUSTAINABILITY
revised program to address needs wide approach towards traffic evaluate the effectiveness of the
in a sustainable,equitable,and calming and includes an revised program.Plan the 3rd
cost effective way. evaluation of equity. round of the program Identify
potential funding for the next 3-
years of the program to replace
the ARPA funds that will be spent
by the end of 2024.
• Continue improvements related to • City staff has participated in City Continue to participate in City
the equity and inclusion goals of assessments,training,and other activities to identify opportunities CELEBRATION
the City This includes review of efforts to understand potential for improved service to all
processes and programs to sources of disparate treatment of customers and staff,especially
remove barriers to service for all certain segments of the customers and staff from
customers and continuing to population. In addition,equity disadvantaged groups for whom
develop a diverse workforce. components have been included in service may be or may haw been
new programs being developed or inadequate.
in revisions of existing programs.
In addition we are incorporating
new hinng practices to encourage
more diversity in the workforce.
• Evaluate photo enforcement • Photo enforcement was evaluated • Track and report photo
options to assist in addressing and discussed with City Council. enforcement effectiveness in WELLNESS
traffic calming needs within the Request for Proposals was issued improving compliance.Evaluate
City,and potentially look at and a vendor selected.City expanded use of photo
additional state legislative actions Council approved vendor contract enforcement for speed
that may benefit enforcement for school zone enforcement and enforcement outside of school
resources to provide greater traffic program expected to be underway zones and discuss with City
calming within the City. in Fall 2022.An equity evaluation Council for potential
was used in the selection of implementation.
camera locations.
• Complete the major update to the SUSTAINABILITY
Transportation Comprehensive ECONOMY
Plan incorporating a multi-modal ENVIRONMENT
level of service and equity SERVICE
considerations into the plan. WELLNESS
• Continue development of tools and • Historic bid price tool was • Finish developing a cost to
processes related to the developed for staff to track histonc complete tool for automating SUSTAINABILITY
management of the capital project bid item prices for developing cost project cost projections. Begin
program including budget estimates Warning notifications enhancements for construction
management,cost estimating and were added to individual pay items management,including tracking
long term planning. when they reached the 75%paid and logging inspector daily
amount. reports,inspector weekly reports,
pay estimate field measurement
sheets,and logging electronic
truck tickets.Evaluate options for
introducing Change Orders to the
management tool.
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Engineering
Number of Public Work Projects Contracted
This performance measure indicates the level of commitment 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.
Number of Projects Contracted
20 19
17 17
15 15
15
10
10
5
2019 2020 2021 2022 2023 2024
Est Goal Goal
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.
Number of Private Storm Systems Inspected
600
500 480
425 412 430 450
400 338
300
200
100
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budaet Section IV: ODeratina Budget
Arterial/Collector Pavement Condition Index(PCI)
This performance measure reports on the average pavement condition index (PCI)of the City's arterial and
collector streets. PCI is a 0 to 100 score that reflects the overall condition of roadway pavement. A PCI of 100
is brand new pavement and a PCI of 0 is a roadway where the pavement has turned into gravel and dirt. The
most efficient approach towards prolonging the life of a roadway is to keep the PCI at 70 or above (considered
to be"good condition")for as long as possible. Therefore, the goal of the City's arterial preservation program is
to achieve and sustain an average PCI of 70.
Number of Arterial/Collector Pavement Condition
10o Index (PCI)
80 70 70
63 61 61 60
60
40
20
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
Department Budget
2022 2022 2023 2024
001.32 Engineering 2021 Actual Adjusted
Budget Estimate Budget Budget
Expenditures
Salaries &Wages 1,687,834 1,706,136 1,706,136 1,828,758 1,894,899
Personnel Benefits 772,436 865,189 865,189 876,264 952,896
Supplies 15,039 18,800 18,800 132,175 105,775
Services &Charges 410,726 862,960 862,960 1,107,995 1,083,825
Capital Outlay 86,793 - - - -
Interfund Payments For Service 469,700 492,200 492,200 694,400 707,600
DEPARTMENT TOTAL $ 3,442,528 $ 3,945,285 $ 3,945,285 $4,639,592 $4,744,995
2023-2024 New Requests:
ENG.0033 (page 280) One-Time funded with Fund Balance
ENG.0034 (page 281) One-Time funded with Reserves
ENG.0035 (page 282) One-Time funded with Fund Balance
ENG.0038 (page 284) Ongoing
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2023-2024 Biennial Budaet Section IV: Ooeratina Budget
Department Employees
001 Engineering FTEs 2020 2021 2022 2023 2024
Engineering FTEs 55.00 55.00 55.00 56.00 56.00
TOTAL ENGINEERING FTEs 55.00 55.00 55.00 56.00 56.00
Full Time Equivalent(FTE)Changes:
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(Project Engineer)added in 2023 to the Engeering
Division in Public Works Dept. The position will work with capital projects.
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2023-2024 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 approximately 250 centerline miles of streets which is equivalent to over
633 lane miles of roadways to maintain made up of approximately 318 equivalent lane miles of
arterial/collector streets and 315 equivalent lane miles of local streets. 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 pavement markings. In addition,
Maintenance and Operations Services is responsible for general vegetation management along
streets where it is not the adjacent property owner's responsibility and storm drainage facilities within
the City. Landscaped median islands are maintained by the Parks Department.
*Equivalent Lane Mile = 1 Mile of 12-foot-wide pavement
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Utilize new equipment to address • We used new equipment to • Continue to research new
safety issues in a more cost eliminate more than 400 trip equipment and techniques to WELLNESS
effective and timely manner. hazards without the need to eliminate trip hazards in a more SUSTAINABILITY
replace sidewalk panels. efficient way.
• Continue to update inventory of • Street light inventory was updated • Continue to update inventory of
new street light systems as they to reflect cobra-head style street new street light systems and SUSTAINABILITY
come on line in our asset lights that were converted from additional existing street lights
management system. standard fixtures to LED. that are converted to LED
(downtown decorative and
residential decorative style lights)
as they come on line in our asset
management system.
• Obtain 75%completion of the • Over 94%of the Sign Shops • Obtain 100%completion of the
Sign Shop Inventory in our asset inventory has been added to the Sign Shop Inventory in our asset SUSTAINABILITY
database. database. database.
• Continue improvements related to • City staff has participated in City • Continue improvements related to
the equity and inclusion goals of assessments,training,and other the equity and inclusion goals of CELEBRATION
the City. This includes review of efforts to understand potential the City. This includes review of
our processes and programs to sources of disparate treatment of our processes and programs to
remove barriers to service for all certain segments of the remove barriers to service for all
customers and continuing to population. In addition we are customers and continuing to
develop a diverse workforce. incorporating new hiring practices develop a diverse workforce.
to encourage more diversity in the
workforce.
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures — Street Division
Potholes Repaired within 24 Hours
The Maintenance & Operations Department is responsible for the maintenance and repair of the potholes in
the City. The City's goal is to have all potholes repaired within 24 hours of being notified to ensure safety and
convenience for the public.
Percentage of Potholes Repaired
within 24 Hours
100%
96% 95%
92% 93%
92% 90%
88%
84%
80% 80%
80%
76%
2019 2020 2021 2022 2023 2024
Est Goal Goal
Street Sign Reflectivity
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
inspector 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.
Percentage of Street Regulatory/Warning Signs
Inspected
100% 100% 100% 100% 100%
100%
80%
60% 50%
40%
20%
0%
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Budget
2022 2022 2023 2024
001.42 Streets 2021 Actual Adjusted
Budget Estimate Budget Budget
Expenditures
Salaries &Wages 1,142,221 1,220,222 1,131,700 1,258,112 1,320,130
Personnel Benefits 631,731 675,062 619,800 690,407 742,009
Supplies 198,111 230,800 230,800 210,800 210,800
Services &Charges 1,112,573 1,168,970 1,168,970 1,552,500 1,625,900
Capital Outlay - - - - -
Interfund Payments For Service 727,158 739,000 739,000 923,100 940,500
DEPARTMENT TOTAL $ 3,811,794 $ 4,034,054 $ 3,890,270 $4,634,919 $4,839,339
Department Employees
001 Streets FTEs 2020 2021 2022 2023 2024
Streets FTEs 21.00 21.00 23.00 23.00 23.00
TOTAL STREETs FTEs 21.00 21.00 23.00 23.00 23.00
Full Time Equivalent(FTE)Changes:
1.0 FTE-The 2019/2020 Adopted Budget included an additional Maintenance Worker position.
2.0 FTE's -Per Budget Amendment#4-2022,two Maintenance Worker positions were approved for the liter
crew. These two positons are funded by the Solid Waste Fund.
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2023-2024 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. Beginning in 2023, any Transportation Benefit District Revenues not
allocated to the 105 Fund may be used to fund arterial and collector system improvements within the
102 Fund.
Fund 103 - Local Street Fund, created in 2005. The original funding source was property taxes, and
from 2013 to 2018 the revenue was from sales tax on construction and from 2019 to 2022 the
revenue was from real estate excise tax (REET) funds. The 2023-2024 budget re-allocates the 1
utility tax revenue previously restricted to funding the 105 Fund to become the primary revenue
source for the 103 Fund.
Fund 105—Arterial Street Preservation Fund, previously funded by a 1% utility tax that was adopted
by Council in 2008 and restricted for arterial street repair and preservation projects. Beginning in
2023 this funding source was re-allocated to fund the 103 Fund. A new 1.5% City Utility tax was
adopted in 2022 and starting in 2023 will provide funding restricted to the 105 Fund for arterial street
repair and preservation projects. In addition, in 2022 Transportation Benefit District revenues
generated by a 0.1% Sales and Use Tax was adopted and is used to complete annual funding of
preservation projects.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Continue to fund Lakeland Hills to • The Lakeland Route 497 • Look for other opportunities for
Transit Center Shuttle and look for agreement was renewed and funding and partnership and to SUSTAINABILITY
other opportunities for funding and extended until 2025 with an option create new shuttle routes within
to create new shuttle routes within to renew for another 5 years Auburn.
Auburn. beyond 2025.
• Work with City Council to identify • The City Council formed an ad-hoc • Plan and implement preseration
and implement a sustainable committee that evaluated and projects using the funding SUSTAINABILITY
funding source for the local street recommended funding approaches allocated by the City Council.
preservation program. to incorporate into the 2023-2024
budget.Staff provided
presentations and information to
support these efforts.
• Develop and implement plan for • DMS signs were installed on 15th • Plan future locations for DMS
usage of dynamic message signs Street NW and Lake Tapps signs and expand standard WELLNESS
(DMS Signs)and for additional Parkway.Basic standard operating procedures. SUSTAINABILITY
Intelligent Transportation Systems operating procedures were
(ITS)improvements. developed.
• Continue to seek partnership • Secured Sound Transit and King
opportunities with Sound Transit to County Metro Funding and
improve access to transit,speed proceeded with implementation of
and reliability. three projects(Regional Growth
Center Improvements,East Main WELLNESS
Street/M Street SE Intersection
Flashing Yellow Arrow
Improvement, and Auburn
Ave/2nd NE Pedestrian Crossing
Improvements),that will improve
access to transit and improve SUSTAINABILITY
reliability
• Complete comprehensive • Design and constructed the lead • Develop tool that provides utility
coordination with street and other service line project that included and street condition information to SUSTAINABILITY
utility projects to determine where significant local street preservation program managers to make the
needs may overlap to obtain and water funds to realize coordination of street and utility
efficiency in contracting,realize efficiencies in re-building or projects more efficient and
economies of scale for projects, preserving roadways at the same effective
and reduce impacts to the public time that water main replacements
caused by construction were being constructed.
• Continue to pursue and develop a • Continued Public Works • Continue to pursue and expand
Partnership with the Muckleshoot Engineering coordination meetings the Partnership with the WELLNESS
Indian Tribe(MIT)on transportation with MIT Transportation group Muckleshoot Indian Tribe(MIT)on SUSTAINABILITY
improvements that haw mutual which led to developing and transportation improvements that
benefit to MIT and the City executing a funding agreement haw mutual benefit to MIT and the
that has MIT providing a funding City.
contnbutron towards 2 City
sidewalk projects and the City
supporting the MIT trails
masterplan project.
• Continue improvements related to • City staff has participated in City • Continue to participate in City
the equity and inclusion goals of assessments,training,and other activities to identify opportunities CELEBRATION
the City. This includes review of efforts to understand potential for improved service to all
our programs to remove barriers to sources of disparate treatment of customers and staff,especially
service for all customers certain segments of the customers and staff from
population. disadvantaged groups for whom
service may be or may haw been
inadequate.
198
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2023-2024 Biennial Budget Section IV: Operating Budget
Fund Budget
2021 2022 2022 2024
102 Arterial Streets Adjusted 2023 Budget
Actual Budget Estimate Budget
Revenues
Beginning Fund Balance 2,284,075 2,710,488 2,710,488 965,783 690,081
ROW Vacations 43,000 - - - -
Federal Grants 1,483,087 2,551,208 2,164,823 1,125,000 2,061,850
State Grants 313,594 196,546 239,840 598,000 1,288,500
State Entitlements(Motor Vehicle Fuel Tax) 641,460 620,000 620,000 620,000 620,000
Other Transportation Fees 939,046 1,500,000 - - -
Other Governmental Agencies 64,681 755,318 855,318 1,300,000 200,000
Investment Income 1,302 2,100 8,000 8,000 8,000
Developer Contributions - 300,000 332,500 125,000
Operating Transfers In 740,225 5,415,465 4,877,633 5,101,692 7,003,800
Total Revenues $ 6,510,471 $14,051,125 $11,476,102 $ 10,050,975 $11,997,231
Expenditures
Salaries&Wages 374,076 291,400 291,400 - -
Personnel Benefits 175,920 116,600 116,600 - -
Services&Charges 171,269 720,000 720,000 190,000 195,000
Capital Outlay 2,805,304 11,652,168 9,119,919 8,936,994 11,540,000
Interfund Payments For Service 66,681 56,200 56,200 28,400 29,000
Debt Service Principal 197,376 197,400 197,400 197,400 197,400
Debt Service Interest 9,357 8,800 8,800 8,100 7,400
Ending Fund Balance 2,710,488 1,008,557 965,783 690,081 28,431
Total Expenditures $ 6,510,471 $14,051,125 $11,476,102 $ 10,050,975 $11,997,231
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2023-2024 Biennial Budget Section IV: Operating Budget
Fund 103 - Local Street Fund, was created in 2005. The original funding source was property taxes,
and from 2013 to 2018 the revenue was from sales tax on construction and from 2019 to 2022 the
revenue was from real estate excise tax (REET) funds. The 2023-2024 budget re-allocates the 1%
utility tax revenue previously restricted to funding the 105 Fund to become the primary revenue
source for the 103 Fund
Fund Budget
2021 2022 2022 2023 2024
103 Local Streets Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance 3,288,572 3,332,074 3,332,074 1,932,689 2,494,389
Utility Taxes - - - 2,347,200 2,380,200
Investment Income 3,341 10,500 10,500 15,800 15,900
Transfer In-from REET1 &REET2 1,414,844 1,500,000 1,500,000 - -
Transfer In-ARPA - 636,866 551,866 85,000 -
Transfer In-from W/S/SWM Utility 150,000 935,156 150,000 150,000 150,000
Total Revenues $ 4,856,757 $ 6,414,596 $ 5,544,440 $4,530,689 $5,040,489
Expenditures
Salaries&Wages 67,797 106,100 106,100 - -
Personnel Benefits 31,950 42,400 42,400 - -
Services &Charges - 700 700 - -
Capital Outlay 1,411,981 4,124,057 3,448,751 2,035,000 1,950,000
Interfund Payments For Service 12,955 13,800 13,800 1,300 1,300
Ending Fund Balance 3,332,074 2,127,539 1,932,689 2,494,389 3,089,189
Total Expenditures $ 4,856,757 $ 6,414,596 $ 5,544,440 $4,530,689 $5,040,489
200
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2023-2024 Biennial Budget Section IV: Operating Budget
Fund 105 - Arterial Street Preservation Fund, previously funded by a 1% utility tax that was adopted
by Council in 2008 and restricted for arterial street repair and preservation projects. Beginning in
2023 this funding source was re-allocated to fund the 103 Fund. A new 1.5% City Utility tax was
adopted in 2022 and starting in 2023 will provide funding restricted to the 105 Fund for arterial street
repair and preservation projects. In addition, in 2022 Transportation Benefit District revenues
generated by a 0.1% Sales and Use Tax was adopted and is used to complete annual funding of
preservation projects.
Fund Budget
105 Arterial Street 2021 2022 2022 2023 2024
Preservation Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance 3,385,926 3,133,696 3,133,696 2,699,358 2,641,130
Sales Tax(0.1%) - - - 1,600,000 2,100,000
Utility Taxes 2,096,510 2,047,400 2,047,400 1,287,500 1,334,300
Federal Grants 1,013,817 1,736,394 - 1,118,272 750,000
State Grants 162,769 2,139,857 1,928,004 - -
Investment Income 2,742 11,400 11,400 22,000 18,800
Miscellaneous Revenue - 258,770 258,770 14,000 -
Operating Transfer In 437,946 - - - -
Total Revenues $ 7,099,710 $ 9,327,517 $ 7,379,270 $ 6,741,130 $ 6,844,230
Expenditures
Salaries &Wages 331,112 122,000 122,000 - -
Personnel Benefits 149,895 48,800 48,800 - -
Services &Charges 22,365 150,000 150,000 400,000 400,000
Capital Outlay 3,394,141 7,336,585 4,174,112 3,700,000 4,850,000
Transfer Out 68,500 185,000 185,000 - -
Ending Fund Balance 3,133,696 1,485,132 2,699,358 2,641,130 1,594,230
Total Expenditures $ 7,099,710 $ 9,327,517 $ 7,379,270 $ 6,741,130 $ 6,844,230
2023-2024 New Requests:
ENG.0036 (page 295) Fund Balance
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2023-2024 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, testing, operating, and maintaining the water supply system. The water is supplied
from wells and springs within the City, with additional supply available from the regional surface
water system for emergencies and for future growth in water demands beyond 2030. The primary
responsibility of the Water Utility is implementing the policies and projects in the Comprehensive
Water Plan. The utility will also continue to enhance its customer service through public education
and information.
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Complete construction of the Coal • Design and permitting will be • Complete construction of the Coal
Creek Springs Transmission Main complete in 2022. Creek Springs Transmission Main SUSTAINABILITY
Replacement project Replacement project.
• Complete water rights evaluation • Phase 1 of the Mitigation Plan • Complete Phases 2 and 3 of the
and develop a plan for water rights was submitted to Ecology in 2021 water right application Mitigation SUSTAINABILITY
transfer. Plan by 2024.
• Complete construction of the • Construction began in 2021 and
Academy Pump Station#1 will be complete in 2022. SUSTAINABILITY
Replacement.
• Complete Lead Seance Line • Construction began in 2021 and SUSTAINABILITY
Replacement program. will be complete in 2022. WELLNESS
• Complete Deduct Meter • Phase 2 was completed in 2021
Replacement program. The final phase will be complete in SUSTAINABILITY
2022.
• Complete filing for an extension of • Comprehensive Water System
the required Comprehensive Water Plan Limited Updated was
Plan update by May 2022. submitted to Washington
Department of Health(DOH)in SUSTAINABILITY
August 2021.DOH approved plan ENVIRONMENT
update December 2021 and
extended plan approval until May
2026.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Replace existing water sample • 10 new sample stations were • Complete replacement of existing SUSTAINABILITY
locations with new sampling installed in 2022 and added to the water sample locations with new WELLNESS
stands. Coliform Monitoring Plan. sample stands
• Continue improvements related to • City staff has participated in City • Review existing policies during the
the equity and inclusion goals of assessments,training,and other water comprehensive plan update CELEBRATION
the City. This includes review of efforts to understand potential and revise as needed to ensure
our processes and programs to sources of disparate treatment of policies are equitable.
remove bamers to service for all certain segments of the
customers and continuing to population. In addition we are
develop a diverse work force. incorporating new hinng practices
to encourage more diversity in the
workforce.
• Implement design and • 74%of bond funds were spent by • Complete the implementation of
construction of projects funded by the end of 2021.Most projects will the remaining 2020 revenue bond SUSTAINABILITY
2020 revenue bond issuance. finish construction in 2022,with funded projects
the remaining finishing in 2023.
• Complete Comprehensive Water
System Plan update by December SUSTAINABILITY
2024 and receive DOH approval by ECONOMY
June 2024. ENVIRONMENT
SERVICE
WELLNESS
• Complete hydrogeologic SUSTAINABILITY
assessment and investigation of ENVIRONMENT
Coal Creek Springs and develop a
plan to utilize the full water nght.
• Complete inventory of service line SUSTAINABILITY
materials on both the public and SERVICE
private side of the line according to
the revised Lead and Copper Rule
requirements.Make inventory
available to the public by October
2024.
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures —Water Fund
System Losses
A program was developed to minimize losses in the system which includes 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
System Losses
(Percent of Production)
9.0% b.2%
8.0% 7.0% 6.9% 6.8%
7.0% 1/96
6.0%
5.0%
4.0%
3.0%
2.0%
1.0%
0.0%
2019 2020 2021 2022 2023 2024
Est Goal Goal
Customer Service Complaints per 1,000 Customer Accounts
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.
Customer Service Complaints per 1,000 Customer Accounts
4.2
4 3.9
3.5
3.3
3 3
3
2
1
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
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.
Consumption-Gallons/Day
per Residential Connection
300
250
200 y C 1/b 'ii5 1i5
158
150
100
50
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budget Section IV: Operating Budget
2023 - 2024 Working Capital Budget
2022
430 Water 2021 Adjusted 2022 2023 2024
(includes 460 Water-Capital) Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
343.400 Water Sales 15,748,210 16,813,640 16,288,400 17,250,000 18,700,000
343.401-900 Other Charges for Service 131,590 181,010 196,500 183,410 183,410
361.110-119 Interest Earnings 21,363 73,400 47,300 50,000 50,000
362.500 Rents,Leases and Concessions 5,623 30,000 31,200 30,000 30,000
Other Miscellaneous Revenue 1,384,330 3,395,000 765,300 3,000,000 -
TOTAL OPERATING REVENUES $ 17,291,116 $ 20,493,050 $ 17,328,700 $20,513,410 $18,963,410
OPERATING EXPENDITURES
534.000.10 Salaries&Wages 2,518,963 2,982,226 2,700,000 3,013,021 3,143,810
534.000.20 Benefits 438,570 1,573,588 1,300,000 1,517,608 1,633,579
534.000.30 Supplies 302,704 359,850 359,400 388,825 388,925
534.000.40 Services&Charges 3,916,931 5,764,730 4,500,000 5,443,860 5,899,640
597.100.55 Operating Transfers Out to Capital Subfund 12,476,178 9,233,438 8,178,310 8,934,810 4,934,810
597.100.55 Other Operating Transfers Out 119,472 272,500 272,500 153,066 156,985
548.000.60 Capital 2,504 - - -
590.100.75 Debt Service Principal 1,746,754 1,648,600 1,648,600 1,546,900 1,628,400
534.000.83 Debt Service Interest 663,857 745,400 745,400 928,800 844,800
590.100.05 Net Increase in Restricted Assets 2,251,617 - - - -
534.000.90 Interfund Payments for Service 1,875,793 2,023,350 2,023,350 2,559,100 2,611,800
TOTAL OPERATING EXPENDITURES $ 26,313,343 $ 24,603,682 $ 21,727,560 $24,485,990 $21,242,749
REVENUES LESS EXPENDITURES $ (9,022,227) $ (4,110,632) $ (4,398,860) $(3,972,580) $(2,279,339)
BEGINNING WORKING CAPITAL-January1 23,631,719 14,609,492 14,609,492 10,210,632 6,238,052
ENDING WORKING CAPITAL-December 31 14,609,491 10,498,860 10,210,632 6,238,052 3,958,713
NET CHANGE IN WORKING CAPITAL(*) $ (9,022,227) $ (4,110,632) $ (4,398,860) $(3,972,580) $(2,279,339)
CAPITAL FUND:
CAPITAL REVENUES
333.970 Indirect Fed Grants-US Dept of Homeland - 257,150 257,150 941,813 -
334.018 State Grants-Military Dept - 42,850 42,850 206,969 -
361.110 Investment Income 1,427 18,500 10,000 18,500 18,500
361.369 Miscellaneous Revenue 16,346 - - -
379.100 Developer Contributions - - - -
396.101 Capital-System Development 690,769 983,200 650,000 650,000 650,000
397.* Operating Transfers in from Operations 12,476,178 9,233,438 8,178,310 8,934,810 4,934,810
397.* Other Operating Transfers In - (349,094) 272,500 - -
390-399 Other Sources 4,665,340 - - -
TOTAL CAPITAL REVENUES $ 17,850,060 $ 10,186,044 $ 9,410,810 $10,752,092 $ 5,603,310
CAPITAL EXPENDITURES
590.100.10 Salaries&Wages 258,225 500,000 500,000 - -
590.100.20 Benefits 121,829 200,000 200,000 - -
590.100.40 Services&Charges 148 22,300 22,300 - -
590.100.6 Construction Projects 6,667,524 14,957,874 12,186,873 13,041,560 6,176,810
590.100 05 Net Change in Restricted Assets 4,386,578 - - - -
590.100.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES $ 11,434,303 $ 15,680,174 $ 12,909,173 $13,041,560 $ 6,176,810
BEGINNING WORKING CAPITAL-January1 404,282 6,820,039 6,820,039 3,321,676 1,032,208
ENDING WORKING CAPITAL-December 31 6,820,039 1,325,909 3,321,676 1,032,208 458,708
NET CHANGE IN WORKING CAPITAL(*) $ 6,415,757 $ (5,494,130) $ (3,498,363) $(2,289,468) $ (573,500)
Total Change in Working Capital $ (2,606,471) $ (9,604,762) $ (7,897,223) $(6,262,048) $(2,852,839)
(*) Working Capital=Current Assets
minus Current Liabilities
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Employees
430 Water FTEs 2020 2021 2022 2023 2024
Water FTEs 23.00 23.00 24.00 24.00 24.00
TOTAL WATER FTEs 23.00 23.00 24.00 24.00 24.00
Full Time Equivalent(FTE)
1.0 FTE-Effective in January 2022 per BAl Ml-2022,a GIS Technician position was authorized.
206
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2023-2024 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.
2021-2022 Progress Towards Major Goals Strategic
Goals _ 2021-2022 Goals _ for 2023-2024 _ Goal
• Verify/update all available • Prepared specific objectives for • Complete data verification/update
installation dates,record drawing our asset inventory effort and for the assets in 50%of the City's SUSTAINABILITY
references,and materials for the completed one test quarter quarter sections.
system's sewer manholes and section. Began coordination
sewer mains. efforts with new PW GIS Group
• Using the results of two wet • Completed two seasons of flow • Incorporate the results of City and
seasons of flow monitoring, monitoring and identified several King County flow monitoring into ENVIRONMENT
identify basins with the highest I/I areas of higher I/I. the update of the sewer hydraulic
and conduct field investigations to model,and identify and adopt I/I
identify conditions that may be reduction strategies as part of the
contributing to I/I Comprehensive Sewer Plan
update.
• Initiate the 2021 Repair and • The 2021 Repair and
Rehabilitation project. Rehabilitation project was SUSTAINABILITY
completed in 2022.
• Prepare growth projections and • Provided flow monitoring data and • Incorporate updated model results
update hydraulic modeling for updated sewer system data to and resulting plans for capacity SUSTAINABILITY
update to the Comprehensive Plan consultant and worked with improvements and expansion into ECONOMY
for completion and approval in Community Development to the Comprehensive Sewer Plan.
2024. provide growth projections to
enable future hydraulic modeling.
• Increase education and outreach • Maintained current,primarily • Increase education and outreach
of the Fats,Oils,and Grease reactive,level of outreach, of the Fats,Oils,and Grease ENVIRONMENT
(FOG)Program to reduce (FOG)Program and increase SUSTAINABILITY
backups,trouble lines,and enforcement of grease interceptor
maintenance needs cleaning requirements to reduce
backups,trouble lines,and
maintenance needs
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Continue to engage with King • While City staff has remained • Continue to engage with King
County,component agencies,City engaged with County Staff in County,component agencies,City ENVIRONMENT
staff,and elected leaders to many areas including progress staff,and elected leaders to SERVICE
negotiate a new agreement for towards the County's Clean Water negotiate a new agreement for SUSTAINABILITY
sewage disposal. Plan,progress toward an updated sewage disposal.
sewage disposal agreement has
been slow.
• Complete comprehensive • City staff has been proactive in • Upgrade the sewer asset
coordination with street and other identifying where opportunities inventory,condition assessment, SUSTAINABILITY
utility projects to determine where exist to combine street and utility and asset replacement planning to
needs may overlap to obtain improvements help the City's efforts to maximize
efficiency in contracting,realize the efficiency of project planning
economy's of scale for projects, and execution.
and reduce impacts to the public
by construction.
• Continue improvements related to • City staff has participated in City • Continue to participate in City
the equity and inclusion goals of assessments,training,and other activities to identify opportunities CELEBRATION
the City. This includes review of efforts to understand potential for improved service to all
our processes and programs to sources of disparate treatment of customers and staff,especially
remove barriers to service for all certain segments of the customers and staff from
customers and continuing to population. In addition we are disadvantaged groups for whom
develop a diverse workforce. incorporating new hinng practices seance may be or may have been
to encourage more diversity in the inadequate.
workforce.
• • Complete the replacement of the
Rainier Ridge Sewer Pump Station SUSTAINABILITY
to increase reliability,
maintainability,and capacity of
the station.
• • Complete the update to the
Comprehensive Sewer Plan which SUSTAINABILITY
will guide the operation of the ECONOMY
Utility for the next 6-10 years ENVIRONMENT
SERVICE
WELLNESS
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2023-2024 Biennial Budget Section IV: Operating Budget
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 Cleaned
(Thousands of Feet)
250
210 220
201 195
200
148
150
120
100
50
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
Linear Feet of Sanitary Sewer Remotely Inspected
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.
Linear Feet Remotely Inspected
(Thousands of Feet)
250
214
200 180
160 -
150 145
124
112
100
50
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
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
Manhole Inspections
2,000
1,500 1,402 1,400 1,500 1,500
1,000 952 857 .
500 -
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
209
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2023-2024 Biennial Budget Section IV: Operating Budget
2023-2024 Working Capital Budget
431 Sewer 2022
(includes 461 Sewer-Capital) 2021 Adjusted 2022
Actual Budget Estimate 2023 Budget 2024 Budget
OPERATING FUND:
OPERATING REVENUES
343.500 City Sewer Service 9,041,362 9,772,980 9,291,800 9,392,100 9,475,000
343501-540 Other Charges for Service 1,213 139,500 145,700 140,000 140,000
361.110-118 Interest Earnings 8,425 80,400 27,500 41,100 46,700
Other Miscellaneous Revenue 465,625 - 23,500 - -
TOTAL OPERATING REVENUES 9,516,625 9,992,880 9,488,500 9,573,200 9,661,700 I
OPERATING EXPENDITURES
535.000.10 Salaries&Wages 1,558,563 1,782,483 1,782,400 1,877,435 1,975,905
535000.20 Benefits 305,763 938,653 938,600 935,668 1,018,958
535.000.30 Supplies 106,063 166,050 138,150 201,025 202,495
535 000.40 Services&Charges 3,713,110 4,374,930 4,274,300 4,879,305 5,114,935
597.100.55 Operating Transfers Out to Capital Subfund - - - - -
597100.55 Other Operating Transfers Out 91,086 586,095 237,000 275,568 157,804
590.100.75 Debt Service Principal 532,534 457,100 457,100 543,800 557,300
535 100.83 Debt Service Interest 72,545 96,500 96,500 126,200 112,100
590.100.05 Net Increase in Restricted Assets 959,000 - - - -
535.000.90 Interfund Payments for Service 1,527,438 1,629,750 1,629,750 1,507,700 1,536,700
TOTAL OPERATING EXPENDITURES 8,868,627 10,031,561 9,553,800 10,346,701 10,676,197 I
REVENUES LESS EXPENDITURES 647,998 (38,681) (65,300) (773,501) (1,014,497)
BEGINNING WORKING CAPITAL-January1 8,717,297 9,365,295 9,365,295 9,299,995 8,526,494
ENDING WORKING CAPITAL-December 31 9,365,295 9,326,614 9,299,995 8,526,494 7,511,997
NET CHANGE IN WORKING CAPITAL(") 647,998 (38,681) (65,300) (773,501) (1,014,497)1
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 12,227 52,200 52,200 52,200
396 101 Capital-System Development 396,347 703,400 242,000 325,000 325,000
397.100 Operating Transfers in from Operations - - - -
397 100 Other Operating Transfers In - - - -
396.102 Capital-Assess/Area 2,257,393 - - -
361/396/399 Other Revenues (420,142) - - -
TOTAL CAPITAL REVENUES 2,245,826 755,600 242,000 377,200 377,200 I
CAPITAL EXPENDITURES
590.100.10 Salaries&Wages 126,994 271,400 271,400 - -
590 100.20 Benefits 58,212 108,600 108,600 - -
590.100.40 Services&Charges 1,180 16,900 16,900 - -
590 100.60 Construction Projects 1,408,634 6,384,347 2,550,000 5,992,500 1,344,000
590.100.05 Net Change in Restricted Assets 2,240,110 - - -
597 100.55 Operating Transfers Out - - - -
TOTAL CAPITAL EXPENDITURES 3,835,130 6,781,247 2,946,900 5,992,500 1,344,000 I
BEGINNING WORKING CAPITAL-January1 12,981,761 11,392,457 11,392,457 8,687,557 3,072,257
ENDING WORKING CAPITAL-December 31 11,392,457 5,366,810 8,687,557 3,072,257 2,105,457
NET CHANGE IN WORKING CAPITAL(") (1,589,304) (6,025,647) (2,704,900) (5,615,300) (966,800)1
Total Change in Working Capital (941,306) (6,064,328) (2,770,200) (6,388,801) (1,981,297)1
(") Working Capital=Current Assets
minus Current Liabilities
2023-2024 New Requests:
SWR.0006 (page 315) One-Time Fund Balance
SWR.0005 (page 314) Ongoing
ENG.0040 (page 285) Ongoing
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2023-2024 Biennial Budaet Section IV: ODeratina Budget
Department Employees
431 Sewer FTEs 2020 2021 2022 2023 2024
Sewer FTEs 10.00 10.00 10.00 11.00 12.00
TOTAL SEWER FTEs 10.00 10.00 10.00 11.00 12.00
Full Time Equivalent(FTE)Changes:
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(Water Resource Technician)added in 2024 to the
Sewer and Storm Utility Division in Public Works Dept.
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(Maintenance Worker I-CDL Sewer)added in
2023 to the Sewer Division in Public Works Dept.
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2023-2024 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
The Storm Utility's engineering duties include comprehensive system planning, compliance with the
requirements of the Western Washington Phase II Municipal Stormwater Permit under the National
Pollutant Discharge Elimination System (NPDES) 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.
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Complete the 9-year program to • Due to staff tumover,the program • Maintain,modify and add new
map and document the attributes completion took longer than storm attributes as needed to SUSTAINABILITY
of the City's storm drainage anticipated but the initial inventory keep the system current.
assets by mid-2021. has now been completed.
• Continue implementation of the • Completed preliminary • Continue to develop and
ditch maintenance program. development of the ditch implement the ditch maintenance SUSTAINABILITY
maintenance program using asset program for those ditch segments ENVIRONMENT
management tools to determine determined to be the highest
the highest priority ditch pnonty to eliminate potential
segments. impacts to the storm system.
• Complete comprehensive • Comprehensive coordination • Continue the coordination with
coordination with street and other occurs during budget preparation, street and utility projects to obtain SUSTAINABILITY
utility projects to determine where ongoing and routine capital project efficiency in contracting and
needs may overlap to obtain meetings to ensure that economies of scale.
efficiency in contracting,realize overlapping needs are realized to
economies of scale for projects, ensure efficient planning and
and reduce impacts to the public. implementation of projects.
• Continue remote learning and • Remote learning and outreach WELLNESS
outreach for school program and were discontinued in 2021
business pollution prevention following a normal resumption of
program until normal operations activities.
resume after the COVID-19
pandemic.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Develop and implement a Source • Draft code and a business • Begin implementation of the ENVIRONMENT
Control Business Inspection inventory have been prepared. Source Control Business
Program by adopting an ordinance Inspection Program required by
to require use of Source Control the National Pollutant Discharge
Best Management Practices for Elimination System permit.
existing businesses and land use
activities,develop a business
inventory,prepare inspection
standard operating procedures and
train staff.
• Continue improvements related to • City staff has participated in City • Continue to participate in City
the equity and inclusion goals of assessments,training,and other activities to identify opportunities CELEBRATION
the City.This includes review of efforts to understand potential for improved service to all
our processes and programs to sources of disparate treatment of customers and staff,especially
remove barriers to service for all certain segments of the customers and staff from
customers and continuing to population. In addition we are disadvantaged groups for whom
develop a diverse workforce. incorporating new hiring practices service may be or may have been
to encourage more diversity in the
workforce.
• Complete the update to the SUSTAINABILITY
Comprehensive Storm Drainage ECONOMY
Plan which will guide the operation ENVIRONMENT
of the Utility for the next 6-10 SERVICE
years. WELLNESS
• Prepare growth projections and • The hydraulic model has been • Continue to utilize the existing
update hydraulic modeling for updated as needed to support hydraulic models to support the SUSTAINABILITY
update to the Comprehensive Plan individual capital projects. Comprehensive Plan and individual
for completion and approval in Examples include the North projects as required to ensure
2024. Airport Area Storm Improvements, proper sizing of facilities.
Riverwalk Drive SE Non-Motorized
Improvement project and the
Regional Growth Center Access
project.
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2023-2024 Biennial Budget Section IV: Operating Budget
Performance Measures —Storm Drainage Fund
Tons of Debris Hauled
This perfornance measure tracks the National Pollutant Discharge Elimination System (NPDES)requirement to inspect and clean,
as necessary,all catch basins within the City every two years. The 2023 and 2024 goals are based on the annual average required
to meet NPDES permit conditions.
Tons of Debris Hauled
1,500 1,400
1,320
1,216 1,225 1,250
1,000
500 467
2019 2020 2021 2022 2023 2024
Est Goal Goal
Percentage of Storm Drainage Ponds Maintained Per Year
This performance measure reflects the prioritization of storm work forces required to meet NPDES requirements for required
inspection and maintenance of public storm ponds during the permit cycle,including vegetation removal as needed.
Percentage of Ponds Maintained Per Year
100%
98%
98%
96%
94% 93%
92%
92%
90%
90% 89%
88% •
86%
84%
2020 2021 2022 2023 2024
Est Goal Goal
Catch Basin Inspection
The NPDES permit requires the inspection of all catch basins within the City every two years. The 2023 and 2024 goals are based
on the anticipated annual average required to meet permit conditions.
Catch Basin Inspection
6,394
6,000 5,871
4,950 5,250 5,300
4,000 3,465
2,000
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budget Section IV: Operating Budget
2023 - 2024 Working Capital Budget
2022
432 Storm Drainage 2021 Adjusted 2022
(includes 462 Storm Drainage-Capital) Actual Budget Estimate 2023 Budget 2024 Budget
OPERATING FUND:
OPERATING REVENUES
343.830 Storm Service Charge 10,507,427 10,706,170 10,802,500 10,891,700 10,962,800
343.831-840 Other Charges for Service 84,463 155,200 164,100 155,200 155,200
361.110-119 Interest Earnings 10,471 90,500 38,700 40,700 42,700
Other Miscellaneous Revenue 717,359 - 17,200 - -
I TOTAL OPERATING REVENUES $ 11,319,720 $ 10,951,870 $11,022,500 $11,087,600 $11,160,700
OPERATING EXPENDITURES
535 000.10 Salaries&Wages 2,573,240 2,850,129 2,850,100 2,912,987 3,091,111
535.000.20 Benefits 532,487 1,473,432 1,473,400 1,465,237 1,612,599
535.00030 Supplies 82,159 82,050 82,000 91,025 93,255
535.000 40 Services&Charges 2,025,044 2,598,370 2,598,300 2,675,245 2,706,945
597.100 55 Operating Transfers Out to Capital Subfund - - - - 7,000,000
597.100.55 Other Operating Transfers Out 155,972 660,095 311,000 372,638 233,436
590.100 72 Debt Service Principal 426,973 363,700 363,700 446,800 466,500
535.100 83 Debt Seance Interest 152,526 173,700 173,700 213,100 193,100
590.100.05 Net Increase in Restricted Assets 1,509,965 - - - -
535.000 90 Interfund Payments for Service 2,045,985 2,135,300 2,135,300 2,552,600 2,567,500
I TOTAL OPERATING EXPENDITURES $ 9,504,350 $ 10,336,776 $ 9,987,500 $10,729,632 $17,964,446
REVENUES LESS EXPENDITURES $ 1,815,370 $ 615,094 $ 1,035,000 $ 357,968 $ (6,803,746)
BEGINNING WORKING CAPITAL-January 1 10,107,355 11,922,725 11,922,725 12,957,725 13,315,693
ENDING WORKING CAPITAL-December 31 11,922,725 12,537,819 12,957,725 13,315,693 6,511,947
I NET CHANGE IN WORKING CAPITAL(*) $ 1,815,370 $ 615,094 $ 1,035,000 $ 357,968 $ (6,803,746)
CAPITAL FUND:
CAPITAL REVENUES
361 110 Investment Income 17,559 36,200 36,200 36,200
396 101 Capital-System Development 888,291 526,600 266,200 500,000 500,000
396.104 Capital-Outside Devi 4,476,672 - - -
397 100 Operating Transfers in from Operations - - - 7,000,000
397.100 Other Operating Transfers In - - - -
377.020 Interlocal Grants 96,640 - - -
361/396/399 Other Revenues (62,670) - - -
I TOTAL CAPITAL REVENUES $ 5,416,491 $ 562,800 $ 266,200 $ 536,200 $ 7,536,200
CAPITAL EXPENDITURES
590.100.10 Salaries&Wages 147,233 221,400 221,400 - -
590.100.20 Benefits 68,022 88,600 88,600 - -
590.100.40 Services&Charges 1,023 12,800 12,800 - -
590.100.60 Construction Projects 937,157 7,542,324 3,904,000 6,713,394 8,065,000
590.100.05 Net Change in Restricted Assets 4,476,672 - - -
590.100.55 Operating Transfers Out - - - -
TOTAL CAPITAL EXPENDITURES $ 5,630,106 $ 7,865,124 $ 4,226,800 $ 6,713,394 $ 8,065,000
BEGINNING WORKING CAPITAL-January1 11,918,657 11,705,042 11,705,042 7,744,442 1,567,248
ENDING WORKING CAPITAL-December 31 11,705,042 4,402,718 7,744,442 1,567,248 1,038,448
NET CHANGE IN WORKING CAPITAL(*) $ (213,615) $ (7,302,324) $ (3,960,600) $ (6,177,194) $ (528,800)
Total Change in Working Capital $ 1,601,756 $ (6,687,230) $ (2,925,600) $ (5,819,226) $ (7,332,546)
(*) Working Capital=Current Assets
minus Current Liabilities
2023-2024 New Requests:
STM.0009 (page 313) One-Time Fund Balance
STM.0008 (page 312) Ongoing
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2023-2024 Biennial Budaet Section IV: ODeratina Budget
Department Employees
432 Storm FTEs 2020 2021 2022 2023 2024
Storm FTEs 12.00 12.00 12.00 14.00 14.00
TOTAL STORM FTEs 12.00 12.00 12.00 14.00 14.00
Full Time Equivalent(FTE)Changes:
2.0 FTE's -Per the 2023-2024 budget,this includes 2.0 FTEs (Maint.Worker I-CDL Vegetation)added in
2023 to Street&Vegetation Division in Public Works Dept.
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2023-2024 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.
Fund Budget
2022
433 Sewer Metro 2021 Adjusted 2022 2023 2024
Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
343.501-531 Metro Service Charge 18,040,260 20,186,200 18,836,500 20,154,200 21,507,500
343.532 Metro Industrial Charge 319,725 810,200 422,200 443,400 465,500
361.110 Interest Earnings 588 16,300 3,000 16,300 16,300
TOTAL OPERATING REVENUES $ 18,360,573 $ 21,012,700 $ 19,261,700 $20,613,900 $21,989,300
OPERATING EXPENDITURES
535.800.40 Services&Charges 17,485,161 21,008,800 19,646,700 20,586,400 21,961,800
TOTAL OPERATING EXPENDITURES $ 17,485,161 $ 21,008,800 $ 19,646,700 $20,586,400 $21,961,800
REVENUES LESS EXPENDITURES $ 875,412 $ 3,900 $ (385,000) $ 27,500 $ 27,500
BEGINNING WORKING CAPITAL-January1 2,837,722 3,713,134 3,713,134 3,328,134 3,355,634
ENDING WORKING CAPITAL-December 31 3,713,134 3,717,034 3,328,134 3,355,634 3,383,134
I NET CHANGE IN WORKING CAPITAL(*) $ 875,412 $ 3,900 $ (385,000) $ 27,500 $ 27,500
(*) Working Capital=Current Assets
minus Current Liabilities
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2023-2024 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
400 based aircraft. The City has long-term land-only leases which provide for private condominium-
type aircraft hangars and one maintenance facility. In addition, the City has short term building leases
with several businesses operating on the airfield who provide aviation-related services to the public
and users of the Airport. 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, hosting events for the community and
our customers, marketing, grounds maintenance, facility maintenance, and capital program
management.
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Evaluate the demand for Jet A • Approval occurred to allow • Continued monitoring of Cascade's
following the completion of the Cascade Helicopters to distribute Jet A Fuel sales,if demand SUSTAINABILITY
Runway Extension. If sufficient Jet A to external Airport increases to a point a permanent
demand exists from users,work to customers via fuel truck.Cascade facility is needed work to identify a
identify a private partner to install provides the airport a monthly private partner to install and
and manage it. report on fuel sales.Current manage it.
demand is minimal.
• Infrastructure upgrades include • Project to be completed in 2022 to • Infrastructure upgrades include,
hangar door replacement, replace outdated hangar doors and retrofitting existing open hangars, SUSTAINABILITY
retrofitting existing open hangars install doors on one open row of increasing perimeter fence to
and constructing two new hangar hangars.If FAA funds permit, improve security and addressing
rows. Pavement maintenance has additional enclosure of open aging infrastructure Pavement
also been made a high prionty. hangar rows are planned for the maintenance continues to be a
next 4 years.FAA funding is high prionty.
programmed to address airfield
pavement.Breaking ground for 2
new hangar rows being
constructed by a developer is
scheduled to take place in
summer 2022
• Work with adjacent properties and • Completed in 2021, FAA flight
the FAA to address obstructions check is schedule in summer WELLNESS
and allow a change to the night 2022 to remove restrictions and SUSTAINABILITY
restrictions that exist at the complete the process.
Airport.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals _ 2021-2022 Goals _ for 2023-2024 _ Goal
• Work with FAA to determine the • After working with the FAA an • Complete the implementation of
steps and work necessary to improved instrument approach is the improved instrument approach WELLNESS
create a viable instrument scheduled to be completed in as approved by FAA in 2022. SUSTAINABILITY
approach for the Airport. 2023.
• Continue improvements related to • The airport hosted multiple tours • Continue improvements related to
the equity and inclusion goals of to a vanety of different groups the equity and inclusion goals of CELEBRATION
the City. This includes review of representing a wide range of ages the City. This includes review of
our processes and programs to and backgrounds.The airport our processes and programs to
remove barriers to service for all continues to hold a yearly airport remove barriers to service for all
customers,continuing outreach to internship and community events customers,continuing outreach to
under represented groups for which increase the visibility of the under represented groups for
Airport events,and continuing airport to all ages and races.City Airport events,and continuing
mvolvement in regional and staff has participated in City involvement in regional and
industry efforts to increase assessments,training,and other industry efforts to increase
diversity within the Aviation efforts to understand potential diversity within the Aviation
industry through internships and sources of disparate treatment of industry through intemships and
participation in WAMA and AAAE certain segments of the participation in WAMA and AAAE
organization efforts. population.In addition we are organization efforts.
incorporating new hiring practices
to encourage more diversity in the
workforce.
• Increase the sustainability of the
airport by creating additional Sustainability
revenue streams.Realize cost Environment
savings by taking advantage of
clean energy initiatives when they
are available.
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2023-2024 Biennial Budget Section IV: Operating Budget
2023 - 2024 Working Capital Budget
435 Airport 2022
(includes 465 Airport-Capital) 2021 Adjusted 2022 2023 2024
Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
331.201 Grant Revenue 82,000 - - - -
341.930 Airport Secunty Service 36,363 35,000 35,000 36,000 38,700
344.602 Aviation Fuel Sales 574,432 449,000 500,000 575,000 661,500
362.501 Property Leases 333,437 338,300 338,300 361,800 469,000
362.502 Tie Down&Hangar Rent 651,009 670,400 670,400 666,600 754,400
361.110 Investment Income 1,281 10,400 3,900 10,400 10,400
367 110 Gifts/Pledges-Private Sources 2,500 - - - -
391.800 Intergovernmental Loan - 750,000 - -
369-399 Miscellaneous Revenue 5,515 4,000 6,000 4,000 4,000
TOTAL OPERATING REVENUES $1,686,537 $2,257,100 $ 1,553,600 $1,653,800 $ 1,938,000 1
OPERATING EXPENDITURES
546 000 10 Salaries&Wages 252,144 259,083 259,083 306,514 319,178
546.000.20 Benefits 37,172 120,864 117,000 136,824 148,527
546.000.30 Supplies 435,609 368,000 368,000 451,250 517,100
546.000.40 Services&Charges 346,429 364,200 350,000 362,905 386,305
597.100.55 Operating Transfers Out to Capital Subfund 25,000 1,264,100 1,264,100 450,000 450,000
546.000.75 Debt Service Principal - - - 68,495 69,865
546.000.81 Debt Service Interest - - - 15,000 13,630
590.100.05 Net Increase in Restricted Assets (35,870) - - - -
546.000.90 Interfund Payments for Service 108,062 115,400 115,400 197,200 202,400
TOTAL OPERATING EXPENDITURES $1,168,547 $2,515,595 $ 2,473,583 $1,988,188 $ 2,107,005 I
REVENUES LESS EXPENDITURES $ 517,990 $ (258,495) $ (919,983) $ (334,388) $ (169,005)
BEGINNING WORKING CAPITAL-January1 1,003,962 1,521,952 1,521,952 601,969 267,581
ENDING WORKING CAPITAL-December 31 1,521,953 1,263,457 601,969 267,581 98,576
NET CHANGE IN WORKING CAPITAL(*) $ 517,990 $ (258,495) $ (919,983) $ (334,388) $ (169,005)1
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 261 200 100 200 200
331-334 Federal and State Grants 19,121 1,137,652 922,220 3,550,555 695,555
397.100 Operating Transfer In 25,000 1,288,048 1,264,100 450,000 450,000
369.900 Other Revenues 1,899 25,000 - - -
TOTAL CAPITAL REVENUES $ 46,280 $2,450,900 $ 2,186,420 $4,000,755 $ 1,145,755 I
CAPITAL EXPENDITURES
590.100.40 Services&Charges 28 100 100 100 100
590.100.60 Capital Projects 38,257 2,383,820 2,044,440 4,238,290 1,101,110
590.100.55 Operating Transfers Out - - - - -
TOTALCAPITALEXPENDITURES $ 38,285 $2,383,920 $ 2,044,540 $4,238,390 $ 1,101,210 I
BEGINNING WORKING CAPITAL-January1 161,340 169,335 169,335 311,215 73,580
ENDING WORKING CAPITAL-December 31 169,335 236,315 311,215 73,580 118,125
NET CHANGE IN WORKING CAPITAL(*) $ 7,995 $ 66,980 $ 141,880 $ (237,635) $ 44,545 I
Total Change in Working Capital $ 525,985 $ (191,515) $ (778,103) $ (572,023) $ (124,460)1
(") Working Capital=Current Assets
minus Current Liabilities
2023-2024 New Requests:
AIR.0003 (page 277) Ongoing
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Employees
435 Airport FTEs 2020 2021 2022 2023 2024
Airport FTEs 3.00 3.00 3.00 3.00 3.00
TOTAL AIRPORT FTEs 3.00 3.00 3.00 3.00 3.00
Full Time Equivalent(FTE)
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2023-2024 Biennial Budget Section IV: Operating Budget
EQUIPMENT RENTAL
Mission Statement
The mission of Equipment Rental is to provide outstanding fleet services regarding safety standards
and reliability of equipment to meet all City departments transportation and equipment needs.
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.
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Investigate fuel systems and • Obtained quotes from multiple • Investigate fuel systems and
options for replacement and vendors and contractors to options for replacement, ENVIRONMENT
implement the replacement. upgrade the existing fuel system. incorporate new fleet management SUSTAINABILITY
This project will continue in the and fuel management software,
2023-2024 budget cycle. and implement the replacement.
• Continue to improve fleet fuel • 177 GPS Insight devices were • Continue to improve fleet fuel
economy through the expansion of installed in March&April of 2022 economy and driver safety utilizing ENVIRONMENT
the current Zonar technology replacing the Zonar system.GPS GPS Insight throughout the City's SUSTAINABILITY
throughout the City's fleet. Insight provides more visibility to fleet
our vehicles use,mechanical
issues and history to improve our
management of the fleet.
• In order to lower the City's • Completed a new contract with a • Continue to integrate more
emission rates and continue to fuel provider,that provides the Electric Vehicles into the Cities ENVIRONMENT
meet standards and federal and ability to seek out alternative fuels fleet,in conjunction with additional SUSTAINABILITY
state requirements,seek out and such as R99(renewable diesel). Electric Vehicle charging
implement alternative fuel sources infrastructure. While also
within the City's fleet. adopting Renewable fuels such as
Renewable Diesel and Renewable
Unleaded.
• Expedite Equipment Rental and • The project is being designed in • Complete the Equipment Rental
Central Stores remodel project to 2022 with construction anticipated remodel project to improve SUSTAINABILITY
improve efficiency and provide the in 2023. efficiency and provide the
necessary facilities to meet the necessary facilities to meet the
needs of the City. needs of the City for providing fleet
and central stores services.
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Become an ASE-Certified Blue • Many ASE certifications have • Become an ASE-Certified Blue
Shield Repair Facility been received towards the Shield Repair Facility SUSTAINABILITY
completion of this goal,however,
more are needed
• Evaluate the benefits and • Completed the evaluation of the • Continue to research the purchase
requirements of becoming a number of work orders Chevrolet of a GM MDI/GDS2 Scan tool. SUSTAINABILITY
General Motors in-house warranty completes vs what can be done in- Subscribe to GM's in house
provider. house warranty service to complete
warranty work in-house.
• Continue improvements related to • City staff has participated in City • Continue improvements related to
the equity and inclusion goals of assessments,training,and other the equity and inclusion goals of CELEBRATION
the City. This includes review of efforts to understand potential the City. This includes review of
our processes and programs to sources of disparate treatment of our processes and programs to
remove barriers to service for all certain segments of the remove barriers to service for all
customers and continuing to population. In addition we are customers and continuing to
develop a diverse workforce incorporating new hiring practices develop a diverse workforce
to encourage more diversity in the
workforce.
• Continue to lower unscheduled SERVICE
maintenance costs through the
process of preventive
maintenance/inspection,effective
long term repairs,and on going
training on advanced technologies
and repairs for staff.
• Develop and Implement SERVICE
preventative measures related to SUSTAINABILITY
fleet vandalism,fuel and vehicle
theft to reduce the cost burden to
the City.Improvements may
include security and improved
facility management in addition to
vehicle preventative measures.
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2023-2024 Biennial Budget Section IV: Operating Budget
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.
Average Vehicle Life Cycle
In Years
9.0 9.0 9.0
9.0 8.9
8.8 8.8
8.5
8.0
2019 2020 2021 2022 2023 2024
Est Goal Goal
Number of Preventative Maintenance Services Performed
A preventative maintenance service is a systematic inspection and service of vehicles and equipment, completed at predetermined
intervals,to detect mechanical problems prior to system failures, resulting in extended lifecycles.
Preventative Maintenance Services Performed
700
619 635.00
600 567 582
591 605.00
500
400
300
2019 2020 2021 2022 2023 2024
Est Goal Goal
Number of Additional Maintenance Performed during Preventative Maintenance Services
Unscheduled maintenance is 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.
Unscheduled Maintenance Performed
2,500
2,100
2,000 1,950
1,789 1,800
1,619
1,500 1,219
1,000
500
2019 2020 2021 2022 2023 2024
Est Goal Goal
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2023-2024 Biennial Budget Section IV: Operating Budget
2023-2024 Working Capital Budget
2022
550 Equipment Rental 2021 Adjusted 2022 2023 2024
(includes 560 Equipment Rental-Capital) Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
348.500 Fuel Sales 460,400 461,500 461,500 515,100 515,100
365.100 Interfund Rentals 1,830,000 1,828,600 1,828,600 2,864,600 2,959,400
361.110 Investment Income 2,402 11,000 5,300 11,000 11,000
342-344 Charges for Goods and Services 38,845 - - - -
367-369 Miscellaneous Revenue 4,813 - - - -
395-399 Other Sources 429,952 - - - -
I TOTAL OPERATING REVENUES $ 2,766,411 $ 2,301,100 $ 2,295,400 $ 3,527,200 $ 3,608,990 1
OPERATING EXPENDITURES
548 100.10 Salaries&Wages 667,044 718,979 692,300 850,031 882,156
548 100.20 Benefits 167,744 391,579 352,900 424,745 454,081
548 100.30 Supplies 1,008,484 1,044,200 1,044,200 1,123,750 1,225,350
548 100.40 Services&Charges 394,779 576,250 576,250 648,100 655,560
597.100.55 Operating Transfer Out 22,000 86,000 86,000 - -
548.100.90 Interfund Payments for Service 331,121 374,400 374,400 518,200 532,300
590.100.05 Net Increase in Restricted Assets 197,874 - - - -
I TOTAL OPERATING EXPENDITURES $ 2,789,045 $ 3,191,408 $ 3,126,050 $ 3,564,826 $ 3,749,447 1
REVENUES LESS EXPENDITURES $ (22,634) $ (890,308) $ (830,650) $ (37,626) $ (140,457)
BEGINNING WORKING CAPITAL-January1 2,622,570 2,599,936 2,599,936 1,769,286 1,731,660
ENDING WORKING CAPITAL-December 31 2,599,936 1,709,628 1,769,286 1,731,660 1,591,203
I NET CHANGE IN WORKING CAPITAL(*) $ (22,634) $ (890,308) $ (830,650) $ (37,626) $ (140,457)1
CAPITAL FUND:
CAPITAL REVENUES
361 110 Interest Revenue 4,688 50,700 13,700 50,700 50,700
365 110 Vehicle Replacement Revenue 1,975,900 1,943,060 1,943,060 2,272,800 2,167,000
395 900 Gain/Loss on Fixed Assets (346,235) - - - -
397100 Operating Transfers In 291,773 2,580,186 1,641,400 1,147,040 805,452
I TOTAL CAPITAL REVENUES $ 1,926,126 $ 4,573,946 $ 3,598,160 $ 3,470,540 $ 3,023,152 1
CAPITAL EXPENDITURES
590.100.10 Salaries&Wages 7,210 - - - -
590.100.20 Benefits 3,313 - - - -
590.100.40 Services&Charges 468 700 700 - -
590.100.64 Increase In Fixed Assets-Equipment 1,735,605 3,983,493 1,809,000 3,076,120 2,648,380
590.100.65 Increase In Fixed Assets-Construction 20,390 2,489,086 2,400,000 20,000 -
590.100.05 Net Increase in Restricted Assets (346,235) - - - -
TOTAL CAPITAL EXPENDITURES $ 1,420,751 $ 6,473,279 $ 4,209,700 $ 3,096,120 $ 2,648,380 1
BEGINNING WORKING CAPITAL-January1 4,614,339 5,119,713 5,119,713 4,508,173 4,882,593
ENDING WORKING CAPITAL-December 31 5,119,713 3,220,380 4,508,173 4,882,593 5,257,365
I NET CHANGE IN WORKING CAPITAL(*) $ 505,374 $ (1,899,333) $ (611,540) $ 374,420 $ 374,772 1
Total Change in Working Capital $ 482,741 $ (2,789,641) $ (1,442,190) $ 336,794 $ 234,315 I
(*) Working Capital=Current Assets
minus Current Liabilities
2023-2024 New Requests:
ERR.0010 (page 286) One-Time Fund Balance
ERR.0011 (page 287) One-Time Fund Balance
POL.0039 (page 304) Ongoing
ERR.0012 (page 288) Ongoing
225
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2023-2024 Biennial Budaet Section IV: ODeratina Budget
Department Employees
550 Equipment Rental FTEs 2020 2021 2022 2023 2024
Equipment Rental FTEs 12.00 13.00 13.00 14.00 17.00
TOTAL EQUIPMENT RENTAL FTEs 12.00 13.00 13.00 14.00 17.00
Full Time Equivalent(FTE)Changes:
1.0 FTE-Effective 6/1/2021, 1.0 FTE was added to ER&R via Budget Amendment#2,Ordinance No.6827.
This was for the Aministrative Specialist-M&O position.
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(Mechanic 2)added in 2023 to the Equipment
Rental Division in Public Works Dept.
3.0 FTE's -Per the 2023-2024 Budget,this includes 3.0 FTEs (2 mechanics &1 administrative assistant)
added in 2024 to the Equipment Rental Division in Public Works Dept.These are considered frozen positions
until 2025.
226
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Parks,Arts and Recreation
Director
Daryl Faber
58 F.T.E.
Parks Planning
&Development Administrative
Manager Assistant
I I I I I
Senior Center Cemetery Arts and Events Recreation Maintenance
Manager Supervisor Manager Programs Manager
Manager
I I I I I
Office/Program Office Special Events Recreation Maintenance
Assistant Assistant Coordinator(2) Program Specialist(2)
Coordinator(5)
I I I I I
Resource Parks
Navigation Maintenance Arts Registration Maintenance
Program Worker(5) Coordinator Clerk(2) (14)
Supervisor
I I I I
Recreation Theater Teen
Coordinator(2) Operations Coordinator Mechanic
Coordinator
I I
Facility Facility
Assistant(0.5 Assistant
F.T.E.) (0.5 F.T.E.)
I I
Museum Golf Course
Director Manager
I I
I I I
Museum Curator Education Golf Course Assistant
of Collections Curator Field Golf
Supervisor Professional
I
Maintenance
Worker(4)
F.T.E. = Full Time Equivalent
227
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CITY
JBUI-tN
WASHINGTON
2023-2024 Biennial Budget Section IV: Operating Budget
PARKS, ARTS AND RECREATION DEPARTMENT
Mission Statement
The Parks, Arts & 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 & 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
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Continue to look at ways to refine • Customized sponsor packages to • Continue to look at ways to
sponsor opportunities for special create recognition for businesses customize sponsor opportunities CELEBRATION
events. through special events. related to special events.
• Continue to work with community • Re-tooled all programming to reflect • Continue to work with community
partners on joint programming for COVID-related guidelines to partners on cultural programming CELEBRATION
arts and events. continue art and event activities as for arts and events.
allowed.
• Work on evaluating plans for • Damage to Auburn Ave.Theater • Continue to evaluate next steps for
needed renovations at the Auburn was created by a fire and Art and Performing Art CHARACTER
Avenue Theater and and create subsequent demolition,causing the opportunities to generate activity
cost analysis for multiple options Theater to be red-tagged in in Aubum's downtown core.
for renovations. December,2021.Theater
performances have been moved to
various community venues.
• Finalize construction on main floor • Construction began on Auburn Arts • Seek funding for Phase 2
renovations;continue to seek &Culture Center in December 2021 basement renovations of Auburn CHARACTER
funding for Phase 2 basement with Phase 1 Main Floor Arts&Culture Center.
renovations. renovations expected to be
complete by December 2022.
• Formalize operations and • Outlined programming and rental • Initiate programming and rental CHARACTER
programming and rental options for Auburn Arts and Culture opportunities in the newly opened
opportunities. Center. Arts and Culture Center as well as
activate the Auburn Arts Alleyway.
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2023-2024 Biennial Budget Section IV: Operating Budget
Golf Course Division
2021-2022 T Progress Towards Major Goals Strategic
Goals I 2021-2022 Goals for 2023-2024 Goal
• Continue course drainage • In 2021,improvements to course • To continue into a sixth year of the
improvements and fairway sanding drainage continued with sanding sanding and aerifying program on CHARACTER
program to ensure year round and aeration with deep tines in the fairways.Playability continues to
playability and power cart access fairways.Playability during improve during the shoulder
to golf course. shoulder seasons is steadily seasons with this program.We
improving with this program. are definitely seeing the benefits of
this for power carts.
• Develop and install forward tee • In 2021,several forward tees were • Continue with a few more forward
areas for seniors,ladies,juniors, constructed to allow a shorter, tees and expand on our turf CHARACTER
and beginners to better enjoy our more playable course for seniors, nurseries.Continue to add short
facility. ladies,juniors and beginners. grass in areas around greens.This
will give all skill level golfers
different possibilities around the
green.
• Continue to promote junior golf by • In 2021,the PGA Junior League • Promote youth player development
hosting and managing PGA Junior successfully returned after a down by promoting and managing PGA CHARACTER
League teams at our facility. year in 2020 due to covid. In early Junior League teams at our
2022,The PGA Junior League has facility.
continued to expand with even
more participation now with two full
teams.
• Increase participation in club • In 2021,The Men's Club • Increase participation and promote
events to provide better revenues participation grew to record levels in player devolpment for all ages and CHARACTER
for the golf course and a better all events thoughout the season. skill levels in club and league
experience for members. WA Golf voted The Auburn Men's events including Men's Club,
Club as"2021 Club of the Year". In Ladies Club,Couples League,
early 2022 the Men's club has Senior League and Summer Fun
already exceeded participation in League to provide better revenues
membership and events to levels for the golf course and a better
higer than 2021. experience for all members.
• Continue to promote the course for • In 2021,due to Covid restrictions • During greens aeration,promote
local charity fundraisers during and high demand for public play, local charity fundraising events to CHARACTER
semi annual aerations to provide most of our local charity fundraisers increase revenues and provide
additional course revenues and were postponed including the semi goodwill within the community.
goodwill within the community. annual greens aerartion fundraisers.
• Continue to promote the course to • In 2021,the Men's Club Invitational • Continue to promote amateur
local golfers through PGA pro Open Team Championship was events open to the general golfing CHARACTER
ams,and open amateur events. held in May. The participation was public.Also continue to host PGA
the highest turnout ever. In 2022, pro am to increase participation
the same tournament has conitued from other local golf course
to grow with even more members.
participation. The PGA Pro Am
has also returned after an off year
due to Covid.
•
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2023-2024 Biennial Budget Section IV: Operating Budget
Senior Activity Center Division
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Research a database program that • Purchased and started using"My
will allow us to collect data more Senior Center"in January 2021. CELEBRATION
effectively.
• Diversify our sponsorship • Updated sponsorship brochure to • Reach out to busisnesses to
packages to include virtual reflect the variely of events available increase Sponsorships CHARACTER
programs,in-house programs, to Sponsors.
special events etc.
• Continue to share information with • Increased our on-line presence with • Participate in a minimum of 2
the committee. E mail blasts,Face book posts, Community Events to share WELLNESS
and bimonthly newsletter. information about Senior Center
'Participate in Blue Ribbon Programs
Committee and the Community
Round Table.
• Develop alternative fund raising • Raised prices for the monthly
plan due to projected loss of Social Dinner.Planning on selling SERVICE
revenues from rummage sale, concessions at Car Shows,Vets
extended travel and concession Parade,and 4th of July festival in
sales at department-sponsored 2022.Extended travel trips are
special events. planned for 2022 and 2023.
• Develop a plan to encourage • Soft reopen started July 2021 with • Develop a plan to reach out to
participants to return to the Senior Grand Reopening programs in people age 50 plus who are WELLNESS
Center following the pandemic. September 2021 unaware of our programs and
services.
• Maintain and grow the social • Facebook page,email blasts,bi
media presence developed during monthly newsletter. CHARACTER
COVID-19.
• Continue to offer 2-3 virtual • SAIL exercise class offered 2X
opportunities each month in week.Virtual Support group 1 X WELLNESS
addition to the in-house week.
oroaramina offered.
• Share City wide equity and CELEBRATION
inclusion educational information
with Senior Center Participants.
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2023-2024 Biennial Budget Section IV: Operating Budget
Senior Center Resource Hub
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Hire a half-time Resource • The Hub team is now comprised of • Retain staff and equally distribute WELLNESS
Navigator and a half-time one full-time Resource Nagiation work load.
Administrative Assistant for the Supervisor,two part-time Resource
Hub. Navigation Specialists and one full-
time Program Assistant.
• Develop and implement an Equity • Performed outreach with diverse • Collect better data to measure the
and Inclusion Plan to assist in community organization,including diverse population of seniors being WELLNESS
increasing participation from all of family liazon w/Auburn School served.
the community. Dist.Hired bilingual staff and
attended multiple DEI trainings.
• Develop outreach program to meet • Consistently networking,educating • Resource Navigators to become
the needs of seniors not currently and collaboratring with local trained factilitators for caregiving WELLNESS
coming to the Senior Center. resources along with home visits supports groups.
and meeting with clients at senior
housing.
• Reapply for VSHSL funding,
pending voter approval of Levy.
SUSTAINABILITY
232
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2023-2024 Biennial Budget Section IV: Operating Budget
Recreation Division
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Secure sponsorship funding for • Staff tried to recruit a sponsor for • Find a title sponsor for the CHARACTER
Halloween event. 2021 but due to cutback from Halloween event.
COVID,staff were unable to for
2021.Will try again in 2022.
• Develop an internship program. • Thanks to grant funding,the parks • Create an intern program that
department is looking to hire aligns with the recreation majors CHARACTER
interns for the 2022 summer. at the major universites in the
state.
• Increase percentage of online • Staff implemented ActiveNet's • Increase percentage of online
transactions to 45%. "FlexReg"program in 2022 which transactions to 45%. CHARACTER
made online enrollment for summer
camps easier.This will help drive
traffic online.
• Secure funding for outdoor • Parks received SEEK grants in • Secure funding for outdoor
recreation opportunities. 2021 and 2022 to implement recreation opportunities. CHARACTER
outdoor programs for youth.Staff
will continue to look for grant funs
for more outdoor programs.
• Develop and implement an Equity • Due to could,this project was put • Develop and implement an Equity
and Inclusion Plan to assist in on hold.However,the department and Inclusion Plan to assist in CHARACTER
increasing participation from all of took steps to target grant funds and increasing participation from all of
the community. new programs to the most the community.
underserved populations in Auburn.
233
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2023-2024 Biennial Budget Section IV: Operating Budget
White River Valley Museum and Mary Olson Farm Division
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Review and catalog all back- • Due to lack of staff access to the • Continue to catalog back logged CHARACTER
logged accessions and move all collection in 2021 because of the accessions and complete a full
non-exhibit artifacts and archives pandemic this project is still in inventory of all artifacts on display
into collection's storage. progress. in the Museum's permanent
exhibits.
• Photograph 5%of object • This goal is well on its way to • Continue process of photographing
collection to add to Museum completion and is scheduled to be the collection and making artifacts CHARACTER
website via Past Perfect. accomplished by July 2022. accessible to the public via the
Museum's website.
• Work with diverse communities to • The pandemic slowed much of our • Continue working with partners
create a community-curated work with community groups.We from diverse communities on CHARACTER
exhibit. were able to cocurate a holiday exhibits and public programming.
exhibit with the King County Library
System and in 2022 have began
partnerships for community led
exhibits in 2023.
• Create new educational • During the pandemic the Museum • Continue work with the COA to
curriculums for fieldtrips and shifted its focus to digital and virtual present racial history tours for CHARACTER
hentage kits. offenngs,creating brand new virtual employees and expand the
fieldtrips at the Museum and Farm. program to the greater community.
• Complete HVAC and permanent • All small exhibit repairs have been • Begin strategic planning process
exhibit repairs at the Museum. made and 2/3 of the funding needed to update the Museum's SUSTAINABILITY
to repair the HVAC has been raised permanent exhibits.
to date
234
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2023-2024 Biennial Budget Section IV: Operating Budget
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.
Volunteer Hours
50,000
41,611 42,000 42,000
40,000
30,000 28,000
20,000 17,230
10,000 , —
-
n _ _
2019 2020 2021 2022 2023 2024
Est Goal Goal
Classes&Special Events-Number of Participants
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.
Participation in Classes&Special Events
300
252
210 220
w 200 190
153
116
100 - — — -
1_l 1 2019 2020 2021 2022 2023 2024
Est Goal Goal
Facility Rentals
The Auburn Community&Events Center continues to exhibit growth in its usage and revenue with weddings, reunions,corporate
events and parties. In 2020 we are experiencing a decrease in overall facility rental revenue due to COVID-19 restrictions.
Facility Rental Revenue
$600
$508
$420 $421 $430 $440
$400 ,
c
$200 $170
$-
2019 2020 2021 2022 2023 2024
Est Goal Goal
235
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2023-2024 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 effect on facility revenues in the golf industry Stable economic conditions, combined with average weather,
should allow for modest increases of rounds played and course revenues over the next budget cycle
Total Golf CourseOperating Revenue
$1 84
$1.69 S1 70
o $15
$1 0
2019 2020 2021 2022 2023 2024
Est Goal Goal
Green Fee Revenue
The first five months of 2022 have been significantly impacted by weather patterns which have been cooler and wetter than average. In
addition,economic concerns of inflation and a possible recession continue to put a drag on revenues in the short term If the weather
shifts to a more neutral pattern, and our economic concerns decrease,green fee revenues should show modest growth throughout the
next budget cycle.
Green Fee Revenue
$1 5 $1.38
$1 16 $1 23
$1 29 $1.35
w $10 —
0
0
$0 5
$0 0
2019 2020 2021 2022 2023 2024
Est Goal Goal
Power Cart&Merchandise Revenue
Power cart rentals and merchandise sales are closely tied to the number of rounds played,which correlates with fair weather and average
economic conditions. In years with average or better weather and no extenuating circumstances, rounds played and revenues have
continued to show modest growth. Assuming average weather and economic conditions,cart and merchandise revenues should continue
to increase throughout the next budget cycle.
Power Cart&Merchandise Revenue
$530 $545
$495
$500 $456 S452 •
$400
0
u'
� $300
0
H
$200
$100
$-
2019 2020 2021 2022 2023 2024
Est Goal Goal
236
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2023-2024 Biennial Budaet Section IV: Operatina Budget
Department Budget
001.33 Parks 2021 Actual 2022 Adjusted 2022 Estimate 2023 2024
Budget Budget Budget
Expenditures
Salaries&Wages 4,261,759 5,480,227 5,004,900 5,739,836 5,884,664
Personnel Benefits 1,888,531 2,456,833 2,069,900 2,410,056 2,577,638
Supplies 808,371 1,120,190 1,120,190 946,400 945,400
Services&Charges 2,228,510 3,381,160 3,381,160 2,886,640 2,910,370
Capital Outlay 6,500 10,000 10,000 10,000 10,000
Interfund Payments For Service 2,726,560 2,939,700 2,939,700 3,510,100 3,584,700
DEPARTMENT TOTAL $ 11,920,230 $ 15,388,110 $ 14,525,850 $15,503,032 $15,912,772
2023-2024 New Requests:
PRK.0060 (page 310) One-Time funded with Fund Balance
PRK.0056 (page 306) Ongoing
PRK.0057 (page 307) Ongoing
PRK.0058 (page 308) Ongoing
PRK.0059 (page 309) Ongoing
Department Employees
001 Parks,Arts and Recreation 2020 2021 2022 2023 2024
Parks FTEs 41.00 41.00 41.00 44.00 44.00
Golf FTEs 7.00 7.00 7.00 7.00 7.00
TOTAL PARKS,ARTS&RECREATION FTEs 48.00 48.00 48.00 51.00 51.00
Full Time Equivalent(FTE)Changes:
-0.5 FTE-Effective 9/2020: The Resource Navigation Program Specialist position(0.5 FTE)has been re-
classified as a temporary position.
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(Museum Curator of Collections)added in 2023 to
Museum Division in Parks Dept.Position changed from LTE to FTE.
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(Park Maintenance Worker 1)added in 2023 to
Maintenance Division in Parks Dept.Position had transfer responsibilityfrom CD Dept.
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(Park Maintenance Worker 1)added in 2023 to
Maintenance Division in Parks Dept.Position had transfer responsibilityfrom CD Dept.
237
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2023-2024 Biennal 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.
Fund Budget
2021 2022 2022 2023 2024
120 Recreation Trails Adjusted
Actual Budget Estimate Budget Budget
Revenues
Beginning Fund Balance 81,712 88,795 88,795 95,845 102,945
Motor Vehicle Fuel Tax 7,000 7,000 7,000 7,000 7,000
Investment Income 83 700 50 100 100
Total Revenues $ 88,795 $ 96,495 $ 95,845 $ 102,945 $ 110,045
Expenditures
Operating Transfers Out - - - - -
Ending Fund Balance 88,795 96,495 95,845 102,945 110,045
Total Expenditures $ 88,795 $ 96,495 $ 95,845 $ 102,945 $ 110,045
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2023-2024 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.
Fund Budget
321 Municipal Park 2021 2022 2022 2023 2024
Construction Actual Adjusted Estimate Budget Budget
Budget
Revenues
Beginning Fund Balance 893,335 1,075,138 1,075,138 816,504 1,013,804
Property Taxes (Prop 2 Levy) 246,303 240,000 275,000 280,000 280,000
Interlocal Grants - 551,000 384,900 300,000 -
League Fees 4,842 9,500 9,500 9,500 9,500
Investment Income 1,072 6,600 3,500 5,000 5,000
Rentals &Leases 8,136 66,300 112,500 67,800 69,300
Contributions &Donations - - 1,166 - -
Operating Transfer In 1,032,987 886,801 910,493 882,800 205,000
Total Revenues $ 2,186,675 $ 2,835,339 $ 2,772,197 $2,361,604 $1,582,604
Expenditures
Salaries&Wages 26,305 - - - -
Personnel Benefits 11,740 - - - -
Services&Charges - 5,000 5,000 5,000 5,000
Capital Outlay 1,073,493 2,054,030 1,950,693 1,342,800 763,500
Ending Fund Balance 1,075,138 776,309 816,504 1,013,804 814,104
Total Expenditures $ 2,186,675 $ 2,835,339 $ 2,772,197 $2,361,604 $1,582,604
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2023-2024 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.
Department Overview
Mountain View Cemetery, a division of the City of Auburn Parks, Arts & Recreation Department, is a
self-supporting municipal cemetery that does not rely on any tax revenues for operation or
maintenance. Unique to the community, Mountain View Cemetery is a peaceful, quiet, and beautiful
setting, nestled on Auburn's west hill overlooking Mt. Rainier and the Green River Valley. The park-
like setting includes rolling well-kept lawns, landscaped flowering gardens, and other features
attesting to the value of life. A professional staff of seven conducts over 300 interments annually and
ensures fiscal responsibility. As an endowed care facility, all above ground structures, roadways, turf
and landscaping are maintained by City staff now and in the future. The Cemetery serves many
areas funeral homes and offers a full range of above-ground and below-ground interment options,
including Wilbert Burial and Cremation Vaults for families choosing either casket or urn placement
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• New architectural design plans • New mausoleum project • New design and buildout of the
and permits for new mausoleum. postponed for the immediate Tenth Addition. CHARACTER
future.
• Mausoleum project goes to bid/ • New mausoleum project • New design and buildout
secure contractor. postponed for the immediate ForestWalk Cremation Garden CHARACTER
future. Phase Ill.
• Explore options for new double • This will be part of our new Tenth • Design and buildout of landscape
depth section in the cemetery. Addition development. natural pond setting ForestWalk. CHARACTER
240
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2023-2024 Biennial Budget Section IV: Operating Budget
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.
Interments
200 1 du 175 (3G
160
147
150
117
100
50
2019 2020 2021 2022 2023 2024
Est Goal Goal
Inurnments
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.
Inurnments
200
173 165
155
150 13C 126 A.,
100
50
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
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.
Lot Sale Revenue
$644
$600 $521
co
m $400
(0
0
O
$200
$-
2019 2020 2021 2022 2023 2024
Est Goal Goal
241
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2023-2024 Biennial Budget Section IV: Operating Budget
2023 - 2024 Working Capital Budget
2022
436 Cemetery 2021 Adjusted 2022 2023 2024
(includes 466 Cemetery-Capital) Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
343.601 Settings 66,584 56,300 56,300 55,000 55,000
343.602 Openings&Closings 392,092 260,900 325,000 300,000 300,000
343.603 Recordings 24,195 16,000 16,000 16,000 16,000
343.604 Liners 196,025 117,200 150,000 125,000 125,000
343.607 Vases 32,950 26,600 30,000 30,000 30,000
343.609 Lot Sales 818,668 575,900 650,000 575,000 575,000
343.610 Vault Installation 2,580 14,900 - 10,000 10,000
343.611 Other 23,300 16,000 20,000 18,000 18,000
343.612 Marker Sales 428,376 290,400 350,000 300,000 300,000
361.110 Investment Income 1,350 3,300 3,300 3,300 3,300
367-399 Miscellaneous Revenue 19,553 - - - -
TOTAL OPERATING REVENUES $ 2,005,673 $ 1,377,500 $ 1,600,600 $ 1,432,300 $ 1,432,300
OPERATING EXPENDITURES
536.000.10 Salaries&Wages 488,454 570,988 528,900 584,176 605,418
536.000.20 Benefits 98,554 319,260 284,600 314,316 338,220
536.000.30 Supplies 323,385 261,700 261,700 340,200 361,500
536.000.40 Services&Charges 163,076 160,400 160,400 200,900 213,600
597.100.55 Operating Transfers Out 38,339 60,700 15,000 518,810 -
536.000.90 Interfund Payments for Service 157,597 170,800 170,800 350,000 359,300
590.100.05 Other Uses 175,642 - - - -
TOTAL OPERATING EXPENDITURES $ 1,445,047 $ 1,543,848 $ 1,421,400 $ 2,308,402 1,878,038
REVENUES LESS EXPENDITURES $ 560,626 $ (166,348) $ 179,200 $ (876,102) $ (445,738)
BEGINNING WORKING CAPITAL-January1 1,072,389 1,633,015 1,633,015 1,812,215 936,113
ENDING WORKING CAPITAL-December 31 1,633,015 1,466,667 1,812,215 936,113 490,375
NET CHANGE IN WORKING CAPITAL(*) $ 560,626 $ (166,348) $ 179,200 $ (876,102) $ (445,738)
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 8 1,000 100 100
397.100 Operating Transfers In 9,000 45,700 355,000 -
TOTAL CAPITAL REVENUES $ 9,008 $ 46,700 $ - $ 355,100 $ 100
CAPITAL EXPENDITURES
590.100.41 Services&Charges 1 100 100 50 50
590.100.64 Increase In Fixed Assets-Equipment - - - - -
590.100.65 Construction Projects 9,906 45,700 - 355,000 -
590.100.55 Operating Transfers Out - - - - -
TOTAL CAPITAL EXPENDITURES $ 9,907 $ 45,800 $ 100 $ 355,050 $ 50
BEGINNING WORKING CAPITAL-January 1 8,183 7,284 7,284 7,184 7,234
ENDING WORKING CAPITAL-December 31 7,285 8,184 7,184 7,234 7,284
NET CHANGE IN WORKING CAPITAL(*) $ (899) $ 900 $ (100) $ 50 $ 50
Total Change in Working Capital $ 559,728 $ (165,448) $ 179,100 $ (876,052) $ (445,688)
(*) Working Capital=Current Assets
minus Current Liabilities
2023-2024 New Requests:
CEM.0007 (page 278) One-Time Fund Balance
242
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2023-2024 Biennial Budget Section IV: Operating Budget
Department Employees
436 Cemetery FTEs 2020 2021 2022 2023 2024
Cemetery FTEs 6.00 6.00 7.00 7.00 7.00
TOTAL CEMETERY FTEs 6.00 6.00 7.00 7.00 7.00
Full Time Equivalent(FTE)
1.0 FTE-Per BA#5 2022, Ordinance No. 6850, a Cemetery Maintenance Worker position was
added.
243
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CITY
JBUI-tN
WASHINGTON
Director of Innovation and
Technology
David Travis
19 F.T.E.
Assistant Director Infrastructure Administrative
Project Manager of Innovation and Services Systems Analyst Assistant
Technology Manager
I I
IT Business
Systems Net Work IT Security
Analyst(4) Engineer(2) Engineer
Senior GIS Network
Specialist Analyst
GIS Analyst
IT Tech Support
Specialist(3)
F.T.E. = Full Time Equivalent
245
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CITY
JBUI-tN
WASHINGTON
2023-2024 Biennial Budget Section IV: Operating Budget
INNOVATION AND TECHNOLOGY
Mission Statement
We are a trusted team of technology professionals striving to provide world-class customer service
and solutions by being highly educated, experienced and passionate about technology and the
people we serve.
Department Overview
The Innovation and Technology Department (IT) oversees all technology for the City and is
comprised of 4 functional divisions: Customer Success, Cyber Defense, Geographic Information
Systems (GIS), and Infrastructure Services.
IT is tasked with proving cutting edge security systems that not only protects the City's critical
infrastructure but also ensures compliancy to State and Federal requirements. The department also
negotiates with technology vendors for hardware, software, and communications services. The
department manages and administers support to over 470 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 100 software applications, over 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.
247
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2023-2024 Biennial Budget Section IV: Operating Budget
2021-2022 Progress Towards Major Goals Strategic
Goals 2021-2022 Goals for 2023-2024 Goal
• Work with HR to populate and • done • Contininue to provide service
promote the NeoGov LEARN delivery redudancy in the event of
module that will be an online catastrophic failures to
training for all staff. Infrastructure Services.
SERVICE
• Look to add internal-only tools for • done • Create better hiring pipelines for
budgeting and data exposure now future technical talent and SERVICE
that the open data platform is retention.
owned by Tyler Technologies.
• Continue this expansion and • done • Continue to improve Tied and
upgrade speed/capacity.Look at Tier2 technical support to the SERVICE
connectivity to the cloud to business units.
support other goals.
• Continued this effort by negotiating • done • Continue to update strategies
existing vendor agreements and around building better fiber SERVICE
forming partnerships with local footprints and disparate pathways.
businesses.
• Continue to gain efficiencies • done • Continue to establish better
through the use of technology. partnerships with business units SERVICE
allowing increased efficiencies
around their cntical line of
business applications.
• Continue this on-going effort to • done • Increase footprint to free public
have a modem,value-adding WiFi. SERVICE
inventory of applications.
• Continue to find value-adding,cost • done • Continue to find ways to reduce
efficient projects that meet our capital expenses by utilizing SERVICE
Internet of Things(loT)strategy. sustainable cloud services.
• Continue to work towards a • done • Continue our focus on a mobile- SERVICE
completely mobile-enabled first and cloud-first strategy.
workforce. This would allow,with
the appropriate policy and
permissions,a staff member to
work anytime,anywhere.
248
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2023-2024 Biennial Budget Section IV: Operating Budget
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 ServiceDesk. Our
Service Level Agreement (SLA) is to respond within 60 minutes during regular business hours of 7am - 5pm. Off hours, we provide
assistance as soon as possible for emergent issues.
Percentage of Calls Completed in Service Level Agreement
100%
97% 97% 98% 100% 100%
90%
80%
60%
40%
20%
0%
2019 2020 2021 2022 2023 2024
Est Goal Goal
Enterprise Geospatial Information Services(eGIS)
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.
Number of Hits on GIS Portal Site
16
14.00
14 13.00
12.00
12 11.23 .
9.85
2 10 851
8
6
4
2
0
2019 2020 2021 2022 2023 2024
Est Goal Goal
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.
Percentage of Time the Network is Available
98.0% 990% 99.0% 99.0% 100.0% 100.0%
100%
75%
50% —
25% —
0% —
2019 2020 2021 2022 2023 2024
Est Goal Goal
249
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2023-2024 Biennial Budget Section IV: Operating Budget
2023 - 2024 Working Capital Budget
518 Innovation&Technology 2022
(includes 568 IT-Capital) 2021 Adjusted 2022 2023 2024
Actual Budget Estimate Budget Budget
OPERATING FUND:
OPERATING REVENUES
348.800 Interfund Operating Charges 5,263,265 5,591,300 5,591,300 7,260,500 7,471,400
341.800 Intergovernmental Services 52,641 60,000 60,000 60,000 60,000
361.110 Investment Income 2,691 19,900 7,000 19,900 19,900
397.110 Operating Transfers In 57,813 6,000 6,000 359,000 2,745,780
369.900 Miscellaneous Revenue - - - - -
399.610 Other Revenues 58,373 - - - -
I TOTAL OPERATING REVENUES $ 5,434,783 $ 5,677,200 $ 5,664,300 $7,699,400 $10,297,080
OPERATING EXPENDITURES
518.880.10 Salaries&Wages 1,727,255 1,922,093 1,829,000 2,065,176 2,145,791
518.880.20 Benefits 263,437 925,139 683,400 948,532 1,033,628
518.880 30 Supplies 330,479 445,500 445,500 187,720 167,320
518.880.40 Services&Charges 2,315,350 2,587,500 2,448,300 3,380,327 5,813,027
597.100 55 Operating Transfer Out - 500,000 - 566,000 500,000
590.100.05 Net Increase in Restricted Assets 614,750 - - - -
518.880.90 Interfund Payments for Service 154,444 165,600 165,600 671,900 688,600
I TOTAL OPERATING EXPENDITURES $ 5,405,715 $ 6,545,832 $ 5,571,800 $7,819,655 $10,348,366
REVENUES LESS EXPENDITURES 29,068 $ (868,632) $ 92,500 $ (120,255) $ (51,286)
BEGINNING WORKING CAPITAL-January 1 2,621,441 2,755,016 2,755,016 2,847,516 2,727,261
ENDING WORKING CAPITAL-December 31 2,650,509 1,886,384 2,847,516 2,727,261 2,675,975
I NET CHANGE IN WORKING CAPITAL(*) $ 29,068 $ (868,632) $ 92,500 $ (120,255) $ (51,286)
CAPITAL FUND:
CAPITAL REVENUES
361.110 Investment Income 718 3,400 900 3,400 3,400
397.110 Operating Transfer In 72,338 830,000 330,000 671,300 600,544
I TOTAL CAPITAL REVENUES $ 73,056 $ 833,400 $ 330,900 $ 674,700 $ 603,944
CAPITAL EXPENDITURES
590.100.10 Salaries&Wages - - - - -
590.100.20 Benefits - - - - -
590.100.41 Services&Charges 72 200 200 - -
597.100.55 Operating Transfers Out - - - - -
590.100.60 Capital Projects&Equipment 161,168 1,397,667 744,000 585,300 514,544
TOTAL CAPITAL EXPENDITURES $ 161,240 $ 1,397,867 $ 744,200 $ 585,300 $ 514,544
BEGINNING WORKING CAPITAL-January1 738,838 650,654 650,654 237,354 326,754
ENDING WORKING CAPITAL-December 31 650,654 86,187 237,354 326,754 416,154
NET CHANGE IN WORKING CAPITAL(*) $ (88,184) $ (564,467) $ (413,300) $ 89,400 $ 89,400
Total Change in Working Capital $ (59,116) $ (1,433,099) $ (320,800) $ (30,855) $ 38,114
(*) Working Capital=Current Assets
minus Current Liabilities
2023-2024 New Requests:
IS.0082 (page 298) One-Time Fund Balance
IS.0081 (page 297) Ongoing
250
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2023-2024 Biennial Budaet Section IV: ODeratina Budget
Department Employees
518 Innovation and Technology Department FTEs 2020 2021 2022 2023 2024
Innovation and Technology Department FTEs 18.00 18.00 18.00 19.00 19.00
TOTAL IT FTEs 18.00 18.00 18.00 19.00 19.00
Full Time Equivalent(FTE)Changes:
1.0 FTE-The 2019/2020 Adopted Budget included an additional IT Business Systems Analyst position.
1.0 FTE-Per the 2023-2024 Budget,this includes 1.0 FTE(IT Security Engineer)added in 2023 to
Infrastructure Services in IT
251
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CITY
JBUI-tN
WASHINGTON
2023-2024 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
• 2023 Budgeted Revenue by Type, All Funds (Table)
• 2023 Budgeted Expenditures by Object, All Funds (Table)
• 2024 Budgeted Revenue by Type, All Funds (Table)
• 2024 Budgeted Expenditures by Object, All Funds (Table)
• 2023 Budget Summary, Operating Funds (Table)
• 2023 Budget Summary, Capital Funds (Table)
• 2024 Budget Summary, Operating Funds (Table)
• 2024 Budget Summary, Capital Funds (Table)
• Relationship between Fund and City Structure (Table)
• 2023 & 2024 — Budgeted Expenditures by Administrative Structure (Table)
• 2023 — Budgeted General Fund Expenditures by Department (Graph)
• 2024 — Budgeted General Fund Expenditures by Department (Graph)
• 2023 & 2024 — Budgeted General Fund Expenditures by Cost Center (Table)
• 2023 & 2024 — Budgeted Interfund Operating Transfers (Table)
253
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2023-2024 Biennial Budget Section V: Budget Details
2023 Budgeted Revenue by Type, All Funds
Fund Taxes Licenses& Intergov't Charges for Fines&
Permits Services Forfeitures
GENERAL FUND $ 68,814,128 $ 2,511,364 $ 6,162,537 $ 9,017,146 $ 422,975
Arterial Street 3,643,000
Local Street 2,347,200 - - - -
ro IHotel/Motel Tax 140,000 - - 2,500 -
0
z
LL
Arterial Street Preservation 2,887,500 - 1,118,272 14,000
w
z E American Rescue Plan Act(ARPA) - - 4,030,000 -w
w Drug Forfeiture - - - 18,000 125,000
cc
J
A Housing&Community Development - - 650,000 - -
U
w
N Recreational Trails - - 7,000 - -
Business Improvement Area - - - - -
Cumulative Reserve - - - - -
Mitigation Fees - - - 1,580,000 -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
w
U
5 2020 LTGO A&B Refunding Bonds 250,000cc
- - - -
w
co
SCORE 2009 A&B Bond -
co - 62,560 1,303,540 -
w
LID#249 - - - - -
LID#350 - - - - -
Golf/Cemetery 2016 Refunding - - - - -
U)
✓
U
o0 Municipal Park Construction 280,000 - 300,000 9,500 -
cc
0-
1/ Capitallmprovements 2,200,000 - 1,685,000 100,000 -
LL¢
Local Revitalization - - - - -
Water - - 1,148,782 17,433,410 -
0
z Sewer - - - 9,532,100
m
w Sewer Metro - - - 20,597,600 -
N
a Storm Drainage - - - 11,046,900 -
cc
w
z Solid Waste - - 70,000 26,532,630 -
w
Airport - - 3,550,555 611,000 -
Cemetery - - - 1,429,000 -
U)
0
Insurance - - -
LL
w
Workers'Compensation - - - - -
cc
co Facilities - - - 4,145,400 -
z Innovation and Technology(includes
w Multimedia) - - - 8,664,300 -
z
Equipment Rental - - - 515,100 -
w
o z Fire Pension 88,400 -
o LL SKHHP(South King Housing and
T Homelessness Partners) - - - - -
r
z
w <o
w
a Cemetery Endowment Care - - - 47,500 -
TOTAL BUDGET $ 76,918,828 $ 2,511,364 $ 22,516,106 $ 112,599,626 $ 547,975
254
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2023-2024 Biennial Budget Section V: Budget Details
2023 Budgeted Revenue by Type, All Funds (continued)
Fund Miscellaneous Interfund Other Beginning Total
Revenue Transfers Sources Fund Balance Resources
GENERAL FUND $ 1,671,584 $ 2,565,692 $ 25.000 $ 16,428,633 $ 107,619,059
Arterial Street 340,500 5,101,692 - 965,783 10,050,975
Local Street 15,800 235,000 - 1,932,689 4,530,689
u, Hotel/Motel Tax 1,400 - - 480,179 624,079
0
z
Arterial Street Preservation 22,000 - - 2,699,358 6,741,130
w
'z American Rescue Plan Act(ARPA) - - - - 4,030,000
w
w Drug Forfeiture 5,000 - - 857,236 1,005,236
ce
J
a Housing&Community Development - - - 42,842 692,842
U
w
$ Recreational Trails 100 - - 95,845 102,945
Business Improvement Area - - - 97,502 97,502
Cumulative Reserve 80,000 - - 30,713,551 30,793,551
Mitigation Fees 21,200 - - 10,976,167 12,577,367
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
w
U
• 2020 LTGO A&B Refunding Bonds - 1,257,600 - 662,707 2,170,307
re
H SCORE 2009 A&B Bond - - - - 1,366,100
m
w
O LID#249 10 - - 1,687 1,697
LID#350 - - - - -
Golf/Cemetery 2016 Refunding - 370,700 - - 370,700
En
0
w• Municipal Park Construction 0 72,800 882,800 - 816,504 2,361,604
a
a
r Capital Improvements 121,300 2,727,000 - 13,078,556 19,911,856
Local Revitalization 1,200 255,000 - 245,831 502,031
Water 98,500 8,934,810 3,650,000 13,532,308 44,797,810
co
z Sewer 93,300 - 325,000 17,987,552 27,937,952
D
w Sewer Metro 16,300 - - 3,328,134 23,942,034
En
a_ Storm Drainage 76,900 - 500,000 20,702,167 32,325,967
w
zz Solid Waste 44,200 - - 2,135,607 28,782,437
w
Airport 1,043,000 450,000 - 913,184 6,567,739
Cemetery 3,400 355,000 - 1,819,399 3,606,799
En
0
z Insurance
U- 12,000 - - 1,710,775 1,722,775
LL
w
2 Workers'Compensation 1,129,900 - 15,000 3,102,720 4,247,620
re
N Facilities 43,500 495,000 - 415,868 5,099,768
zInnovation and Technology(includes
w Multimedia) 26,100 1,030,300 - 3,392,439 13,113,139
z_
Equipment Rental 5,199,100 1,283,540 - 6,277,459 13,275,199
CC>-
-▪ z Fire Pension 15,200 - - 1,790,627 1,894,227
2 E SKHHP(South King Housing and
Homelessness Partners) 297,400 - - 1,668,893 1,966,293
r
z
w m
z
K w
w
°- Cemetery Endowment Care 16,630 - - 2,158,347 2,222,477
TOTAL BUDGET $ 10,468,324 $ 25,944,134 $ 4,515,000 $ 161,030,549 $ 417,051,906
255
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2023-2024 Biennial Budget Section V: Budget Details
2023 Budgeted Expenditures by Object, All Funds
Fund (10&20) (30) (40) (60)
Personnel Supplies Services Capital
GENERAL FUND $ 54,176,809 $ 1,722,175 $ 28,473,965 $ 10,000
Arterial Street - - 190,000 8,936,994
Local Street - - - 2,035,000
• Hotel/Motel Tax 57,750 3,200 116,150 -
0
z
LL Arterial Street Preservation 400,000 3,700,000
w
3 American Rescue Plan Act(ARPA) - - - -
w
w Drug Forfeiture 239,371 66,200 71,700 -
Housing&Community Development 175,000 126,500 248,500 100,000
U
w
53 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 - - - -
u Local Revitalization 2010 C&D Bond - - - -
>
w 2020 LTGO A&B Refunding Bonds - - - -
U)
1-
w SCORE 2009 A&B Bond - - - -
0
LID#249 - - - -
LID#350 - - - -
Golf/Cemetery 2016 Refunding - - - -
co
1-
C.)
w▪ Municipal Park Construction
O - - 5,000 1,342,800
0_
a
• Capital Improvements - - - 5,261,500
a
ec
Local Revitalization - - - 500,000
Water 4,530,629 388,825 5,443,860 13,041,560
U)
2 Sewer 2,813,103 201,025 4,879,305 5,992,500
m
w Sewer Metro - - 20,586,400 -
co
u_ Storm Drainage 4,378,224 91,025 2,675,245 6,713,394
w
zz Solid Waste 201,984 48,600 26,102,900 -
w
Airport 443,338 451,250 363,005 4,238,290
Cemetery 898,492 340,200 200,950 355,000
CD
0
z Insurance 175,000 - 7,500 -
w
w
c) Workers'Compensation 250,000 489,500
c
w
▪ Facilities 1,277,715 140,200 2,154,049 -
zInnovation and Technology(includes
w Multimedia) 3,601,838 223,870 3,879,427 585,300
z
z_
Equipment Rental 1,274,776 1,123,750 648,100 3,096,120
v
o o Fire Pension 191,256 - 5,000 -
o 2 SKHHP(South King Housing and
LL Homelessness Partners) - - 366,475 -
z
w ro
z
CC U_
w
- Cemetery Endowment Care - - - -
TOTAL BUDGET $ 74,685,285 $ 4,927,820 $ 97,471,031 $ 55,908,458
256
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2023-2024 Biennial Budget Section V: Budget Details
2023 Budgeted Expenditures by Object, All Funds (continued)
Fund (70&80) (90) Interfund Ending Total
Debt Service Interfund Srv. Transfers Fund Balance Budget
GENERAL FUND $ - $ 13,127,700 $ 632,700 $ 9,475,710 $ 107,619,059
Arterial Street 205,500 28,400 - 690,081 10,050,975
Local Street - 1,300 - 2,494,389 4,530,689
h Hotel/Motel Tax - - - 446,979 624,079
0
z
LL Arterial Street Preservation 2,641,130 6,741,130
w
z 2 American Rescue Plan Act(ARPA) - - 4,030,000 - 4,030,000
w
Lg Drug Forfeiture - 15,400 - 612,565 1,005,236
Housing&Community Development
U 42,842 692,842
w
N Recreational Trails - - - 102,945 102,945
Business Improvement Area - - - 7,502 97,502
Cumulative Reserve - - 1,391,450 29,402,101 30,793,551
Mitigation Fees - - 6,968,982 5,533,385 12,577,367
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
W Local Revitalization 2010 C&D Bond - - - - -
w• 2020 LTGO A&B Refunding Bonds 1,507,600 - - 662,707 2,170,307
U)
1-
w SCORE 2009 A&B Bond 1,366,100 1,366,100
0
LID#249 - - - 1,697 1,697
LID#350 - - - - -
Golf/Cemetery 2016 Refunding 370,700 - - - 370,700
1-
U
▪ Municipal Park Construction 0 - - - 1,013,804 2,361,604
0_
a
F Capital Improvements - - 1,059,200 13,591,156 19,911,856
as
U
Local Revitalization - - - 2,031 502,031
Water 2,475,700 2,559,100 9,087,876 7,270,260 44,797,810
U
z Sewer 670,000 1,507,700 275,568 11,598,751 27,937,952
D
w Sewer Metro - - - 3,355,634 23,942,034
0)
a Storm Drainage 659,900 2,552,600 372,638 14,882,941 32,325,967
w
w
z Solid Waste - 180,500 - 2,248,453 28,782,437
w
Airport 83,495 197,200 450,000 341,161 6,567,739
Cemetery - 350,000 518,810 943,347 3,606,799
cn
0
z Insurance - - - 1,540,275 1,722,775
w
w
u Workers'Compensation - 11,200 - 3,496,920 4,247,620
iy
w
Facilities - 568,500 590,910 368,394 5,099,768
zInnovation and Technology(includes
w Multimedia) - 902,700 566,000 3,354,004 13,113,139
z
z_
Equipment Rental - 518,200 - 6,614,253 13,275,199
U)
0 z Fire Pension - - - 1,697,971 1,894,227
o LL SKHHP(South King Housing and
T Homelessness Partners) - - - 1,599,818 1,966,293
z
Ill co
Z
Q 2
w w
w
a Cemetery Endowment Care - - - 2,222,477 2,222,477
TOTAL BUDGET $ 7,338,995 $ 22,520,500 $ 25,944,134 $ 128,255,683 $ 417,051,906
257
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2023-2024 Biennial Budget Section V: Budget Details
2024 Budgeted Revenue by Type, All Funds
Fund Taxes Licenses& Intergov't Charges for Fines&
Permits Services Forfeitures
GENERAL FUND $ 69,971,665 $ 2,568,898 $ 6,136,802 $ 9,411,337 $ 431,819
Arterial Street -
4,170,350
Local Street 2,380,200 -
co IHotel/Motel Tax 140,000 - - 2,500in
-
z
u_ Arterial Street Preservation 3,434,300 - 750,000
w
z
2 American Rescue Plan Act(ARPA) - - 4,246,866
- -
Drug Forfeiture - - - 18,000 125,000
cc
a Housing&Community Development - - 650,000 - -
U
w
t Recreational Trails - - 7,000 - -
Business Improvement Area - - - - -
ICumulative Reserve - - - - -
Mitigation Fees -
-
-
1,580,000 -
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
U Local Revitalization 2010 C&D Bond - - - - -
w 2020 LTGO A&B Refunding Bonds 250,000 - - - -
co
H
w SCORE 2009 A&B Bond - - 62,560 1,303,640 -❑
LID#249 - - - - -
LID#350 - - - - -
Golf/Cemetery 2016 Refunding - - - - -
I
U
w Municipal Park Construction 280,000 - - 9,500 -
rr
a
a Capital Improvements 2,200,000 - 1,403,000 50,000 -
a
a
c.) Local Revitalization - - - - -
Water - - - 18,883,410 -
co
z Sewer - - - 9,615,000 -
7
w Sewer Metro - - - 21,973,000 -
co
0_ Storm Drainage - - - 11,118,000 -
w
zz Solid Waste - - 70,000 27,988,200 -
w
Airport - - 695,555 700,200 -
Cemetery - - - 1,429,000 -
cn
z Insurance - - - - -
U-
LL
w
o
Workers'Compensation - - - - -
rr
w
Facilities - - - 4,237,500 -
a
E Innovation and Technology(includes
112 Multimedia) - - - 8,928,100 -
z
Equipment Rental - - - 515,100 -
u)
o z Fire Pension - - 88,400 - -
o LL SKHHP(South King Housing and
Homelessness Partners) - - - - -
r
z
wu)
CC LL
w
a Cemetery Endowment Care - - - 47,500 -
TOTAL BUDGET $ 78,656,165 $ 2,568,898 $ 18,280,533 $ 117,809,987 $ 556,819
258
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2023-2024 Biennial Budget Section V: Budget Details
2024 Budgeted Revenue by Type, All Funds (continued)
Miscellaneous Interfund Other Beginning Total
Fund Revenue Transfers Sources Fund Balance Resources
GENERAL FUND $ 1,657,180 $ 11,719,188 $ 25,000 $ 9,475,710 $ 111,397,599
Arterial Street 133,000 7,003,800 - 690,081 11,997,231
Local Street 15,900 150,000 - 2,494,389 5,040,489
coo Hotel/Motel Tax 1,400 - - 446,979 590,879
z
LL Arterial Street Preservation 18,800 - - 2,641,130 6,844,230
w
i Amencan Rescue Plan Act(ARPA) - - - - 4,246,866
w
w Drug Forfeiture 5,000 - - 612,565 760,565
Housing&Community Development 42,842 692,842
w
20- Recreational Trails 100 - - 102,945 110,045
Business Improvement Area - - - 7,502 7,502
Cumulative Reserve 80,000 - - 29,402,101 29,482,101
Mitigation Fees 20,100 - - 5,533,385 7,133,485
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
Local Revitalization 2010 C&D Bond - - - - -
o
w• 2020 LTGO A&B Refunding Bonds - 1,254,200 - 662,707 2,166,907
in
1-
w SCORE 2009 A&B Bond - - - - 1,366,200
0
LID#249 10 - - 1,697 1,707
LID#350 - - - - -
Golf/Cemetery 2016 Refunding - 374,400 - - 374,400
VJ
I-
C.)
w• Municipal Park Construction 74,300 205,000 - 1,013,804 1,582,604
ce
a
Capitallmprovements 46,300 400,000 - 13,591,156 17,690,456
a
• Local Revitalization 1,000 2,081,866 - 2,031 2,084,897
Water 98,500 4,934,810 650,000 7,270,260 31,836,980
co
z Sewer 98,900 - 325,000 11,598,751 21,637,651
n
w Sewer Metro 16,300 - - 3,355,634 25,344,934
co
IT
Storm Drainage 78,900 7,000,000 500,000 14,882,941 33,579,841
w
z Solid Waste 44,200 - - 2,248,453 30,350,853
w
Airport 1,238,000 450,000 - 341,161 3,424,916
Cemetery 3,400 - - 943,347 2,375,747
co
0
z Insurance 12,000 - - 1,540,275 1,552,275
LL
W
Workers'Compensation 1,129,900 - 15,000 3,496,920 4,641,820
w
w
`w Facilities 43,500 170,000 - 368,394 4,819,394
Innovation and Technology(includes
Multimedia) 26,100 3,346,324 - 3,354,004 15,654,528
z
Equipment Rental 5,188,100 928,942 - 6,614,253 13,246,395
i- m
o z Fire Pension 15,200 - - 1,697,971 1,801,571
o E SKHHP(South King Housing and
W Homelessness Partners) 331,000 - - 1,599,818 1,930,818
r
z
W co
CC U-
°- Cemetery Endowment Care 16,630 - - 2,222,477 2,286,607
TOTAL BUDGET $ 10,393,720 $ 40,018,530 $ 1,515,000 $ 128,255,683 $ 398,055,335
259
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2023-2024 Biennial Budget Section V: Budget Details
2024 Budgeted Expenditures by Object, All Funds
(10&20) (30) (40) (60)
Fund
Personnel Supplies Services Capital
GENERAL FUND $ 56,473,599 $ 1,793,115 $ 28,977,175 $ 10,000
Arterial Street - - 195,000 11,540,000
Local Street - - - 1,950,000
o Hotel/Motel Tax 57,750 3,200 116,150 -
z
LL Arterial Street Preservation 400,000 4,850,000
w
Amencan Rescue Plan Act(ARPA) - - - -
w
w Drug Forfeiture 248,117 69,200 71,700 -
iy
J
Lc Housing&Community Development 175,000 126,500 248,500 100,000
U
w
Po- Recreational Trails - - - -
Business Improvement Area - - 7,502 -
Cumulative Reserve - - - -
Mitigation Fees - - 75,000 -
1998 Library Bond - - - -
City Hall Annex 2010 A&B Bond - - - -
wi Local Revitalization 2010 C&D Bond -
c
- - -
w 2020 LTGO A&B Refunding Bonds - - - -
co
1-
w SCORE 2009 A&B Bond - - - -
0
LID#249 - - - -
LID#350 - - - -
Golf/Cemetery 2016 Refunding - - - -
co
1-
0
• Municipal Park Construction - - 5,000 763,500
0
cc
a
a Capitallmprovements - - - 6,068,000
as
U
Local Revitalization - - 2,081,866
Water 4,777,389 388,925 5,899,640 6,176,810
co
z Sewer 2,994,863 202,495 5,114,935 1,344,000
7
w Sewer Metro - - 21,961,800 -
co
Storm Drainage 4,703,710 93,255 2,706,945 8,065,000
ix
I- Solid Waste 215,858 48,600 27,877,600 -
z
w
Airport 467,705 517,100 386,405 1,101,110
Cemetery 943,638 361,500 213,650 -
0
• Insurance 175,000 - 7,500 -
w
w
U Workers'Compensation 250,000 - 489,500 -
cc
of Facilities 1,344,045 140,200 1,851,649 -
zInnovation and Technology(includes
w Multimedia) 3,805,841 203,470 6,320,827 514,544
1-
z_
Equipment Rental 1,336,237 1,225,350 655,560 2,648,380
co
u z Fire Pension 191,256 - 15,000 -
o E SKHHP(South King Housing and
Homelessness Partners) - - 377,600 -
r-
z
w co
▪ j
U w
w
a
Cemetery Endowment Care - - - -
TOTAL BUDGET $ 78,160,008 $ 5,172,910 $ 103,974,638 $ 47,213,210
260
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2023-2024 Biennial Budget Section V: Budget Details
2024 Budgeted Expenditures by Object, All Funds (continued)
Fund (70&80) (90) Interfund Ending Total
Debt Service Interfund Srv. Transfers Fund Balance Budget
GENERAL FUND $ - $ 13,403,400 $ 715,635 $ 10,024,675 $ 111,397,599
Arterial Street 204,800 29,000 - 28,431 11,997,231
Local Street - 1,300 - 3,089,189 5,040,489
N Hotel/Motel Tax - - - 413,779 590,879
0
z
a_ Arterial Street Preservation - - 1,594,230 6,844,230
w
z American Rescue Plan Act(ARPA) - - 4,246,866 - 4,246,866
w
w Drug Forfeiture - 15,900 - 355,648 760,565
cc
a Housing&Community Development - - - 42,842 692,842
U
W
va, Recreational Trails - - - 110,045 110,045
Business Improvement Area - - - - 7,502
Cumulative Reserve - - 12,959,994 16,522,107 29,482,101
Mitigation Fees - - 6,928,800 129,685 7,133,485
1998 Library Bond - - - - -
City Hall Annex 2010 A&B Bond - - - - -
LIJ Local Revitalization 2010 C&D Bond - - - - -
LT,• 2020 LTGO A&B Refunding Bonds 1,504,100 - - 662,807 2,166,907
cn
1-
w SCORE 2009 A&B Bond 1,366,200 1,366,200
0
LID#249 - - - 1,707 1,707
LID#350 - - - - -
Golf/Cemetery 2016 Refunding 374,400 - - - 374,400
cv
I-
o
Municipal Park Construction -
O - - 814,104 1,582,604
cc
a
F Capital Improvements - - 1,181,500 10,440,956 17,690,456
E
U
• Local Revitalization -
- - 3,031 2,084,897
Water 2,473,200 2,611,800 5,091,795 4,417,421 31,836,980
co
z Sewer 669,400 1,536,700 157,804 9,617,454 21,637,651
w Sewer Metro - - - 3,383,134 25,344,934
co
a Storm Drainage 659,600 2,567,500 7,233,436 7,550,395 33,579,841
cc
w
H Solid Waste - 186,100 - 2,022,695 30,350,853
z
w
Airport 83,495 202,400 450,000 216,701 3,424,916
Cemetery - 359,300 - 497,659 2,375,747
0
Insurance - - - 1,369,775 1,552,275
LL
W
• Workers'Compensation -
> 11,500 - 3,890,820 4,641,820
cc
vWi Facilities - 579,700 552,700 351,100 4,819,394
z Innovation and Technology(includes
w Multimedia) - 925,400 500,000 3,384,446 15,654,528
I-
z_
Equipment Rental - 532,300 - 6,848,568 13,246,395
N
5 z Fire Pension - - - 1,595,315 1,801,571
o E SKHHP(South King Housing and
`- Homelessness Partners) - - - 1,553,218 1,930,818
F-
z
w co
zQ o
K LL
W
a
Cemetery Endowment Care - - - 2,286,607 2,286,607
TOTAL BUDGET $ 7,335,195 $ 22,962,300 $ 40,018,530 $ 93,218,544 $ 398,055,335
261
To Table of Contents
2023-2024 Biennial Budget Section V: Budget Details
2023 Budget Summary, Operating Funds
Beginning 2023 2023 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $16,428,633 $91,190,426 $98,143,349 $9,475,710
CO
z
z Hotel/Motel Tax 480,179 143,900 177,100 446,979
U-
a
American Rescue Plan Act(ARPA) - 4,030,000 4,030,000 -
z
w Drug Forfeiture 857,236 148,000 392,671 612,565
w
a Housing&Community Development 42,842 650,000 650,000 42,842
J
a
w Business Improvement Area 97,502 - 90,000 7,502
a
° Cumulative Reserve 30,713,551 80,000 1,391,450 29,402,101
City Hall Annex 2010 A&B Bond - - - -
w Local Revitalization 2010 C&D Bond - - - -
U
5 2020 LTGO A&B Refunding Bonds 662,707 1,507,600 1,507,600 662,707
EC
ui
LID#249 1,687 10 - 1,697
I-
m LID#350 - - - -
tu
Golf/Cemetery 2016 Refunding - 370,700 370,700 -
SCORE 2009 A&B Bond - 1,366,100 1,366,100 -
Water 10,210,632 20,513,410 24,485,990 6,238,052
a Sewer 9,299,995 9,573,200 10,346,701 8,526,494
z
U- Sewer Metro 3,328,134 20,613,900 20,586,400 3,355,634
ui
(L) Storm Drainage 12,957,725 11,087,600 10,729,632 13,315,693
ce
a
L.L. Solid Waste 2,135,607 26,646,830 26,533,984 2,248,453
w Airport 601,969 1,653,800 1,988,188 267,581
Cemetery 1,812,215 1,432,300 2,308,402 936,113
w Insurance 1,710,775 12,000 182,500 1,540,275
U
Workers'Compensation 3,102,720 1,144,900 750,700 3,496,920
_,
J z Facilities 415,868 4,683,900 4,731,374 368,394
Q D
r " Innovation and Technology(includes 3,155,085 9,046,000 9,173,835 3,027,250
F Multimedia)
z
Equipment Rental 1,769,286 3,527,200 3,564,826 1,731,660
QFire Pension 1,790,627 103,600 196,256 1,697,971
U 2
o LL SKHHP(South King Housing&
T_ Homelessness Partners) 1,668,893 297,400 366,475 1,599,818
1-
z
LLJ 0
< Z Cemetery Endowment Care 2,158,347 64,130 - 2,222,477
a' a
W
a
TOTAL OPERATING BUDGET $105,402,215 $209,886,906 $224,064,233 $91,224,888
TOTAL OPERATING BUDGET $315,289,121 $315,289,121
262
To Table of Contents
2023-2024 Biennial Budget Section V: Budget Details
2023 Budget Summary, Capital Funds
Beginning 2023 2023 Ending
Fund Fund Balance Resources Expenditures Fund Balance
0
z Arterial Street $965,783 $9,085,192 $9,360,894 $690,081
n
U-
W
z Local Street 1,932,689 2,598,000 2,036,300 2,494,389
w
>
Arterial Street Preservation 2,699,358 4,041,772 4,100,000 2,641,130
EC
g
U Recreational Trails 95,845 7,100 - 102,945
w
a
Mitigation Fees 10,976,167 1,601,200 7,043,982 5,533,385
Municipal Park Construction 816,504 1,545,100 1,347,800 1,013,804
J H
H U
Q , Capital Improvements 13,078,556 6,833,300 6,320,700 13,591,156
U W
d
Local Revitalization 245,831 256,200 500,000 2,031
Water 3,321,676 10,752,092 13,041,560 1,032,208
0
z
D Sewer 8,687,557 377,200 5,992,500 3,072,257
w
E Storm Drainage 7,744,442 536,200 6,713,394 1,567,248
a
EC
Fll Airport 311,215 4,000,755 4,238,390 73,580
z
to
Cemetery 7,184 355,100 355,050 7,234
z owcn Innovation and Technology 237,354 674,700 585,300 326,754
0
Li., w D
z cd U- Equipment Rental 4,508,173 3,470,540 3,096,120 4,882,593
TOTAL CAPITAL BUDGET $55,628,334 $46,134,451 $64,731,990 $37,030,795
TOTAL CAPITAL BUDGET $101,762,785 $101,762,785
263
To Table of Contents
2023-2024 Biennial Budget Section V: Budget Details
2024 Budget Summary, Operating Funds
Beginning 2024 2024 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $9,475,710 $101,921,889 $101,372,924 $10,024,675
cn
❑ Hotel/Motel Tax 446,979 143,900 177,100 413,779
z
U-
w
1-1 American Rescue Plan Act(ARPA) - 4,246,866 4,246,866 -
z
> Drug Forfeiture 612,565 148,000 404,917 355,648
w
✓ Housing&Community Development 42,842 650,000 650,000 42,842
J
Q
c) Business Improvement Area 7,502 - 7,502 -
w
a
0 Cumulative Reserve 29,402,101 80,000 12,959,994 16,522,107
City Hall Annex 2010 A&B Bond - - - -
w Local Revitalization 2010 C&D Bond - - - -
0
5 2020 LTGO A&B Refunding Bonds 662,707 1,504,200 1,504,100 662,807
ce
co LID#249 1,697 10 - 1,707
m▪ LID#350 - - - -
o
Golf/Cemetery 2016 Refunding - 374,400 374,400 -
SCORE 2009 A&B Bond - 1,366,200 1,366,200 -
Water 6,238,052 18,963,410 21,242,749 3,958,713
p Sewer 8,526,494 9,661,700 10,676,197 7,511,997
z
U- Sewer Metro 3,355,634 21,989,300 21,961,800 3,383,134
w
rn Storm Drainage 13,315,693 11,160,700 17,964,446 6,511,947
i
a
w
Solid Waste 2,248,453 28,102,400 28,328,158 2,022,695
F
w Airport 267,581 1,938,000 2,107,005 98,576
Cemetery 936,113 1,432,300 1,878,038 490,375
w Insurance 1,540,275 12,000 182,500 1,369,775
U
Workers'Compensation 3,496,920 1,144,900 751,000 3,890,820
CO ❑_1 Z Facilities 368,394 4,451,000 4,468,294 351,100
Q m
u` Innovation and Technology(includes 3,027,250 11,696,580 11,755,538 2,968,292
r Multimedia)
z
Equipment Rental 1,731,660 3,608,990 3,749,447 1,591,203
Q Fire Pension 1,697,971 103,600 206,256 1,595,315
U Z
o E SKHHP(South King Housing&
T_ Homelessness Partners) 1,599,818 331,000 377,600 1,553,218
I-
z
w
<• z Cemetery Endowment Care 2,222,477 64,130 - 2,286,607
w
a
TOTAL OPERATING BUDGET $91,224,888 $225,095,475 $248,713,031 $67,607,332
TOTAL OPERATING BUDGET $316,320,363 $316,320,363
•
264
To Table of Contents
2023-2024 Biennial Budget Section V: Budget Details
2024 Budget Summary, Capital Funds
Beginning 2024 2024 Ending
Fund Fund Balance Resources Expenditures Fund Balance
z
z Arterial Street $690,081 $11,307,150 $11,968,800 $28,431
D
U-
w
z Local Street $2,494,389 $2,546,100 $1,951,300 $3,089,189
w
Arterial Street Preservation $2,641,130 $4,203,100 $5,250,000 $1,594,230
rI
g
U Recreational Trails $102,945 $7,100 $0 $110,045
w
a
Mitigation Fees $5,533,385 $1,600,100 $7,003,800 $129,685
Municipal Park Construction 1,013,804 $568,800 $768,500 $814,104
J H
H U
• 0 Capital Improvements 13,591,156 $4,099,300 $7,249,500 $10,440,956
U I• I
a
Local Revitalization 2,031 $2,082,866 $2,081,866 $3,031
Water 1,032,208 $5,603,310 $6,176,810 $458,708
0
D Sewer 3,072,257 $377,200 $1,344,000 $2,105,457
w
E it Storm Drainage 1,567,248 $7,536,200 $8,065,000 $1,038,448
a
ct
Airport 73,580 $1,145,755 $1,101,210 $118,125
z
w
Cemetery 7,234 $100 $50 $7,284
J
z• U cn Innovation and Technology 326,754 $603,944 $514,544 $416,154
0
w c[ D
LU
z (f) Li_ Equipment Rental 4,882,593 $3,023,152 $2,648,380 $5,257,365
TOTAL CAPITAL BUDGET $37,030,795 $44,704,177 $56,123,760 $25,611,212
TOTAL CAPITAL BUDGET $81,734,972 $81,734,972
265
To Table of Contents
2023-2024 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 departments are listed across the top in blue. Below each department unit are the
funds administered by that department, color-coded by fund type.
City of Auburn Funds by Type and Administrative Department
Mayor and Human Community Parks& Innovation&
Council Adminisvation Resources Finance Legal Development Police PubhcWorks Recreation Streets Technology
General General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund General Fund
Fund
Cumulative Hotel/Motel
Reserve Tax Arterial Street
American Housing&
Special Rescue Plan Community
t Drug Local Street Recreational
Revenue Act(ARPA) Develop
ment Forfeiture Trails
Funds
Mitigation Business
Fees Improvement Arterial Street
Area Preserva bon
Debt Service Debt Service
Funds )multiple)
Capital
Capital Improvements Municipal Park
Projects Construction
Funds Local
Revitalization
Water
EnterpriseSewer/Metro
Funds Solid Waste Cemetery
Storm Dra inage
Airport
Facilities
Worker's Equipment Innovation&
Compensation Insurance Rental and Technology
Multimedia Replacement
El re Pension South King
Other Housing&
Funds Cemetery Homelessness
Endowment Partners
Care (SKHHP)
266
To Table of Contents
2023-2024 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 emergency management, facilities, and
multimedia services.
Human Resources: This department provides centralized personnel and risk management services
to all City departments and oversees the court and the Workers' Compensation self-insurance fund.
Finance: Provides centralized budgeting and financial reporting services to all City departments as
well as other administrative services, such as accounting, long-term financing, payroll, and City utility
billing and customer service.
Legal: Provides centralized legal, oversees property management, and City Clerk services to all City
departments.
Community Development: The Community Development Department provides citywide land use
planning, economic development, permitting, inspection services, code compliance, business
licenses, and community and human 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 services, street maintenance, street capital construction projects,
vegetation management, and the Auburn Municipal Airport.
Parks, Arts and Recreation: Provides recreational services, senior citizen services, provides arts
and culture, and maintenance of park facilities. The Parks Department also manages the Mountain
View Cemetery, the Auburn Golf Course, and parks construction projects.
Innovation & Technology: Provides management, oversight, and support of all technology within
the City including GIS, desktop, and network applications.
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2023-2024 Biennial Budget Section V: Budget Details
Budgeted Expenditures by Administrative Structure
2021 2022 2022 2023 2024
Actual Adj Budget Est Actual Budget Budget
MAYOR&COUNCIL:
Mayor and Council $ 1,125,121 $ 1,713,091 $ 1,683,300 $ 2,068,401 $ 2,147,458
1,125,121 1,713,091 1,683,300 2,068,401 2,147,458
ADMINISTRATION DIRECTOR:
Administration 1,172,704 1,170,381 1,168,715 1,265,262 1,305,280
Facilities 3,646,505 4,549,506 4,236,960 4,731,374 4,468,294
Multimedia 938,460 1,229,612 1,166,750 1,354,180 1,407,172
5,757,668 6,949,499 6,572,425 7,350,816 7,180,746
HUMAN RESOURCES DIRECTOR:
Human Resources 4,190,314 5,358,128 5,275,760 5,350,249 5,452,683
Worker's Compensation 664,521 890,000 874,000 750,700 751,000
4,854,835 6,248,128 6,149,760 6,100,949 6,203,683
FINANCE DIRECTOR:
Finance 3,334,007 4,226,313 3,497,500 5,048,623 5,455,040
Non-Departmental 6,568,384 3,997,099 22,416,720 3,724,000 3,378,435
American Rescue Plan Act(ARPA) 1,572,968 6,036,766 4,901,381 4,030,000 4,246,866
Cumulative Reserve - 2,442,200 450,000 1,391,450 12,959,994
Mitigation Fees 1,263,127 7,089,794 6,728,113 7,043,982 7,003,800
Debt Service Funds 1,880,075 3,249,411 1,882,711 3,244,400 3,244,700
Capital Improvements 5,469,353 11,418,618 8,912,400 6,320,700 7,249,500
Local Revitalization 46,361 113,725 113,725 500,000 2,081,866
Solid Waste 18,383,884 19,314,580 24,831,375 26,533,984 28,328,158
Insurance 22,385 183,200 58,200 182,500 182,500
Fire Pension 197,012 211,204 211,200 196,256 206,256
Cemetery Endowment Care - - - - -
38,737,558 58,282,910 74,003,325 58,215,895 74,337,115
CITY ATTORNEY:
Legal 4,279,682 6,243,018 5,672,550 6,493,752 6,739,750
4,279,682 6,243,018 5,672,550 6,493,752 6,739,750
COMMUNITY DEV.DIRECTOR
Hotel/Motel Tax 32,369 177,110 119,350 177,100 177,100
Community Development 6,111,076 8,663,702 8,226,960 8,308,843 8,495,866
Business Improvement Area 25,000 90,000 90,000 90,000 7,502
Housing and Community Development 1,089,551 1,344,900 1,344,900 650,000 650,000
South King Housing&Homelessness Partners 272,185 448,040 448,040 366,475 377,600
7,530,181 10,723,752 10,229,250 9,592,418 9,708,068
POLICE CHIEF:
SCORE(jail) 5,583,799 5,523,800 5,523,800 5,600,000 5,700,000
Police 29,425,200 34,556,650 33,444,560 35,506,676 37,201,306
Drug Forfeiture 438,212 454,131 345,600 392,671 404,917
35,447,211 40,534,581 39,313,960 41,499,347 43,306,223
PUBLIC WORKS DIRECTOR
Public Works 3,442,528 3,945,285 3,945,285 4,639,592 4,744,995
Streets 3,811,794 4,034,054 3,890,270 4,634,919 4,839,339
Arterial Street 3,799,983 13,042,568 10,510,319 9,360,894 11,968,800
Local Street 1,524,683 4,287,057 3,611,751 2,036,300 1,951,300
Arterial Street Preservation 3,966,013 7,842,385 4,679,912 4,100,000 5,250,000
Water 37,747,647 40,283,856 34,636,733 37,527,550 27,419,559
Sewer 12,703,757 16,812,808 12,500,700 16,339,201 12,020,197
Storm Drainage 15,134,456 18,201,900 14,214,300 17,443,026 26,029,446
Sewer Metro 17,485,161 21,008,800 19,646,700 20,586,400 21,961,800
Airport 1,206,832 4,899,515 4,518,123 6,226,578 3,208,215
Equipment Rental 4,209,797 9,664,687 7,335,750 6,660,946 6,397,827
105,032,651 144,022,915 119,489,843 129,555,406 125,791,478
PARKS DIRECTOR:
Parks,Arts&Recreation 11,920,230 15,388,110 14,525,850 15,503,032 15,912,772
Recreational Trails - - - - -
Municipal Park Construction 1,111,537 2,059,030 1,955,693 1,347,800 768,500
Cemetery 1,454,954 1,589,648 1,421,500 2,663,452 1,878,088
14,486,721 19,036,788 17,903,043 19,514,284 18,559,360
INNOVATION&TECHNOLOGY DIRECTOR:
Innovation and Technology(excludes Multimedia) 5,566,955 7,943,699 6,316,000 8,404,955 10,862,910
5,566,955 7,943,699 6,316,000 8,404,955 10,862,910
RESERVES:
General Fund 35,357,368 26,146,114 16,428,633 9,475,710 10,024,675
Special Revenue Funds 37,582,709 33,573,627 48,861,154 41,973,919 22,285,956
Debt Service Funds 385,815 1,079,095 664,394 664,404 664,514
Capital Funds 15,474,634 10,943,299 14,140,891 14,606,991 11,258,091
Enterprise Funds
Utilities 73,317,415 50,410,015 57,685,767 39,356,039 26,991,099
Airport 1,691,288 1,499,772 913,184 341,161 216,701
Cemetery 1,640,300 1,474,851 1,819,399 943,347 497,659
Internal Service Funds 16,890,461 11,981,601 14,899,260 15,373,846 15,844,709
FiduciaryFunds 2,248,711 3,550,859 3,459,520 3,297,789 3,148,533
Permanent Funds 2,106,447 2,170,577 2,158,347 2,222,477 2,286,607
186,695,148 142,829,810 161,030,549 128,255,683 93,218,544
TOTAL ALL FUNDS $ 409,513,731 $ 444,528,190 $ 448,364,005 $ 417,051,906 $ 398,055,335
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2023-2024 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 2023, the total public safety budget, which includes Police, Jail, Municipal Court, Probation, and
Civil Service, is 45.1% of the total General Fund. Police services make up 36.2% of the General
Fund; the largest police program being Patrol & Operations. Jail services at the South Correctional
Entity (SCORE) account for 5.7%, while Municipal Court, Probation, and Civil Services total 3.3%.
Parks, Arts and Recreation accounts for 15.8% of the General Fund, with 6.8% dedicated to
recreation and park facilities, and 1.1% to senior services.
The balance of the General Fund budget supports a variety of services —4.7% has been allocated to
street maintenance; 4.7% to Public Works and engineering services; 8.5% to Community
Development services which include permitting, land use planning, and building code administration;
and the remaining 13.0% 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 2023 and 2024 by
department.
r �
General Fund Expenditures by Department - 2023
Non- Mayor&Council
Departmental 2.1% Administration
Human
3.8% 1.3% Resources
5. %
Fina 5nce
5.1%
Legal
Parks,Arts : 6.6%
Recreation
15.8%
Public Works Community
4.7% Development
8.5/0
Police SCORE (Jail)
36.2% 5.7%
269
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2023-2024 Biennial Budget Section V: Budget Details
General Fund Expenditures by Department - 2024
Non- Mayor&Council
Departmental 2.1°�O Administration Human
°/0 1.3/°
3.3% Resources
54
Finan%ce
5.4%
Legal
arks,Arts & 6.6°/0
Recreation
15.7% 111‘ 1°°111
Public Works Community
4.7% Development
8.4%
Police SCORE (Jail)
3fi.7°/o 5.6%
270
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2023-2024 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center
2021 2022 2022 2023 2024
Actual Adj Budget Est Actual Budget Budget
MAYOR&COUNCIL:
City Council $ 447,151 $ 583,957 $ 566,350 $ 392,789 $ 406,912
Mayor 592,012 750,034 740,850 1,022,399 1,052,813
Diversity,Equityand Inclusion 1 85,958 379,100 376,100 653,213 687,733
1,125,121 1,713,091 1,683,300 2,068,401 2,147,458
ADMINISTRATION:
Administration 805,870 864,591 863,792 1,055,322 1,087,881
Emergency Management 185,617 300,789 299,923 209,940 217,399
Economic Development 181,217 5,000 5,000 - -
1,172,704 1,170,381 1,168,715 1,265,262 1,305,280
HUMAN RESOURCES:
Municipal Court 2,457,089 3,163,945 3,160,900 3,038,838 3,040,544
Personnel&Administration 1,622,583 2,026,168 1,908,660 2,135,612 2,229,650
Civil Service Commission 108,943 148,015 186,200 155,799 162,489
Wellness 1,699 20,000 20,000 20,000 20,000
4,190,314 5,358,128 5,275,760 5,350,249 5,452,683
FINANCE:
Administration 632,358 703,964 553,500 1,274,185 1,329,049
Budgeting&Accounting 1,846,989 2,508,901 2,015,900 1,561,888 1,646,327
Financial Planning - - - 1,119,364 1,315,985
Finance-Utilities 854,660 1,013,448 928,100 1,093,186 1,163,679
3,334,007 4,226,313 3,497,500 5,048,623 5,455,040
LEGAL:
City Clerk 1,081,600 1,469,627 1,338,550 1,294,143 1,355,849
Administration 872,238 1,495,918 979,400 1,526,186 1,602,739
Prosecution&Criminal 920,726 794,137 871,400 1,168,085 1,245,894
Property Management 201,284 275,601 275,550 342,171 348,221
Homelessness Outreach 1,203,834 2,207,734 2,207,650 2,163,167 2,187,047
4,279,682 6,243,018 5,672,550 6,493,752 6,739,750
COMMUNITY DEVELOPMENT:
Building&Permits 2,219,222 2,455,472 2,278,150 2,222,521 2,322,893
Animal Control 442 - - - -
Environmental Services 155,599 166,907 164,600 55,391 58,287
Comm unity Services 459,836 532,741 495,450 862,680 751,199
Administration 945,473 1,025,351 963,300 1,845,407 1,931,711
Planning 1,041,076 1,880,965 1,854,400 1,179,707 1,223,778
Economic Development 325,589 1,305,239 1,212,650 632,424 737,466
Human Services 720,213 878,387 876,100 1,155,769 1,107,231
SKHHP 243,627 418,640 382,310 354,944 363,301
6,111,076 8,663,702 8,226,960 8,308,843 8,495,866
SCORE(JAIL):
SCORE 5,583,799 5,523,800 5,523,800 5,600,000 5,700,000
5,583,799 5,523,800 5,523,800 5,600,000 5,700,000
POLICE:
Administration 7,032,317 8,430,057 8,481,400 10,148,091 10,834,449
Patrol&Operations 15,559,347 17,995,767 17,042,160 16,357,509 16,974,146
Investigations 3,584,156 4,055,800 4,233,800 4,438,402 4,606,021
Community Programs 1,795,279 2,214,781 2,109,100 3,049,966 3,187,030
Records 1,293,307 1,578,944 1,416,300 1,243,237 1,320,373
Jail - 20,000 20,000 20,000 20,000
Animal Control 160,795 261,301 141,800 249,471 259,287
$ 29,425,200 $ 34,556,650 $ 33,444,560 $ 35,506,676 $ 37,201,306
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2023-2024 Biennial Budget Section V: Budget Details
Budgeted General Fund Expenditures by Cost Center (continued)
2021 2022 2022 2023 2024
Actual Adj Budget Est Actual Budget Budget
PUBLIC WORKS:
Engineering 3,442,528 3,945,285 3,945,285 4,639,592 4,744,995
3,442,528 3,945,285 3,945,285 4,639,592 4,744,995
PARKS,ARTS&RECREATION:
Cultural Arts 358,813 800,055 695,290 586,103 596,139
Special Events 545,192 754,805 714,550 552,923 572,069
Administration 1,555,692 1,777,056 1,711,500 3,610,989 3,782,795
Senior Center 830,524 1,099,173 1,005,100 851,888 883,216
Senior Resource Hub 2 231,763 374,143 374,143 199,018 148,659
Recreation Administration&Programs 1,843,874 2,945,548 2,655,237 2,370,781 2,441,391
Parks Facilities Rentals 37,169 144,900 60,500 144,900 144,900
Theater 623,716 624,727 610,000 386,208 395,684
Museum 393,528 536,111 527,330 516,501 545,639
Parks Facilities 3,195,388 3,777,967 3,665,200 4,347,206 4,392,493
Golf Maintenance&Operations 1,233,144 1,283,413 1,210,300 1,047,953 1,081,128
Golf Finance Administration 380,456 362,665 364,000 91,036 104,317
Golf Pro Shop 690,973 907,547 932,700 797,526 824,342
11,920,230 15,388,110 14,525,850 15,503,032 15,912,772
STREETS:
Maintenance&Operations 3,114,649 3,254,215 3,110,870 3,661,866 3,774,245
Administration 697,145 779,839 779,400 973,053 1,065,094
3,811,794 4,034,054 3,890,270 4,634,919 4,839,339
NON-DEPARTMENTAL:
Transfers&Miscellaneous 6,568,384 3,997,099 22,416,720 3,724,000 3,378,435
Ending Fund Balance 35,357,368 26,146,114 16,428,633 9,475,710 10,024,675
41,925,752 30,143,213 38,845,353 13,199,710 13,403,110
TOTAL GENERAL FUND $ 116,322,208 $ 120,965,744 $ 125,699,903 $ 107,619,059 $ 111,397,599
In 2019,Auburn City Council adopted Inclusive Auburn Initiative(Resolution No.5427). Program started in 2020.
2 In 2021,Property Management moved from Administration Department to Legal Department.
3 In 2020,Homelessness Outreach program started to provide guidance and referral to homeless people.
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2023-2024 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.
Fund Fund Name 2023 2023 2024 2024 1
Transfers Out Transfers In Transfers Out Transfers In
001 GENERAL $ 632,700 $ 2,565,692 $ 715,635 $ 11,719,188
102 ARTERIAL STREET - 5,101,692 - 7,003,800
103 LOCAL STREET FUND - 235,000 - 150,000
105 ARTERIAL STREET PRESERVATION - - - -
106 AMERICAN RESCUE PLAN ACT(ARPA) 4,030,000 - 4,246,866 -
117 DRUG FORFEITURE - - - -
122 CUMULATIVE RESERVE FUND 1,391,450 - 12,959,994 -
124 MITIGATION FEES 6,968,982 - 6,928,800 -
230 2010A&B ANNEX DEBT SERVICE - - - -
231 2010C&D LOCAL REVITALIZATION - - - -
232 2020 LTGO A&B REFUNDING BONDS - 1,257,600 - 1,254,200
276 2016 COMBINED REFUNDING 2005/2006A LTGO - 370,700 - 374,400
321 MUNICIPAL PARK CONSTRUCTION - 882,800 - 205,000
328 CAPITAL IMPROVEMENT PROJECTS 1,059,200 2,727,000 1,181,500 400,000
330 LOCAL REVITALIZATION - 255,000 - 2,081,866
430 WATER UTILITY 9,087,876 - 5,091,795 -
431 SEWER UTILITY 275,568 - 157,804 -
432 STORM DRAINAGE UTILITY 372,638 - 7,233,436 -
434 SOLID WASTE - - - -
435 AIRPORT 450,000 - 450,000 -
436 CEMETERY 518,810 - - -
460 WATER CAPITAL PROJECTS - 8,934,810 - 4,934,810
461 SEWER CAPITAL PROJECTS - - - -
462 STORM DRAINAGE CAPITAL PROJECTS - - - 7,000,000
465 AIRPORT CAPITAL PROJECTS - 450,000 - 450,000
466 CEMETERY CAPITAL PROJECTS - 355,000 - -
503 WORKERS'COMPENSATION - - - -
505 FACILITIES 590,910 495,000 552,700 170,000
518 INNOVATION AND TECHNOLOGY 566,000 359,000 500,000 2,745,780
550 EQUIPMENT RENTAL - 136,500 - 123,490
560 EQUIPMENT RENTAL CAPITAL PROJECTS - 1,147,040 - 805,452
568 IT CAPITAL PROJECTS - 671,300 - 600,544
701 CEMETERY ENDOWED CARE FUND - - - -
Total $ 25,944,134 $ 25,944,134 $ 40,018,530 $ 40,018,530
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CITY
JBUI-tN
WASHINGTON
2023-2024 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 employee who submitted the request for the improvement.
Duration
Indicates whether the budget for the proposed improvement is a one-time (OT) request that will end
after 2023-2024 or will be an ongoing (OG) request that will continue beyond 2024.
2023 Cost of Improvement
Estimated cost by the department to implement the program improvement in 2023.
2024 Cost of Improvement
Estimated cost by the department to implement the program improvement in 2024.
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.
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2023-2024 Biennial Budget Section VI: Program Improvements
2023-2024 Program Improvements by Department
The following tables summarize the program improvements that have been included in the 2023-
2024 budget. The recommended levels of funding are indicated under the"Expenditures (net of
revenues)" columns.I Package name and page numbers are hyperlinked
Non General Fund-1x
Expenditures(net of Revenue)
GF Impact All Other Funds
Potential
Page 8 Dept/Name Title 2023 2024 2023 2024 FTE Funding Source
278 CEM.0007 Backhoe - - 163,810 - 0.00 436 FB
283 ENG.0036 Roadway Channelization Maintenance - - 200,000 200,000 0 00 Fund 105
286 ERR.0010 ER&R Heavy Duty Truck Lift - - - 135,380 0.00 550 FB
287 ERR 0011 ER&R Shop Roll Up Door Replacement - - 30,250 - 0 00 550 FB
298 15.0082 Video Cameras at Auburn Golf Course - - 66,000 - 0.00 518 Fund
313 STM.0009 Remote Mower for Vegetation - - 73,900 6,770 0.00 Storm FB
315 SWR 0006 CCTV Camera and Tractor for Sewer - - 53,700 240 0 00 Sewer FB
Total $ - $ - I$ 587,660 $ 342,390 0.00
Non General Fund-Ongoing
Expenditures(net of Revenue)
GF Impact All Other Funds
Potential
Page 8 Dept/Name Title 2023 2024 2023 2024 FTE Funding Source
1277 AIR 0003 Airport Operations Adjustments - - 169,450 248,262 0.00 Airport FB
1312 STM 0008 Maint Worker I-CDL Vegetation(2 FTE) - - 329,740 219,500 2 00 Storm FB
1285 ENG.0040 Water Resource Technician _ - i - 147,184 1.00 S/SD FB I
314 SWR 0005 Maintenance Worker I-CDL Sewer(1 FTE) -
159,825 109,750 1.00 Sewer FB
Total $ - $ - $ 659,015 I 724,696
General Fund-lx _
Expenditures(net of Revenue)
GF Impact All Other Funds
Potential
Page if Dept/Name Title 2023 2024 2023 2024 FTE Funding Source
280 ENG 0033 Comprehensive Transp.Plan Major Update 50,000 - - - 0.00 General Fund
282 ENG 0035 Signal BBS Battenes 50,000 - - - 0.00 General Fund
290 FAC.0030 Senior Center Exterior Repairs 50,000 - - - 0.00 General Fund
303 PLN 0054 Human Services Equity and Strategic Planning 50,000 - - - 0 00 General Fund
310 PRK.0060 Veterans Park Memorial Repair/Renovation 50,000 - - - 0.00 General Fund
279 ENG.0031 Facility Master Plan Phases 2,3 and 4 - - - 2,300,000 0.00 REET 1
291 FAC.0031 1C Carpet(PD)and door hardware replacement - - 325,000 - 0.00 REET 1
311 PRK 0061 Auburn Golf Course Dnving Range - - 100,000 1,600,000 0 00 REET 1/Fund 124
281 ENG.0034 Citywide Traffic Signal Re-Lumping - - 110,000 145,000 0.00 Reserve
289 FAC 0029 Golf Course Exterior Repairs - - 100,000 0 00 Reserve
293 FIN.0020 Financial ERP System Replacement - - 150,000 2,650,000 0.00 Reserve
296 HRR.0005 Process Improvements-NEOGOV/HRIS - - 206,150 102,050 0.00 Reserve
304 POL.0039 Patrol Fleet Expansion-Initial Upfit - - 825,300 762,944 0.00 Reserve
Total $ 250,000 $ - $ 1,816,450 $ 7,559,994 0.00
General Fund-Ongoing
Expenditures(net of Revenue)
GF Irjllpact All Other Funds
Potential
Page it Dept/Name Title 2023 2024 2023 2024 FTE Funding Source
284 ENG.0038 Project Engineer 18,740 16,498 164,910 166,792 1.00 GF FB
288 ERR 0012 Mechanic 2(1 FTE Position) 91,455 82,738 45,045 40,752 1 00 GF FB
292 FIN.0019 B&O PROGRAM - - - - 2 00 New GF Revenue
294 HRR.0003 Transition LTE HR Coordinator to FTE 80,275 85,967 36,065 38,623 1.00 GF FB
295 HRR.0004 Workforce Development 138,000 138,000 62,000 62,000 0.00 GF FB
297 IS.0081 IT Security Engineer 91,375 91,395 45,005 45,015 1.00 GF FB
299 LGL.0006 Repair,Maintenance&Improvements of City 150,000 150,000 - - 0 00 GF FB
300 LGL.0007 King County Inquests 50,000 50,000 - - 0.00 GF FB
301 MAY 0005 FTE DEI Community Engagement Coordinator 101,168 106,108 45,452 47,672 1 00 GF FB
302 MAY.0007 Divesity,Equity&Inclusion Division Budget 162,875 193,407 73,175 86,893 0.00 GF FB
304 POL 0039 Patrol Fleet Expansion-Ongoing - 264,192 - - *3.00 GF FB
305 POL 0042 Police Operations Adjustments 70,100 70,100 - - 0 00 GF FB
306 PRK 0056 Museum Curator of Collections FTE 60,780 66,710 - - 1.00 GF FB
307 PRK.0057 Museum Programming/Operations to Parks Dept 18,830 18,760 - - 0.00 GF FB
308 PRK.0058 FTE Park Maint.Wrk 1/Enviro Park Transfer 990 7,560 - - 1.00 GF FB
309 PRK.0059 FTE Park Maintenance Worker 1 103,901 110,461 - - 1.00 GF FB
Total $ 1,138,488 $ 1,451,897 $ 471,653 $ 487,746 13.00
Grand Total Requests $ 1,388,488 $ 1,451,897 $ 3,534,778 $ 9,114,826 17.00
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#:AIR.0003
Program Name:Airport Operations Adjustments
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 169,450 -
2024 - 248,262 -
Total: - 417,712 -
Description of Program:
This request is an update to the airport operations fund based on actual costs over the past four years
when City employed staff took over full time management of the airport. Most of the fund increase
relates to facility maintenance needs and an increase to aviation fuel purchase/sales.
The increase fuel purchase cost based on recent increases in fuel costs has an offsetting revenue
included in the proposed budget for Fuel Sales that are anticipated.
This decision package also captures the fair market appraisal the airport conducts every 5 years which is
required for the land lease agreements and an increase in seasonal/intern wages as the airport has
found improved efficiencies with hiring seasonal staff instead of using a landscaping contractor.
There is sufficient revenue in the airport operation budget to fund these increases both immediately
and for the long term.
This update would put airport operation expenditures in line with actual costs and addresses the
requirement for the appraisal agreed to in the City's land lease agreements on the Airport property.
277
ITo Decision Packages) I To Table of Contents
2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: CEM.0007
Program Name: Cemetery Backhoe
Department: Cemetery
New Program (Y/N):Yes
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 163,810 -
2024 - - -
Total: - 163,810 -
Description of Program:
This request recommends replacing an existing 26-year-old John Deere Backhoe-Loader with a new
Backhoe-Loader.The existing piece of equipment is often in need of repair at critical times. The
backhoe is used daily for preparing graves as well as general dirt work on the 75-acre site.The
replacement of the existing piece of equipment will allow the cemetery to worry less about continual
breakdowns as well as work more efficiently on burials and general site improvements. Funds for this
acquisition are out of the Cemetery working capital account.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0031
Program Name: Facility Master Plan Improvements, Phases 2, 3 and 4
Department: Public Works, Police, Parks
New Program (Y/N): N
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - - -
2024 - 2,300,000 -
Total: - 2,300,000 -
Description of Program:
City Council adopted Resolution 5595, Facility Master Plan, in May of 2021. This budget request is to
begin the design efforts for Phase 2 in 2024. Phases 2, 3 and 4 are anticipated to span from 2024
through 2029 and include the design, property acquisition and construction of improvements for the
Public Works Maintenance and Operations, Parks,Arts and Recreation Maintenance and Operations,
and Police Departments.
Phase 2 is anticipated to occur between 2024-2026 and includes relocation of the Parks green house and
bulk bins to allow the construction of an access connection to 15th Street SW. Construct additional
Parks crew space and renovate the existing building at Game Farm Park. Development of a master site
plan for the Police headquarters property and incorporate the assigned vehicle program proposed to
begin implementation in 2024. In addition, construction of a new Police evidence storage facility is
included. Remove the deed restriction on a portion of the GSA Park Property. Complete the enclosure
of the existing Public Works vehicle storage bay. Construct a new Public Works crew building on the
existing M&O site and provide replacement parking.
Phase 3 is anticipated between 2026-2027 and is anticipated to include renovation of the existing Justice
Center as determined by Phase 2 for Police, modification of the existing Public Works M&O building to
add additional central stores warehousing space and maximize the use of the existing crew and storage
space and renovate the existing Parks building at GSA Park to add storage and crew space.
Phase 4 is anticipated between 2028-2029 and would construct coverage for high valued fleet parking at
Public Works M&O and construction of Parks maintenance and operations satellite facilities.
The 2024-2029 program is estimated to cost a total of$38-41M. It is anticipated that this program will
require the issuance of Bonds by the City Council. If bonds are issued in 2025,the costs expended on
design in 2024 may be reimbursable if certain criteria) is met which would refund the general fund.
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2023-2024 Biennial Budget Section VI: Proaram Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0033
Program Name: Comprehensive Transportation Plan Major Update
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total: 50,000 - -
Description of Program:
In 2022, a contract was approved for consultant support for the 2024 Comprehensive Transportation
Plan Update, to include traffic count collection and analysis, multimodal level of service analysis, map
development, layered network development, update of the current travel model and development of
the 20-year travel forecast.
In 2023, additional consultant support is needed in the development of multimodal level of service
standards and planning guidelines, which will identify the types of facilities that would be needed to
accommodate each mode of travel (pedestrian, bicycle, transit, freight, and automobiles) and the data
needed to monitor this level of service to accommodate each mode.To support this effort,this request
is for the consultant to purchase and analyze "Big Data" that will include vehicle speeds, freight related
data, and information about origins and destinations,which will help guide the development of multi-
modal level of service metrics and projects that would help reach the City's goals towards acceptable
level of service for each mode.
This request will provide a comprehensive set of policies and standards to incorporate multimodal level
of service. A multi-modal level of service is more in line with Vision 2050 through the Puget Sound
Regional Council and will allow the City to consider use of Traffic Impact Fees for all projects that
improve any mode of travel and not just vehicular travel. This will also allow the City to prioritize
projects based on a robust set of data and better incorporate equity considerations in how our funding
is allocated to projects.With this additional step in the process,the City will have the tool to improve
the transportation system for all users and inform the policies of the City.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0034
Program Name: Citywide Traffic Signal Re-Lamping
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 110,000 -
2024 - 145,000 -
Total: - 255,000 -
Description of Program:
The City converted the traffic signal lights (red,yellow, and green indicators)to LED approximately 20
years ago and has completed one replacement of the lights since their initial installation. LED lights for
traffic signals generally start to dim and fail between 10 to 15 years from their installation. The City's
maintenance standards are to replace these lights every 7 to 10 years. The purpose of this program
request is to avoid the un-desired safety and traffic operations consequences of waiting until the lights
fail for their replacement. This program improvement will provide for the replacement of all traffic
signal lights throughout the City that are 10 years or older between 2023 and 2024. The intent is for the
City to purchase the replacement lights and contract with Pierce County under our existing service
agreement to install them.
Replacing the traffic system lights at 10-years is the ideal approach as it minimizes the likelihood of
failing lights at the signals and maximizes the cost/benefit of each light.This approach allows the lights
to be systematically replaced according to the City's preventative maintenance schedule rather than
reacting to the lights failing. Using Pierce County for the replacements is advantageous because City
signal maintenance staff currently provide normal preventative maintenance and handle operations for
approximately 165 traffic control devices,therefore their ability to complete a program such as this is
limited. Completing the work by City forces would require a longer duration for the replacement and a
greater risk that some would reach failure before being replaced.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0035
Program Name:Traffic Signal Battery Backup Battery Replacement
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: One Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total: 50,000 - -
Description of Program:
This request is for additional funds to purchase replacement backup batteries for the Traffic Signal
battery backup systems (BBS) that are in place and reaching the end of their service life. These backup
systems function to keep traffic signals operational in the event of a power outage to the signal from
either inclement weather events or vehicle crash events and improve the safety of the traveling public.
These batteries allow signal maintenance staff to address higher priorities in an event rather than using
critical resources to manage and maintain a generator operation. In addition,the City does not have
enough generators to operate all Traffic Signals this way and many signals would be left dark in an
inclement weather event. Additionally, as batteries become worn and approach the end of their service
lives,they tend to get hot which in some cases can damage the other equipment in the cabinet and the
cabinet itself. Replacing the batteries in accordance with the preventative maintenance schedule allows
the maintenance team to plan and schedule the replacements and reduces the overall costs to the City.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0036
Program Name: Roadway Channelization Maintenance
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: One Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 200,000 -
2024 - 200,000 -
Total: - 400,000 -
Description of Program:
Roadway channelization includes paint striping,thermoplastic markings (crosswalks, stop bars), and
raised pavement markers (RPMs).This program improvement would establish budget to re-fresh
roadway channelization throughout the City in 2023 and 2024 using the Transportation Benefit District
Funds within the 105 Arterial Street Preservation Fund. This request is an additional $200,000 to
increase the existing$200,000 budget in the General Fund to a total of$400,000 each year for
channelization maintenance. The Transportation Benefit District funding allows the use of its funds for
the maintenance of arterial and collector streets including channelization.
The existing general fund budget was established more than 10 years ago for paint striping only and has
not been increased. In past years, the roadway striping has cost less than the existing budget amount
and the remaining amount was used to re-fresh thermoplastic markings. However, in the recent years,
the availability of roadway paint has been tight, and costs have increased significantly.The City has
typically hired King County to re-fresh thermoplastic markings and Pierce County to re-fresh paint
striping. The City is still planning to utilize Pierce County for the paint striping(when the County is
available) but no longer utilizes King County for the thermoplastic markings due to a lack of availability
and reliability issues. Costs to hire private contractors for the thermoplastic markings is significantly
more than the cost that King County previously charged.Additionally, Pierce County has not been able
to re-fresh paint striping reliably for the last two years due to paint shortages.
All these factors lead to a need to add $200,000 to the Channelization program budget each year to
complete the necessary work and maintain the safety of the roadways. This request is not currently on-
going because new regulations issued recently may impact the requirements related to the frequency of
re-channelization in the 2025/26 biennium. Therefore, a revised request may be required to carry out
the new mandates in future budget cycles.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0038
Program Name: Project Engineer(1FTE)
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: On-going
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 18,740 164,910 1
2024 16,498 166,792 -
Total: 35,238 331,702 1
Description of Program:
This request is for 1.0 FTE Project Engineer position to be filled in 2023 in the Public Works Department.
This position will provide for management of a variety of assigned capital projects and will allow the
department to meet the current and future workload allocations for budgeted capital projects identified
in the 2022-2027 Capital Facilities Plan (CFP) and the updated 2023-2028 CFP. This position will also
provide project management for projects from other departments that rely on the Engineering Services
Division for support. This position is 80%supported directly by the project budgets included in the CFP.
The remaining 20%is funded by a combination of utility and general fund sources for time not
chargeable to projects.
The CFP includes $135 Million of programmed projects and does not include any future grants the City
may receive. Therefore,there exists significant funds to support this position and the current proposed
CFP requires the addition of this position in order to complete the program. Funding for this position
will be from the design and construction engineering funds allocated from project budgets generally
within the 102 (Arterial Street), 103 (Local Street), 105 (Preservation),460(Water),461 (Sanitary
Sewer),462 (Storm Drainage) funds, and a small amount from the 328 (General Capital Improvements)
for the small number of the City's capital projects that are general fund supported.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ENG.0040
Program Name: Water Resource Technician (1FTE)
Department: Public Works
New Program (Y/N): N
One-time or Ongoing: On-going
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - - -
2024 - 147,184 1
Total: - 147,184 1
Description of Program:
This request is for 1.0 FTE Water Resource Technician position to be filled in 2024 in the Public Works
Department.This position will provide for support of the new source control inspection program
required by the Washington State Department of Ecology National Pollutant Discharge Elimination
System (NPDES) Municipal Stormwater Permit. This position will allow the City to meet its obligations
under the permit including education and outreach, inspections, and enforcement and remain in
compliance with the permit.
This employee will also provide support of for the City's Fats, Oils, and Grease (FOG) reduction program
within the Sewer System. Activities are anticipated to include review of a businesses' FOG Control Plans,
tracking grease trap/grease interceptor cleaning reports, inspecting food service establishments for FOG
related issues, and educating business owners, employees, and residents about discharges to sewer that
increase needed maintenance and contribute to blockages and overflows.
The costs for this position would be split with 75% paid by the storm utility and 25% paid by the sewer
utility.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ERR.0010
Program Name: Equipment Rental and Replacement Heavy Duty Truck Lift
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - - -
2024 - 135,380 -
Total: - 135,380 -
Description of Program:
This request is for the installation of a new drive-on heavy duty lift within the Equipment Rental Division
of Public Works increasing the total number of heavy duty lifts to two. The installation of this lift is
anticipated to correspond with the completion of the expansion of the shop space that is already
budgeted and in progress. With the addition of this lift the shop will be able to provide better services
necessary to keep the city's larger vehicles such as dump trucks, sanders, deicers, and vacuum trucks
operational. In addition, a second heavy duty lift would reduce service turn-around-time, increase
productivity and overall level of services to our city customers and allow us to keep our larger fleet
equipment operational especially during inclement weather events.
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2023-2024 Biennial Budget Section VI: Proaram Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ERR.0011
Program Name: Equipment Rental and Replacement Shop Rollup Door Replacement
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 30,250 -
2024 - - -
Total: - 30,250 -
Description of Program:
The bay doors on the existing shop space are at the end of their useful life and due to high maintenance
costs have become unreliable and need to be replaced. This request is to replace five 12'x 14' bay
doors with new insulated doors. The current doors are the last of the original rollup doors on the
maintenance and operations building to be replaced. Replacement of the doors will also allow the shop
space to be reliably used and will assist in keeping the shop area warmer during times of inclement
weather when the area may be used for 24 hours per day for several days to keep our fleet functioning
in emergency situations.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: ERR.0012
Program Name: Mechanic 2 (1 FTE)
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: On-going
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 91,455 45,045 1
2024 82,738 40,752 -
Total: 174,193 85,797 1
Description of Program:
This request is for one (1) FTE Maintenance Worker 2 CDL Mechanic in our Equipment Rental Division to
be filled in 2023. This position performs highly skilled mechanical work to repair and maintain gasoline,
diesel and electrically powered units, passenger cars,trucks, heavy duty equipment, trailers and other
power operated equipment including generators,water pumps,VMS boards and other various
equipment. Currently based on NAFA(National Association of Fleet Administrators) vehicle and
equivalency standards the ratios of our existing fleet vehicles and equipment to our existing mechanics
reflects a discrepancy of mechanics needed vs hours needed to maintain the current fleet. While this
position is needed to meet the demands for service for our existing fleet, we also anticipate that our
fleet and equipment will continue to increase over time consistent with the growth over the last 5 years.
An additional Mechanic 2 would help off-set the overload of work on our current Mechanics ensuring all
repairs and maintenance are properly completed in a timely manner and cost effectively. By adding an
additional Mechanic 2 in the shop, we can continue to greatly reduce our repairs and service turn-
around-time. Another advantage is the increase in productivity in the shop will allow us to improve the
quality of repair and overall level of services to our customers. In addition, more in-house fabrication
can be done, decreasing outside vendor costs.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: FAC.0029
Program Name: Golf Course Exterior Repairs
Department:Administration/Facilities
New Program (Y/N): No
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 100,000 -
2024 - - -
Total: - 100,000 -
Description of Program:
This project will upgrade the existing lights in the parking lot at the Auburn Golf Course and perform
exterior repairs to the building, such as painting and other maintenance,to further protect the building
and provide better and more cost-effective lighting to the parking lot.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: FAC.0030
Program Name: Senior Activity Center Exterior Repairs
Department:Administration/Facilities
New Program (Y/N): No
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total: 50,000 - -
Description of Program:
This project is to paint the exterior of the Senior Activity Center building, in order to maintain and
protect the asset.
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2023-2024 Biennial Budget Section VI: Proaram Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: FAC.0031
Program Name:Justice Center carpet replacement and door hardware replacement
Department:Administration/Facilities
New Program (Y/N): No
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 325,000 -
2024 - - -
Total: - 325,000 -
Description of Program:
This project will replace the carpet and panic button hardware at the Auburn Justice Center in the
section of the building occupied by the Auburn Police Department.The carpet has become extremely
worn and, in some places, coming apart at the seams and requires a complete replacement.The panic
button hardware on the doors also requires replacement as the system is outdated and we are no
longer able to secure parts for repairs.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: FIN.0019
Program Name: B&O Program Support
Department: Finance
New Program (Y/N): No
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - - 1
2024 - - 1
Total: - - 2
Description of Program:
This is a phased request for adding 1 FTE Desk Auditor position in 2023 and adding 1 FTE Field and
Compliance Auditor in 2024. Additionally, this request includes ongoing professional service costs for
the annual subscription for the online reporting portal (FileLocal) and processing paper tax returns via
Retail Lock Box for businesses who opt out of online reporting.
In 2022 (the first effective year of the tax), approximately 50 businesses are reporting on a quarterly
basis (200 returns annually). By April 2023 we anticipate the need to process an estimated 3,000 tax
returns per year. This amount does not include private utility tax,gambling tax, or admission tax
returns, which will now be reported monthly, quarterly, or annually through the new B&O reporting
system. Adding an FTE in 2023 will be essential in handling the complex taxing questions, managing
vendor relationships, updating front end and back-end systems, and processing and auditing the
estimated 3,000+tax returns received each year. This position will ensure businesses receive timely and
accurate information from the City.
Beginning in 2024, it will be critical to begin conducting field and compliance audits to ensure business
are correctly and completely reporting B&O tax. Further,this position will be responsible for continuing
the City's business education campaign to ensure all businesses with nexus in the City(whether they
have a physical business address in Auburn or not) are fully aware of their reporting and tax liability in
the City. This FTE will ensure all applicable businesses are compliant with the City's B&O tax.
The existing B&O Program Coordinator will oversee and direct the work of the Desk Auditor and Field
Auditor, continue to build and refined processes, amend code as necessary, answer the more complex
and politically sensitive questions and requests from the business community, and work collaboratively
with the financial planning division for long term financial planning and budget to determine if tax rates
and thresholds remain adequate.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: FIN.0020
Program Name: Financial ERP System Replacement
Department: Finance
New Program (Y/N):Yes
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 150,000 -
2024 - 2,650,000 -
Total: - 2,800,000 -
Description of Program:
The City's current ERP system is EDEN.All the City's financial information is recorded and tracked
through EDEN, including full cycle payroll, accounts payable, accounts receivable, budget, capital assets,
project accounting, and most important,the general ledger for 50+ active funds, including the General
Fund. The City last upgraded to EDEN in 2001.The vendor has announced it will no longer support the
system beyond 2025. In addition to the vendor's announcement, there are three primary issues with
EDEN and a need for a modern general ledger and accounting system:
1.Tyler Technologies(the vendor) has not released EDEN upgrades or product improvements for a few
years.This has become an increasing issue in that Tyler Technologies does not fully or adequately train
staff to support system errors and issues. The City must increasingly"just live with" and create
inefficient workarounds to problems experienced with various modules.
2.The increasing number of ancillary systems that the ERP must coordinate with. As other departments
within the City add new technology to their processes,the ERP system must find a way to coordinate.
In many cases,the technology used by other departments exceeds the capabilities of EDEN and finance
has created manual work around processes to accommodate.
3. Best practices continue to evolve, and EDEN is unable to accommodate these changes. This includes
better processes and systems for: budgeting, annual financial statement preparation and reporting,
project accounting, and electronic records management.
This project will be a multi-year project, likely spanning 3-4 years. The first phase of the project would
begin in 2023 and will include a needs assessment, developing a Request for Proposal (RFP),vendor
selection, and contract negotiations. The second phase will include extensive process mapping. And the
final phase will be implementation transition, implementation,testing, and acceptance.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: HRR.0003
Program Name:Transition LTE HR Coordinator to FTE
Department: Human Resources
New Program (Y/N):Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 80,275 36,065 1
2024 85,967 38,623 Total: 166,242 74,688 1
Description of Program:
HR has had one staff member dedicated to Civil Service (Police) recruitment, and one staff member
dedicated to all other formal recruitments for the last three years.The way our staff counts break down,
this assigns 139 FTE positions to our Civil Service Examiner, and 329 FTE positions to another recruiter.
Additionally, HR has not had staff dedicated to helping manage the hiring process for our non-benefited
staff, which has resulted in informal hiring practices that do not align with best practices.
Having an LTE recruiter in 2022 is allowing HR to work toward formalizing non-benefited recruitments to
ensure best practices are followed and data is accurately tracked for statistical purposes, as well as
assign a specific staff member to recruitments for Teamsters employees (98 FTEs). In addition, because
this team member is coordinating recruitments for Teamsters staff, it has been discussed with the
Finance Department that it will be funded partially by utilities/other funds. *Note: these FTE counts do
not include any new employees added during the 2023-2024 budget process.
Being able to more evenly balance the work of the recruitment team means that HR will be able to focus
on process improvements that align with the City's Inclusive Auburn Initiative, and the goal to have the
City workforce more accurately reflect the communities it serves. Ensuring that best practices are
managed in all hiring processes, not just Civil Service or Unaffiliated recruitments,will protect the City
from liability. From a risk management perspective,these focuses for recruiters are overdue and
extremely necessary to ensure employment law compliance (regarding discrimination, Equal Pay Act, I-9
compliance, onboarding and training compliance, negligent hiring, etc.). In addition, HR will be able to
implement internship programs, as well as focus on making non-benefited positions a pipeline into full-
time employment. If this position is not transitioned to an FTE in 2023, HR will not be able to meet the
demands of all departments' hiring requests and needs.The timeline to hire will increase significantly,
which will negatively impact any and all departments with one or more vacancies.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: HRR.0004
Program Name:Workforce Development
Department: Human Resources
New Program (Y/N):Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 138,000 62,000 -
2024 138,000 62,000 -
Total: 276,000 124,000 -
Description of Program:
The City has made great strides in our efforts to improve our recruitment processes and employee
retention through a DEI lens. However, these efforts have been funded by one-time monies through
budget amendment requests. HR is continually learning of best practices for how to recruit, engage,
support, and retain colleagues of diverse backgrounds, and need to commit ongoing funding to ensure
the City is successful in these efforts. In an effort to build community relationships as well as pipelines to
full-time, benefited employment, HR would like to create a formal internship program for departments
that may wish to engage students for part-time work. In June 2018, it was identified that the City
needed to implement a Citywide training program, but no funds were allocated at that time.The HR
Department has done its best with the funds it has for its own staff to absorb training costs, utilizing as
many free training opportunities through WCIA and other providers as possible, and submitting requests
for reimbursements any time the option is available.Additionally, HR has been asked to develop
employee relations/differences trainings for supervisors/employees for retention of staff, de-escalation
training, as well as ongoing requests as issues throughout the City come up,to give employees and
supervisors instantaneous tools they need to effectively perform their jobs and respond to ever-
changing employee needs.To continue with the Mayor's direction and truly implement a citywide
training program, HR is requesting funds to certify staff in programs that will allow HR to present
sessions internally, as well as purchase materials for those trainings. Another important part of the
citywide training program is management retreats,which returned in the Spring of 2022. HR often
receives requests for certifications during the tuition reimbursement process, and programs that are not
directly related to a degree are not approved per City policy. HR feels that certifications that benefit
staff in their current job or have been identified as necessary for succession planning could also be
covered utilizing the funds dedicated to the citywide program if departments are not able to cover with
their own training budget.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: HRR.0005
Program Name: Process Improvements—NEOGOV/HRIS
Department: Human Resources
New Program (Y/N):Y
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 206,150 -
2024 - 102,050 -
Total: - 308,200 -
Description of Program:
The HR department would like to implement a more user-friendly Human Resources Information System
(HRIS) program. HR has requested the initial funding in 2023 to come out of the HR budget, and then
asks that the 2024 subscription renewals(as all other NEOGOV modules have been set up)to come from
the IT budget for consistency. NEOGOV has worked consistently over the years to improve their user
experience, and by adding these additional modules HR is minimizing the different locations in which
employees must navigate to complete basic tasks.This will improve the overall employee experience, as
well as make pay period processes between HR and Payroll more streamlined and cleaner, as
documents will all be generated electronically and available for self-service. One of the best features of
all the NEOGOV modules is that they are user friendly and can be accessed via a smart phone or tablet,
as well as on a computer. Employees will feel more empowered by having all required information in
one place under the Unified Self Service dashboard,which shows all tasks that they are required to do,
as well as "quick action" links, which will allow employees to quickly do things that would have required
the intranet, printing a PDF, completing and signing forms, sending them via interoffice or physically
delivery to HR, and then having HR process and provide to the Payroll team for their processing of the
document. With these new enhancements,forms will be completed and routed through the system,
which will allow HR to download and provide to Payroll more easily, and/or provide Payroll staff with
view access to the same processes to improve the overall system.This system would allow HR to
generate personnel updates electronically and have built in back-up approval processes to minimize
delays in the process if Directors are unavailable or out of the office. (HR is currently routing personnel
changes through Adobe Sign,which often gets caught in Mimecast or missed in emails,to obtain the
required signatures for these changes- Department Director, HR Director, Mayor). Many of our
temporary employees are utilizing a paper timecard,which means room for error when written down,
room for error when entered into the Employee Services timecard system by another staff member, and
then room for error when Payroll must manually add additional pay types or hours.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: IS.0081
Program Name: IT Security Engineer
Department: Innovation &Technology
New Program (Y/N):Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 91,375 45,005 1
2024 91,395 45,015 -
Total: 182,770 90,020 1
Description of Program:
This position would be an addition to the Network Engineer team within IT and will focus on all things
related to cybersecurity including awareness, protection, and mitigation. The biggest advantage for
program improvement would be having a single point of contact for cybersecurity. This includes a focus
on prevention and detection. This role would help with disaster recovery, insurance coverages, audits,
compliance and much more.
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2023-2024 Biennial Budget Section VI: Proaram Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: IS.0082
Program Name:Video Cameras at Auburn Golf Course
Department: Innovation &Technology
New Program (Y/N):Y
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 66,000 -
2024 - - -
Total: - 66,000 -
Description of Program:
This request is to implement video cameras at the Auburn Golf Course parking lot. These cameras
would tie into the City's existing camera system and be available to Police and other City staff in the
event of an incident.
The primary advantage would be having cameras that record video of all activity in the parking lot that
could be reviewed and used if needed. In addition, putting up cameras has historically deterred bad
actors.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: LGL.0006
Program Name: Repair, Maintenance & Improvements of City-owned (non-park, non-utility) Property
Department: Legal
New Program (Y/N): No
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 150,000 - -
2024 150,000 - -
Total: 300,000 - -
Description of Program:
The City owns six improved surface and structured parking lots,two residential properties,hundreds of
acres of non-utility,non-park,vacant property,which includes critical and sensitive areas,and leasehold
interest in twenty-three thousand square feet of commercial space. A previous decision package
(ASD.0018)in the amount of$50,000($25,000 annually)was passed as part of the 2021-2022 budget
adoption to maintain City-owned parking lots,residential properties, and to conduct the work of the Real
Estate Division,however,this amount must be increased due to the needs of the City.
In 2021 the City spent$86,600 dollars on required repairs,maintenance, and improvements on City-
owned real estate. These repairs were absolutely necessary. By April of 2022,the City had spent its entire
maintenance budget for the year. Funding for additional repairs exceeding the initial repair budget has
been accomplished through budget adjustment requests and funding participation from other departments.
Funding this program at this level will increase the budget for repairs,maintenance, and non-capitalized
improvements by an additional $75,000 annually($150,000 total). The increased funding will dedicate a
more appropriate amount of funding with which to make needed repairs and improvements and provide
for better maintained assets. In addition,having better maintained assets will reduce the City's risk and
liability exposure,provide for a safer and more pleasant community experience,and promote activation,
use, and economic development.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: LGL.0007
Program Name: King County Inquests
Department: Legal
New Program (Y/N):Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 50,000 - -
Total: 100,000 - -
Description of Program:
In 2021, the King County Executive made significant changes to the King County Inquest process. In
summary, after a death occurs in the course of an officer conducting their law enforcement duties,the
King County Prosecutor's Office(KCPAO)receives materials from the investigating independent agency
members,the KCPAO reviews those materials, and then the KCPAO makes a recommendation to the
King County Executive as to whether an inquest should be held. If ordered, an Inquest Administrator is
assigned, and the case is set for an inquest trial.
Based on the recent changes to the inquest process,the City now requires new resources to engage in
discovery, hire expert witnesses and investigators, conduct depositions, interview witnesses, and conduct
multi-week inquest trials. The City of Auburn currently has two inquests in the "queue"requiring
adequate funding.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: MAY.0005
Program Name: Diversity, Equity& Inclusion Program Coordinator
Department: Mayor
New Program (Y/N):Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 101,168 45,452 1
2024 106,108 47,672 -
Total: 207,276 93,124 1
Description of Program:
This request is for a FTE Equity, Diversity& Inclusion (DEI) Program Coordinator who will primarily
perform internal relationship management, data tracking and analysis, assist in the development of
ongoing informational and training programming, support of existing diversity initiatives including, but
not limited to the Employee Advisory Committee,training, onboarding, City events, and development of
employee retention improvements and organizational culture development.This position will assist and
support new initiatives or projects that will enhance diversity, equity, and inclusion within the
organization including collaboration with other departments such as Human Resources (HR) on
recruitment efforts and continuous improvements for hiring processes.
Working with the City's Chief Equity Officer,the Equity, Diversity& Inclusion Coordinator will help
review the City consultants' assessments and recommendations including staff surveys, stakeholder
interviews,focus groups, workforce data analysis and document reviews.They will assist in managing a
strategic plan project implementation with a task force comprised of community volunteers and city
staff to create a DEI Strategic Action Plan.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: MAY.0007
Program Name: Diversity, Equity& Inclusion Department Budget
Department: Mayor
New Program (Y/N):Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase Level of Service
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 162,875 73,175 -
2024 193,407 86,893 -
Total: 356,282 160,068 -
Description of Program:
This is a new budget/funding request for financing the Inclusive Auburn Initiative set forth in Resolution
#5427 to build organizational commitment and infrastructure across functions of the City of Auburn to
demonstrably advance DEI-based transformation.This initiative is not currently funded through an
ongoing budget and is completely funded through one-time monies.The City has committed to
implementing both internal and external engagement, policies, and processes to meet organization-
wide diversity objectives, goals, and data tracking and analysis.This budget request is to support
diversity and infuse equity, and inclusion in all our organizational practices through a comprehensive DEI
program for the City,to include components of in-person and online training for all staff, committees,
and boards including train-the trainer services for select staff.
On July 15, 2019, the City Council soundly approved Resolution#5427 Inclusive Auburn Initiative to
accomplish the following goals:
• Eliminate systemic causes of disparities, racial and otherwise, in the City of Auburn
• Promote inclusion and create opportunities for full participation for every resident and
business in the City of Auburn
• Reduce, and eventually eliminate, disparities of outcomes in our community
We know that many groups of people in our community and within our organization have faced historic
and ongoing marginalization due to their race, ethnicity, religion,gender identity,sexual orientation,
disability, socioeconomic background, citizenship status, or other identities and lived experiences.These
groups are often under-represented in leadership and engagement processes due to overt exclusion
and/or systemic physical, social, and financial barriers. Even when the public is engaged,their voices
may not equally influence action, as differences in power and privilege play out not only in the
engagement process, but also in the way final decisions are made.
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2023-2024 Biennial Budget Section VI: Proaram Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PLN.0054
Program Name: Human Services Program Needs Assessment
Department: Community Development
New Program (Y/N):Y
One-time or Ongoing: One Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total: 50,000 - -
Description of Program:
This program improvement supports the City's obligation to complete a 5-year update to the
Community Needs Assessment. The Needs Assessment is a requirement in order to for the City to
maintain its annual federal Community Development Block Grant (CDBG) funding allocation. The City
receives between $600,000 and $650,000 each year from the federal government for this program. A
stipulation for receiving these funds is that the City carry out a Community Needs Assessment which
guides how CDBG funds will be spent within the community under the HUD mandated Consolidated
Plan. This $50,000 investment is required every 5 years and results in a cumulative allocation of$3
million to$3.25 million to the City of Auburn, which funds projects such as the Housing Home Repair
program and sidewalk/ramp replacements in order to achieve ADA compliance. This $50,000
investment results in a minimum 60-fold return on investment.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: POL.0039
Program Name:Assigned Vehicle Program
Department: Police
New Program (Y/N):Yes
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase and Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 825,300 -
2024 264,192 762,944 3
Total: 264,192 1,588,244 3
Description of Program:
This program will allow for the implementation of an assigned vehicle for Patrol Officers within the
Auburn Police Department. It provides for a 6-year implementation plan for the purchase of 49
additional patrol vehicles which would be individually assigned to officers and include 5 spares. This
program was initiated based on several factors. Benefits to the community include improved response
times for call out situations (Crime scene, de-escalation negotiations, staffing, etc.). Multiple studies
show operational and efficiency benefits once the program is in place including, more time on shift for
officers due to shift preparation at home versus at work, improved response times to disaster type
emergencies, increase visibility in Auburn neighborhoods for those officers residing within Auburn, and
rendering public service and enforcement while traveling to and from the city, among others. To
achieve these benefits,the assigned vehicles will be required to be taken home which will have the
added benefit of reducing parking needs for Police and reduce the need for future improvements for the
implementation of the Facility Master Plan.
Currently Auburn is the only department in the region that lacks an assigned vehicle program,which
hinders our ongoing effort to recruit and retain officers. The State and region currently suffer from a
lack of available police officers and Auburn must be able to compete in this limited market for
candidates. Not being competitive will see a projected reduction in staff, leading to reduced services to
the community.
The FTE's needed for this improvement are phased in beginning in 2025 as the fleet increases. By the
end of the 6-year implementation plan, Public Works (M&O), requires2 additional mechanics and 1
support staff to maintain and manage the additional vehicles. The approval of these FTE's will be
included in the initial budget, but frozen (unfilled) until they are needed in future years which is
anticipated to be in 2025, 2027 and 2029.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: POL.0042
Program Name: Police Operations Adjustments
Department: Police
New Program (Y/N): No
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 70,100 - -
2024 70,100 - -
Total: 140,200 - -
Description of Program:
This request is to update the Police Department general operations budget based on actual cost
increases over the last two budget cycles. The increases have occurred in several areas due to a variety
of issues. These include State mandated training as outlined in new RCW's and other requirements for
law enforcement, increased State mandated costs for new recruits to attend the basic police academy,
increased costs to participate in Valley SWAT(regional SWAT team),which includes ammunition and our
portion of the Valley trainer position. This position rotates every two years, with the current position
being staffed by a Kent officer. The other Valley Cities composing the team share the cost to fund the
position.
The other additional increases relate to towing of various vehicles related to City services. Costs related
to towing have increased due to recent Court decisions, affecting relations with the Police Departments
contracted tow companies. The increase helps offset the additional cost incurred.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PRK.0056
Program Name:Transition Limited Term Museum Curator of Collections to FTE
Department: Parks,Arts Recreation
New Program (Y/N):Yes
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 60,780 - 1
2024 66,710 - -
Tota l: 127,490 - 1
Description of Program:
BA#5 increased the 1500-hour Curator of Collections position to a Limited Term 40-hour employee.
This decision package will maintain the 40 hour a week position as approved in BA#5 and transition the
employee to an FTE.This position provides services include collections care, historical research requests
as well as over 50 COA employee requests annual for historical research related to projects.
Implementing this decision package will allow the COA to continue to receive on demand historical
research and continue its history-based DEI training. Having an LTE at 40 hours in 2022 allowed for the
training of all COA employees position in DEI related local history as well as making this local historical
look at DEI available to other entities.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PRK.0057
Program Name: Museum Programming/Operations to Parks Department
Department: Parks
New Program (Y/N):yes
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 18,830 - -
2024 18,760 - -
Total: 37,590 - -
Description of Program:
This program improvement initiates a plan where the programming, admissions, rentals, field trip
revenues and associated expenses of the White River Valley Museum Society will become revenues and
expenditures of the City of Auburn. In addition, under separate action and concurrence of the Society,
the City of Auburn will take ownership and or lease of the building. The Museum Society (501c3)will
retain ownership of the collection, apply for grants that benefit the museum and farm, manage the
membership and individual donors as well as continue to fundraise for the Museum and Farm.
Registration for WRVM programs as well as staffing for all programs will operate similar to all other
Recreation and Senior Center programs.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PRK.0058
Program Name: FTE Parks Maintenance Worker 1 from contracted Environmental Park Expenditures
Department: Parks
New Program (Y/N):Yes
One-time or Ongoing: on-going
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 990 - 1
2024 7,560 -
Total: 8,550 - 1
Description of Program:
DP 0058 transfers from Community Development to the Parks Department responsibility as well as
expenditure authority as it relates to the maintenance of the Auburn Environmental Park. This will
move maintenance tasks from a contracted service through Community Development to the Parks
Department in the form of a new FTE. The Parks Department is better equipped to provide this service
and will be able to increase the level of service at the Environmental Park to one consistent with the
other parks in the City system.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PRK.0059
Program Name: FTE Parks Maintenance Worker 1
Department: Parks
New Program (Y/N):Yes
One-time or Ongoing: on-going
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 103,901 - 1
2024 110,461 -
Total: 214,362 - 1
Description of Program:
This program improvement recommends the addition of 1 Maintenance Worker to the Parks
Maintenance Division. This division oversees 35 developed public spaces, open space area,trails, plazas
as well as median landscapes. In addition it provides support for both COA Special Events as well as
private park events and rentals. Over the past 10 years numerous parks, open spaces areas and events
have been added to the inventory and demand for Parks Maintenance. In addition, over 20,000 new
residents have been added that also increases usage. Covid has also created a huge increase in park
usage as it was deemed a safe/healthy experience. In the last 10 years the division has only increased
by 1 FTE who focuses on Medians and Horticulture. This increase will place the department in a position
to better maintain the parks at an acceptable service level, increase litter and restroom patrols as well
as increase frequency of typical Maintenance services.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PRK.0060
Program Name: Veterans Park Memorial Repair
Department: Parks
New Program (Y/N): Yes
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 50,000 - -
2024 - - -
Total: 50,000 - -
Description of Program:
Veterans Park features a beautiful Veterans Memorial. After 20+years the brick plaza,featuring over
1200 personalized bricks has deteriorated. A"softer" sandstone brick was used on the memorial plaza
and due to weather, maintenance, and age, most of the bricks are illegible.This project will remove
existing, purchase, engrave and reinstall new memorial bricks. Outside funding will also be sought, and if
successful,the Capital Project Account will be reimbursed.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: PRK.0061
Program Name:Auburn Golf Course Driving Range
Department: Parks
New Program (Y/N):Yes
One-time or Ongoing: One-Time
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 100,000 -
2024 - 1,600,000 -
Total: - 1,700,000 -
Description of Program: The Auburn Golf Course is a leading public play golf course in the region,
experiencing over 50,000 rounds annually as well as the host of 4 High School teams, numerous leagues,
and fundraising events. This project will add an approximate 14 bay driving range w/100-foot nets to
the northwest area of the golf course, where currently a casual hitting area is stationed. This facility will
both increase revenues and continue to grow the ever-expanding game of golf through an expanded
lesson and practice area. When complete,this capital improvement will increase revenues by
approximately$200,000 annually. The addition of a driving range is by far most requested improvement
desired at the golf course. Partnerships for use will also be pursued with the First Tee of Greater Seattle
as well as other non-profits who assist in growing the game of golf in low-income and diverse
communities.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: STM.0008
Program Name: Maintenance Worker 1—CDL, Vegetation (2 FTEs)
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: On-going
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 329,740 2
2024 - 219,500 -
Total: - 549,240 2
Description of Program:
This request is for two (2) FTEs Maintenance Worker I - CDL positions in the Vegetation Division of Public
Works to be filled in 2023 and 1 vehicle to be purchased in 2023.These two positions and vehicle are
necessary to complete required maintenance activities on the storm system due to the addition of
storm ponds completed by Development and Capital projects. This will allow the department to meet
current and future workload obligations to maintain the vegetation on the ponds and right-of-ways to
meet current level of service and standards and the regulations of the Washington State Department of
Ecology National Pollutant Discharge Elimination System (NPDES) Municipal Stormwater Permit. These
positions will allow the City to meet its obligations under the permit including inspections and
maintenance and remain in compliance with the permit. These positions are funded by the Storm Utility
Fund.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: STM.0009
Program Name: Remote Mower for Vegetation
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Maintain
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 73,900 -
2024 - 6,770 -
Total: - 80,670 -
Description of Program:
To ensure the safety of staff and improve efficiencies,the Vegetation Division of Public Works requires a
remote-operated slope mower. This equipment will expand beyond our current equipment's
capabilities and allow our staff to safely maintain steep slopes and difficult terrain. Currently,the
maintenance of these steep slope areas requires the use of hand tools and multiple staff to ensure safe
working conditions and be responsive in the case of an accident. The remote mower will allow staff to
operate the equipment from a safe location and reduce the time and staff necessary to manage the
vegetation on these steep slopes. Maintenance of these steep slopes within our Storm Drainage system
are a requirement of the Washington State Department of Ecology National Pollutant Discharge
Elimination System (NPDES) Municipal Stormwater Permit. This equipment will allow the City to meet
its obligations under the permit related to maintenance and remain in compliance with the permit. This
equipment is proposed to be funded by the Storm Fund.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: SWR.0005
Program Name: Maintenance Worker 1—CDL, Sewer(1 FTE)
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: Ongoing
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 159,825 1
2024 - 109,750 -
Total: - 269,575 1
Description of Program:
This request is for one (1) Maintenance Worker I -CDL position in the Sewer Division of Public Works to
be filled in 2023 and a vehicle to be purchased in 2023. This position is required to staff a second sewer
jetting crew to perform routine cleaning of wet wells more effectively and efficiently, reducing the staff
time and resources required to complete these critical tasks that keep our sewer system functioning,
and increasing system capacity. In addition, a second crew will reduce the current frequency of sewer
backups and/or overflows. Sewer backups and/or overflows can be costly to the City due to the
potential cleanup of hazardous material both in the public way and potentially on private
property/buildings and the repair work that may be required on private property to address the cause of
the backup.
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2023-2024 Biennial Budget Section VI: Program Improvements
REQUEST FOR PROGRAM IMPROVEMENT
Decision Package#: SWR.0006
Program Name: CCTV Camera and Tractor for Sewer
Department: Public Works
New Program (Y/N):Y
One-time or Ongoing: One-time
Maintain or Increase Level of Service: Increase
Net Cost:
Expenditures ( net of Revenue)
General Fund Impact All Other Funds FTE(s)
2023 - 53,700 -
2024 - 240 -
Total: - 53,940 -
Description of Program:
This improvement will provide an additional CCTV camera and tractor to supplement the existing CCTV
program within the sanitary sewer system. The additional equipment would allow video inspections of
the existing sewer lines to be done at multiple sites and provides reliability of equipment during times
the equipment may be down due to routine service or repair needs. It would also allow each assembly
to be configured for a specific pipe size/material increasing staff efficiency when mobilizing to complete
this work on a regular basis. This will increase the ability to inspect the sewer system by 10-20%.
Increased inspection of the system will also assist in identifying problem lines earlier and allow a
proactive response before a sewer backup/overflow occurs and to work with our local business on
addressing Fats, Oils and Grease (FOG) buildups from their operations. Sewer backups and/or overflows
can be costly to the City due to the potential cleanup of hazardous material both in the public way and
potentially on private property/buildings and the repair work that may be required on private property
to address the cause of the backup.
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CITY
JBUI-tN
WASHINGTON
2023-2024 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 2023-2024 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.
The Public Works Department is responsible for planning and implementing capital projects that
repair, replace, and expand the City's streets, utilities, and airport infrastructure. The planning of
capital projects starts with the City's Comprehensive Plan that includes elements for transportation,
utilities, and the airport. The Comprehensive Plan identifies projects and programs that are needed
within the planning horizon (usually 20-years). Each year, the projects and programs in the
Comprehensive Plan are reviewed to determine which are a priority for inclusion in the City's
Capital Facilities Plan. The projects are selected based on current and emerging needs, project
costs, and available or anticipated funding. The selected projects are included in the Draft Capital
Facilities Plan for consideration and adoption by the City Council. Implementation of the near-term
projects are then included in the Biennial budget as appropriate for adoption by the City Council.
This section of the budget summarizes the Capital Facilities Plan (CFP) showing capital projects
budgeted for 2023 and 2024 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 2023 and 2024 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 2023 vs. 2024, and another showing the projected
six-year expenditure level.
For more detail, reference should be made to the Capital Facilities Plan (2023—2028)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.
317
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
2023 / 2024 Capital Budget:
The following tables and graph summarize the capital facility expenditures and corresponding
funding sources in the 2023-2024 budget.
CAPITAL PROJECTS SUMMARY
12023
Total
FUNDING SOURCES-2023 Fund Federal State Local Other Sources
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects $ 3,374,418 $ 3,543,272 $ 598,000 $ 1,385,000 $ - $ 5,976,648 $ 14,877,338
Water Projects 8,892,779 1,148,781 - - - 3,000,000 13,041,560
Sewer Projects 5,992,500 - - - - - 5,992,500
Storm Drainage Projects 6,713,394 - - - - - 6,713,394
Parks and Recreation Projects 50,000 - - 300,000 30,000 962,800 1,342,800
General Municipal Projects
and Community Improvements 302,510 70,000 1,087,000 528,000 1,703,700 3,119,490 6,810,700
Other Proprietary Fund Projects 1,042,735 3,370,000 180,555 - - - 4,593,290
Total Funding by Source $ 26,368,336 $ 8,132,053 $ 1,865,555 $ 2,213,000 $ 1,733,700 $ 13,058,938 $ 53,371,582
Right Environmental& Demolition& Long Term Total
EXPENDITURES-2023 Design of Way Acquisition Monitoring Construction Debt Expenditures
Transportation Projects $ 2,431,268 $ 795,000 $ - $ 148,000 $ 11,297,726 $ 205,344 $ 14,877,338
Water Projects 1,196,000 - 934,810 - 10,910,750 - 13,041,560
Sewer Projects 631,000 - - - 5,361,500 - 5,992,500
Storm Drainage Projects 1,453,000 - - - 5,260,394 - 6,713,394
Parks and Recreation Projects 35,000 - 50,000 - 1,257,800 - 1,342,800
General Municipal Projects
and Community Improvements 1,141,400 - - - 4,965,100 704,200 6,810,700
Other Proprietary Fund Projects 464,180 - - - 4,129,110 - 4,593,290
Total Capital Expenditures $ 7,351,848 $ 795,000 $ 984,810 $ 148,000 $ 43,182,380 $ 909,544 $ 53,371,582
12024
Total
FUNDING SOURCES-2024 Fund Federal State Local Other Funding
Balance Sources Sources Sources REET Sources By Fund
Transportation Projects $ 5,499,856 $ 2,811,850 $ 1,288,500 $ 200,000 $ 450,000 $ 8,294,444 $ 18,544,650
Water Projects 6,176,810 - - - - - 6,176,810
Sewer Projects 1,344,000 - - - - - 1,344,000
Storm Drainage Projects 7,665,000 - - - - 400,000 8,065,000
Parks and Recreation Projects 50,000 - - - 30,000 683,500 763,500
General Municipal Projects
and Community Improvements - 843,000 560,000 - 4,916,500 2,531,866 8,851,366
Other Proprietary Fund Projects 405,555 690,000 5,555 - - - 1,101,110
Total Funding by Source $ 21,141,221 $ 4,344,850 $ 1,854,055 $ 200,000 $ 5,396,500 $ 11,909,810 $ 44,846,436
Right Environmental& Demolition& Long Term Total
EXPENDITURES-2024 Design of Way Acquisition Monitoring Construction Debt Expenditures
Transportation Projects $ 1,253,000 $ 318,000 $ - $ 75,000 $ 16,694,000 $ 204,650 $ 18,544,650
Water Projects 975,000 - 934,810 - 4,267,000 - 6,176,810
Sewer Projects 793,000 21,000 - - 530,000 - 1,344,000
Storm Drainage Projects 358,000 50,000 825,000 - 6,832,000 - 8,065,000
Parks and Recreation Projects 458,500 - 125,000 - 180,000 - 763,500
General Municipal Projects
and Community Improvements 2,360,000 - - - 5,789,866 701,500 8,851,366
Other Proprietary Fund Projects 186,110 - - - 915,000 - 1,101,110
Total Capital Expenditures $ 6,383,610 $ 389,000 $ 1,884,810 $ 75,000 $ 35,207,866 $ 906,150 $ 44,846,436
318
To Table of Contents I
2023-2024 Biennial Budget Section VII: Capital Planning
Capital Projects Summary
(2023-2024)
$100
ong erm 'e l—
her
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ton
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Community
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REET Drainage
Local Sources
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111
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O
Federal Sources 4
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4
Water
$40
$30
Fund
Balance
$20
Transportation
Right of Way
$10
Design
$0
Sources Uses Project
of Funds of Funds Types
319
To Table of Contents I
2023-2024 Biennial Budget Section VII: Capital Planning
Transportation Projects
2023-2024
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1 To Table of Contents I
2023-2024 Biennial Budget Section VII: Capital Planning
Transportation Projects
Thirty-one capital projects totaling $14,877,338 are budgeted for 2023 and twenty-two capital
projects totaling $18,544,650 are budgeted for 2024. The significant projects include the following:
• The Regional Growth Center Access Improvements project ($2,685,000 in 2023) will
construct a northbound left-turn lane and northbound/southbound crosswalk at the 3rd
Street NE and Auburn Avenue Intersection. The project will improve traffic operations,
safety, and circulation for both vehicles and non-motorized users. (See Map—"A")
• The Auburn Way S Improvements project ($400,000 in 2023 and $4,000,000 in 2024)will
widen Auburn Way S between Hemlock St SE and Poplar St SE to accommodate two
general purpose lanes in each direction,turn lanes, U-turns, curb,gutter,sidewalk, lighting,
and transit stop improvements. The project will add a new traffic signal near the Chinook
Elementary School. (See Map—"B")
• The M Street NE project from E Main St. to 4th St. NE ($250,000 in 2023 and $2,900,000
in 2024) will construct a complete four/five-lane street section and reconstruct the signal
on E Main Street. (See Map—"C")
• The C Street SW Preservation project($2,236,544 in 2023)will grind and overlay C Street
SW from W Main Street to the GSA signal. The project also includes ADA upgrades to
curb ramps and pedestrian push buttons. (See Map— "D")
Lakeland Hills Way Preservation project Lea Hill Bridge Deck replacement
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321
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
2023 -2024 Transportation Projects
2024 TIP#
Title Project# 2023 Budget Budget Page
10th Street NE Non-Motorized Improvements asbd39 187,000 5,000 N-3 323
10th Street NW/A St MW Intersection Improvements cp2207 1,015,000 - 1-15 323
2022 Arterial Pedestrian and Bike Safety Project cp2119 10,000 - N-13 323
37th Street SE Safe Routes to Schools asbd40 86,500 448,500 N-12 324
A Street Loop cp2117 1,195,000 - R-4 324
A Street NW-Phase 2 (West Main St to 3rd St NW) asbd4l - 350,000 R-5 324
Auburn Way N/1st St NE Signal Replacement cp1927 50,000 - I-1 325
Auburn Way S/6th Street SE Intersection Improvements asbd43 414,000 21,000 I-11 325
Auburn Way S Improvements(Hemlock St SE to Poplar St SE) cp1622 400,000 4,000,000 R-6 325
Evergreen Heights Elementary Sidewalks cp2221 71,500 1,050,500 N-8 326
Garden Avenue Realignment cp2022 704,348 - R-27 326
Harvey Road NE/8th St NE cp0611 82,794 82,392 1-5 326
High Friction Surface Treatment cp2112 10,000 - R-10 327
Lea Hill ITS Expansion asbd42 - 100,000 1-9 327
M Street NE(E Main St to 4th St NE) cp2210 250,000 2,900,000 R-7 327
M Street Underpass c201a0 122,550 122,258 R-3 328
Non-Motorized Safety Program asbd08 150,000 150,000 N-1 328
R St SE&21 st St SE intersection Safety Improvements cp1918 185,000 115,000 I-10 328
R St SE/29th St SE Intersection Improvements cp2116 250,000 4,000,000 1-8 329
Regional Growth Center Access Improvements cp2110 2,685,000 - R-16 329
Riverwalk Drive SE Non-Motorized Improvements cp2121 1,303,646 - N-9 329
S 272nd/277th Street Corridor Capacity&Non-Motorized Trail Imp. cp1821 148,000 75,000 S-2 330
SE 304th St/132nd Ave SE Roundabout asbd44 250,000 50,000 1-13 330
Stewart Road-City of Sumner asbd45 - 150,000 R-2 330
Subtotal Arterial Street Projects 9,570,338 13,619,650
Local Street Improvement Program spbd02 450,000 1,600,000 P-2 331
D Street SE and 23rd Street SE Storm Improvements cp2125 85,000 350,000 331
2023 Local Street Preservation Project cp2101 1,500,000 - P-16 331
Subtotal Local Street Projects 2,035,000 1,950,000
2nd Street SE Preservation cp2003 10,000 - P-3 332
2023 Arterial Preservation Project spbd11 378,456 - P-15 332
4th Street SE Preservation(Auburn Way S to L Street SE) cp2102 50,000 - P-14 332
A Street SE Preservation(37th Street to SE Lakeland Hills Way) spbd09 197,000 27,000 P-10 333
Arterial Street Preservation Program spbd01 250,000 1,465,644 P-1 333
C Street SW Preservation(GSA Signal to Ellingson Road SE) spbd10 - 198,000 P-7 333
C Street SW Preservation(W Main St to GSA Signal) cp2123 2,236,544 - P-11 334
Lake Tapps Pkwy/SumnerTapps Hwy E Preservation spbd08 150,000 1,284,356 P-6 334
Subtotal Arterial Street Preservation Projects 3,272,000 2,975,000
Total Transportation Projects 14,877,338 18,544,650
322
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2023-2024 Biennial Budget Section VII: Capital Planning
iProject Name: 10th Street NE Non-Motorized Improvements
IPr0lect No:asbd39 (TIP#N-3) I (Capacity Protect: NO 'Anticipated Year of Completion: I 2025 I
The project will implement a suite of non-motorized improvements along 10th Street NE between B Street NW and Auburn Way N.The proposed improvements include rechannelization the
roadway to convert the existing four-lane cross section to a three lanes section with bike lanes and a center two-way left-turn lane,changes to the existing intersection control at the intersection
with A Street NE,and the installation of a new north/south crosswalk to the east of the A Street NE intersection.The new crosswalk is proposed to be enhanced with a median island and a
Rectangular Rapid Flashing Beacon(RRFB).The exsting signal at D Street NE will require modification to match the new roadway cross section.The pavement is also proposed to be replaced
to support the rechannelization of the roadway and addition of on-street bicycle facilities.Local preservation funds are proposed to be utilized to fund the majority of the cost of the pavement
replacement,beyond the needs identified above,and are not included in the grant request.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) 134,000 5,000 132,000 271,000
Federal(Grants) 839,000 839,000
Local -
Other(Traffic Impact Fees) -
Street Preservation(Fund 105) 53,000 388,000 441,000
Subtotal - 187,000 5,000 1,359,000 - - 1,551,000
Capital Costs:
Design 187,000 187,000
(Right of Way 5,000 5,000 I
(Construction 1,359,000 1,359,000 I
Subtotal - 187,000 5,000 1,359,000 - •- - 1,551,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance cost): $1,000
(Project Name: 10th Street NWIA Street NW Intersection Improvements
IPr0lect No: cp2207 (TIP#I-15) (Capacity Protect: YES 'Anticipated Year of Completion: I 2023
The project will construct a new traffic signal in place of the exsting stop-control on the 10th Street NW approach.The project is needed to address a level of service deficiency at the
intersection.The project will also evaluate intersection control,channelization,and pedestrian crossing improvements along 10th Street NW to the east of the intersection.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) -
State -
Other(Traffic Impact Fees) 250,000 1,015,000 1,015,000
Other Sources -
Subtotal 250,000 1,015,000 - - - - - 1,015,000
Capital Costs:
Design 250,000 -
Right of Way -
Environmental -
Construction 1,015,000 1,015,000
Subtotal 250,000 1,015,000 - - - - - 1,015,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance :ost): $500
Project Name: 2022 Arterial Pedestrian and Bike Safety Project
(Project No.cp2119 (TIP#N-13) (Capacity Project: NO 'Anticipated Year of Completion: I 2023
This project was developed as part of the Non-Motorized Safety Program(TIP N-1),and will replace curb ramps on 15th Street NE adjacent to the King County Park and Ride facilities,remove
curb returns and install sidewalk on A Street SE between 21st Street SE and 29th Street SE(near Oldcastle Precast),replace overhead flashers on enhanced crossing of East Main Street near
Washington Elementary with a rapid rectangular flashing beacon(RRFB)system,install a new RRFB system near Gildo Rey Elementary across 37th Street SE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) 330,000 10,000 10,000
Federal(Grants) -
State 75,000 -
Other(Traffic Impact Fees) -
REET -
Other Sources -
Subtotal 405,000 10,000 - - - - - 10,000
Capital Costs:
Design 35,689 -
Right of Way -
Construction 369.311 10,000 10,000
Subtotal 405,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance ;ost): $0
323
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
(Project Name: 37th Street SE Safe Routes to Schools
IProiect No:asbd40 (TIP#N-12) (Capacity Protect: YES 'Anticipated Year of Completion: I 2024
The project will complete a gap in the existing non-motorized system along 37th Street SE between M Street SE and the 37th Street trail which connects to R Street SE.Existing sidewalks are
provided along M Street SE to the north of 37th Street SE,and along 37th Street SE to the west of M Street SE.Sidewalks existing along both sides of the R Street SE corridor,and are proposed
to be upgraded with the R Street SE/29th Street SE improvement project A new pedestrian crossing at the trail connection to R Street SE is also proposed The new crossing will be enhanced
with an RRFB This project will install curb and gutter,storm improvements,street light upgrades,and a 7 5 foot sidewalk along the north side of 37th Street SE New ADA ramps will be provided
at side street intersections,aprons will be added at driveway approaches,and existing utility poles will be relocated or removed as needed.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
(Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
lArtenal Street Fund(Fund 102) -
IFederal(Grants) -
State 86,500 448,500 _ 535,000
Other(Traffic Mitigation Fees) -
REET -
Other Sources -
Subtotal •
86,500 448,500 - - - - 535,000
Capital Costs:
Design 86,500 86,500
Right of Way -
Construction 448,500 448,500
Subtotal 86,500 448,500 - - - - 535,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance ;ost): $0
Project Name: A Street Loop
Project No:cp2117(TIP#R-4) (Capacity Protect: YES 'Anticipated Year of Completion: I 2023
The project will construct a new one-way(eastbound)roadway connection between A Street SW/S Division Street 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 3rd Street SE and A Street SE,which does not meet adopted LOS standards.The
roadway will be constructed as a complete street to accommodate non-motorized road users.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) 1,125,000 1,125,000
State -
Local 340,000 -
Other(Traffic Impact Fees) 400,000 70,000 _ 70,000
Other Sources -
Subtotal 740,000 1,195,000 - _ •- - - 1,195,000
Capital Costs:
Design 300,000 -
Right of Way 100,000 70,000 70,000
Environmental -
Construction 340.000 1,125,000 1,125,000
Subtotal 740,000 1,195,000 - - - - - 1,195,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance most): $1,000
(Project Name: A Street NW,Phase 2 (W Main St to 3rd St NW)
Project No:asbd4l (TIP#R-5) 'Capacity Project: YES lAnticipated Year of Completion: I 2025
The project will widen A Street NW to create a three-lane roadway section between W Main St and 3rd St NW. This project will improve the connection between the A St NW Extension,(Phase
1)and Auburn Station and Central Business District.This project could be partially or fully funded by development and/or Sound Transit's parking garage/access improvements.The project is
approximately 0.2 miles long.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) -
State -
Local 200,000 1,325,000 1,525,000
Other(Traffic Impact Fees) 150,000 150,000
Other Sources 1,325,000 1,325,000
Subtotal - 350,000 2,650,000 - - - 3,000,000
Capital Costs:
Design 250,000 250,000
Right of Way 100,000 100,000
(Construction 2,650,000 2,650,000
Subtotal - - 350,000 2,650,000 - - - 3,000,000
'Anticipated Impact on Future Operating Budgets(Annual Maintenance most): $500 1
324
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
'Project Name: Auburn Way N11st Street NE Signal Replacement I
IProtect No cp1927 (TIP#I-1) 'Capacity Project YES 'Anticipated Year of Completion 2023 I
The project will replace the roasting traffic signal at the Auburn Way N11 st Street NE signal.The signal was constructed in 1968 and is approaching the end of its service life.The project scope
also includes the construction of ADA improvements,curb-bulbs,and storm improvements.
I Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028 I
'Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total I
'Arterial Street Fund(Fund 102) 1,146,157 25,000 25,000
'Federal(Grants) - I
State -
Local -
Street Preservation(Fund 105) 250,000 25,000 25,000
Other Sources -
Subtotal 1,396,157 50,000 - - 50,000
Capital Costs:
Design 164,256 -
Right of Way - -
Construction 1,231,901 50,000 50,000
Subtotal 1,396,157 50,000 - - 50,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance.ost): $0
'Project Name: Auburn Way Sl6th Street SE Intersection Improvements I
(Project No.asbd43 (TIP#I-11) 'Capacity Project: YES 'Anticipated Year of Completion: 2025 I
The project will construct a dedicated southbound right-turn lane on SR 164(Auburn Way S)at the intersection with 6th Street SE.This will allow the rechannelization of the westbound SR 18 off-
ramp to allow dual left-turns and better accommodate the high number of vehicles making the southbound right-turn from SR 164 to 6th Street SE to access the A Street SE corridor
The project will also modify two existing State signals to accommodate the re-channelization and additional lane,revise street lighting and ITS infrastructure as needed,replace the existing
sidewalk where SR 164 is being widened,and include additional channelization changes as appropriate.
The protect will address an Basting level of service deficiency at the intersection,reduce queues on the off-ramp,improve access from SR 18 and SR 164 to A Street SE,and improve the
efficiency of the SR 18/SR 164 interchange.
I Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028 I
'Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total I
'Arterial Street Fund(Fund 102) - I
'Federal(Grants) 1,357,000 1,357,000 I
Local -
Other(Traffic Impact Fees) 414,000 21,000 212,000 647,000
IREET - I
(Other Sources - I
I Subtotal 414,000 21,000 1,569,000 - - 2,004,000 I
'Capital Costs: I
Design 414000 414,000
Right of Way 21.000 21,000
(Construction 1,569,000 1,569,000 I
Subtotal - 414,000 21,000 1,569,000 - - - 2,004,000
'Anticipated Impact on Future Operating Budgets(Annual Maintenance :ost): $500 I
'Project Name: Auburn Way S Improvements(Hemlock St SE to Poplar St SE) I
'Project No cp1622 (TIP#R-6) 'Capacity Project YES 'Anticipated Year of Completion 2025 I
The project will widen Auburn Way S between Hemlock St SE and Poplar St SE to accommodate two general purpose lanes in each direction,turn lanes,access management where feasible,U-
turns,curb,gutter,sidewalk,illumination,transit stop improvements,a new traffic signal in the vicinity of Chinook Elementary School,Intelligent Transportation Systems,streetscape and storm
improvements.The project length is approximately 0 4 miles The project is needed to address traffic operations issues along the corridor
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028 I
'Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
'Arterial Street Fund(Fund 102) 200,000 200,000 I
IFederal(Grants) 1,297,500 2,061,850 1,546,385 3,608,235 I
IState - I
Other(Traffic Impact Fees) 1,710,091 400,000 1,738,150 1,453,615_ _ _ 3,591,765
Other(ARPA) 150,000 -
I Subtotal 3,157,591 400,000 4,000,000 3,000,000 •
- - 7,400,000 I
'Capital Costs: I
IDesign 2,357,591 - I
'Right of Way 800,000 400,000 400,000 I
Construction 4,000,000 3,000,000 _ 7,000,000
Long Term Debt - - - -
I Subtotal 3,157,591 400,000 4,000,000 3,000,000 •
- - 7,400,000 I
Anticipated Impact on Future Operating Budgets(Annual Maintenance :ost): $2,500
325
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
'Project Name: Evergreen Heights Elementary Sidewalks
'Project No:cp2221 (TIP#N-8) ICapacity Protect: YES 'Anticipated Year of Completion: I 2024
The project will construct a new sidewalk along the north side of S 316th Street between the end of the existing sidewalk at 56th Avenue S and 51st Avenue S to the west(approximately 1,250
feet).The project will also construct curb and gutter,storm improvements,and street lighting.The storm utility is contributing a portion of the utility costs which are shown in the Storm Capital
Facilities Plan.
I Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
(Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
'Arterial Street Fund(Fund 102) 15,000 210,500 225,500 I
'Federal(Grants) - I
'State 56,500 840,000 896,500I
Other(Traffic Mitigation Fees) _ _ _
REET
Other Sources -
Subtotal 71,500 1,050,500 - 1,122,000
Capital Costs:
Design -
Right of Way -
Construction 71,500 1,050,500 1,122,000
Subtotal - 71,500 1,050,500 - - 1,122,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance most): $0
1Project Name:Garden Avenue Realignment
Project No.cp2022 (TIP#R-27) 'Capacity Protect. YES 'Anticipated Year of Completion. I 2023
The protect will construct a new east/west connection between Garden Avenue and 104th Avenue SE,and will cul-de-sac Garden Avenue to the north of 8th Street NE.This will improve traffic
operations and safety along 8th Street NE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) -
State -
Other(Traffic Impact Fees) 245,652 704348 704,348
REET -
Other Sources - -
Subtotal 245,652 704,348 - 704,348
Capital Costs:
Design 170,652 -
Right of Way 75,000 -
Construction 704,348 704,348
Subtotal 245,652 704,348 - - - - 704,348
Anticipated Impact on Future Operating Budgets(Annual Maintenance :ost): $1,000
'Project Name:Harvey Rd NEl8th St NE Intersection Improvements 1
IProject No:cp0611 (TIP#I.5) 'Capacity Project. YES 'Anticipated Year of Completion. I 2028 I
The project constructed one eastbound through/right turn-lane on 8th St NE to the west of Harvey Rd and modified traffic signals and traffic channelizahon to accommodate the new lane. The
additional lane reduced traffic delays and queuing at the intersection of Harvey Rd and 8th St NE in all directions.This protect also reconstructed M St NE from 4th St NE to 8th St NE,a segment
of roadway approximately 0.3 miles long with a four-lane cross-section. The reconstruction addressed the existing poor pavement condition and completed sidewalk gaps. Project was completed
in 2010 Ongoing budget is for Public Works Trust Fund Loan debt payments scheduled through 2028
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
'Arterial Street Fund(Fund 102) -
Federal(Grants) -
State -
Other(Traffic Impact Fees) 1,316,472 82,794 82,392 81,990 81,589 81,187 80,785 490,737
REET -
PWTFL 1,527,300 -
Subtotal 2,843,772 82,794 82,392 81,990 81,589 81,187 80,785 490,737
Capital Costs:
Design 327,500 -
Right of Way 200,400 _ -
Construction 1,203,900
(Long Term Debt 1,111,972 82,794 82.392 81,990 81,589 81,187 80,785 490,737 I
I Subtotal 2,843,772 82,794 82,392 81,990 81,589 81,187 80,785 490,737 1
Anticipated Impact on Future Operating Budgets(Annual Maintenance.ost): $0 I
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2023-2024 Biennial Budget Section VII: Capital Planning
lProject Name: High Friction Surface Treatment
IProlect No:cp2112 (TIP#R-10) (Capacity Project: YES lAnticipated Year of Completion: I 2023
The project will install a high friction surface treatment(HFST)at six different curved roadway segments throughout the City.The HFST involves the application of fine/rough aggregate to the
pavement using a polymer binder to increase pavement friction.The higher pavement friction helps motorists maintain better control in both dry and wet driving conditions,reducing the potential
for a crash.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) 707 10,000 10,000
Federal(Grants) 794,200 -
State -
Other(Traffic Impact Fees) -
REET -
Other Sources -
Subtotal 794,907 10,000 - - - • - 10,000
Capital Costs:
Design 60.000 -
Right of Way - -
Construction 734.907 10,000 10,000
Subtotal 794,907 10,000 - - • - • 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance cost): $0
lProject Name: Lea Hill ITS Expansion
(Project No:asbd42 (TIP#I.9) lCapacity Project: YES lAnticipated Year of Completion: I 2025
This project will extend new City of Auburn fiber east along SE 304th St from 124th Ave SE to 132nd Ave SE and connect to the signal with SE 304th St. This will support communication to
School zone beacons on both SE 304th SE and 132nd Ave SE,one traffic signal,one battery backup,and ITS cameras.
Prior Budget Budget Estimate r Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) I -
State -
Other(Traffic Impact Fees) 50,000 250,000 300,000
REET 50,000 250,000 300,000
Subtotal - 100,000 500,000 - - • 600,000
Capital Costs:
Design 100,000 100,000
Right of Way -
Construction 500,000 500,000
Subtotal - - 100,000 500,000 j • - - 600,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $500
Project Name: M Street NE(E Main St to 4th St NE)
(Project No:cp2210 (TIP#R-7) lCapacity Project: YES lAnticipated Year of Completion: I 2024
This project will construct a complete four/five-lane street section on M St NE from south of E Main St to 4th St NE,and reconstruct the signal at E Main St.The project is needed to improve
traffic operations along the M Street NE corridor,and replace the existing pavement which is in poor condition.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) 120,000 175,000 500,000 675,000
Street Preservation(Fund 105) 185,000 1,500,000 1,500,000
REET 400,000 400,000
Other(Traffic Impact Fees) 70,000 75,000 500,000 575,000
Other Sources -
Subtotal 375,000 250,000 2,900,000 - 3,150,000
Capital Costs:
Design 375,000 200,000 200,000
Right of Way 50,000 50,000
Construction 2,900,000 2,900,000
Subtotal 375,000 250,000 2,900,000 - - - • 3,150,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $500
327
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2023-2024 Biennial Budget Section VII: Capital Planning
(Project Name: M Street Underpass (3rd St SE to 8th St SE)
Project No c201a0 (TIP#R-3) I Capacity Project YES 'Anticipated Year of Completion I Beyond 2028
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) - -
Federal(Grants) 862,016 -
State 8,834,297 -
Other(Traffic Impact Fees) 5,446,616 122,550 122,258 121,965 121,673 121,380 121,088 730,914
Other(Traffic Mitigation Fees) 660,000 -
REET 1,140,000 -
PWTFL 3,284,857 -
Other(Other Agencies) 3,126,104 -
Subtotal 23,353,890 122,550 122,258 121,965 121,673 121,380 121,088 730,9141
(Capital Costs:
(Design 2,688,924 -
Right of Way 3,358,442 _ -
Construction 16,171,908 -
ILong Term Debt 1,134,616 122,550 122,258 121,965 121,673 121,380 121,088 730,914
Subtotal 23,353,890 122,550 122,258 121,965 121,673 121,380 121,088 730,914
'Anticipated Impact on Future Operating Budgets(Annual Maintenance ;ost): $0
(Project Name: Non-Motorized Safety Program
IProlect No:asbd08 (TIP#N-1) (Capacity Project: NO 'Anticipated Year of Completion: I Beyond 2028
The program will construct non-motorized safety improvement projects at locations throughout the City Projects are prioritized based on pedestrian and bicycle demands,existing deficiencies,
feld studies and community requests.Common improvements installed by this program include,but are not limited to,RRFBs,signage,striping,raised crosswalk,bicycle lanes,etc.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) 279,743 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Federal(Grants) -
Local -
Other(Traffic Impact Fees) -
REET -
Other Sources 179,596 -
Subtotal 459,339 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Capital Costs:
Design 111,924 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Right of Way -
Construction 347,415 120,000 120,000 120,000 120,000 120,000 120,000 720,000
Subtotal 459,339 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance:ost): $0
(Project Name: R Street SE&21st Street SE Intersection Safety Improvements
IProlect No:cp1918 (TIP#I-10) (Capacity Project: YES 'Anticipated Year of Completion: I 2025
The project will construct a single lane roundabout in place of the existing east/west stop-control on 21st Street SE The project is needed to address an existing LOS deficiency,and will improve
safety at the intersection.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) __ _
Federal(Grants) 1,167,451 1,167,451
Local -
Other(Traffic Impact Fees) 74,348 185,000 115,000 200,000 _ _ 500,000
REET -
Other Sources -
Subtotal 74,348 185,000 115,000 1,367,451 - - - 1,667,451
Capital Costs:
Design 74,348 185,000 185,000
Right of Way 115,000 115,000
Construction 1,367,451 - - 1,367,451
Subtotal 74,348 185,000 115,000 1,367,451 • - - 1,667,451
Anticipated Impact on Future Operating Budgets(Annual Maintenance most): $1,000
328
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: R St SEI 29th St SE Intersection Improvements
1Project No:cp2116 (TIP#1-8) 1Capacity Project: YES lAnticipated Year of Completion: 1 2024
The project will construct a second southbound through lane between 22nd Street SE and 33rd Street SE and a new signal at the 29th Street SE intersection.The improvements are needed to
address the wasting LOS deficiency at this intersection dunng the weekday PM peak hour.The project will also preserve the pavement and rechannelize R Street SE between 33rd Street SE and
the White River Bridge.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) -
Local -
Other(Traffic Impact Fees) 1,250,000 250,000 3,500,000 3,750,000
Street Preservation(Fund 105) 100,000 375,000 375,000
Other Sources 125,000 125,000
Subtotal 1,350,000 250,000 4,000,000 - •- 4,250,000
Capital Costs:
Design 1,100,000 -
Right of Way 250,000 250,000 250,000
Construction 4,000,000 - - 4,000,000
Subtotal 1,350,000 250,000 4,000,000 4,250,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance :out): $500
Project Name: Regional Growth Center Access Improvements
1Project No.cp2110 (TIP#R-16) 1Capacity Project. YES Anticipated Year of Completion. 1 2023
The project will construct a northbound left-turn lane and a northbound/southbound crosswalk at the 3rd Street NE/Auburn Avenue intersection,and realign the 4th Street NE/Auburn Way N
intersection to eliminate the split phase signal operation improving circulation and access.The project will improve traffic operations,safety,and circulation for both vehicles and non-motorized
users.
1 Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) 325,000 1,300,000 1,300,000
1Local 1,385,000 1,385,000
lOther(Traffic Impact Fees) 185,000 -
REET -
Other Sources -
Subtotal 510,000 2,685,000 • - - - 2,685,000
Capital Costs:
Design 410,000 -
Right of Way 100,000 -
Construction 2,685,000 - - 2,685,000
Subtotal 510,000 2,685,000 - - - - 2,685,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance :ost): $500
1Project Name: Riverwalk Drive SE Non-Motorized Improvements
1Project No:cp2121 (TIP#N-9) (Capacity Project: YES Anticipated Year of Completion: 1 2023
The project will construct sidewalks,street lighting,and related storm improvements along the east side of Riverwalk Drive SE between Auburn Way S and Howard Road SE.This project will
close a gap in the sidewalk system completing a non-motorized connection between the R Street SE and Auburn Way S The project will also install a RRFB at the intersection with Howard
Road.The project is proposed to be in partnership with the Muckleshoot Indian Tribe.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
lArterial Street Fund(Fund 102) 166,354 166,146 166,146
1State 180,000 455,000 455,000
Local -
Other(Traffic Impact Fees) -
Street Preservation(Fund 105) 50,000 350,000 350,000
Other Sources 332,500 332,500
Subtotal 396,354 1,303,646 - - - 1,303,646
Capital Costs:
Design 396,354 -
Right of Way -
Construction 1,303,646 - - 1,303,646
Subtotal 396,354 1,303,646 - - - 1,303,646
Anticipated Impact on Future Operating Budgets(Annual Maintenance ;ost): $2,000
329
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2023-2024 Biennial Budget Section VII: Capital Planning
(Project Name: S 272nd1277th St Corridor Capacity&Non-Motorized Trail Improvements 1
IProlect No•cp1821 (TIP#S-2) I (Capacity Protect YES (Anticipated Year of Completion' I 2028
This project will complete the environmental monitoring requirements related to the S 277th St corridor widening project between Auburn Way North and 1St NE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) -
State -
Other(Traffic Impact Fees) 37,213 75,000 75,000 20,000 20,000 20,000 20,000 230,000
Other(Other Funds) 73,000 73,000
Subtotal 37,213 148,000 75,000 20,000 20,000 20,000 20,000 303,000
Capital Costs:
Design -
Environmental 37,213 148,000 75,000 20,000 20,000 20,000 20,000 303,000
Construction -
Subtotal 37,213 148,000 75,000 20,000 20,000 20,000 20,000 303,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance :ost): $0
(Project Name: SE 304th St1132nd Ave SE Roundabout
(Project No.asbd44 (TIP#I-13) I (Capacity Project. YES lAnticipated Year of Completion. I 2025
The project will construct a single-lane roundabout at the SE 304th Street intersection with 132nd Avenue SE on Lea Hill.The roundabout will replace the existing stop-controlled on the SE 304th
Street approach.The project is needed to address a level of service deficiency at the intersection.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) -
State -
Other(Traffic Mitigation Fees) 250,000 50,000 1 200,000 1,500,000
Other Sources -
Subtotal - 250,000 50,000 1,200,000 - - - 1,500,000
Capital Costs:
Design 250,000 250,000
Right of Way 50,000 50,000
Construction 1,200,000 1,200,000
Subtotal - 250,000 50,000 1,200,000 - - - 1,500,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance cost): $1.000
(Project Name: Stewart Road-Sumner(Lake Tapps Parkway Corridor)
(Project No:asbd45 (TIP#R-2) I (Capacity Project: YES (Anticipated Year of Completion: I 2024
This is a City of Sumner project to widen the Stewart Road(Lake Tapps Parkway)Corridor.The project will replace the existing bridge over the White River with a new wider one.Completion of
this corridor widening is expected to signifcantly relieve traffic congestion in Auburn along the A St SE and C St SW corridors.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) -
Federal(Grants) -
State -
Other(Traffic Mitigation Fees) 150,000 150,000
Other Sources -
Subtotal - - 150,000 - - - - 150,000
Capital Costs:
Design -
Right of Way -
Construction 150,000 150,000
Subtotal - - 150,000 - - - - 150,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
330
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2023-2024 Biennial Budget Section VII: Capital Planning
(Project Name: Local Street Improvement Program
'Protect No'various (TIP#P-2) 'Capacity Project' NO 'Anticipated Year of Completion' I Beyond 2028
The program preserves local(unclassified)streets. Individual projects may include crack sealing,asphalt patching,pre-leveling,asphalt overlays and roadway reconstruction. The program also
funds the biennial collection of pavement condition ratings Beginning in 2019 REET funding was dedicated by council to this program Beyond 2022,funding for this program is shown as other
because a dedicated funding source has not yet been identified,and the use of REET to fund the program is not sustainable long term.Program funds reflect remaining budget after allocations to
specific local street preservation projects,which are included as separate projects in this TIP.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Local Street Fund(Fund 103) - 300,000 1,450,000 1,800,000 1,800,000 1,800,000 1,800,000 8,950,000
REET 2,339,650 -
Other(ARPA) 501,866 -
To Be Determined -
Other(Other Funds) 450,000 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Subtotal 3,291,516 450,000 1,600,000 1,950,000 1,950,000 1,950,000 1,950,000 9,850,000
Capital Costs:
Design 524,425 450,000 400,000 400,000 400,000 400,000 400,000 2,450,000
Right of Way -
Construction 2,767,091 1,200,000 1,550,000 1,550,000 1,550,000 1,550,000 7,400,000
Subtotal 3,291,516 450,000 1,600,000 1,950,000 1,950,000 1,950,000 1,950,000 9,850,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: D Street SE and 23rd Street SE Storm Improvements
'Project No.cp2125 (TIP#P-8) 'Capacity Protect. NO 'Anticipated Year of Completion. I 2024
The project will replace additional pavement on D Street SE and 23rd Street SE and is part of the scope of a larger storm project The project will replace the remaining portions of pavement not
required to be restored as part of the utility replacement.The project will reconstruct D Street SE between 21st Street SE and 23rd Street SE and between 25th Street SE and 27th Street SE.
The project will also use ARPA funding to install curb,gutter and sidewalk along the east side of K Street SE to the south of 21st Street SE.This will complete a gap between 21st Street SE and
Basting sidewalk completed as part of the replacement of Pioneer Elementary School.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Local Street Fund(Fund 103) 350,000 350,000
REET -
Other(ARPA) 50,000 85,000 85,000
To Be Determined -
Other(Other Funds) -
Subtotal 50,000 85,000 350,000 - - 435,000
Capital Costs:
Design 50,000 -
Right of Way -
Construction 85,000 350,000 435,000
Subtotal 50,000 85,000 350,000 - I - 435,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance,.ost): $0
(Project Name: 2023 Local Street Preservation Project
'Project No•cp2101 (TIP#P-16) (Capacity Project. NO 'Anticipated Year of Completion' I 2023
This project includes the preservation of.Olympic Street SE between 33rd Street SE&37th Street SE,13th Street between A Street SE and B Street SE,14th Street SE between A Street SE
and B Street SE,and 17th Street SE to the west of Dogwood Street SE The project will grind and overlay the pavement,with localized full depth pavement patching as necessary ADA ramps
will be upgraded,and sidewalk/curb&gutter will be replaced where damaged.Utility needs for the project are limited to minor storm upgrades,no water or sewer improvements have been
identified.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Local Street Fund(Fund 103) 31,669 1,500,000 1.500,000
REET 538,000 -
To Be Determined -
Other(Other Funds) -
Subtotal 569,669 1,500,000 - - - - - 1,500,000
Capital Costs:
Design 569,669 -
Right of Way -
Construction 1.500,000 1,500,000
Subtotal 569,669 1,500,000 - - - - 1,500,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance lost): $0
331
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: 2nd Street SE Preservation 1
1Project No:cp2003 (TIP#P-3) 1Capacity Project: NO lAnticipated Year of Completion: 1 2023 1
This project was developed as part of the Arterial Preservation Program(P-1)and will reconstruct 2nd Street SE between A Street SE and Auburn Way S.The reconstruction will utilize full depth
reclamation techniques.The project will also address fixed objects located within the clear zone,remove barriers to ADA access,and install new LED street lighting.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation(Fund 105) 408,216 10,000 10,000
Federal(Grants) 438,162 -
Other Sources 225,000 -
Subtotal 1,071,378 10,000 10,000
Capital Costs:
Design 153,335 -
Right of Way -
Construction 918,043 10,000 10,000
Subtotal 1,071,378 10,000 - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: 2023 Arterial Preservation Project
1Project No:spbd11 (TIP#P-15) 1Capacity Project: NO lAnticipated Year of Completion: 1 2023
This project was developed as part of the Arterial Preservation Program(P-1),and will implement crack sealing on various classified streets throughout the City.Sealing cracks will prolong the life
of the pavement by preventing water intrusion into the pavement structure.
Prior I Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation(Fund 105) 50.000 -
Federal(Grants) -
Transportation Benefit District 378,456 378,456
Subtotal 50,000 378,456 378,456
Capital Costs:
Design 50,000 56,768 56,768
Right of Way -
Construction - 321,688 321,688
Subtotal 50,000 378,456 - - 378,456
Anticipated Impact on Future Operating Budgets(Annual Maintenance ;ost): $0
Project Name: 4th Street SE Preservation(Auburn Way S to L Street SE)
1Project No:cp2102 (TIP#P-14) 1Capacity Project: NO lAnticipated Year of Completion: 1 2023
This project will replace pavement and utilities on 4th Street SE from Auburn Way South to L Street SE. A pavement grind and overlay is planned between Auburn Way South and D Street SE.
Full depth pavement reclamation is planned from D Street SE to L Street SE. The project will also include replacement of City utilities,removal of sidewalk obstructions,replacement of sidewalk
and curb ramps as needed to address ADA requirements,and other improvements.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation(Fund 105) 1,215,000 50.000 50,000
Federal(Grants) -
State 1,687,835 -
Local Street Fund(Fund 103) 32,000 -
Subtotal 2,934,835 50,000 - • - - - 50,000
Capital Costs:
Design 338,983 -
Right of Way -
Construction 2,595,852 50,000 50,000
Subtotal 2,934,835 50,000 - - - - 50,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance ;ost): $0
332
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: A St SE Preservation(37th Street SE to Lakeland Hills Way) 1
1Project No:various,spbd09 (TIP#P-10) 1Capacity Project: NO lAnticipated Year of Completion: 1 2025 1
The project will grind and overlay A Street SE from 37th Street SE to the intersection with Lakeland Hills Way(the southern paving limit is to the north of the Lakeland Hills intersection which is
included in the regional application for East Valley Highway widening).The project limits include a portion of A Street SE which is located in the City of Pacific.Auburn and Pacific are partnering
on the project to include this segment as part of the project.The project also includes ADA upgrades to curb ramps,pedestrian push buttons,and replacement of vehicle detection at signalized
intersections.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation(Fund 105) 183,000 27,000 210,000
Federal(Grants) 905,000 905,000
Transportation Benefit District 854,000 854,000
Other Sources 14,000 51,000 65,000
Subtotal • 197,000 27,000 1,810,000 2,034,000
Capital Costs:
Design 197,000 197,000
Right of Way 27,000 27,000
Construction 1,810,000 1,810,000
Subtotal 197,000 27,000 1,810,000 - 2,034,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Arterial Street Preservation Program 1
1Project No:various (TIP#P-1) 1Capacity Project: NO lAnticipated Year of Completion: 1 Beyond 2028 1
The program preserves classified streets throughout the City.Individual projects may include a combination of crack seal,overlays,rebuilds,and spot repairs.The program also funds the
biennial collection of pavement condition ratings.This program is currently funded through a 1%utility tax that was adopted by City Council in 2008.Program funds reflect remaining budget after
allocations to specific arterial street preservation projects,which are included as separate projects in this TIP. Program Funding is proposed to be modified in 2023 to be from a 1.5%City Utiltiy
tax and Transportation Benefit District funds.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation(Fund 105) 661,214 -
City Utility Tax&Sales Tax 250,000 1,465,644 2.674,000 I 3,120,000 4,000,000 3,950,000 15,459,644
Transportation Benefit District 900,000 900,000 1,800,000
REET 813,020
Other Sources 16.346 -
Subtotal 1,490,580 250,000 1,465,644 2,674,000 3,120,000 4,900,000 4,850,000 17,259,644
Capital Costs:
Design 155,129 250,000 275,000 300,000 325,000 350,000 375000 1,875,000
Right of Way -
Construction 1.335,451 1,190,644 2,374,000 2,795,000 4,550,000 4,475,000 15,384,644
Subtotal 1,490,580 250,000 1,465,644 2,674,000 3,120,000 4,900,000 4,850,000 17,259,644
Anticipated Impact on Future Operating Budgets(Annual Maintenance :ost): $0
Project Name: C Street SW Preservation(GSA Signal to Ellingson Road SE)
1Project No:spbdl0 (TIP#P-7) 1Capacity Project: NO lAnticipated Year of Completion: 1 2026
The project will grind and overlay C Street SW from the GSA signal(appro>dmately 2,000 feet to the south of 15th Street SW)to Ellingson Road SE.The project also includes ADA upgrades to
curb ramps and pedestrian push buttons,and replacement vehicle detection.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Street Preservation(Fund 105) 198.000 198,000
Federal(Grants) 865,000 865,000
Transportation Benefit District 28,000 865,000 893,000
Subtotal - - 198,000 28,000 1,730,000 - 1,956,000
Capital Costs:
Design 198,000 198,000
Right of Way 28,000 28,000
Construction 1,730,000 1,730,000
Subtotal - - 198,000 28,000 1,730,000 1,956,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance cost): $0
333
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: C Street SW Preservation(W Main St to GSA Signal)
1Project No:cp2123 (TIP#P-11) 1Capacity Project: NO Anticipated Year of Completion: 1 2023
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.
1 Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
1Street Preservation(Fund 105) 125,000 68,272 68,272 1
1Federal(Grants) 1,118,272 1,118,272 1
1Transportation Benefit District 1,050,000 1,050,000 1
Subtotal 125,000 2,236,544 - - - - 2,236,544
Capital Costs:
1Design 100,000 -
1RightofWay 25,000 -
1Construction 2,236,544 2,236,544 1
1 Subtotal 125,000 2,236,544 - - - - - 2,236,544 1
lAnticipated Impact on Future Operating Budgets(Annual Maintenance.;ost): $0 1
1Project Name: Lake Tapps Pkwy/Sumner-Tapps Hwy E Preservation 1
Project No•spbd08 (TIP#P-6) 1Capacity Project NO 1Anticipated Year of Completion 1 2024
The project will grind and overlay the Lake Tapps Parkway/Sumner-Tapps Highway E corridor from the intersection of Lake Tapps Parkway with Lakeland Hills Way to the intersection of Sumner-
Tapps Highway E with 16th Street E(the Auburn City limit).Portions of the corridor include a center two-way left-turn lane which does not require preservation and would be omitted from the grind
and overlay.The project scope also includes upgrades to ADA curb ramps and pedestrian push buttons,and replacement of vehicle detection at signalized intersections.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total 1
1Street Preservation(Fund 105) 25,000 150,000 534,356 684,356 1
1Federal(Grants) 750,000 750,000 1
10ther Sources - 1
1 Subtotal 25,000 150,000 1,284,356 - - - - 1,434,356 1
Capital Costs:
Design 25,000 125,000 125,000
Right of Way 25,000 25,000
Construction 1,284,356 1,284,356
1 Subtotal 25,000 150,000 1,284,356 - - - - 1,434,356 1
Anticipated Impact on Future Operating Budgets(Annual Maintenance :ost): $0 1
TOTAL CAPITAL COSTS and FUNDING SOURCES-TPANSPORTATION'
Prior Budget Budget _ Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Arterial Street Fund(Fund 102) 2,042,961 685,146 1,065,500 282,000 150,000 150,000 150,000 2,482,646
Local Street Fund(Fund 103) 63,669 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 1,800,000 10,800,000
Street Preservation(Fund 105) 3,069,430 889,272 2,634,356 388,000 - - - 3,911,628
City Utility Tax&Sales Tax - 250,000 1,465,644 2,674,000 3,120,000 4,000,000 3,950,000 15,459,644
Transportation Benefit District - 1,428,456 - 882,000 865,000 900,000 900,000 4,975,456
Federal(Grants) 3,716,878 3,543,272 2,811,850 5,814,836 865,000 - - 13,034,958
State 10,777,132 598,000 1,288,500 - - - - 1,886,500
Local 340,000 1,385,000 200,000 1,325,000 - - - 2,910,000
REET 4,830,670 - 450,000 250,000 - - - 700,000
PWTFL 4,812,157 - - - - - - -
Other(ARPA) 701,866 85,000 - - - - - 85,000
Other(Other Funds) 450,000 223,000 150,000 150,000 150,000 150,000 150,000 973,000
Other(Other Agencies) 3,126,104 - - - - - - -
Other(Traffic Mitigation Fees) 660,000 250,000 200,000 1,200,000 - - - 1,650,000
Other(Traffic Impact Fees) 10,985,392 3,393,692 6,353,800 2,339,570 223,262 222,567 221,873 12,754,764
Other Sources 420,942 346,500 125,000 1,376,000 - - - 1,847,500
To Be Determined - - - - - - - -
Total 45,997,201 14,877,338 18,544,650 18,481,406 7,173,262 7,222,567 7,171,873 73,471,096
Capital Costs:
Design 10,788,779 2,431,268 1,253,000 730,000 755,000 780,000 805,000 6,754,268
Right of Way 4,908,842 795,000 318,000 28,000 - - - 1,141,000
Environmental 37,213 148,000 75,000 20,000 20,000 20,000 20,000 303,000
Construction 28,015,779 11,297,726 16,694,000 17,499,451 6,195,000 6,220,000 6,145,000 64,051,177
Long Term Debt 2,246,588 205,344 204,650 203,955 203,262 202,567 201,873 1,221,651
Total 45,997,201 14,877,338 18,544,650 18,481,406 7,173,262 7,222,567 7,171,873 73,471,096
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2023-2024 Biennial Budget Section VII: Capital Planning
Summary of Impacts of 2023-2024 Capital Projects on Future Operating Expenses
Transportation Projects 2024 2025 2026 2027 2028 2029 6 Year Total
10th St NW/A St NW Intersection Improvements $ - $ - $ 1,000 $ 1,000 $ 1,000 $ 1,000 $ 4,000
10th Street NW/A Street NW Intersection Improvements 500 500 500 500 500 500 3,000
AStreetLoop 1,000 1,000 1,000 1,000 1,000 1,000 6,000
A Street NW,Phase 2 (W Main St to 3rd St NW) - - 500 500 500 500 2,000
Auburn Way S/6th Street SE Intersection Improvements - - 500 500 500 500 2,000
Auburn Way S Improvements(Hemlock St SE to Poplar St SE) - - 2,500 2,500 2,500 2,500 10,000
Garden Avenue Realignment 1,000 1,000 1,000 1,000 1,000 1,000 6,000
Lea Hill ITS Expansion - - 500 500 500 500 2,000
M Street NE(E Main St to 4th St NE) - - 500 500 500 500 2,000
R Street SE&21st Street SE Intersection Safety Improvements - - 1,000 1,000 1,000 1,000 4,000
R St SE/29th St SE Intersection Improvements - 500 500 500 500 500 2,500
Regional Growth Center Access Improvements 500 500 500 500 500 500 3,000
Riverwalk Drive SE Non-Motorized Improvements 2,000 2,000 2,000 2,000 2,000 2,000 12,000
SE 304th St/132nd Ave SE Roundabout - - 1,000 1,000 1,000 1,000 4,000
Total Transportation Projects $ 5,000 $ 5,500 $ 13,000 $ 13,000 $ 13,000 $ 13,000 $ 62,500
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2023-2024 Biennial Budget Section VII: Capital Planning
Transportation Projects
2023/2024 Revenue Sources o2023 ❑2024
Fund Balance
Federal,State& I I
Local Grants
Taxes
Traffic Impact &
Mitigation Fees _
Other Funds 11
Other Local Agencies r,
and Developers
$0 $1 $2 $3 $4 $5 $6 $7
Millions
Transportation Projects
Projected Capital Expenditures
$20
$15
$10
2
� s
$5
$0
2023 2024 2025 2026 2027 2028
336
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2023-2024 Biennial Budget Section VII: Capital Planning
CITY OF izisT
UBU
WASHINGTON
337
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2023-2024 Biennial Budget Section VII: Capital Planning
Water Utility Projects
2023-2024
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338
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2023-2024 Biennial Budget Section VII: Capital Planning
Water Utility Projects
Twenty-seven capital projects totaling $13,041,560 are budgeted for 2023 and fifteen capital
projects totaling $6,176,810 are budgeted for 2024. A few of the significant projects include the
following:
• The Reservoirs 4 and 8 Seismic Rehabilitation project ($1,255,750 in 2023) will install
seismic control valves on outlet piping on reservoirs 4A, 4B,8A and 8B. (See Map—"A")
• The Coal Creek Springs Transmission Main Replacement($3,000,000 in 2023)will provide
full replacement of the transmission main crossing the White River via a pedestrian bridge.
(See Map— "B")
• In addition to storm drainage and other facility improvements, the D Street SE and 23rd
Street SE Storm Improvements project ($1,540,000 in 2023) will replace and construct
water main improvements. (See Map—"C")
• The Auburn Way South -Hemlock St SE to Poplar St SE ($2,1,76,000 in 2023 and
$256,000 in 2024) will replace approximately 2,300 feet of cast iron line with ductile iron
water main. (See Map— "D")
Academy Pump Station#1 Pump Replacement project
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339
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2023-2024 Biennial Budget Section VII: Capital Planning
2023-2024 Water Fund Projects
2023 2024
Title Project# Budget Budget Page
4th Street SE Preservation cp2102 20,000 - 341
104th Avenue SE PRV Replacement wabd33 75,000 350,000 341
104th Park Development(104th to 102nd Water Main Loop) cp1619 250,000 - 341
112th PI SE Water Main Replacement wabd30 - 155,000 342
Academy Pump Station#1 Pump Replacement cp1916 10,000 - 342
Algona Well 1 Decommissioning wabd08 50,000 - 342
Auburn Way South-Hemlock Street SE to Poplar Street SE cp1622 2,176,000 256,000 343
Braunwood Building Roof Replace wabd34 40,000 - 343
C St SW Preservation cp2123 900,000 - 343
Cascade Water Alliance Water Purchase cp1914 934,810 934,810 344
Coal Creek Springs Rehabilitation cp2209 450,000 - 344
Coal Creek Springs Transmission Main Replacement cp1603 3,000,000 - 344
Comprehensive Water Plan cp2134 251,000 20,000 345
D St SE and 23rd Street SE Storm Improvements cp2125 1,540,000 - 345
Deduct Meter Replacement Program,Phases 1 through 3 cp1917,cp2001,cp2115 10,000 - 345
Fulmer Treatment Facility VFD Replacements wabd32 175,000 - 346
Garden Avenue Realignment cp2022 450,000 - 346
Intertie Booster Pump Station Generator Pigtail wabd36 75,000 - 346
Lead Service Line Replacement cp1922 10,000 - 347
M Street NE Widening cp2210 25,000 - 347
On-Site Chlorine Generation Systems(OSEC)at Wells 1 and 4 wabd35 - 275,000 347
R Street SE Improvements cp2116 60,000 1,000,000 348
Reservoir 2 Valves wabd29 760,000 - 348
Reservoir Repair and Replacements wabdl2 64,000 66,000 348
Reservoirs 4 and 8 Seismic Rehabilitation cp2219 1,255,750 - 349
Street Utility Improvements wabd0l - 1,300,000 349
Water Repair&Replacements wabd02 - 325,000 349
Water Resources Protection Program(Wellhead Protection) wabd23 30,000 30,000 350
Water Trench Patches Program wabd28 160,000 165,000 350
Well 4 Electrical Improvements wabd37 - 200,000 350
Well 4 Facility Improvements cp2021 20,000 - 351
West Hill Springs Transmission Main Replacement wabd3l 250,000 850,000 351
West Hill Springs Water Quality Improvements wabd38 - 250,000 351
Total Water Fund Projects Total Costs 13,041,560 6,176,810
340
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: 4th Street SE Preservation
(Project No: cp2102 (Capacity Project: No (Anticipated Year of Completion: I 2023
Along with the street reconstruction and other utility improvements,replace approximately 1,700 LF of 6"cast iron pipe between F St SE and L St Se with 8"ductile iron pipe.
Replace approximately 630LF of 8"cast iron pipe between D St SE and F St SE with 8"ductile iron pipe.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 1,120,000 20,000 20,000
Bond Proceeds 200,000 -
State Grants -
Local -
Other(PWTF loan) -
Subtotal 1,320,000 20,000 - - - - 20,000
Capital Costs:
Design 87,648 -
Right of Way -
Construction 1,232,352 20,000 20,000
Subtotal 1,320,000 20,000 - - - •- •- 20,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: 104th Avenue SE PRV Replacement
(Project No: wabd33 (Capacity Project: No (Anticipated Year of Completion: I 2024
The PRV station located at 104th Ave SE south of SE 302nd St(aka,cobble Creek Upper)is in a manhole that is difficult to access for repairs.The galvanized piping is
corroded and may have a small leak.The station will be replaced with a new vault,valves and piping near the existing location.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 75,000 350,000 425,000
Bond Proceeds - - -
State Grants -
Local -
Other -
Subtotal - 75,000 350,000 - - - - 425,000
Capital Costs:
Design - 75,000 - - 75,000
Right of Way -
Construction - 350,000 - - 350,000
Subtotal - 75,000 350,000 - - - - 425,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: 104th Park Development(104th to 102nd Water Main Loop)
(Project No: cp1619 (Capacity Project: No (Anticipated Year of Completion: I 2023
This project will construct a water main between 102nd Avenue SE and 104 Avenue SE as part of a Parks Department project that is developing a new City park.The new
water main will eliminate convert the existing dead-end system to a looped system,as recommended by the Comprehensive Plan.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
IWater Fund 50,000 250,000 250,000
Bond Grants
State Grantsants
(Local -
lOther -
Subtotal 50,000 250,000 - - - - - 250,000
Capital Costs:
Design50,000 -
Right of
of Way
Construction 250,000 - - 250,000
Subtotal 50,000 250,000 - - - - - 250,000 1
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0 1
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: 112th PI SE Water Main Replacement 1
1Project No: wabd30 1Capacity Project: No lAnticipated Year of Completion: 1 2025 1
The 6"cast iron main along 112th PI SE experienced three breaks within 30 days in December 2021 and January 2022.The project will replace approximately 2,715 LF of 4"
and 6"cast iron with 8"ductile iron.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 155,000 1,845,000 2,000,000
Bond Proceeds - - -
State Grants -
Local -
Other -
Subtotal - - 155,000 •1,845,000 - - - 2,000,000
Capital Costs:
Design - - 155,000 - - 155,000
Right of Way -
Construction - - 1,845,000 - - 1,845,000
Subtotal - - 155,000 1,845,000 - - - 2,000,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Academy Pump Station#1 Pump Replacement
1Project No: cp1916 1Capacity Project: Yes lAnticipated Year of Completion: 1 2023
The pump station is reaching the end of its useful life.The project will construct a new pump station with 4 pumps to meet peak demands and fire flow requirements.Pump
station#1 will be removed and pump station#2 will be used for storage after the pumps are removed.Preliminary design found it to be more cost effective to build a new
pump station and decommission both existing pump stations.The backup power generator will be replaced.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 609,490 10,000 - - - - - 10,000
Bond Proceeds 3,742,979 -
State Grants -
Local -
Other -
Subtotal 4,352,469 10,000 - - - - - 10,000
Capital Costs:
Design 665,849 - - - - - - -
Right of Way -
Construction 3,686,620 10,000 10,000
Subtotal 4,352,469 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Algona Well 1 Decommissionin
lProject No: wabd08 1Capacity Project: Yes lAnticipated Year of Completion: 1 2023
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund - 50,000 50,000
Bond Proceeds -
State Grants - -
Local -
DWSRF Loan - - -
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
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Auburn Way South-Hemlock Street SE to Poplar Street SE
(Project No: CP1622 (Capacity Project: No (Anticipated Year of Completion: 1 2024
Water main improvements constructed in conjunction with Auburn Way South street improvements.Project will replace approximately 2,300 feet of 10"cast iron line with 12"
ductile Iron water main.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 66,000 2,176,000 256,000 - - 2,432,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 66,000 2,176,000 256,000 - 2,432,000
Capital Costs:
Design 66,000 -
Right of Way - -
Construction 2,176,000 256,000 - - 2,432,000
Subtotal 66,000 2,176,000 256,000 2,432,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Braunwood Building Roof Replace
Project No: wabd34 (Capacity Project: No (Anticipated Year of Completion: 1 2023
The roof on the Braunwood building is the original constructed in 1997.The asphalt shingles will be replaced with a metal roof for longer life.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund - 40,000 - 40,000
Bond Proceeds - - - -
State Grants -
Local -
Other -
Subtotal 40,000 - 40,000
Capital Costs:
Design - 10,000 10,000
Right of Way -
Construction - 30,000 - 30,000
Subtotal 40,000 - 40,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: C St SW Preservation
Project No: cp2123 1Capacity Project: NO Anticipated Year of Completion: 1 2023
Along with the street reconstruction and other utility improvements,replace approximately 300 LF of 8"cast ion pipe with 12"ductile iron pipe and replace 560 LF of 16"cast
iron pipe with 16"ductile iron pipe,along with valves fire hydrants and services.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 455,000 900,000 900,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 455,000 900,000 - - - - - 900,000
Capital Costs:
Design 75,000 -
Right of Way -
Construction 380,000 900,000 900,000
Subtotal 455,000 900,000 - - - - - 900,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: Cascade Water Alliance Water Purchase 1
JProject No: cp1914 (Capacity Project: YES Anticipated Year of Completion: 1 Beyond 2028 1
Financing of System Development Charges for the right to purchase water from Tacoma Public Utilities through the Second Supply Pipeline to meet future projected demand,
based on agreements with Cascade Water Alliance. Council approved the agreements for permanent and reserve wholesale supply in September 2013.A new agreement
with Tacoma was executed in 2014.Budget reflects purchase of permanent supply-payments of$934,810 will continue from 2023 through 2029. Reserve supply will not be
purchased and is not included.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Capital Costs:
Design -
Water Supply Purchase 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Construction -
Subtotal 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Coal Creek Springs Rehabilitation 1
JProject No: cp2209 (Capacity Project: YES JAnticipated Year of Completion. 1 Beyond 2028 1
Rehabilitation of the Coal Creek Springs middle collector will improve capacity of the springs resulting in greater utilization of the water right.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 50,000 450,000 1.125,509 2,873,424 888,026 5,336,959
Bond Proceeds - -
State -
Local -
Other -
50,000 450,000 - - 1,125,509 2,873,424 888,026 5,336,959
Capital Costs:
Design 50,000 450,000 500,000 950,000
Right of Way -
Construction - 625,509 2,873,424 888,026 4,386,959
Subtotal 50,000 450,000 - - 1,125,509 2,873,424 888,026 5,336,959
Anticipated Impact on Future Operating Budgets(,annual Maintenance Cost): $0
1Project Name: Coal Creek Springs Transmission Main Replacement 1
JProject No' cp1603 (Capacity Project: NO Anticipated Year of Completion: 1 2023 1
The facilities evaluation study conducted in 2013-2014 found a suspected leak on the 24"steel transmission main crossing the White River This project plans to provide for
full replacement of the transmission main suspended from a pedestrian bridge to be constructed across the White River.Parks Department will participate in the project by
providing funding from grants for the trail connections to the bridge.This option eliminates the deep blow-off and allows more flexibility for expansion. A future project would
rehabilitate the existing transmission main for redundancy.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 593,520 -
Bond Proceeds -
State Grants -
DWSRF Loan 1,000,000 3,000,000 3,000,000
Other -
Subtotal 1,593,520 3,000,000 - - - - - 3,000,000
Capital Costs:
Design 980,292 -
Right of Way -
Construction 613,228 3,000,000 3,000,000
Subtotal 1,593,520 3,000,000 - - - - - 3,000,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
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2023-2024 Biennial Budget Section VII: Capital Planning
'Project Name: Comprehensive Water Plan
IProlect No. cp2134 (Capacity Project: NO 'Anticipated Year of Completion. I 2024
Update the Comprehensive Water Plan as required by Washington Department of Health(DOH)by May 2022.DOH changed WAC to require a 10-year planning period
which is an increase from the 6-year period.Current plan(2015)was approved before the code change,but was written to include the 10-year period in anticipation of the
revised code.In August 2021,submitted update letter to DOH requesting extension of approved plan.The letter included a report of the demand forecast compared to actual
demand,and report of the capital improvement plan.If the extension is approved, next complete plan will be due in 2025.However,the water plan will need to be updated in
conjunction with the City's Comprehensive Plan due in 2024.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 385,000 251,000 20,000 271,000
Bond Proceeds -
State Grants -
DWSRF Loan -
Other -
Subtotal 385,000 251,000 20,000 - - - - 271,000
Capital Costs:
Design 385,000 251,000 20,000 271,000
Right of Way -
Construction -
Subtotal 385,000 251,000 20,000 - - 271,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: D St SE and 23rd Street SE Storm Improvements
'Project No: cp2125 (Capacity Project: NO (Anticipated Year of Completion: I 2023
Along with the storm drainage and other facility improvements,replace approximately 2,765 LF of 6"and 8"cast iron pipe with 8"ductile iron pipe,replace 380 LF of 12"cast
iron pipe with ductile iron pipe,and install 335 LF of 8"ductile iron pipe,along with valves,fire hydrants,and service.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 140,000 1,540,000 1,540,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 140,000 1,540,000 - - - - - 1,540,000
Capital Costs:
Design 140.000 - -
Right of Way -
Construction 1.540,000 1,540,000
Subtotal 140,000 1,540,000 - - - - - 1,540,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'Project Name: Deduct Meter Replacement Program,Phases 1 through 3 1
IProlect No: cp1917,cp2001,cp2115 (Capacity Project NO 'Anticipated Year of Completion. I 2023
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 protect 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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 258,154 10,000 10,000
Bond Proceeds 1,376,000 -
State Grants -
Local -
Other -
Subtotal 1,634,154 10,000 - - - - - 10,000
Capital Costs:
Design 60,729 -
Right of Way -
Construction 1,573,425 10,000 10,000
Subtotal 1,634,154 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
345
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Fulmer Treatment Facility VFD Replacements 1
lProject No:wabd35 lCapacity Project: NO lAnticipated Year of Completion: I 2023
The variable frequency drive(VFD)for pumps 1 and 2 at Fulmer Corrosion Control Treatment Facility (CCTF)were installed in 2002.They are at the end of their useful life
and require replacement as repair parts are no longer available.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 175,000 175,000
Federal Grants -
State Grants -
Local -
Other -
Subtotal 175,000 - 175,000
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 160,000 160,000
Subtotal •
175,000 - - 175,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Garden Avenue Realignment
lProject No: cp2022 lCapacity Project: NO lAnticipated Year of Completion: I 2023
This project will construct water improvements as part of the Garden Avenue Realignment transportation project.The improvements include installation of 1,000 feet of 12"
transmission main from the 20"existing main in 8th St NE along Garden Avenue to the location of a future new booster pump station site on property to be purchased on
102nd Ave SE,and then back to 8th St NE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 157,400 450,000 450,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 157,400 450,000 - - - - - 450,000
Capital Costs:
Design I 157,400 -
Right of Way -
Construction 450,000 450,000
Subtotal 157,400 450,000 - - - - - 450,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Intertie Booster Pump Station Generator Pigtail
lProject No: wabd36 lCapacity Project: NO lAnticipated Year of Completion: I 2023
Water main improvements in coordination with the Local Street Preservation Program and general arterial street improvements.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 75,000 75,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - 75,000 - - - - - 75,000
Capital Costs:
Design 10,000 10,000
Right of Way -
Construction 65,000 65,000
Subtotal - 75,000 - - - - - 75,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
346
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Lead Service Line Replacement 1
1Project No: cp1922 1Capacity Project: YES Anticipated Year of Completion: 1 Beyond 2028 1
The City has approximately 1,000 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.This project will remove lead service lines and construct associated roadway restoration throughout the City.Any additional lead service lines
that are not removed and replaced with this project will be replaced as part of future rehabilitation and replacement projects.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 557,532 10,000 10,000
Bond Proceeds 2,250,000 -
State Grants -
Local -
DWSRF Loan 5,807,532 -
Subtotal 10,000
Capital Costs:
Design 871,073 -
Right of Way -
Construction 4,936,459 10,000 10,000
Subtotal 5,807,532 10,000 - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: M Street NE Widening
1Project No: cp2210 1Capacity Project: NO lAnticipated Year of Completion: 1 2025
Water main improvements constructed in conjunction with streets project:M ST NE widening(E Main to 4th St NE).Work includes replacing 26 services,connecting to
existing 12"ductile main,and abandoning 6"cast main in place.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 12,000 25,000 500,000 525,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 12,000 25,000 500,000 - - 525,000
Capital Costs:
Design 12,000 25,000 - - 25,000
Right of Way -
Construction - 500,000 - 500,000
Subtotal 12,000 25,000 - 500,000 525,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: On-Site Chlorine Generation Systems(OSEC)at Wells 1 and 4 1
1Project No: wabd35 1Capacity Project' NO lAnticipated Year of Completion' 1 2024 1
The existing liquid chlorine(sodium hypochlorite)used at Wells 1 and 4 degrades during low winter demand periods when the volume used is much lower and product
turnover is decreased.This results in more chemical used to achieve the same chlorine dose,which is not cost effective.On-site generation at both wells would enable
operations to produce the volume of chlorine needed,resulting in less waste.The systems would be sized to meet peak summer demands while providing flexability during
winter months.Overall installation and operations costs will be further evaluated with the comprehensive water system plan update in 2022-2023.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 275.000 275,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal - - 275,000 - - - - 275,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 250,000 250,000
Subtotal - - 275,000 - - •- •- 275,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
347
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: R Street SE Improvements
lProject No: cp2116 lCapacity Project: NO lAnticipated Year of Completion: I 2024
Along with the street reconstruction and other utility improvements,replace approximately 2,830 LF of 8"cast iron pipe with 12"ductile iron pipe,along with valves,fire
hydrants,and services.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 70,000 60,000 1,000,000 1,060,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 70,000 60,000 1,000,000 - - - - 1,060,000
Capital Costs:
Design 70,000 60,000 60,000
Right of Way -
Construction 1,000,000 1,000,000
Subtotal 70,000 60,000 1,000,000 - - - - 1,060,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Reservoir 2 Valves
lProject No: wabdl2 lCapacity Project: NO lAnticipated Year of Completion: I 2022
This project will replace the existing 20"supply valve with a seismic control valve,and replace the 12"drain valve at Reservoir 2.Both valves will be installed in a vault.This
project was identified as a maintenance issue due to limited access to the valves.The addition of a seismic control will improve the resiliency of the distribution system.
Prior i Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 240,000 760,000 760,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 240,000 760,000 - - - - - 760,000
Capital Costs:
Design 240,000 -
Right of Way -
Construction 760,000 760,000
Subtotal 240,000 760,000 - - - - - 760,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Reservoir Repair and Replacements
IProiect No:wabdl2 lCapacity Project: NO Anticipated Year of Completion: I Beyond 2028
General reservoir maintenance and minor improvements.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 62,000 64,000 66,000 68,000 70,000 72,000 74,000 414,000
Bond Proceeds -
State Grants -
Local -
Other -
Subtotal 62,000 64,000 66,000 68,000 70,000 72,000 74,000 414,000
Capital Costs:
Design -
Right of Way -
Construction 62,000 64,000 66,000 68,000 70,000 72,000 74,000 414,000
Subtotal 62,000 64,000 66,000 68,000 70,000 72,000 74,000 414,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
348
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: Reservoirs 4 and 8 Seismic Rehabilitation 1
(Project No: cp2219 (Capacity Project: NO (Anticipated Year of Completion: I 2023
Install seismic control valves on outlet piping of Reservoirs 4A,4B,8A,and 8B.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 100,000 106,969 106,969
Bond Proceeds -
Federal Grants 300,000 1,148,781 1,148,781
Local -
Other -
Subtotal 400,000 1,255,750 - - - - 1,255,750
Capital Costs:
Design 400,000 -
Right of Way -
Construction 1,255,750 - - - - - 1,255,750
Subtotal 400,000 1,255,750 - 1,255,750
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Street Utility Improvements
(Project No: wabd0l (Capacity Project: NO (Anticipated Year of Completion: I Beyond 2028
Water main improvements in coordination with the street preservation and improvment projects.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 200,000 1,300,000 1,350,000 1,380,000 1,425,000 1,475,000 6,930,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal 200,000 1,300,000 1,350,000 1,380,000 1,425,000 1,475,000 6,930,000
Capital Costs:
Design -
Right of Way -
Construction 1,300,000 1,350,000 1,380,000 1,425,000 1,475,000 6,930,000
Subtotal 1,300,000 1,350,000 1,380,000 1,425,000 1,475,000 6,930,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Water Repair&Replacements
(Project No: wabd0l (Capacity Project: NO (Anticipated Year of Completion: I Beyond 2028
Program to fund distribution system repair and replacement projects required for meeting peak demands and reducing system losses. Projects will be coordinated with the
streets and other utility projects.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 325,000 1,100,000 345,000 1,200,000 370,000 3,340,000
Bond Proceeds 100,000 -
Federal Grants -
Local -
Other -
Subtotal 100,000 - 325,000 1,100,000 345,000 1,200,000 370,000 3,340,000
Capital Costs:
Design 100.000 325.000 345,000 370,000 1,040,000
Right of Way -
Construction 1,100,000 1,200,000 2,300,000
Subtotal 100,000 - 325,000 1,100,000 345,000 1,200,000 370,000 3,340,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
349
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: Water Resources Protection Pro-ram(Wellhead Protection)
(Project No: wabd23 Capacity Project: NO (Anticipated Year of Completion: I Beyond 2028
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 30,000 30,000 35,000 35,000 40,000 40.000 210,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - 30,000 30,000 35,000 35,000 40,000 40,000 210,000
Capital Costs:
Design -
Right of Way -
Construction 30,000 30,000 35,000 35,000 40,000 40,000 210,000
Subtotal - 30,000 30,000 35,000 35,000 40,000 40,000 210,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Water Trench Patches Program
(Project No: wabd28 (Capacity Project: NO lAnticipated Year of Completion: I Beyond 2028
This program provides annual funding for roadway restoration of trench patches from water leak repair and water service installation that are beyond the scope of work done
by maintenance staff.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 155,000 160,000 165,000 170,000 175.000 180.000 185,000 1,035,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal 155,000 160,000 165,000 170,000 175,000 180,000 185,000 1,035,000
Capital Costs:
Design -
Right of Way -
Construction 155,000 160,000 165,000 170,000 175,000 180,000 185,000 1,035,000
Subtotal 155,000 160,000 165,000 170,000 175,000 180,000 185,000 1,035,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Well 4 Electrical Improvements
(Project No: wabd37 (Capacity Project: NO (Anticipated Year of Completion: I Beyond 2028
CP2021(Well 4 Facility Improvements)identified electrical improvements outside the scope of the project that would be beneficial for the well.The well is over 40 years old
and much of the electrical equipment is original.Upgrades to the electrical system will improve the overall efficiency of the facility.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 200,000 850,000 1,050,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - - 200,000 850,000 - - - 1,050,000
Capital Costs:
Design 200,000 200,000
Right of Way -
Construction 850,000 850,000
Subtotal - - 200,000 850,000 - - - 1,050,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
350
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2023-2024 Biennial Budget Section VII: Capital Planning
(Project Name: Well 4 Facility Improvements
(Project No: cp2021 (Capacity Project: NO (Anticipated Year of Completion: I 2023
This project was identified in the Facilities Evaluation Study.The project will include a comprehensive investigation and evaluation of the well operation.Findings from the
evaluation will likely result in replacing the generator with a larger unit,possibly replacing the motor soft starter with a variable frequency drive(VFD),and replacing aging
control valves,gate valves,and air relief system.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 986,000 20,000 20,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal 986,000 20,000 - - - 20,000
Capital Costs:
Design 177,347 -
Right of Way -
Construction 808,653 20,000 20,000
Subtotal 986,000 20,000 - 20,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: West Hill Springs Transmission Main Replacement
(Project No: wabd3l (Capacity Project: NO (Anticipated Year of Completion: I 2025
The 2020 pipeline assessment indicated the existing cast iron transmission main is in poor condition.The main has experienced 2 breaks in the past.The project will replace
approximately 1,250 LF of 10"cast iron with 12"ductile iron.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 250,000 850,000 1,100,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - 250,000 850,000 - - - I - 1,100,000
Capital Costs:
Design 250,000 250,000
Right of Way -
Construction 850,000 850,000
Subtotal - 250,000 850,000 - - - - 1,100,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: West Hill Springs Water Quality Improvements
(Project No: wabd38 (Capacity Project: NO Anticipated Year of Completion: I 2024
The aging chlorination building at West Hill Springs will be replaced and a new liquid chlorination system will be installed.Additionally,aeration to adjust pH will be required.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 250,000 750,000 1,000,000
Bond Proceeds -
Federal Grants -
Local -
Other -
Subtotal - - 250,000 750,000 - - - 1,000,000
Capital Costs:
Design 250,000 250,000
Right of Way -
Construction 750,000 750,000
Subtotal - 750,000 - •- 1,000,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
351
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2023-2024 Biennial Budget Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUN)ING SOURCES-WATER
1 Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
,Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Water Fund 8,389,297 8,892,779 6,176,810 7,602,810 4,065,319 6,725,234 3,966,836 37,429,788
Bond Proceeds 7,668,979 - - - - - - -
Federal Grants 300,000 1,148,781 - - - - - 1,148,781
State Grants - - - - - - - -
Local - - - - - - - -
DWSRF Loan 6,807,532 3,000,000 - - - - - 3,000,000
Other - - - - - - - -
Total 23,165,808 13,041,560 6,176,810 7,602,810 4,065,319 6,725,234 3,966,836 41,578,569
Capital Costs:
Design 4,588,338 1,196,000 975,000 - 845,000 - 370,000 3,386,000
Water Supply Purchase 2,122,201 934,810 934,810 934,810 934,810 934,810 934,810 5,608,860
Right of Way - - - - - - - -
Construction 13,447,737 10,910,750 4,267,000 6,668,000 2,285,509 5,790,424 2,662,026 32,583,709
Total 20,158,276 13,041,560 6,176,810 7,602,810 4,065,319 6,725,234 3,966,836 41,578,569
352
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2023-2024 Biennial Budget Section VII: Capital Planning
Water Utility Projects ■2023 02024
2023 12024 Revenue Sources
Working
Capital
Federal Grants
Grants
DWSRF
Loan
$0 $2 $4 $6 $8 $10
Millions
Water Utility Projects
Projected Capital Expenditures
$15
$12
0,
$9
$6
$3
$0
2023 2024 2025 2026 2027 2028
353
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
Sanitary Sewer Utility Projects
2023-2024
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To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
Sanitary Sewer Projects
Eleven capital projects totaling $5,992,500 are budgeted for 2023 and seven capital projects
totaling $1,344,000 are budgeted for 2024. The significant projects include the following:
• The Rainier Ridge Pump Station Rehabilitation & Replacement project ($3,85.8,000 in
2023) initial phase will examine the alternative of rehabilitating the station, replacing major
component, or replacing the entire station. The proposed funding anticipates a complete
replacement and will be adjusted pending the alternatives analysis. (See Map—"A")
• The M Street NE Widening project ($20,000 in 2023 and $200,000 in 2024) will replace
approximately 300 linear feet of sewer line in conjunction with street improvements. (See
Map—"B")
• The D St SE & 23rd St SE Storm Improvements project ($200,000 in 2023) replaces
approximately 320 linear feet of 8" clay pipe sewer line with 8" PVC as well as replacing
seven side sewers connected to that line. (See Map— "C")
• The Sanitary Sewer Repair& Replacement/System Improvement program ($1,353,000 in
both 2023 and $321,000 in 2024) will repair and replace broken sewer mains and other
facilities identified through television inspection and routine cleaning.
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101
Sewer repair and replacement program Brick sewer manhole replaced as part of the
2nd Street SE Preservation project
355
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
2023-2024 Sewer Fund Projects
2023 2024
Title Project# Budget Budget Page
2nd Street SE Preservation cp2003 10,000 - 357
2024 Comprehensive Sewer Plan Update cp2135 180,000 20,000 357
4th Street SE Preservation cp2102 10,000 - 357
D St SE&23rd St SE Storm Improvements cp2125 200,000 - 358
Garden Avenue Re-alignment cp2022 71,500 - 358
Inflow and Infiltration Study sebdl l - 184,000 358
M Street NE Widening cp2210 20,000 200,000 359
Manhole Ring and Cover Replacement sebd04 83,000 86,000 359
Rainier Ridge Pump Station Rehabilitation/Replacement cp2009 3,858,000 - 359
Regional Growth Center Access Improvements cp2110 150,000 - 360
Sanitary Sewer Repair&Replacement/System Imp. Program sebd0l 1,353,000 321,000 360
Sewer Pump Station Replacement/Improvement Program sebd05 - 273,000 360
Street Utility Improvements sebd02 57,000 260,000 361
Total Sewer Fund Projects 5,992,500 1,344,000
356
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2023-2024 Biennial Budget Section VII: Capital Planning
(Project Name: 2nd Street SE Preservation
(Project No. cp2003 (Capacity Project: NO 'Anticipated Year of Completion.( 2023
This project replaces approximately 450 LF of 8"concrete sewer line with 8"PVC and replaces 2 manholes as part of a street reconstruction project for 2nd Street SE
between A Street SE and Auburn Way South
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 233,960 10,000 10,000
Federal -
State -
Local -
REET -
Other -
Subtotal 233,960 10,000 - - - - - 10,000
Capital Costs:
Design 13,960 5,000 5,000
Right of Way -
Construction 220,000 5,000 5,000
Subtotal 233,960 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: 2024 Comprehensive Sewer Plan Update
(Project No: cp2135 'Capacity Project: NO 'Anticipated Year of Completion:( 2024
This project is a continuation of the 2019 Sewer R&R project(CP1805),and proposes to complete the design and construction of the repairs not completed during the
construction phase of that project and to add three new sites. This project plans to replace a total of approximately 2,585 linear feet of 8"-10"diameter sewer line at 9
separate sites,and to complete 10 spot repairs.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 180,000 180,000 20,000 200,000
Federal -
State -
Local -
REET -
Other -
Subtotal 180,000 180,000 20,000 - - - - 200,000
Capital Costs:
Design 180,000 180,000 20,000 200,000
Right of Way -
Construction -
Subtotal 180,000 180,000 20,000 - - - - 200,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
(Project Name: 4th Street SE Preservation
Project No. cp2102 ICaPacity Project: NO IAnticiPated Year of Completion. 2023
Along with the street reconstruction and other utility improvements,replace approximately 950 feet of 8"and 150 feet of 21"diameter sanitary sewer mains as well as
provide new side sewers to each parcel served by those mains
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 616.000 10,000 10,000
Federal -
State -
Local -
REET -
Other -
Subtotal 616,000 10,000 - - - - - 10,000
Capital Costs:
Design 102,000 5,000 5,000
Right of Way -
Construction 514,000 5,000 5,000
Subtotal 616,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
357
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: D St SE&23rd St SE Storm Improvements 1
IProlect No: cp2125 ICapacity Project: NO 'Anticipated Year of Completion:I 2023
Along with the storm drainage and other facility improvements,replace approximately 320 LF of 8"clay pipe along K Street SE in its existing alignment with new 8"
PVC.as well as replacing seven side sewers within the right of way that are connected to that line.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 25,000 200,000 200,000
Federal -
State -
Local -
REET -
Other -
Subtotal 25,000 200,000 - - 200,000
Capital Costs:
Design 25,000 9,000 9,000
Right of Way -
Construction 191,000 191,000
Subtotal 25,000 200,000 - - 200,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Garden Avenue Re-alignment
Project No. cp2022 (Capacity Project: NO 'Anticipated Year of Completion 2023
Along with the extension of the road between Garden Avenue and 104th Ave SE,extend the existing sewer line in the new east/west roadway from the existing
manhole to Garden Avenue(approx..220 feet of 8"PVC pipe). Install three side sewer stubs to the properties north and south of the new road extension and to the
property adjacent to the new manhole.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 23,500 71,500 71,500
Federal -
State -
Local -
REET -
Other -
Subtotal 23,500 71,500 - - - - - 71,500
Capital Costs:
Design 23,000 10,000 10,000
Right of Way -
Construction 61,500 61,500
Subtotal 23,000 71,500 - - - - - 71,500
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Inflow and Infiltration Study 1
IProlect No• sebdl l (Capacity Protect: NO 'Anticipated Year of Completion 2024
This project will assess portions of the City Sewer Service Area for infiltration/inflow(I/I)values. Excessive localized I/I can be an indicator of poor sewer main and
side sewer conditions and could contribute to capacity issues in the future. This project will monitor flow in the collection system over several years.This data will
then be used to help identify repair and replacement needs,identify areas for further study,calibration of the City's hydraulic model,and for the I/I assessment portion
of the update to the Comprehensive Sewer Plan,currently underway.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 125,000 184,000 184,000
Federal -
State -
Local -
REET -
Other -
Subtotal 125,000 - 184,000 - - - - 184,000
Capital Costs:
Design 125,000 184,000 184,000
Right of Way -
Construction -
Subtotal 125,000 - 184,000 - - - - 184,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
358
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2023-2024 Biennial Budget Section VII: Capital Planning
'Project Name: M Street NE Widening
'Project No cp2210 (Capacity Project: NO 'Anticipated Year of Completion' 2024
Replace approximately 170 LF of 12"and 20 LF of 8"vitrified clay sewer line in M St NE between Main Street and 1st St NE and replace approximately 100 LF of 8"
PVC between 2nd and 3rd Street NE to repair a belly at the downstream end of the pipe in conjunction with street improvements.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 12,000 20,000 200,000 220,000
Federal -
State -
Local -
Other -
Subtotal 12,000 20,000 200,000 - - - - 220,000
Capital Costs:
Design 12,000 20,000 20,000
Right of Way -
Construction - 200,000 200,000
Subtotal 12,000 20,000 200,000 - - - 220,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): This protect could decrease the future operating budget by reducing the need for
staff to respond to loose manholes or lids.
'Project Name: Manhole Ring and Cover Replacement
(Project No: sebd04 (Capacity Project: NO 'Anticipated Year of Completion:' Beyond 2028
As manholes and roads age and their condition deteriorates,access covers and the rings in which they sit can become loose and/or misaligned,and can become a
potential 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. In some years,this replacement will be
as a stand-alone project,and in some years many of these replacements will be in conjunction with other City capital projects.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 80,000 83,000 86,000 89,000 92.000 95,000 98,000 543,000
Federal -
State -
Local -
REET -
Other -
Subtotal 80,000 83,000 86,000 89,000 92,000 95,000 98,000 543,000
Capital Costs:
Design 8,000 8,000 9,000 9,000 9.000 10,000 10,000 55,000
Right of Way -
Construction 72,000 75,000 77,000 80,000 83,000 85,000 88,000 488,000
Subtotal 80,000 83,000 86,000 89,000 92,000 95,000 98,000 543,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'Project Name: Rainier Ridge Pump Station Rehabilitation/Replacement I
'Project No: cp2009 'Capacity Project: NO 'Anticipated Year of Completion:' 2023 I
The Rainer Ridge Pump Station was constructed in 1980. Most of the property within its tributary basin has been fully developed,and the station has very little
excess capacity. As such,there is a very short response time in the event of a pump failure,especially during peak use. Additionally,the PVC force main has had
several breaks,and should be replaced. The initial phase of this project is examining the alternatives of rehabilitating the station,replacing major components,or
replacing/relocating the entire station.Funding for this project was derived from the Sewer Pump Station Replacement/Improvement program(sebd05).
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 992,000 3,858,000 3,858,000
Federal -
State -
Local -
REET -
Other -
Subtotal 992,000 3,858,000 - - - - - 3,858,000
Capital Costs:
Design 792,000 250,000 250,000
Right of Way -
Construction 200,000 3,608,000 3,608,000
Subtotal 992,000 3,858,000 - - - - - 3,858,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
359
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: Regional Growth Center Access Improvements
(Project No: cpc2110 (Capacity Project: NO 'Anticipated Year of Completion:I 2023
Along with the Intersection and other facility improvements,replace 200 LF of 8"concrete sewer with 8"PVC pipe in 3rd St NE between B St NE and Auburn Ave N.
1 Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
'Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
1SewerFund 15,000 150,000 150,000
jFederal -
State _
Local
IREET -
JOther -
Subtotal _ 15,000 150,000 _ _ 150,000
Capital Costs:
1Design 15.000 6,000 6,000 1
Right of Way - 1
1Construction 200,000 144,000 144,000
Subtotal 215,000 150,000 - - - - - 150,000 1
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0 1
Project Name: Sanitary Sewer Repair&Replacement/System Improvements Program 1
JProject No. sebd0l (Capacity Project: NO Anticipated Year of Completion.( Beyond 2028
Repair and replace(R&R)broken sewer mains and other facilities. These lines will be identified through television inspection and routine cleaning. This program
includes funding for R&R projects which have not yet been identified as a separate R&R project or are not associated with transportation projects.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. For efficiency and cost savings,sewer R&R
may be combined with other public facility improvements. Additionally,system improvements which enhance the ability to maintain service are included here
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 300,000 1,353,000 321,000 1,663,000 344,000 1,782,000 369,000 5,832,000
Federal -
State -
Local -
Other -
Subtotal 300,000 1,353,000 321,000 1,663,000 344,000 1,782,000 369,000 5,832,000
Capital Costs:
Design 250,000 130,000 268,000 166,000 287,000 178,000 307,000 1,336,000
Right of Way 20,000 21,000 23,000 25,000 69,000
Construction 30,000 1,223,000 32,000 1,497,000 34,000 1,604,000 37,000 4,427,000
Subtotal 300,000 1,353,000 321,000 1,663,000 344,000 1,782,000 369,000 5,832,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): This should decrease the operating budget by correcting the problems that
require operation staffs attention.
1Project Name: Sewer Pump Station Replacement/Improvement Program 1
JProject No: sebd05 (Capacity Project: NO JAnticipated Year of Completion:( 2026 1
The Sewer Utility's infrastructure currently consists of 17 public sewer pump stations that range in age from 2 to over 50 years old. As those stations age,and utility
operations change,considerations such as station condition,component condition,capacity,reliability,and safety suggest that stations be upgraded,rehabilitated,
and replaced.
This program fund will provide fundin Ito meet those reeds through 2026.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Sewer Fund 273,000 582,000 3,328,000 4,183,000
Federal -
State -
Local -
Other -
Subtotal - - 273,000 582,000 3,328,000 - - 4,183,000
Capital Costs: _
Design 273,000 582,000 266,000 1,121,000
JRight of Way -
'Construction 3,062,000 3,062,000
Subtotal - - 273,000 582,000 3,328,000 - - 4,183,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): This should decrease the operating budget by correcting the problems that
require operation staffs attention.
360
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2023-2024 Biennial Budget Section VII: Capital Planning
'Project Name: Street Utility Improvements
Project No sebd02 'Capacity Project NO 'Anticipated Year of Completion I Beyond 2028
Sewer system repair and replacements in coordination with transportation projects.
Comprehensive Plan Project#2
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
'Sewer Fund 90,000 57,000 260,000 270,000 280,000 290,000 300,000 1,457,000
'Federal -
'State -
Local
REET
Other -
Subtotal 90,000 57,000 260,000 270,000 280,000 290,000 300,000 1,457,000
Capital Costs:
Design 14,000 8,000 39,000 40,000 42,000 43,000 45,000 217,000
Right of Way -
Construction 76,000 49,000 221,000 230,000 238,000 247,000 255,000 1,240,000
Subtotal 90,000 57,000 260,000 270,000 280,000 290,000 300,000 1,457,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'TOTAL CAPITAL COSTS and FUN)ING SOURCE:-SEWER
I Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
'Sewer Fund 2,692,460 5,992,500 1,344,000 2,604,000 4,044,000 2,167,000 767,000 16,918,5001
Federal _ -
State - - -
'Local - - - - - - - - I
OEET - - - - - - -
Other - - - - - - -
Total 2,692,460 5,992,500 1,344,000 2,604,000 4,044,000 2,167,000 767,000 16,918,500
Capital Costs:
'Design 1,559,960 631,000 793,000 797,000 604,000 231,000 362,000 3,418,000 I
'Right of Way 20,000 - 21,000 - 23,000 - 25,000 69,000'
'Construction 1,312,000 5,361,500 530,000 1,807,000 3,417,000 1,936,000 380,000 13,431,500 I
Total 2,891,960 5,992,500 1,344,000 2,604,000 4,044,000 2,167,000 767,000 16,918,500
361
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2023-2024 Biennial Budget Section VII: Capital Planning
Sanitary Sewer Projects
2023/2024 Revenue Sources o2023 ❑2024
Working
Capital
I
$0 $1 $2 $3 $4 $5 $6 $7
Millions
Sanitary Sewer Projects
Projected Capital Expenditures
$7
$6
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$5
C @4
$3
$2
$1
$0
2023 2024 2025 2026 2027 2028
362
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
*
CITYOF
UBURN
WASHINGTON
363
To Table of Contents I
2023-2024 Biennial Budget Section VII: Capital Planning
Storm Drainage Utility Projects
2023-2024
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364
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
Storm Drainage Projects
Sixteen capital projects totaling $6,713,394 are budgeted for 2023 and twelve capital projects
totaling $8,065,000 are budgeted for 2024. The most significant projects are as follows:
• The D Street SE Storm Improvement project ($2,600,000 in 2023) will install new storm
drainage infrastructure to route flows from south to north along the D Street SE corridor to
the 21 st Street SE regional infiltration pond. improvements to convey the 25-year flow along
D Street SE from a flooding area due to failing dry wells near the intersection of D Street
SE and 25th Street SE. (See Map—"A")
• The West Main Street Pump Station Upgrade project($850,000 in 2023 and $3,000,000 in
2024)will provide a redundant pump, force main, and outlet to meet level of service goals.
(See Map— "B")
• The R St SE Improvements project($45,000 in 2023 and $1,200,000 in 2024)will replace
approximately 2,800 linear feet storm pipe. The project will also add 152 linear feet of pipe
and 8 new catch basins. (See Map— "C")
• The Riverwalk Drive SE project ($762,894 in 2023) will construct large diameter storm
piping to replace the existing roadside ditch and expand the Riverwalk ponds to
accommodate increased capacity. (See Map—"D")
Storm drainage improvements as part of the Auburn Way North preservation project.
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365
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
2023 -2024 Storm Fund Projects
2023 2024
Title Project# Budget Budget Page
4th Street SE Preservation cp2102 10,000 - 367
Comprehensive Storm Drainage Plan Update sdbdl6 150,000 40,000 367
D Street SE Storm Improvement cp2125 2,600,000 - 367
M Street NE Widening cp2210 50,000 700,000 368
Manhole&Catchbasin Frame and Grate Replacement sdbd2l 80,000 85,000 368
North Airport Area Improvement, Phase 2 cp2118 10,000 - 368
Pipeline Repair&Replacement Program sdbd03 1,300,000 135,000 369
R St SE Improvements cp2116 45,000 1,200,000 369
Regional Growth Center Access cp2110 245,500 - 369
Riverwalk Drive SE Non-Motorized Improvements cp2121 762,894 - 370
S. 314th St. &54th Ave S.Storm Improvements Ph. 1 sdbdl9 125,000 450,000 370
S. 314th St. &54th Ave S. Storm Improvements Ph.2 sdbd22 - 150,000 370
S. 330th St. &46th Pl. S. Storm Improvement cp2018 10,000 - 371
South 316th Sidewalk Improvement sdbd23 50,000 425,000 371
Storm Pipeline Extension Program sdbd24 175,000 520,000 371
Street Utility Improvements sdbd04 250,000 260,000 372
Vegetation Sorting Facility sdbdl2 - 1,100,000 372
West Main Street Pump Station Upgrade sdbdl 1 850,000 3,000,000 372
Total Storm Fund Projects 6,713,394 8,065,000
366
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: 4th Street SE Preservation
1Project No: cp2102 1Capacity Project: NO lAnticipated Year of Completion: 2023
Along with the street reconstruction and other utility improvements,install 1680 LF existing 8"storm with 12"storm,165 LF of new and replaced 15",205 LF of
new 14"DI, 130 LF of new 16"and 23 LF of replaced 30"along 4th St SE from Auburn Way South to L St SE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 936,000 10,000 10,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 936,000 10,000 - - - - 10,000
Capital Costs:
Design 20,000 - -
Right of Way -
Construction 916,000 10,000 10,000
Subtotal 936,000 10,000 - - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Comprehensive Storm Drainage Plan Update
1Project No: cp2136 1Capacity Project: NO lAnticipated Year of Completion: 2024
This project will prepare an update to the City's Storm Drainage Comprehensive Plan to be adopted by City Council as part of the City's overall Comprehensive
Plan to be completed by June 2024.City staff will prepare portions of the plan and will engage consultants to complete some of the tasks including hydraulic
modeling,financial analysis,and cost estimation.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 150,000 150,000 40,000 190,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 150,000 150,000 40,000 - - - - 190,000
Capital Costs:
Design 150,000 150,000 40,000 190,000
Right of Way -
Construction -
Subtotal 150,000 150,000 40,000 - - - - 190,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: D St.SE Storm Improvement 1
(Project No: cp2125 (Capacity Project: NO (Anticipated Year of Completion: 2023
This project will Install new storm drainage infrastructure to route flows from south to north along the D Street SE corridor to the 21st Street SE Regional
Infiltration Pond. The main will extend to capture drainage from 25th St.SE,26th St.SE and 27th St.SE eliminating failed drywells and reduce localized flooding
at 25th and D St SE.The project will also install new storm drainage infrastructure to route flows from south to north along K St SE to the 21st St.SE Regional
Infiltration Pond. The main will extend to capture re-routed flows from 23rd St.SE,which reduces stormwater from a localized flooding area along 23rd St.SE.
Replaced and upsized storm main will be installed along 23rd St SE to further reduce the risk of flooding.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
1Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total 1
Storm Drainage Fund 682,000 2,600,000 2,600,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 682,000 2,600,000 - - - - - 2,600,000
Capital Costs:
Design 682,000 -
Right of Way -
Construction 2,600,000 2,600,000
Subtotal 682,000 2,600,000 - - - - - 2,600,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
367
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: M Street NE Widening 1
1Project No: cp2210 1Capacity Project: NO lAnticipated Year of Completion: 2024 1
This project will replace approximately 535 LF of undersized and deteriorated storm drain pipe and install approximately 300 feet of new storm drain pipe with
catch basins and manholes The project will be implemented as part of the transportation project:M Street NE Widening from E.Main Street to 4th Street NE
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 50,000 50,000 700,000 750,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 50,000 50,000 700,000 - - - 750,000
Capital Costs:
Design 50,000 50,000 50,000
Right of Way -
Construction 700,000 700,000
Subtotal 50,000 50,000 700,000 - - - 750,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Manhole&Catchbasin Frame and Grate Replacement 1
1Project No: sdbd2l 1Capacity Project: NO lAnticipated Year of Completion: Beyond 2028 1
As manholes&catchbasins age and their condition deteriorates,frame and grates can become loose and/or misoriented,or due to age are not meeting
standards. This annual project will replace approximately 50 storm manhole and catchbasin frame and grates to maintain access to the storm system and to
decrease the likelihood of the manholes becoming road hazards. In some years,this replacement will be as a stand-alone project,and in some years many of
these replacements will be in conjunction with other City capital projects.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 147,000 80,000 85,000 85,000 90,000 90,000 95,000 525,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 147,000 80,000 85,000 85,000 90,000 90,000 95,000 525,000
Capital Costs:
Design 16,000 8,000 8,000 8,000 8,000 8,000 8,000 48,000
Right of Way -
Construction 131,000 72,000 77,000 77,000 82,000 82,000 87,000 477,000
Subtotal 147,000 80,000 85,000 85,000 90,000 90,000 95,000 525,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: North Airport Storm water Improvement,Phase 2 1
1Project No: cp2118 1Capacity Project: NO lAnticipated Year of Completion: 2023 1
This project will eliminate Pond F and underground Pond G within subsurface chambers. Storm modeling for the north auburn airport area has determined that
overall storage capacity is sufficient and will eliminate the existing bird netting and vegetation management for these two ponds.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 1,660,000 10,000 10,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal 1,660,000 10,000 - - - - - 10,000
Capital Costs:
Design 194,534 - -
Right of Way -
Construction 1,465,466 10,000 10,000
Subtotal 1,660,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
368
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Pipeline Repair&Replacement Program
lProject No:sdbd03 lCapacity Project: NO lAnticipated Year of Completion: Beyond 2028
This program provides funding for projects involving replacement of existing infrastructure. These projects support street repairs and other utility replacement
programs,requiring coordination.
1 Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
1Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 1,031,192 1,300,000 135,000 1,400,000 145,000 1,450,000 155,000 4,585,000
Bond Proceeds -
lFederal -
State -
Local -
lOther -
Subtotal 1,031,192 1,300,000 135,000 1,400,000 145,000 1,450,000 155,000 4,585,000
Capital Costs:
Design 186,521 135,000 145,000 155,000 435,000
Right of Way -
Construction 844,671 1,300,000 1,400,000 1,450,000 4,150,000
Subtotal 1,031,192 1,300,000 135,000 1,400,000 145,000 1,450,000 155,000 4,585,000
lAnticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: R St SE Improvements
Project No: cp2116 lCapacity Project: NO lAnticipated Year of Completion: 2023
Along with the street reconstruction and other utility improvements,replace approximately 2,800 LF of 8"and 10"concrete pipe with 12" pipe between 28th and
33rd St SE. Add 152 LF of 12"storm pipe and 8 new catch basins between 25th St SE and 28th St SE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 70,000 45,000 1,200,000 1,245,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 70,000 45,000 1,200,000 - - - - 1,245,000
Capital Costs:
Design 70,000 45,000 45,000
Right of Way -
Construction 1,200,000 1,200,000
Subtotal 70,000 45,000 1,200,000 - - - - 1,245,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Regional Growth Center Access
lProject No: cp2110 lCapacity Project: NO lAnticipated Year of Completion: 2023
Along with the street reconstruction and other utility improvements,replace approximately 463 LF of existing 8"storm with 12"storm along Auburn Ave and 3rd St
NE alignments Also install approximately 80 LF new 12"storm in this area for local inflow. Install approximately 200 LF new 12"storm in 4th St NE between
Auburn Way North and Auburn Ave for local inflow.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 66,300 245,500 245,500
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 66,300 245,500 - - - - - 245,500
Capital Costs:
Design 36,229 -
Right of Way -
Construction 245,500 245,500
Subtotal 36,229 245,500 - - - - - 245,500
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
369
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Riverwalk Drive SE Non-Motorized Improvements 1
1Project No: cp2121 1Capacity Project: NO Anticipated Year of Completion: 2023 1
This project will construct large diameter storm piping to replace the existing roadside ditch,and expand the Riverwalk ponds to accommodate increased capacity
due to the lost infiltration of the upstream ditch along Riverwalk Drive. The project will be implemented as part of the transportation project that will construct
sidewalks along the east side of Riverwalk Drive SE from Howard Road and Auburn Way South.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 87,106 762,894 762,894
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 87,106 762,894 - - - - 762,894
Capital Costs:
Design 87,106 -
Right of Way -
Construction 762,894 762,894
Subtotal 87,106 762,894 - - - - 762,894
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: S.314th St.&54th Ave S.Storm Improvement Ph.1
1Project No: sdbdl9 1Capacity Project: NO lAnticipated Year of Completion: 2024
As part of the City's efforts to improve the drainage system in the West Hill annexation area,this project will construct improvements near S 314th Street.and
54th Avenue S.to redirect flows and implement Low Impact Development(LIID)techniques.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 125.000 450,000 575,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - 125,000 450,000 - - - 575,000
Capital Costs:
Design 125,000 125,000
Right of Way -
Construction 450,000 450,000
Subtotal - 125,000 450,000 - - 575,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: S.314th St.&54th Ave S.Storm Improvement Ph.2
1Project No: sdbd22 1Capacity Project: NO lAnticipated Year of Completion: 2022
As part of the City's efforts to improve the drainage system in the West Hill annexation area,this project will construct improvements near S 314th Street and 54th
Avenue S to route the public storm drainage through a new easement and pipe to the downstream system.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 150,000 310.000 460,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal - - 150,000 310,000 - - - 460,000
Capital Costs:
Design 100,000 100,000
Right of Way 50,000 50,000
Construction 310.000 310,000
Subtotal - 150,000 310,000 - 460,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
370
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: S.330th St.&46th PI.S.Storm Improvement 1
1Project No: cp2018 1Capacity Project: NO lAnticipated Year of Completion: 2023 1
As part of the City's efforts to improve the drainage system in the West Hill annexation area,this project construct improvements near S 330th Street and 46th
Place 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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 369,000 10,000 10,000
Bond Proceeds -
State -
Local -
REET -
Other(Other Agency) -
Subtotal 369,000 10,000 - - - - - 10,000
Capital Costs:
Design 73,359 -
Right of Way 5590 -
Construction 290,051 10,000 10,000
Subtotal 369,000 10,000 - - - - - 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): Repair and replacement of aging infrastructure should reduce operating
costs.
1Project Name: South 316th Sidewalk Improvement
1Project No: sdbd23 1Capacity Project: NO lAnticipated Year of Completion: 2024
Replace approximately 790 LF of existing storm along the north side of S 316th St.between 51st Ave and 56th Ave with Six Year Transportation Improvement
Plan TIP#N-8.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 50,000 425,000 475,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 50,000 425,000 - - - 475,000
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 425,000 425,000
Subtotal - 50,000 425,000 - - - - 475,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Storm Pipeline Extension Program
1Project No: sdbd24 1Capacity Project: NO lAnticipated Year of Completion: Beyond 2028
This program will extend the storm drainage system to built out areas of the city where they do not currently exist. An example would be paved alleys or
residential street where roadwork is not anticipated.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 175,000 520,000 190,000 555,000 200,000 600,000 2,240,000
Bond Proceeds -
Federal -
State -
Local -
Other -
Subtotal - 175,000 520,000 190,000 555,000 200,000 600,000 2,240,000
Capital Costs:
Design 175,000 190,000 I 200,000 565,000
Right of Way -
Construction 520,000 555,000 600,000 1,675,000
Subtotal - 175,000 520,000 190,000 555,000 200,000 600,000 2,240,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
371
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Street Utility Improvements 1
1Project No: sdbd04 1Capacity Project: NO lAnticipated Year of Completion: Beyond 2028 1
Storm system repair and replacements in coordination with transportation projects.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 545,000 250,000 260,000 270,000 280,000 290,000 300,000 1,650,000
Bond Proceeds -
State -
Local -
REET -
Other -
Subtotal 545,000 250,000 260,000 270,000 280,000 290,000 300,000 1,650,000
Capital Costs:
Design -
Right of Way -
Construction 545,000 250,000 260,000 270,000 280,000 290,000 300,000 1,650,000
Subtotal 545,000 250,000 260,000 270,000 280,000 290,000 300,000 1,650,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0 _
1Project Name: Vegetation Sorting Facility
1Project No: sdbdl2 1Capacity Project: NO lAnticipated Year of Completion: 2024
This project will prepare an evaluation of the 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). Cost includes bin barriers and sorting equipment to facilitate materials handling and
separation.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 1,100,000 1,100,000
1Bond ProceedsState
_ _
-
Local
Local
REET -
Other -
Subtotal - - 1,100,000 - - - - 1,100,000
Capital Costs:
Design 75,000 75,000
Acquisition 825,000 825,000
Construction 200,000 200,000
Subtotal - - 1,100,000 - - - - 1,100,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: West Main Street Pump Station Upgrade
1Project No: sdbdl l 1Capacity Project: NO lAnticipated Year of Completion: 2024
This project will upgrade the existing pump station by providing a redundant pump,force main,and outlet to meet level of service goals.
Prior Budget _ Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 850,000 2,600,000 3,450,000
Bond Proceeds -
State -
Local -
REET -
Other 400,000 400,000
Subtotal 850,000 3,000,000 - - - - 3,850,000
Capital Costs:
Design 850,000 850,000
Acquisition -
Construction 3,000,000 3,000,000
Subtotal - 850,000 3,000,000 - - - - 3,850,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
372
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2023-2024 Biennial Budget Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUN)ING SOURCES-STORM DRAINAGE
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Storm Drainage Fund 5,793,598 6,713,394 7,665,000 2,255,000 1,070,000 2,030,000 1,150,000 20,883,394
Bond Proceeds - - - - - - - -
Federal - - - - - - - -
State - - - - - - - -
Local - - - - - - - -
REET - - - - - - - -
Other - - 400,000 - - - - 400,000
Total 5,793,598 6,713,394 8,065,000 2,255,000 1,070,000 2,030,000 1,150,000 21,283,394
Capital Costs:
Design 1,565,749 1,453,000 358,000 198,000 153,000 208,000 163,000 2,533,000
Right of Way 5,590 - 50,000 - - - - 50,000
Acquisition - - 825,000 - - - - 825,000
Construction 4,192,188 5,260,394 6,832,000 2,057,000 917,000 1,822,000 987,000 17,875,394
Total 5,763,527 6,713,394 8,065,000 2,255,000 1,070,000 2,030,000 1,150,000 21,283,394
373
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2023-2024 Biennial Budget Section VII: Capital Planning
Storm Drainage
2023/2024 Revenue Sources o 2023 ❑2024
Working
Capital
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Storm Drainage Projects
Projected Capital Expenditures
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53
52
51
SO
2023 2024 2025 2026 2027 2028
374
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2023-2024 Biennial Budget Section VII: Capital Planning
*
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375
To Table of Contents I
2023-2024 Biennial Budget Section VII: Capital Planning
Parks,Arts and Recreation Projects
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376
1 To Table of Contents I
2023-2024 Biennial Budget Section VII: Capital Planning
Parks, Arts and Recreation Projects
Nine projects totaling $1,342,800 are budgeted for 2022 and six capital projects totaling $763,500
are budgeted for 2024.
The most significant projects include following:
• The Game Farm Park Improvements project ($300,000 in 2023) improved interior lighting
and pathways and provided access from the newly acquired property on southwest corner
of the park. The project will also add lighting to pickleball and basketball court. (See
Map—"A")
• The Jacobsen Tree Farm Development project ($333,500 in 2024)will develop the 29.3-
acre site into a community park. (See Map—"B")
• The Sunset Park Improvements project ($177,800 in 2023)will expand the playground
area to include additional play activities. (See Map— "C")
• The Dykstra Footbridge ($450,000 in 2022)will repair or replace the footbridge
connecting Dykstra and Isaac Evans Park. (See Map—"D")
Game Farm Park Turf Field Improvements
377
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2023-2024 Biennial Budget Section VII: Capital Planning
2023 -2024 Municipal Parks Fund Projects
2023 2024
Title Project# Budget Budget Page
Cedar Lanes Bike Park cp2127 150,000 - 379
Dykstra Footbridge cp2214 450,000 - 379
Fairway Drainage Improvement gpbdl9 30,000 30,000 379
Fulmer Park Playground Replacement cp2128 10,000 100,000 380
Game Farm Park Improvements cp2212 300,000 - 380
Jacobsen Tree Farm Development cp2020 - 333,500 380
Lakeland Hills Nature Area gpbdl 1 - 25,000 381
Miscellaneous Parks Improvements gpbd03 150,000 150,000 381
Neighborhood Parks Improvement-ARPA gpbd3l 25,000 - 381
Park Acquisitions/Development gpbd04 50,000 125,000 382
Sunset Park Improvements cp1921 177,800 - 382
Total Municipal Parks Fund Projects 1,342,800 763,500
378
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Cedar Lanes Bike Park
'Project No:cp2127 'Capacity Project: YES 'Anticipated Year of Completion: 2023
Construct a bike park and restroom at Cedar Lanes Park.Bike park to include an asphalt pump track and skills course. Pedestrian trails in the park will also be
improved.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local 359,900 150,000 150,000
Other(Park Impact Fee) 108,647 -
Other(KC Prop 2) -
Subtotal 468,547 150,000 - - - - - 150,000
Capital Costs:
Design 32,547 -
Right of Way -
Construction 436,000 150,000 150,000
Subtotal 468,547 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Dykstra Footbridge
JProject No:cp2214 (Capacity Project: NO 'Anticipated Year of Completion: 2023
As part of the American Rescue Plan Act the Parks,Arts and Recreation Division will repair or replace the Dykstra Footbridge connecting Dykstra and Isaac
Evans Park. This pedestrian bridge connects a low income community members as well as others from the west side of the Green River to the large public park
on the east side of the Green River. The footbridge is decaying and will need to be closed eliminating this popular walking route. $50,000 is allocated in 2022 to
secure Engineering Services for structural analysis as well as Architectural Services. An additional$450,000 is budgeted to repair and/or replace the pedestrian
bridge based on findings.
Prior Budget Budget Estimate Estimate I Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
Other(ARPA) 50,000 450,000 450,000
Other(KC Prop 2) -
Subtotal 50,000 450,000 - - - - - 450,000
Capital Costs:
Design 50,000 -
Right of Way -
Construction 450,000 450,000
Subtotal 50,000 450,000 - - - - - 450,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Fairway Drainage Improvement
JProject No:gpbdl9 (Capacity Project: NO 'Anticipated Year of Completion: Beyond 2028
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 2 Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
REET2 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other(KC Prop 2) -
Subtotal 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Capital Costs:
Design -
Right of Way -
Construction 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Subtotal 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
379
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Fulmer Park Playground Replacement
JProject No:cp2128 (Capacity Project: YES jAnticipated Year of Completion: 2025
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund 50,721 -
Federal -
State 600,000 600,000
Local 25,000 600,000 600,000
Other(KC Prop 2) 100,000 10,000 10,000
Other(Park Impact Fee) 35,524 100,000 600,000 700,000
Subtotal 211,245 10,000 100,000 1,800,000 - - 1,910,000
Capital Costs:
Design 20,000 100,000 100,000
Demolition 721 -
Construction 190,524 10,000 1,800,000 1,810,000
Subtotal 211,245 10,000 100,000 1,800,000 - - 1,910,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Game Farm Park Improvements
JProject No:gpbd25 (Capacity Project: NO jAnticipated Year of Completion: 2023
Improve interior lighting and pathways and provide access from the newly acquired property on southwest corner of the park.The project will also add lighting to
pickleball and basketball court.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund 8,200 -
Federal -
State -
Local 150,000 150,000 150,000
Other(Park Impact Fee) 294,012 150,000 _ 150,000
REET 1 964,476 -
Subtotal 1,416,688 300,000 - - - - - 300,000
1Capital Costs:
1Design 20,000 20,000
Right of Way -
1Construction 1,416,688 280,000 280,000
Subtotal 1,416,688 300,000 - - - 300,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Jacobsen Tree Farm Development
jProject No:cp0609,cp2020 (Capacity Project: YES jAnticipated Year of Completion. 2026
Develop the 29.3 acre site into a Community Park. A Master Plan for the park was completed in 2009 and will serve as a roadmap for development of the site.
The Lea Hill area of the City is deficient in park acreage.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund 25,321 -
Federal -
State 1,000,000 1,000,000
Local -
To Be Determined 2,500,000 2,000,000 4,500,000
Other(Park Impact Fee) 2,000,000 2,000,000
Other(KC Prop 2) 14,165 333,500 333,500
Subtotal 39,486 333,500 2,500,000 5,000,000 - 7,833,500
Capital Costs:
Design 39,486 333,500 500,000 833,500
Right of Way -
Construction 2,500,000 4,500,000 7,000,000
Subtotal 39,486 - 333,500 2,500,000 5,000,000 - - 7,833,500
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
380
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Lakeland Hills Nature Area 1
Project No: gpbdl l 1Capacity Project: YES 'Anticipated Year of Completion: 2026
Complete Master Plan to include the development and construction of an environmental community park. Trails,fencing,parking and visitor amenities are
included in the project.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund -
Federal -
State 200,000 200,000
Local -
Other(Park Impact Fee) 25,000 25,000
Other(KC Prop 2) -
Other(TBD) -
Subtotal - - 25,000 - 200,000 - - 225,000
Capital Costs:
Design 25,000 25,000
Right of Way -
Construction 200,000 200,000
Subtotal - - 25,000 - 200,000 - - 225,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $5,000
Project Name: Miscellaneous Parks Improvements
1Project No: various,gpbd03 1Capacity Project: YES 'Anticipated Year of Completion: Beyond 2028
Minor park improvements including shelters,roofs,playgrounds,irrigation and restrooms.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund 55,033 50,000 50.000 50,000 50.000 50,000 50,000 300,000
Federal -
State -
Local -
Other(KC Prop 2) 327,100 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Other(Park Impact Fee) 188,869 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal 571,002 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Capital Costs:
Design -
Right of Way -
Construction 571,002 150,000 150.000 150.000 150,000 150,000 150,000 900,000
Subtotal 571,002 150,000 150,000 150,000 150,000 150,000 150,000 900,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Neighborhood Parks Improvement-ARPA
1Project No:gpbd3l 1Capacity Project: NO 'Anticipated Year of Completion: 2023
As part of the American Rescue Plan Act the Parks,Arts and Recreation Division will be able to make minor improvements in qualifying neighborhood parks.
Numerous parks in our low income census tracts are in need of modernization that will assist in getting these community members outdoors and experiencing a
better quality of life.These funds will assist in adding amenities such as playgrounds,sport courts,gathering spaces to areas of need.
Prior Budget Budget Estimate Estimate Estimate Estimate 5227
Funding Sources: 2 Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund -
Other(ARPA) 75,000 25,000 25,000
State -
Local -
Other(KC Prop 2) -
Other(Park Impact Fee) -
Subtotal 75,000 25,000 - - - - - 25,000
Capital Costs:
Design -
Property Acquisition -
Construction 75,000 25,000 25,000
Subtotal 75,000 25,000 - - - - - 25,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
381
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: Park Acquisitions/Development 1
(Project No:gpbd04 'Capacity Project: YES 'Anticipated Year of Completion: Beyond 2028
Land and other property acquisitions to occur based on demand and deficiencies including parks,open space,trails, corridors and recreational facilities.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 2 Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund 39,183 -
Federal -
State -
REET 1 647,050 -
Other(KC Prop 2) 30,000 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Subtotal 716,233 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Capital Costs:
Design -
Property Acquisition 716,233 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Construction -
Subtotal 716,233 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Sunset Park Improvements
(Project No:cp1921 (Capacity Project: YES 'Anticipated Year of Completion: 2023
Expand playground area to include spray park and additional play activities. Coordinate improvements with service club and Lakeland Hills Homeowners
Association.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund -
Federal -
State -
Local -
Other(Park Impact Fee) 22,235 177,800 177,800
Subtotal 22,235 177,800 - - - - - 177,800
Capital Costs:
Design 15,000 15,000
Right of Way -
Construction 22,235 162,800 162,800
Subtotal 22,235 177,800 - - - - - 177,800
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $10,000
TOTAL CAPITAL COSTS and FUNDING SOURCES-MUNICIPAL PARKS
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Municipal Parks Constr.Fund 178,458 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Federal - - - - - - - -
State - - - 600,000 1,200,000 - - 1,800,000
Local 534,900 300,000 - 600,000 - - - 900,000
Other(ARPA) 125,000 475,000 - - - - - 475,000
Other(Park Impact Fee) 649,287 377,800 175,000 650,000 2,050,000 50,000 50,000 3,352,800
Other(KC Prop 2) 471,265 110,000 508,500 175,000 175,000 175,000 175,000 1,318,500
REET 1 1,611,526 - - - - - - -
REET 2 85,373 30,000 30,000 30,000 30,000 30,000 30,000 180,000
Other(Private grant) - - - - - - -To Be Determined - - - 2,500,000 2,000,000 - - 4,500,000
Total 3,655,809 1,342,800 763,500 4,605,000 5,505,000 305,000 305,000 12,826,300
Capital Costs:
Design 142,033 35,000 458,500 - 500,000 - - 993,500
Demolition 721 - - - - - - -
Property Acquisition 716,233 50,000 125,000 125,000 125,000 125,000 125,000 675,000
Right of Way - - - - - - - -
Construction 2,796,822 1,257,800 180,000 4,480,000 4,880,000 180,000 180,000 11,157,800
Total 3,655,809 1,342,800 763,500 4,605,000 5,505,000 305,000 305,000 12,826,300
382
To Table of Contents I
2023-2024 Biennial Budget Section VII: Capital Planning
Summary of Impacts of 2023-2024 Capital Projects on Future Operating Expenses
Parks,Arts and Recreation Projects 2024 2025 2026 2027 2028 2029 6 Year Total
Lakeland Hills Nature Area $ - $ - $ - $ 5,000 $ 5,000 $ 5,000 $ 15,000
Sunset Park 10,000 10,000 10,000 10,000 10,000 10,000 60,000
Total Parks,Arts and Recreation Projects $ 10,000 $ 10,000 $ 10,000 $ 15,000 $ 15,000 $ 15,000 $ 75,000
Parks,Arts&Recreation Projects 2023 ❑2024
2023/2024 Revenue Sources
Municipal
Parks Fund
Federal,State
&Local Grants
i
Park Impact Fees
King County
Prop 2
REST
$0.0 $200.0 $400.0 $600.0
Thousands
Parks,Arts & Recreation Projects
Projected Capital Expenditures
$6.0
$4.6
2
$3.0
$1.5
$0.0
2023 2024 2025 2026 2027 2028
383
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2023-2024 Biennial Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
2023-2024
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384
1 To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
General Municipal and Community Improvement Projects
Twenty General Municipal and Community Improvement projects totaling$6,810,700 are budgeted
in 2023 and twelve projects totaling $8,851,366 are budgeted for 2024. Major projects include the
following:
• The Golf Course Driving Range project ($100,000 in 2023 and $1,600,000 in 2024) will
build a 14-18 stall driving range in the current warm up area on the northwest portion if the
property. (See Map— "A"
• The 104th Avenue Park Development Project($1,289,490 in 2023)will complete the Master
Plan and fund park improvements including parking, trails, restroom, and playground.
(See Map— "B")
• The City Hall Annex Debt Service ($553,400 in 2023 and $552,700 in 2024)for GO Bonds
issued for the City Hall Annex Building.
• The Downtown Infrastructure Improvements project ($500,000 in 2023 and $2,081,866 in
2024) will construct utility, roadway, security, and parking lot infrastructure improvements
within the Downtown Core to improve system capacities to allow for continued re-
development and revitalization of the downtown area, (See Map—"C")
• The Lea Hill Safe Routes to Schools ($85,000 in 2023 and $1,043,000 in 2024)will design
and construct non-motorized improvements along SE 340th St from Hazelwood Elementary
School to 1241h 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— "D")
• The Facility Master Plan Phases 2,3, & 4 ($2,300,000 in 2024) will begin the design to
complete improvements over an estimated 6-year time frame to the Public Works
Maintenance & Operations Facilities, the Parks, Arts and Recreation Maintenance &
Operations Facilities and to Police Facilities.
• Local Revitalization Debt Service ($150,800 in 2023 and $148,800 in 2024)for GO Bonds
issued for the Downtown Promenade Improvements.
385
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2023-2024 Biennial Budget Section VII: Capital Planning
2023 -2024 General Municipal & Community Improvement Projects
2023 2024
Title Project# Budget Budget Page
104th Ave. Park Development cp1619 1,289,490 - 387
2022 Sidewalk&ADA Improvement Project cp2131 10,000 - 387
2022 Neighborhood Traffic Calming Program Focus Area cp2217 200,000 - 387
2023 City Safety Pedestrian Crossing Enhancements gcbdl9 80,000 560,000 388
Auburn Arts&Culture Center Renovation cp1612 1,028,000 - 388
Auburn Way South (SR-164)-Southside Sidewalk Imp. cp2129 750,000 - 388
Downtown Infrastructure Improvements cp1616 500,000 2,081,866 389
City Hall Annex-Debt Service N/A 553,400 552,700 389
Citywide Street Lighting Improvements gcbd09 50,000 50,000 389
Downtown Decorative LED Conversion cp2222 7,000 - 390
Facility Master Plan Phases 2,3 and 4 gcbd20 - 2,300,000 390
Golf Course Driving Range gcbd2l 100,000 1,600,000 390
HVAC Equipment Replacement gcbdl7 37,510 - 391
Justice Center Renovation gcbd22 325,000 - 391
Lea Hill Safe Routes to Schools gcbdl6 85,000 1,043,000 391
Local Revitalization-Debt Service N/A 150,800 148,800 392
M&O Fuel Tank Replacement erbd0l 20,000 - 392
Neighborhood Traffic Calming Program gcbd06 250,000 250,000 392
Public Art gcbd05 187,500 30,000 393
Sidewalk Repair and Accessibility Program gcbd0l 1,007,000 50,000 393
Traffic Signal Replacement& Improvements gcbd07 180,000 185,000 393
Total Municipal&Community Improvement Projects 6,810,700 8,851,366
386
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: 104th Ave Park Development
IProiect No:cp1619 (Capacity Project: I YES (Anticipated Year of Completion: i 2023
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State 100,000 400,000 400,000
Local -
Park Impact Fees 412,745 889,490 889,490
REET 2,424 -
Subtotal 515,169 1,289,490 1,289,490
Capital Costs:
Design 264,732 -
Right of Way -
Construction 250,437 1,289,490 1,289,490
Subtotal 515,169 1,289,490 - 1,289,490
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $12,500
(Project Name: 2022 Sidewalk&ADA Improvement Project
1Project No: cp2131 (Capacity Project: I NO (Anticipated Year of Completion: I 2023
This project was developed as part of the Sidewalk Repair and Accessibility program(TIP N-2),and will construct ADA compliant curb ramps,driveways,and sidewalks at various locations
throughout the City.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 270,000 10,000 10,000
Other-Developer Fees -
Subtotal 270,000 10,000 - - - 10,000
Capital Costs:
Design 15,660 -
Right of Way -
Construction 254,340 10,000 10,000
Subtotal 270,000 10,000 10,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: 2022 Neighborhood Traffic Calming Program Focus Area
(Project No: cp2217 (Capacity Project: I NO (Anticipated Year of Completion: I 2023
This project will implement the improvements identified within the 2022 focus area,following data collection and analysis and community engagement.The 2022 project area is the
neighborhood located between 21st St SE from M St SE to R St SE and 33rd St SE between M St SE and R St SE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023.2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
Other(ARPA) 200,000 200,000
REET 45,000 -
Other-Cumulative Reserve Fund -
Subtotal 45,000 200,000 • - - - 200,000
Capital Costs:
Design 45,000 -
Right of Way -
Construction i 200,000 I 200,000
Subtotal 45,000 200,000 - - - - • 200,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
387
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: 2023 City Safety Pedestrian Crossing Enhancements
1Project No: gcbdl9 Capacity Project: I NO lAnticiPated Year of Completion: 1 2024
The project will install RRFBs at four locations around the City,at the SE 304th Street/116th Avenue intersectionl,on R Street SE to the north of 37th Street SE,at the S 296th Street/57th
Place S intrsection,and at M Street SE/33rd Street SE.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State 72,000 560,000 632,000
Local -
REET 8,000 8,000
Other-Developer Fees -
Subtotal 80,000 560,000 - - - 640,000
Capital Costs:
Design 80,000 80,000
Right of Way -
Construction 560,000 560,000
Subtotal 80,000 560,000 640,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Auburn Arts&Culture Center Renovation
1Project No. cp1612 Capacity Project: 1 YES lAnticipated Year of Completion: 1 2023
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Capital Improvements Fund 328 255,150 -
Park Impact Fees 1,576,600 500,000 500,000
State 490,000 -
Local 423,000 528,000 528,000
Contributions 14,850 -
Other-Cumulative Reserve Fund 42,200 -
Subtotal 2,801,800 1,028,000 - - - - - 1,028,000
Capital Costs:
Design 373,761 75,000 75,000
Right of Way -
Construction 2,428,039 953,000 953,000
Subtotal 2,801,800 1,028,000 - - 1,028,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $95,000
1Project Name: Auburn Way South(SR-164)-Southside Sidewalk Improvements
1Project No: cp2129 Capacity Project: I NO Anticipated Year of Completion: 1 2023
The project will construct sidewalk along the south side of Auburn Way S.The existing sidewalk along the south side 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.The project also includes a Rapid Flashing Rectangular Beacon(RRFB)across
Howard Road to provide a connection from the existing non-motorized facilities to the proposed improvements.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State 80,000 615,000 615,000
Local -
REET 15,000 60,000 60,000
Other-Muckleshoot Indian Tribe 75,000 75,000
Subtotal 95,000 750,000 - - - - - 750,000
Capital Costs:
Design 95,000 -
Right of Way -
Construction 750,000 - - - - - 750,000
Subtotal 95,000 750,000 - - - - - 750,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
388
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Downtown Infrastructure Improvements 1
Project No: cp1616 Capacity Project: I NO lAnticiPated Year of Completion: 1 2024 1
This project will construct utility,roadway,security and parking lot infrastructure improvements within the Downtown Core to improve system capacitys to allow for continued re-development
and revitalization of the downtown. This may include the replacement of surface treatments,security and lighting within the B Street SE Plaza,reconfiguration of the City owned public parking
lot between Safeway and Main Street to address pedestrian and vehicular circulation and enhanced parking lot lighting;remove and/or replace ebsting landscaping to allow more flexibility and
enhanced site lines 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,and replace/relocate utility systems to facilitate re-development opportunities,and the replacement of the sidewalk or other roadway improvements along Main Street
between Auburn Avenue and Auburn Way.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Local Revitalization Fund 330 17,329 245,000 245,000
State -
Local -
Other(ARPA) 255,000 2,081,866 2,336,866
Contributions -
Subtotal 17,329 500,000 2,081,866 •
•
•
•
2,581,866
Capital Costs:
Design 500,000 500,000
Right of Way -
Construction 17,329 2,081,866 2,081,866
Subtotal 17,329 500,000 2,081,866 •
•
- 2,581,866
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: City Hall Annex-Debt Service 1
1Project No: N/A Capacity Project: I NO Anticipated Year of Completion: Beyond 2028 1
To pay scheduled debt service costs on 2010 General Obligation bonds issued for the City Hall Annex.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 1,869,650 553,400 552,700 553,750 551,625 548,875 553,000 3,313,350
Subtotal 1,869,650 553,400 552,700 553,750 551,625 548,875 553,000 3,313,350
Capital Costs:
Design -
Monitoring -
Long-Term Debt Service 1,869,650 553,400 552,700 553,750 551,625 548,875 553,000 3,313,350
Subtotal 1,869,650 553,400 552,700 553,750 551,625 548,875 553,000 3,313,350
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Citywide Street Lighting Improvements 1
Project No: various,gcbd09 Capacity Project: I NO lAnticipated Year of Completion: 1 Beyond 2028 1
The project funds street lighting improvements throughout the City.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 105,640 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Other-Transportation Fees -
Subtotal 105,640 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Capital Costs:
Design -
Right of Way -
Construction 105,640 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Subtotal 105,640 50,000 50,000I 50,000 50,000 50,000 50,000 300,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Downtown Decorative LED Conversion
Protect No: cp2222 ICapacity Protect: I NO 'Anticipated Year of Completion: I 2023
The project will retroft downtown decortive street and pedestrians lights to new energy efficient LEDs Some lights can be modified and some will required new LED fixtures The design
phase will determine the which locations and included in this project and the type of upgrade needed at each.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 165,000 7,000 7,000
Other-Developer Fees -
Subtotal 165,000 7,000 •
- 7,000
Capital Costs:
Design 5,000 -
Right of Way -
Construction 160,000 7,000 7,000
Subtotal 165,000 7,000 - - - - - 7,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): New LED's can save upto 60%on the power bill relative to the existing lights.In addition,PSE is offering
energy efficiency rebates for LED upgrades which may be available to the City
'Project Name: Facility Master Plan Phases 2,3 and 4
'Project No• gcbd20 ICapacity Project: I YES 'Anticipated Year of Completion' I Beyond 2028 I
Phase 2,3 and 4 of the Facility Master Plan will complete improvements over an anticipated 6 year time frame to the Public Works Maintenance and Operations Facilities,the Parks,Arts and
Recreation Maintenance and Operations Facilities,to the Police Facilities These improvements were identified in a Facility Master Plan that was completed and adopted by the City Council
in 2021. The improvements include:
Police Completion of a Master Site Plan for a new police headquarters,construction of a new evidence storage facility,and renovation of the existing Justice Center in accordance with the
Master Site Plan.
Parks: Relocation of the green house and bulk bins,additional crew space and renovation of the Game Farm Park M&O Facilities,renovation of the GSA Park M&O Facilities,and
construction of M&O satellite facilities.
Public Works Removal of the Deed Restriction on a portion of the GSA Park property,enclosure of the existing vehicle storage bays,construction of a new crew building and replacement
parking,construction of an access to 15th Street SW,renovation of the existing M&O building for additional central stores warehousing and maximizing building use for crew and storage
needs,and construction of covered parking for high valued feet equipment
The complete project is estimated to cost approximately$39.1M.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Bond Proceeds 7,200,000 11,840,000 9,860,000 4,680,000 33,580,000
REET 2.300,000 1,200,000 1,200,000 1,200,000 5,900,000
Other(Water,Sewer&Storm Funds) 1,000,000 1,000,000 1,000,000 3,000,000
Subtotal - - 2,300,000 7,200,000 14,040,000 12,060,000 6,880,000 42,480,000
Capital Costs:
Design 2.300,000 2,480,000 1,840,000 300,000 680,000 7,600,000
Acquisition 2,200,000 2,200,000
Construction 2,520,000 10,000,000 9,560,000 4,000,000 26,080,000
Long-Term Debt Service 2,200,000 2,200,000 2,200,000 6,600,000
Subtotal - - 2,300,000 7,200,000 14,040,000 12,060,000 6,880,000 42,480,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Golf Course Driving Range
Project No gcbd2l ICapacity Project: I YES lAnticipated Year of Completion I 2024
The Auburn Golf Course is a leading Public Play Golf Course in the Region hosting over 50,000 rounds per year. It is lacking a teaching/warm up area that will both create new revenues and
"grow the game"An approximate 14-18 stall driving range is proposed on the current casual warm up area on the NW portion of the property. It is anticipated that the range will produce
approximately$200,000 in new net rever ue per year.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal
State
Local -
REET 1,400,000 1,400,000
IPark Impact Fees 100,000 200,000 300,000
Subtotal - 100,000 1,600,000 - - - - 1,700,000
Capital Costs:
Design 100,000 100,000
Right of Way -
Construction 1,600,000 1,600,000
Subtotal - 100,000 1,600,000 - - 1,700,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): This project will increase operating revenues by approximate$250,000 per year upon full implementation
of programs. Expenses will increase by approximately$50,000 per year
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: HVAC Equipment Replacement
IProiect No: various,gcbdl7 Capacity Project: I NO IAnticipated Year of Completion: I 2023
Replace HVAC Equipment at Auburn Senior Center,Mountain View Cemetery,Arts&Culture Center building,Maintenance and Operations building and the Auburn Avenue Theater.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Facilities Fund 505 297,220 37,510 37,510
State -
Local -
REET -
Other-Developer Fees -
Subtotal 297,220 37,510 - - - - - 37,510
Capital Costs:
Design -
IRight of Way -
IConstruction 297,220 37,510 37,510
Subtotal 297,220 37,510 - - - - - 37,510
lAnticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Justice Center Renovation
(Project No:gcbd22 ICapacity Project: I NO IAnticipated Year of Completion: I 2023
Replace carpet throughout the police department and replace exterior door hardware.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 325,000 325,000
Other-Developer Fees -
Subtotal - 325,000 - •- •- •- •- 325,000
Capital Costs: _
Design -
IRight of Way -
IConstruction 325,000 325,000
Subtotal - 325,000 - - - - - 325,000 1
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0 1
1Project Name: Lea Hill Safe Routes to Schools 1
(Project No:gcbdl6 ICapacity Project: I NO IAnticipated Year of Completion: I 2024
The project will construct non-motorized improvements along SE 304th St from Hazelwood Elementary School extending east to 124th Ave SE.The project will complete multiple gaps in the
existing non-motorized network.The project will also construct curb and gutter,ADA compliant curb ramps,driveways aprons and retaining walls associated with the new sidewalks.Utility
poles will need to be relocated to accommodate the proposed sidewalk alignment in some locations.Additional lighting is proposed for pedestrian safety and will be incorporated onto
existing/relocated utility poles,and an RRFB will be installed at the SE 304th St intersection with 116th Ave SE. Ancillary work,including but not limited to,property restoration,grading,storm
upgrades,school zone beacon relocation,channelization,fencing,landscaping and mailbox relocation will be addressed with the project.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total 1
(Federal 70,000 843,000 913,000
tate
Local _
Local
REET 15,000 200,000 215,000
Other-Developer Fees -
Subtotal - 85,000 1,043,000 - - - - 1,128,000
Capital Costs:
Design 85,000 85,000
Right of Way -
Construction 1,043,000 1,043,000
Subtotal - 85,000 1,043,000 - - - •- 1,128,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
391
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Local Revitalization-Debt Service 1
1Project No: N/A 1Capacity Protect: I NO lAnticipated Year of Completion: Beyond 2028 1
To pay debt service costs on 2010 General Obligation bonds issued for the Downtown Promenade improvements.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 604,700 150,800 148,800 151,300 148,000 149,300 149,800 898,000
Other-Developer Fees -
Subtotal 604,700 150,800 148,800 151,300 148,000 149,300 149,800 898,000
Capital Costs:
Design -
Right of Way -
Long-Term Debt Service 604,700 150,800 148,800 151,300 148,000 149,300 149,800 898,000
Subtotal 604,700 150,800 148,800 151,300 148,000 149,300 149,800 898,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: M&0 Fuel Tank Replacement
1Project No: erbd0l 1Capacity Project: I NO lAnticipated Year of Completion: 2023
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Equipment Rental Fund 560 60,000 20,000 20,000
Federal -
State -
Local -
REET -
Other(Water,Sewer&Storm Funds) 240,000 - -
Subtotal 300,000 20,000 - - 20,000
Capital Costs:
Design 25,000 -
Right of Way -
Construction 275,000 20,000 20,000
Subtotal 300,000 20,000 - - - - 20,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): This project should reduce the operating budget due to lower maintenance and inspection costs.
Project Name: Neighborhood Traffic Calming Program 1
Project No: various,gcbd06 1Capacity Project: I NO lAnticipated Year of Completion: Beyond 2028 1
This program will provide educational material,and implement an areawide approach to traffic calming in residential neighborhood,which includes community outreach and participation,to
ensure the improvements are supported by engineering studies and the community.The annual focus area will be selected based on identified needs,and location within the HUD qualified
census tracks for 2022,2023,and 2024 The needs evaluation includes request history,crash history,number of of potential through streets between arterials or collectors,and destinations
such as schools,parks,transit stops,and convenience stores.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 48,610 50,000 50,000 250,000 250,000 250,000 250,000 1,100,000
Other(ARPA) 200,000 200,000 400,000
Subtotal 48,610 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Capital Costs:
Design 5,000 50,000 50,000 50,000 50,000 50,000 50,000 300,000
Right of Way -
Construction 43,610 200,000 200,000 200,000 200,000 200,000 200,000 1,200,000
Subtotal 48,610 250,000 250,000 250,000 250,000 250,000 250,000 1,500,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
392
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: Public Art
JProject No: gcbd05 Capacity Project: I NO Anticipated Year of Completion: 1 Beyond 2028
The City designates$30,000 annually toward the purchase of public art,for placement at designated locations throughout the City.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 187,500 30,000 30,000 30,000 30,000 - 307,500
Other(Water,Sewer&Storm Funds) -
Subtotal 187,500 30,000 30,000 30,000 30,000 - 307,500
Capital Costs:
Design 50,000 50,000
Right of Way -
Construction 137,500 30,000 30,000 30,000 30,000 - 257,500
Subtotal - 187,500 30,000 30,000 30,000 30,000 307,500
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Sidewalk Repair and Accessibility Program
JProject No: various,gcbd0l Capacity Project: I NO JAnticipated Year of Completion: 1 Beyond 2028
The program replaces damaged sidewalks throughout the City,adds new curb ramps,and replaces a fisting curb ramps that do not meet current American with Disabilities Act(ADA)
requirements.Projects are prioritized annually based on pedestrian demands,existing deficiencies,and citizen requests. Program funds reflect remaining budget after allocations to specific
ADA and sidewalk improvement projects. The program also uses fees collected from residents choosing to pay a fee to the City for replacement of damaged sidewalk sections that they are
responsible for(caused by their private trees). Typically HUD funds(not shown below)are also transferred into this program to complete accessibility improvements in qualifying
neighborhoods.$800k of ARPA funds in 2023 is assumed carryforward from 2022.$100k of SW repair fees shown in 2023 assume the$50k of fees in 2022 are carried forward into 2023.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
I
Federal -
State -
Other(ARPA) 800,000 800,000
REET 399,235 107,000 205,000 210,000 215,000 220,000 957,000
Other-Transportation Fees 50,000 100,000 50,000 50,000 50,000 50,000 50,000 350,000
Subtotal 449,235 1,007,000 50,000 255,000 260,000 265,000 270,000 2,107,000
Capital Costs:
Design 98,538 201,400 10,000 51,000 52,000 53,000 54,000 421,400
JRight of Way - 1
1Construction 350,697 805,600 40,000 204,000 208,000 212,000 216,000 1,685,600 1
Subtotal 449,235 1,007,000 50,000 255,000 260,000 265,000 270,000 2,107,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Traffic Signal Replacement&Improvements
jProject No: various,gcbd07 Capacity Project: I NO JAnticipated Year of Completion: 1 Beyond 2028
The program will replace end of life capital facilities 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. The program also includes minor safety improvements,operations improvements,and Accessible
Pedestrian Signal Improvements based on the requirements of the Americans with Disabilities Act(ADA).
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 3 Years 2023 2024 2025 2026 2027 2028 Total
Federal -
State -
Local -
REET 412,619 180,000 185,000 190,000 195,000 200,000 205,000 1,155,000
Other-Developer Fees -
Subtotal 412,619 180,000 185,000 190,000 195,000 200,000 205,000 1,155,000
Capital Costs:
Design -
Right of Way -
Construction 412,619 180,000 185,000 190,000 195,000 200,000 205,000 1,155,000
Subtotal 412,619 180,000 185,000 190,000 195,000 200,000 205,000 1,155,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
393
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2023-2024 Biennial Budget Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUNDING SOURCES-GENERAL GOVERNMENTAL PROJECTS
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Facilities Fund 505 297,220 37,510 - - - - - 37,510
Equipment Rental Fund 560 60,000 20,000 - - - - - 20,000
Capital Improvements Fund 328 255,150 - - - - - - -
Local Revitalization Fund 330 17,329 245,000 - - - - - 245,000
Federal - 70,000 843,000 - - - - 913,000
State 670,000 1,087,000 560,000 - - - - 1,647,000
Local 423,000 528,000 - - - - - 528,000
Park Impact Fees 1,989,345 1,489,490 200,000 - - - - 1,689,490
REET 3,937,878 1,703,700 4,916,500 1,430,050 2,634,625 2,643,175 2,627,800 15,955,850
Contributions 14,850 - - - - - - -
Other(ARPA) - 1,455,000 2,281,866 - - - - 3,736,866
Other-Muckleshoot Indian Tribe - 75,000 - - - - - 75,000
Other-Developer Fees - - - - - - - -
Other-Transportation Fees 50,000 100,000 50,000 50,000 50,000 50,000 50,000 350,000
Other-Cumulative Reserve Fund 42,200 - - - - - - -
Bond Proceeds - - - 7,200,000 11,840,000 9,860,000 4,680,000 33,580,000
Other(Water,Sewer&Storm Funds) 240,000 - - - 1,000,000 1,000,000 1,000,000 3,000,000
Total 7,996,972 6,810,700 8,851,366 8,680,050 15,524,625 13,553,175 8,357,800 61,777,716
Capital Costs:
Design 927,691 1,141,400 2,360,000 2,581,000 1,942,000 403,000 784,000 9,211,400
Environmental&Monitonnq - - - - - - - -
Right of Way - - - - - - - -
Construction 4,594,931 4,965,100 5,789,866 3,194,000 10,683,000 10,252,000 4,671,000 39,554,966
Acquisition - - - 2,200,000 - - - 2,200,000
Long-Term Debt Service 2,474,350 704,200 701,500 705,050 2,899,625 2,898,175 2,902,800 10,811,350
Total 7,996,972 6,810,700 8,851,366 8,680,050 15,524,625 13,553,175 8,357,800 61,777,716
Summary of Impacts of 2023-2024 Capital Projects on Future Operating Expenses
General Municipal&Community Imp.Projects 2024 2025 2026 2027 2028 2029 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 95,000 95,000 95,000 95,000 95,000 570,000
Golf Course Driving Range (Revenues) (200,000) (200,000) (200,000) (200,000) (200,000) (1,000,000)
Total General Municipal&Community Imp.Projects $ 107,500 $ (92,500) $ (92,500) $ (92,500) $ (92,500) $ (92,500) $ (355,000)
394
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2023-2024 Biennial Budget Section VII: Capital Planning
General Municipal &Community Projects o2023 ❑2024
2023/2024 Revenue Sources
Local Revitalization
Fund
Other Funds
Working Capital
Federal Funds
State &Local Grants
Impact&
Mitigation Fees
REET
Other
$0.0 $1.0 $2.0 $3.0 $4.0 $5.0 $6.0
Millions
General Municipal&Community Improvement
Projects Projected Capital Expenditures
$16.0
$12.0
0
$8.0
$4.0
$0.0
2023 2024 2025 2026 2027 2028
395
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2023-2024 Biennial Budget Section VII: Capital Planning
Other Proprietary Projects
2023-2024
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396
To Table of Contents
2023-2024 Biennial Budget Section VII: Capital Planning
Other Proprietary Fund Projects
Airport Fund: (See Map—"A")
Five capital projects totaling $4,238,290 are budgeted for 2023 and four capital projects totaling
$1,101,110 are budgeted for 2024 in the Airport fund.
The Airport Projects includes the following:
• Runway/Taxiway Rehab, RSA Grading & PAPI project ($3,611,110 in 2023)will complete
a Fog seal of on the Airport Taxiways to extend the life of the pavement and complete
rehabilitation of the runway to prolong the useful life. This project will also complete
necessary improvements to comply with the FAA requirements for the Runway Safety Area
along with installing Precision Approach Path Indicator(PAPI)for runway to replace aging
Visual Approach Slope Indicator(VASI)system and install LED taxiway lighting.
• Open T-Hangar upgrades ($840,000 in 2024)will replace or upgrade hangar facilities and
convert one open row to closed hangars to meet increasing demand for closed units.
• The Annual Repair and Replacement of Airport Facilities Project ($400,000 in 2023 and
$100,000 in 2024)will provide funding for completing various capital repairs at the Airport.
Cemetery Fund: (See Map—"B")
Two capital projects totaling $355,000 are budgeted for 2023 in the Cemetery fund.
• Cemetery Development -10th addition project ($150,000 in 2023) will develop 1 acre of
existing property to add 1,200 new grave sites to the cemetery.
• The Forest Walk-Phase 3 project($205,000 in 2023)will develop existing property to add
approximately 1,500 new cremation sites.
Forest Walk Project 10th Addition project
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397
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2023-2024 Biennial Budget Section VII: Capital Planning
2023 -2024 Other Proprietary Fund Projects
2023 2024
Title Project# Budget Budget Page
Annual Airport Pavement Maintenance apbd12 82,180 50,000 399
Annual Repair and Maintenance of Airport Facilities apbd05 400,000 100,000 399
AWOS, Beacon&Emergency Generator apbdl7 - 111,110 399
Open T-Hangar Upgrades cp2201 - 840,000 400
Precision Instrument Approach apbd15 25,000 - 400
Runway/Taxiway Rehab, RSA Grading &PAPI project cp2213 3,611,110 - 400
Security Fencing apbd16 120,000 - 401
Subtotal Airport Fund Projects 4,238,290 1,101,110
Cemetery Development-10th addition cmbd03 150,000 401
Forest Walk-Phase 3 cmbd04 205,000 - 401
Subtotal Cemetery Fund Projects 355,000 -
Total Other Proprietary Fund Projects 4,593,290 1,101,110
398
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2023-2024 Biennial Budget Section VII: Capital Planning
1Project Name: Annual Airport Pavement Maintenance 1
(Project No:apbdl2 'Capacity Project: NO lAnticipated Year of Completion: Beyond 2028
This project will complete pavement maintenance and preservation activities for the Airport Runway,Taxiways and other paved surfaces at the Auburn
Airport to maintain the facilities in adequate operational conditions.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund - 82,180 50,000 50,000 100.000 100,000 100,000 482,180
Federal -
State -
Local -
Bond Revenue -
Other-Public/Private Partnership -
Subtotal - 82,180 50,000 50,000 100,000 100,000 100,000 482,180
Capital Costs:
Design 14,180 5,000 5,000 10,000 10,000 10,000 54,180
Environmental Assessment -
Construction 68,000 45,000 45,000 90,000 90,000 90,000 428,000
Subtotal - 82,180 50,000 50,000 100,000 100,000 100,000 482,180
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
1Project Name: Annual Repair and Replacement of Airport Facilities
(Project No:apbd05 'Capacity Project: NO lAnticipated Year of Completion: Beyond 2026
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.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: 2 Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 134,778 400,000 100,000 100,000 138,000 146,000 100,000 984,000
Federal -
State -
Local -
Bond Revenue -
Other-Public/Private Partnership -
Subtotal 134,778 400,000 100,000 100,000 138,000 146,000 100,000 984,000
Capital Costs:
Design 29,504 75,000 20,000 20,000 25,000 25,000 20,000 185,000
Right of Way -
Construction 105,274 325,000 80,000 80,000 113,000 121,000 80,000 799,000
Subtotal 134,778 400,000 100,000 100,000 138,000 146,000 100,000 984,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): This project will decrease the need for more costly repairs and
maintenance on older buildings.
1Project Name: AWOS,Beacon&Emergency Generator
(Project No: apbdl7 'Capacity Project: NO lAnticipated Year of Completion: 2025
This project will fund the environmental,design and construction of an Automated Weather Observation System(AWOS),Beacon and emergency
generator This will be funded at 90%by the FAA.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 5,555 100,000 105,555
Federal 100,000 900,000 1,000,000
State 5,555 5,555
Local -
Bond Revenue -
Other-Public/Private Partnership -
Subtotal - - 111,110 1,000,000 - - - 1,111,110
Capital Costs:
Design 111,110 160,000 271,110
Right of Way -
Construction 840,000 840,000
Subtotal - - 111,110 1,000,000 - - - 1,111,110
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $2,000
399
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2023-2024 Biennial Budget Section VII: Capital Planning
'Project Name: Open T-Hangar Upgrades&Door Replacement I
'Project No: cp2201 'Capacity Protect: NO 'Anticipated Year of Completion: 2026 I
Due to the current conditions of the hangar facilities at the Airport,this program will replace or upgrade hangar facilities as they reach the end of their
service life. A Facility Condition Assessment was completed in 2018.In 2019 an in depth analysis of the hangars'structure and roofing was conducted
with a recommendation to not replace but upgrade the structures.The demand on the airport is greater for closed hangars vs open units.This project will
convert 1 open hangar rows to closed hangars,and replace old doors on the airport's"H"hangar row This will increase airport revenues at
approximately$50,000 annually. Similar projects planned in 2024 and 2026 if project is eligible to use FAA funding.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 250,000 - 250,000 250,000 500,000
Federal 500,000 590,000 590,000 1,180,000
State -
Local -
State Loan 750,000 -
Other-Public/Private Partnership -
Subtotal 1,500,000 - 840,000 - 840,000 - - 1,680,000
Capital Costs:
Design 200,000 50,000 50,000 100,000
Right of Way -
Construction 1,300,000 790,000 790,000 1,580,000
Subtotal 1,500,000 - 840,000 - 840,000 - - 1,680,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
IProject Name: Precision Instrument Approach
'Project No:apbdl5 'Capacity Project' NO 'Anticipated Year of Completion: 2023
This project will upgrade the Airport's current instrument approach. AGIS is required to identify obstructions. The Airportwill receive an FAA grant to
fund 90%of project costs.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
(Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
'Airport Fund 5,890 25,000 25,000 I
Federal 52,980 _ _
State -
'Local - I
State Loan _�
Other-Public/Private Partnership
I Subtotal 58,870 25,000 - - - - - 25,000I
'Capital Costs: I
Design 58,870 25,000 000
Environmental Assessment
'Construction - I
I Subtotal 58,870 25,000 - - - - - 25,000I
(Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
'Project Name: Runway/Taxiway Rehab,RSA Grading&PAPI project
'Project No: cp2213 'Capacity Project: NO 'Anticipated Year of Completion: 2023
This project will complete a Fog seal of on the Airport Taxiways to extend the life of the pavement and complete rehabilitation of the Runway to prolong
the useful life of the Runway. This project will also 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. In addition the project will install Precision Approach Path Indicator(PAPI)for
Runway to replace aging Visual Approach Slope Indicator(VASI)system and install LED taxiway lighting.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
(Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
'Airport Fund 23,729 180,555 180,555
Federal 421,120 3,250,000 3,250,000
State 23,729 180,555 180,555
Local -
Bond Revenue -
Other-Public/Private Partnership -
Subtotal 468,578 3,611,110 - - - - - 3,611,110
Capital Costs:
Design 468,578 350,000 350,000
Environmental Assessment -
Construction 3,261,110 3,261,110
Subtotal 468,578 3,611,110 - - - - - 3,611,110
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $2,000
400
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2023-2024 Biennial Budget Section VII: Capital Planning
Project Name: Security Fencing
1Project No: apbdl6 1Capacity Project: NO lAnticipated Year of Completion: 2023
Install security fencing to enclose the remaining portion of unfenced area of the airport perimeter. The Airport will be receiving a 100%Federal Security
grant in 2023 to fund construction of the project.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund -
Federal 120,000 120,000
State -
Local -
Bond Revenue -
Other-Public/Private Partnership -
Subtotal - 120,000 - - - - - 120,000
Capital Costs:
Design -
Environmental Assessment -
Construction 120,000 120,000
Subtotal - 120,000 - - - - - 120,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Cemetery Development-10th addition
(Project No:cp2228 (Capacity Project: YES (Anticipated Year of Completion: 2023
Develop 1 acre of existing property to add 1,200 new grave sites to the cemetery.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Cemetery Fund 45,700 150,000 150,000
Federal -
State -
Local -
Bond Revenue -
Cemetery Endowed Care Fund -
Subtotal 45,700 150,000 - - - - - 150,000
Capital Costs:
Design 45,700 - -
Environmental Assessment -
Construction 150,000 150,000
Subtotal 45,700 150,000 - - - - - 150,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
Project Name: Forest Walk-Phase 3
1Project No:cp1831 1Capacity Project: YES lAnticipated Year of Completion: 2023
Develop existing cemetery property to add approximately 1,500 new cremation sites.
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
1Cemetery Fund 205,000 205,000 i
iFederal -
1 State -
o B
Bcal
onndd
Revenue
Cemetery Endowed Care Fund -
Subtotal - 205,000 - - - - - 205,000
Capital Costs:
Design - -
Environmental Assessment -
Construction 205,000 205,000
Subtotal - 205,000 - - - - - 205,000
Anticipated Impact on Future Operating Budgets(Annual Maintenance Cost): $0
401
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2023-2024 Biennial Budget Section VII: Capital Planning
TOTAL CAPITAL COSTS and FUN)ING SOURCES-OTHER PROPRETARY FUNDS
Prior Budget Budget Estimate Estimate Estimate Estimate 2023-2028
Funding Sources: Years 2023 2024 2025 2026 2027 2028 Total
Airport Fund 414,397 687,735 405,555 250,000 488,000 246,000 200,000 2,277,290
Cemetery Fund 45,700 355,000 - - - - - 355,000
Federal 974,100 3,370,000 690,000 900,000 590,000 - - 5,550,000
State 23,729 180,555 5,555 - - - - 186,110
Local - - - - - - - -
State Loan 750,000 - - - - - - -
Cemetery Endowed Care Fund - - - - - - - -
Other-Public/Private Partnership - - - - - - - -
Total 2,207,926 4,593,290 1,101,110 1,150,000 1,078,000 246,000 200,000 8,368,400
Capital Costs:
Design 802,652 464,180 186,110 185,000 85,000 35,000 30,000 985,290
Environmental Assessment - - - - - - - -
Right of Way - - - - - - - -
Construction 1,405,274 4,129,110 915,000 965,000 993,000 211,000 170,000 7,383,110
Total 2,207,926 4,593,290 1,101,110 1,150,000 1,078,000 246,000 200,000 8,368,400
Summary of Impacts of 2023-2024 Capital Projects on Future Operating Expenses
Other Proprietary Projects 2024 2025 2026 2027 2028 2029 6 Year Total
AWOS,Beacon&Emergency Generator $ - $ - $ 2,000 $ 2,000 $ 2,000 $ 2,000 $ 8,000
Runway/Taxiway Rehab,RSA Grading&PAPI project 2,000 2,000 2,000 2,000 2,000 2,000 12,000
Total Other Proprietary Projects $ 2,000 $ 2,000 $ 4,000 $ 4,000 $ 4,000 $ 4,000 $ 20,000
402
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2023-2024 Biennial Budget Section VII: Capital Planning
Other Proprietary Fund Projects
2023/2024 Revenue Sources la 2023 ❑2024
FAA
Grants
Airport
Fund
Cemetery
Fund
State
Grants
$0.0 $0.5 $1.0 $1.5 Mdlions$2,0 $2.5 $3.0 $3.5 $4.0
Other Proprietary Fund Projects
Projected Capital Expenditures
$5
$4
$3
C
O
$2
•
$1
$0
2023 2024 2025 2026 2027 2028
403
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CITY
JBUI-tN
WASHINGTON
2023-2024 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 $180,851.04
Deputy Mayor N/A $23,364.48
Council Members N/A $17,523.36
Department Directors
Minimum Maximum
Administration Director $163,179.84 $207,610.08
Chief Equity Officer $163,179.84 $207,610.08
City Attorney $163,179.84 $207,610.08
Community Development Director $163,179.84 $207,610.08
Finance Director $163,179.84 $207,610.08
Human Resources/Risk Management Director $163,179.84 $207,610.08
Innovation &Technology Director $163,179.84 $207,610.08
Parks, Arts & Recreation Director $163,179.84 $207,610.08
Police Chief N/A $210,805.92
Public Works Director $163,179.84 $207,610.08
405
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2023-2024 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Auburn Police Department
The Police Department has both affiliated and unaffiliated positions. The charts below 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 $157,453.20
Contract Period: January 2022 - December 2024.
Commissioned
Minimum Maximum
Police Officer $90,156.48 $107,458.32
Police Sergeant N/A $127,582.32
Contract Period: January 2022 - December 2024.
Non-Commissioned
Minimum Maximum
Animal Control Officer $67,033.44 $79,616.16
Evidence/Identification Technician $60,472.32 $74,607.60
Parking Control Attendant $50,943.60 $64,178.64
Police Services Specialist $54,392.40 $68,521.44
Police Services Supervisor $70,175.76 $86,579.76
Contract Period: January 2022 - December 2024.
406
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2023-2024 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 Maintenance Technician $65,587.68 $86,308.32
Custodian $47,867.28 $56,424.96
Custodian Lead $53,474.64 $63,035.28
Electrician $68,152.56 $89,684.64
M&O Mechanic $71,576.88 $81,995.52
Maintenance Specialist $72,345.12 $82,875.12
Maintenance Worker I $55,984.56 $68,540.16
Maintenance Worker I (CDL) $57,104.16 $69,911.04
Maintenance Worker II $66,176.16 $76,208.40
Maintenance Worker II (CDL) $67,499.76 $77,732.64
Parks Mechanic $70,200.24 $80,418.72
Contract Period: January 2020 - December 2022.
POSITION SALARY SCHEDULE
Non-Affiliated Employees
Minimum Maximum
Accountant $82,093.92 $104,443.92
Accounting & Financial Reporting Manager $111,310.32 $141,618.72
Administrative Services Assistant $67,076.16 $85,341.36
Accounting Specialist $67,076.16 $85,341.36
Administrative Specialist- M&O $60,755.28 $77,299.44
Airport Manager $121,624.08 $154,739.28
Airport Operations Technician $67,076.16 $85,341.36
Anti-Homelessness Outreach Program Coordinator $82,093.92 $104,443.92
Anti-Homelessness Program Administrator $111,310.32 $141,618.72
Arts & Events Manager $95,716.32 $121,775.76
Arts Coordinator $82,093.92 $104,443.92
Assistant Chief of Police N/A $190,978.80
Assistant Director of Community Development $147,174.72 $187,248.00
Assistant Director of Engineering Services/City Engineer $147,174.72 $187,248.00
Assistant Director of Human Resources $147,174.72 $187,248.00
Assistant Director of Innovation &Technology $147,174.72 $187,248.00
Assistant Golf Professional $74,090.88 $94,308.24
Assistant Traffic Engineer $99,544.56 $126,647.52
Associate Engineer $95,716.32 $121,775.76
Building Inspector $82,094.16 $104,443.92
Business License Program Coordinator $89,163.84 $113,442.48
Capital & Construction Engineering Manager $127,731.36 $162,511.20
Cemetery Manager $95,716.32 $121,775.76
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2023-2024 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
Minimum Maximum
City Clerk $103,427.04 $131,586.00
City Prosecutor $95,716.32 $121,775.76
Civil Engineer- Utilities $99,544.56 $126,647.52
Code Compliance Manager $95,716.32 $121,775.76
Code Compliance Officer I $77,053.44 $98,034.96
Code Compliance Officer II $82,094.16 $104,443.92
Communications Manager $95,716.32 $121,775.76
Community Services Manager $103,427.04 $131,586.00
Construction Inspector $82,094.16 $104,443.92
Construction Manager $95,716.32 $121,775.76
Contract Administration Manager $95,716.32 $121,775.76
Contract Administration Specialist $67,076.16 $85,341.36
Crime Analyst $82,093.92 $104,443.92
Curator of Education $82,093.92 $104.443.92
Curator of Collections Specialist $74,090.88 $94,308.24
Department Administrative Assistant $67,076.16 $85,341.36
Deputy City Attorney $147,174.72 $187,248.00
Deputy City Clerk $74,090.88 $94,308.24
Design Technician Manager $95,716.32 $121,775.76
Desk Auditor $67,076.16 $85,341.36
Desktop Support Manager $99,544.56 $126,647.52
Development Engineer Manager $113,536.08 $144,450.48
Development Review Engineer $99,544.56 $126,647.52
Domestic Violence Paralegal $74,090.88 $94,308.24
Economic Development Coordinator $82,093.92 $104,443.92
Economic Development Manager $111,310.32 $141,618.72
Emergency Management Coordinator $82,093.92 $104,443.92
Emergency Manager $111,310.32 $141,618.72
Engineering Design Technician $89,163.84 $113,442.48
Engineering Survey Technician $77,053.44 $98,034.96
Executive Assistant to the Mayor $89,163.84 $113,442.48
Facilities Manager $103,427.04 $131,586.00
Facility Assistant $50,897.04 $64,173.60
Field Supervisor $89,163.84 $113,442.48
Financial Analyst $89,163.84 $113,442.48
Financial Operations Manager $111,310.32 $141,618.72
Financial Planning Manager $127,731.36 $162,511.20
Fleet/General Services Manager $103,427.04 $131,586.00
GIS Analyst $89,163.84 $113,442.48
GIS Inventory Technician $67,076.16 $85,341.36
Golf Course Manager $95,716.32 $121,775.76
Grant Coordinator $82,093.92 $104,443.92
Housing Repair Program Coordinator $82,093.92 $104,443.92
Housing Repair Technician $74,090.88 $94,308.24
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2023-2024 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.) 1
Minimum Maximum
Human Resources Analyst $89,163.84 $113,442.48
Human Resources Assistant $67,076.16 $85,341.36
Human Resources Coordinator $82,093.92 $104,443.92
Human Resources Manager $111,310.32 $141,618.72
Human Resources Contract Specialist $67,076.16 $85,341.36
Human Services Program Coordinator $82,093.92 $104,443.92
IT Business Systems Analyst $89,163.84 $113,442.48
IT Support Specialist $77,053.44 $98,034.96
Lead City Prosecutor $103,427.04 $131,586.00
Lead Network Engineer $99,544.56 $126,647.52
Legal Assistant $67,076.16 $85,341.36
Maintenance & Operations Services General Manager $127,731.36 $162,511.20
Multimedia Assistant (.75 FTE) $38,172.78 $48,130.20
Multimedia Design Technician $77,053.44 $98,034.96
Multimedia Video Specialist $77,053.44 $98,034.96
Museum Director $95,716.32 $121,775.76
Neighborhood Program Coordinator $82,093.92 $104,443.92
Network Analyst $89,163.84 $113,442.48
Network Engineer $95,716.32 $121,775.76
Office Assistant $56,285.04 $71,278.08
Officer Wellness Coordinator $82,093.92 $104,443.92
Paralegal $74,090.88 $94,308.24
Parks Maintenance Manager $103,427.04 $131,586.00
Parks Planning & Development Manager $95,716.32 $121,775.76
Payroll Specialist $74,090.88 $94,308.24
Permit Technician I $60,755.28 $77,299.44
Permit Technician II $67,076.16 $85,341.36
Planner $82,093.92 $104,443.92
Planner II $89,163.84 $113,442.48
Planning Services Manager $111,310.32 $141,618.72
Plans Examiner $89,163.84 $113,442.48
Project Engineer $113,536.08 $144,450.48
Project Manager $95,716.32 $121,775.76
Project Survey Technician $89,163.84 $113,442.48
Project Surveyor $95,716.32 $121,775.76
Public Information Officer $89,163.84 $113,442.48
Public Works GIS Manager $99,544.56 $126,647.52
Public Works GIS Technician $67,076.16 $85,341.36
Real Estate Manager $95,716.32 $121,775.76
Records Clerk $60,755.28 $77,299.44
Recreation Manager $95,716.32 $121,775.76
Recreation Program Coordinator $82,093.92 $104,443.92
Registration Clerk/Office Assistant $56,285.04 $71,278.08
Resource Navigation Program Coordinator $82,093.92 $104,443.92
Right-of-Way Specialist $82,094.16 $104,443.92
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2023-2024 Biennial Budget Section VIII: Appendices
POSITION SALARY SCHEDULE
Non-Affiliated Employees (cont.)
Minimum Maximum
SCADA Technician $77,053.44 $98,034.96
Senior Accountant $89,163.84 $113,442.48
Senior Accounting Specialist $74,090.88 $94,308.24
Senior Center Manager $95,716.32 $121,775.76
Senior City Staff Attorney $127,731.36 $162,511.20
Senior GIS Specialist $82,094.16 $104,443.92
Senior Planner $95,716.32 $121,775.76
Senior Police Administrative Assistant $74,090.88 $94,308.24
Senior Project Engineer $121,624.08 $154,739.28
Senior Traffic Engineer $121,624.08 $154,739.28
Senior Transportation Planner $103,427.04 $131,586.00
Senior Utility Billing Account Specialist $74,090.88 $94,308.24
Sewer Utility Engineer $113,536.08 $144,450.48
SKHHP Executive Manager $111,310.32 $141,618.72
SKHHP Program Coordinator $82,093.92 $104,443.92
Solid Waste Customer Care Specialist $67,076.16 $85,341.36
Special Events Coordinator $82,093.92 $104,443.92
Storm Drainage Technician $82,094.16 $104,443.92
Storm Drainage Utility Engineer $113,536.08 $144,450.48
Storm/Sewer Manager $103,427.04 $131,586.00
Stormwater Management Inspector $82,094.16 $104,443.92
Street/Vegetation Manager $103,427.04 $131,586.00
Survey Manager $103,427.04 $131,586.00
Survey Party Chief $82,094.16 $104,443.92
Systems Analyst $89,163.84 $113,442.48
Tax & Licensing Manager $95,716.32 $121,775.76
Teen Coordinator $82,093.92 $104,443.92
Theater Operations Coordinator $82,093.92 $104,443.92
Traffic Operations Engineer $113,536.08 $144,450.48
Traffic Operations Supervisor $95,716.32 $121,775.76
Traffic Signal Technician $82,094.16 $104,443.92
Transportation Technician $89,163.84 $113,442.48
Utility Billing &AMI Supervisor $89,163.84 $113,442.48
Utility Billing Account Representative $60,755.28 $77,299.44
Utility Billing Account Specialist $67,076.16 $85,341.36
Utility Billing Services Manager $103,427.04 $131,586.00
Utility Billing Services Supervisor $89,163.84 $113,442.48
Utility Engineering Manager $127,731.36 $162,511.20
Utility Technician $67,076.16 $85,341.36
Water Division Manager $103,427.04 $131,586.00
Water Quality Program Coordinator $95,716.32 $121,775.76
Water Resources Technician $82,093.92 $104,443.92
Water Utility Engineer $113,536.08 $144,450.48
Webmaster $82,093.92 $104,443.92
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2023-2024 Biennial Budget Section VIII: Appendices
- APPENDIX B
1
History of Auburn
r bil 4 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
LS AIE' �
"f' ` �,,, -� I fertile river valley, Auburn has been both a farm community and a
P •U center of business and industry for more than 150 years. Auburn
irim
rum
,J {it J_11.11,14tri, LitzIA 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
t. - _ Skopamish, Smalhkamish, and Stkamish Indian tribes. The first
white men in the region were explorers and traders who arrived in
the 1830s.
Auburn Hardware Store,1915,White River Valley Museum
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. It was called SuperMall of the Great Northwest. In May 2012, it was
renamed to The Outlet Collection Seattle.
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).
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2023-2024 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's
a warm, embracing community where people still stop to say hello. Aubur
is a community rich in history where you'll find new businesses mingling Searac
with old and a historic downtown getting acquainted with a new, modern Airport
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 * burn
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. oma
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 eight morning trains and one
evening train 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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2023-2024 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. 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, and the Pacific Ballroom Dance Company, among
other attractions. For more information visit www.auburn.wednet.edu.
Auburn Avenue Theater
The City of Auburn purchased the Auburn Avenue Theater in 2020, although it has been operating the Theater since
2007. It is a popular venue for performing arts and features 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. In July 2021, a fire at the Max House
Apartments in downtown Auburn completely destroyed the apartment building and several businesses. As a result,
the Auburn Avenue Theater will remain closed. The City will begin working with its insurance carrier to determine the
appropriate avenues for an insurance claim. Once that is completed, the City will then be inviting the public to provide
input regarding the next steps for the Auburn Avenue Theater.
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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2023-2024 Biennial Budget Section VIII: Appendices
WHAT'S HAPPENING IN AUBURN Residential Bulky Item Collection
YEAR`ROUND WM single-family, duplex, and mobile home park
residents can have up to four bulky items collected
White River Valley Museum one-time per year at no cost. Clean house and get
Exhibits open Wednesday through Sunday, 12-4pm rid of such bulky items as appliances, outdoor items,
Admission is FREE! furniture, and lawn equipment.
Call 253 288-7433 or visit www.wrvmuseum.org. For guidelines and more information visit
www.wmnorthwest.com/auburn or call 253-939-
Teen Late Night 9792.
Call 253-931-3043 for dates, times and locations. JANUARY
BRAVO Performing Arts Series
September-July Miss Auburn Scholarship Show
Various Locations www.missauburn.orq.
Call 253-931-3043 for full schedule.
Auburn Senior Activity Center Winterfest
Avenue Kids Lunch
Auburn Community& Event Center Gymnasium Call 253-931-3016 for more information.
Call 253-931-3043 for full schedule.
FEBRUARY
Comedy Night at the Course
Auburn Golf Course Banquet Room Auburn Senior Activity Center Valentine's
Call 253-931-3043 for full schedule. Day Lunch
Call 253-931-3016 for more information.
Parent's Night Out
Les Gove Gymnasium, 5-9pm MARCH
For children ages 5-10.
Call 253-931-3043 for specific dates. Auburn Senior Activity Center St. Patrick's
Auburn Symphony Orchestra Day Lunch
auburnsymphony.org Call 253-931-3016 for more information.
Call 253-887-7777 for concert information. Daddy Daughter Date Night
SPRING& FALL Auburn Community and Event Center
Call 253-931-3043 for dates and times.
King County Residential Special Recycling Ladies & Lil' Gents
Events Auburn Community and Event Center
Held April/May and September/October at Call 253-931-3043 for more information.
Ilaklo Elementary School.
Open to households within Auburn who are served APRIL
by Waste Management.
For information call 253-931-3038 (option #2) or visit
Upcoming Events at Auburn Senior Activity Center Easter Lunch
www.auburnwa.aov/solidwasteevents . Call 253-931-3016 for more information.
WM Recycle Right Collection Events Mountain View Cemetery Sunrise Service
Held July&September. Locations TBD. Easter morning
Open to households within Auburn who are served Call 253-931-3028 for more information.
by Waste Management.
For guidelines and more information visit Peter Cotton Trail
www.wmnorthwest.com/auburn or call 253-939- A community-wide outdoor scavenger hunt that
9792. coincides with Easter. Call 253-931-3043 or visit
www.auburnwa.gov/events for dates, times and
information.
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2023-2024 Biennial Budget Section VIII: Appendices
Auburn's Clean Sweep Mary Olson Farm
A perfect opportunity to give back to your Late June—mid-August
community. Open for free Saturdays and Sundays 11am -4pm
Call 253-931-3043 for more information. Call 253-288-7433 or visit wrvmuseum.org for more
information
MAY
Auburn Senior Activity Center Father's Day
Auburn Senior Activity Center Mother's Day Lunch
Lunch Call 253-931-3016 for more information.
Call 253-931-3016 for more information. •
Auburn's Memorial Day Service !
Mountain View Cemetery
Call 253-931-3028 for time and more information.
Dog Trot Fun Runr
Game Farm Park 1.
Annual pet-friendly 3K/5K fun run that kicks off the � .�„
b '
Petpalooza festival. - :" : + •
Call 253-931-3043 or visit ; . :r sao
www.auburnwa.gov/events for dates, times and "' "
information. •
! �
_ .o•
Petpalooza
Game Farm Park
Auburn's award-winning pet-friendly event. Call 253- ^ -
931-3043 or visit www.auburnwa.gov/events for dates, times and information.
JUNE •
T .
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.orq for more information
City of Auburn Residential Community Yard _. -
Sale to (iv
For more information Call 253-931-3038 (option#2)
or visit www.auburnwa.gov/solidwaste under r"'�- K
Upcoming Events
F
KidsDay ;:.
Les Gove Park •
Children's summer kickoff celebration which includes �+ J
entertainment, information fair, arts and crafts, and
other fun activities. Call 253-931-3043 or visit A
www.auburnwa.gov/events for dates, times and -
information. T A '
I
�,• -.
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2023-2024 Biennial Budget Section VIII: Appendices
JULY Designed to provide residents with information about
the City, how decisions are made and funds
Fourth of July Festival allocated, and educate about ways to be more
Les Gove Park civically engaged in the City of Auburn. Requires
Come out and enjoy Auburn's 4th of July Festival! registration!
Activities include live entertainment on two stages,
More Info: 253-876-1988
tons of inflatable rides, pony rides, an auburnwa.gov/civicsacademy
antique/classic car show, bingo, craft vendors, Food
Court and more! Call 253-931-3043 or visit Auburn Senior Activity Center Summer BBQ
www.auburnwa.gov/events for dates, times and Call 253-931-3016 for more information.
information.
Auburn Senior Activity Center Wellness Fair
Summer Fun in Auburn's Parks Lunch
July—August Call 253-931-3016 for more information.
• Kids SummerStage, Les Gove Park,
Wednesdays at 12pm. OCTOBER
• Summer Sounds, Les Gove Park,
Thursdays at 6:30pm Halloween Harvest Festival & Les Gove Park
• Friday Night Flicks, various parks, Fridays, Trunk-or-Treat
movies begin at dusk Les Gove Park;
• Concert and Almost 5K Poker Run, Les Come out and celebrate with games and activities
Gove Park and trunk or treat at Les Gove Park.
Call 253-931-3043 or visit Call 253-931-3043 for more information.
www.auburnwa.gov/events for dates, times and
information. Auburn Senior Activity Center Halloween
Auburn Senior Activity Center Summer BBQ Lunch
Call 253-931-3016 for more information. Call 253-931-3016 for more information.
AUGUST NOVEMBER
National Night Out Auburn's Veterans Parade & Observance
Held throughout the City of Auburn; First Tuesday of Main Street
the month. Auburn's annual Veterans parade is one of the
Designed to encourage neighbors to form largest sanctioned Veterans Day parades west of
community partnerships with each other and the Mississippi along with a static display exhibit, a
connect with City staff. Requires registration! luncheon, military display and flyover followed by
More Info: 253-876-1988 I auburnwa.gov/nno one of the State's largest marching band
competitions.
Auburn Senior Activity Center Summer BBQ Call 931 3 visit
Call 253-931-3016 for more information. www.auburnwa.gogov/events for dates, times and
information.
SEPTEMBER Auburn Senior Activity Center Veterans Day
Lunch
Hops & Crops Music & Beer Festival Call 253-931-3016 for more information.
Mary Olson Farm
21 and up festival featuring great beer tasting and Auburn Senior Activity Center Thanksgiving
regional indie bands. Lunch
Call 253-288-7433 for more information. Call 253-931-3016 for more information.
Civics Academy
Held in locations around Auburn
September— November(Thursday evenings and
some Saturday mornings)
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2023-2024 Biennial Budget Section VIII: Appendices
-. DECEMBER
,- ilLSanta 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.
r
y ; - 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.
k l •!-' Auburn Senior Activity Center Holiday
OPill.,04.414(.
Lunch
Call 253-931-3016
Mountain View Cemetery Tree of
Remembrance
` i I December 1 - 30
Call 253-931-3028 for more information.
,
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2023-2024 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 253-249-7849
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
418
To Table of Contents
2023-2024 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.
2022 INFORMATION
Date of Incorporation June 13, 1891
Form of Government Mayor-Council
Type of Government Non-Charter Code City
Population 88,750
Rank in Size-Washington State 14th
Assessed Valuation $14,691,361,482
Area 29.9 Square Miles
Auburn Median Age 35.5 Years Old
Registered Voters 48,901
Miles of Streets 247 Miles
FIRE PROTECTION
Number of Stations 6*
Number of Commissioned Fire Fighting Personnel 121
Number of Non-Commissioned Personnel 15
Total Number of Personnel and Firefighters 136
Fire Responses 2,267
Emergency Medical Service Responses 13,295
All Other Responses 314
Total Number of Responses 15,876
*Beginning January 1, 2007, the Valley Regional Fire
Authority began
providing fire protection services for the Cities of
Auburn, Algona and Pacific.
There are six stations in total; five in Auburn (although
one is a training
station), and one in Pacific.
POLICE PROTECTION
Number of Stations/Precincts 3
Number of Commissioned Police Personnel 99
Number of Non-Commissioned Personnel 26
Total Number of Officers and Personnel 125
Number of Calls for Service-2022 69,072
2022 Utility Rates: Reduced rates for low-income senior
citizens and disabled persons available.
WATER SERVICE
Basic Service Charge $18.24/Month
Commodity Rate:
0-7 $3.62/ccf
7.01-15 $4.42/ccf
15.01-9999 $5.02/ccf
Total Water Customers - December 2022 15,010
Gallons of Water Produced -2022 Statistic 2,379,301,500
Gallons of Water Purchased -2022 Statistic 0
Average Daily Consumption -2022 Statistic 6.05 Million Gallons
Miles of Water Main 290 Miles
419
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2023-2024 Biennial Budget Section VIII: Appendices
SEWER
City Sewer- Single Family Residence $25.99/Month
Metro Sewer-Single Family Residence $49.27/Month
Total Sanitary Sewer Customers -January 2023 16,172
Sanitary Sewer Lines 210 Miles
STORM DRAINAGE
Single Family Residence $15.88/Month
Total Storm Drainage Customers -January 2023 18,626
Storm Pipes 246 Miles
SOLID WASTE (Contracted Services)
1 can (35 gal)/week, curbside $11.65/Month
Number of Residential Accounts -January 2023 18,454
BUSINESS LICENSES
Fee per Year- General License $103
Business Licenses Issued -2022 Statistic 2,428
VALUE OF BUILDING PERMITS ISSUED IN 2022 $104,401,014
PARKS, ARTS AND RECREATION
Developed Park Acreage 291
Total Park Acreage 986
Number of Developed Parks 33
Number of Cemetery Placements 331
Number of Rounds Played (Golf Course) 57,517
Athletic Teams 259
Recreation Activities 2,297
Senior Center Visits 31,593
Cultural Arts & Major Special Events 165
Audience Served by Cultural Arts & Major Special Events 113,926
Museum Audience Served 5,061
MAJOR EMPLOYERS (number of employees)
The Boeing Company 3,600
Auburn School District 2,536
Muckleshoot Indian Tribe 1,472
Multicare Auburn Regional Medical Center 1,208
Green River College 857
Safeway Distribution Center 800
Costco Wholesale/Optical #190 782
City of Auburn 574
Ply Gem Pacific Windows Corporation 550
Walmart#2385 336
420
To Table of Contents
2023-2024 Biennial Budget Section VIII: Appendices
GENERAL DEMOGRAPHICS
Persons 19 years and younger 25.9%
Persons 20 - 34 years 23.2%
Persons 35- 54 years 25.8%
Persons 55 years and older 25.1%
Male 52.2%
Female 47.8%
Median Household Income (City of Auburn)
City of Auburn $79,368
Washington State $84,247
SALES TAX RATE (effective 2022):
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%
Housing Services 0.10%
TOTAL SALES TAX RATE 10.10%
OTHER CITY TAXES AND TAX RATES (effective 2022):
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* 10.00%
Water Utility Tax* 10.00%
Sewer Utility Tax* 10.00%
Storm Drainage Utility Tax* 10.00%
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:
City of Auburn GIS, Finance, Community Deveopment, Fire,
Police, Parks, Arts and Recreation Department, US Bureau
of Labor Statistics, King and Pierce County Elections
Office, State of Washington Department of Revenue, and
Washington State Office of Financial Management.
421
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2023-2024 Biennial Budget Section VIII: Appendices
7
Population, Housing Units and School Enrollment
100,000
80,000
60,000
40,000
20,000
- I I I I
2018 2019 2020 2021 2022
•Series1 ■Series2 Series3
/
Population, Housing and School
2018 2019 2020 2021 2022
School Enrollment (1) 16,949 17,300 16,702 16,880 17,640
Rate of Unemployment (2) 4.0% 3.4% 10.1% 5.9% 3.7%
Population (3) 80,615 81,720 81,940 88,080 88,750
Housing Units (3)
One Unit 16,616 16,674 16,687 17,128 17,185
Two or More 11,417 12,008 12,008 12,532 12,738
Mobile Home or Special 2,659 2,663 2,671 2,674 2,676
Total Housing Units 30,692 31,345 31,366 32,334 32,599
Sources:
(1)Auburn School District No. 408
(2) U.S. Bureau of Labor Statistics
(3)WA State Office of Financial Management
422
To Table of Contents
2023-2024 Biennial Budget Section VIII: Appendices
Retail Sales Tax Collections
$25
$20
$15
G7
C
0
$10
$5
$0
2018 2019 2020 2021 2022
Wholesaling Construction •Services •Retail Trade
•Automotive •Manufacturing ■Other Business Transportation
J
Sales Tax Collections by Sector(in Thousands)
2018 2019 2020 2021 2022
Retail Trade
Apparel $1,170 $1,236 $873 $1,123 $1,137
Auto& Gas $4,122 $4,069 $3,827 $4,555 $4,780
Building Material $576 $652 $751 $803 $789
Food Stores $388 $406 $451 $487 $565
Non-Store Retailers $267 $228 $271 $280 $138
Furniture& Electronics $439 $499 $510 $634 $630
General Merchandise $870 $818 $878 $917 $889
Miscellaneous Retail Trade $1,330 $1,598 $1,766 $2,219 $2,506
Retail Trade $ 9,163 $ 9,506 $ 9,327 $ 11,017 $ 11,433
Services 4,229 4,445 4,220 4,924 5,395
Construction 2,310 2,193 3,068 3,034 2,828
Manufacturing 754 821 390 501 749
Transportation 120 89 197 373 249
Wholesaling 1,469 1,496 1,346 1,424 1,578
Other Business 154 265 308 410 428
Grand Total $ 18,198 $ 18,814 $ 18,856 $ 21,683 $ 22,661
Source:
City of Auburn Finance Department
Actual receipts, January through December
423
To Table of Contents
2023-2024 Biennial Budget Section VIII: Appendices
r
Construction Activity By Value
$180
$160
$140
$120
2 $100
$80
$60
$40
$0
2018 2019 2020 2021 2022
■ Commercial ■ Residential
Building Permits and Construction Values
Commercial Building Residential Building
Year Permits Value Permits Value
2018 322 $72,622,659 210 $25,790,413
2019 338 $157,025,901 195 $18,831,821
2020 270 $93,920,444 202 $32,630,433
2021 284 $101,356,032 231 $38,638,648
2022 232 $75,543,869 289 $34,235,397
Source:
City of Auburn Community Development Department
Data represents new construction only
424
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2023-2024 Biennial Budget Section VIII: Appendices
Property Tax Levy Information
(King County portion of Auburn}
$13
315.14
$16
$13-59 $13.82
$14 ~1; v3
$11.94
$12
$10
$8
$6
S4
S2
$2.03 $1.92 $1.82II $1.66
so
2018 2019 2020 2021 2022
•Emergency Medical SeRis ■L1rary ■Valley Regional Fire Autority
■Hospital District ■Sound Transit ■Port of Seattle
Washington State •lKIig County Flood District King County
'Auburn School District ■City of Auburn
Property Tax Change 2021-2022
Levy 2018 2019 2020 2021 2022 $ %
City ofAuburn $ 2.03 $ 1.92 $ 1.82 $ 1.77 $ 1.66 $ (0.10) -6%
Auburn School District 6.30 3.81 5.20 5.20 4.99 (0 22) -4%
King County 1.33 1.22 1.24 1.25 1.23 (0.02) -1%
King County Flood District 0.11 0.10 0.09 0.09 0.08 (0 01) -9%
Washington State 2.92 2.63 3.03 3.09 2.82 (0.27) -9%
Port of Seattle 0.14 0.12 0.12 0.12 0.11 (0.01) -6%
Sound Transit 0.23 0.21 0.20 0.20 0.18 (0.01) -7%
Hospital District 0.46 0.42 0.40 0.39 0.35 (0.03) -8%
Valley Regional Fire Authority 0.98 0.92 0.87 1.10 1.03 (0.07) -6%
Library 0.41 0.37 0.36 0.36 0.33 (0.03) -8%
Emergency Medical Services 0.24 0.22 0.27 0.26 0.25 (0.02) -6%
Total Lew Rate $ 15.14 $ 11.94 $ 13.59 $ 13.82 $ 13.03 $ (0.79) -6%
Auburn%to Total Levy 13.43% 16 11% 13.38% 12.79% 12.75%
Demographic Information Change 2021-2022
(King&Pierce County) 2018 2019 2020 2021 2022 %
Assessed Valuation(in 000's) $ 10,559,151 $ 11,489,516 $ 12,380,036 $ 13,368,770 $ 14,691,361 $ 1,322,591 10%
Average Homeowner Assessed Value $ 304,000 $ 343,000 $ 355,000 $ 379,000 $ 433,000 $ 54,000 14%
City Tax on an Average Home $ 618 $ 660 $ 646 $ 670 $ 720 $ 50 7%
Population 80,615 81,720 81,940 88,080 88,750 670 1%
School Enrollment 16,949 17,300 16,702 17,443 17,618 175 1%
CPI-Seattle,Annual growth rate 2.7% 2.7% 2.8% 2.9% 3.1% 0.2% 8%
IPD/Implicit Price Deflator 1.1% 1.1% 1.1% 1.1% 1.2% 0.1% 6%
425
To Table of Contents
2023-2024 Biennial Budget Section VIII: Appendices
r Nk
Property Tax Levy Information
{Pierce County portion of Auburn}
$18
$16
$14.35 $12.80 312.32
$14
311.24 $11.98
$12
$10
$3
$6
$4
$2
2.03 $1.92 $1.82I _
$1.66
$0
2018 2019 2020 2021 2022
•Library •Valley Regional Fire Authority •Sound Transit
•Pork of Tacoma Washington State ■Pierce County Flood district
Pierce County ■Auburn School district ■City of Auburn
J
Property Tax Change 2021-2022
Levy 2018 2019 2020 2021 2022 $ %
City of Auburn $ 2.03 $ 1.92 $ 1.82 $ 1.77 $ 1.66 $ (0.10) -6%
Auburn School District 6.30 3.81 5.20 5.20 4.99 $ (0.22) -4%
Pierce County 1.23 1.13 1.05 0.98 0.88 $ (0.11) -11%
Pierce County Flood District 0.08 0.08 0.10 0.10 0.10 $ (0.00) 0%
Washington State 2.91 2.62 3.01 2.93 2.66 $ (0.28) -9%
Port of Tacoma 0.18 0.18 0.18 0.17 0.15 $ (0.02) -11%
Sound Transit 0.23 0.21 0.20 0.20 0.18 $ (0.01) -7%
Valley Regional Fire Authority 0.98 0.92 0.87 1.10 1.03 $ (0.07) -6%
Library 0.41 0.37 0.36 0.36 0.33 $ (0.03) -8%
Total Levy Rate $ 14.35 $ 11.24 $ 12.80 $ 12.82 $ 11.98 $ (0.84) -7%
Auburn%to Total Levy 14.16% 17.11% 14.22% 13.78% 13.87%
Demographic Information Change 2021-2022
(King&Pierce County) 2018 2019 2020 2021 2022 %
Assessed Valuation(in 000's) $ 10,559,151 $ 11,489,516 $ 12,380,036 $ 13,368,770 $ 14,691,361 $ 1,322,591 10%
Average Homeowner Assessed Value $ 304,000 $ 343,000 $ 355,000 $ 379,000 $ 433,000 $ 54,000 14%
City Tax on an Average Home $ 618 $ 660 $ 646 $ 670 $ 720 $ 50 7%
Population 80,615 81,720 81,940 88,080 88,750 670 1%
School Enrollment 16,949 17,300 16,702 17,443 17,618 175 1%
CPI-W/Seattle,Annual growth rate 2.7% 2.7% 2.8% 2.9% 3.1% 0.2% 8%
IPD/Implicit Price Deflator 1.1% 1.1% 1.1% 1.1% 1.2% 0.1% 6%
426
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Appendix C
AUBURN
TY OF *
--+�-*
AGENDA BILL APPROVAL FORM
WASHINGTON
Agenda Subject: Date:
Ordinance No. 6879 October 24, 2022
Department: Attachments: Budget Impact:
Finance 2023-2024 Preliminary Operating $315,289,121 —2023
Budget; Ordinance No. 6879 and $316,320,363—2024
Schedule A
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6879, establishing the City's operating budget for
2023-2024.
Background Summary:
Budget Process: In April, the City began the process of developing the budget for the 2023-2024
biennium. This included budget workshops as follows:
- September 19: Budget process, fund review and General Fund overview (workshop#1)
- September 20: General Fund Departments, (continued), capital funds (workshop#2)
- September 27: Internal Service funds and proprietary funds (workshop#3)
During these presentations and workshops, Council provided input and policy guidance to staff.
2023-2024 Preliminary Budget: A copy of the 2023-2024 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 17, 2022.
Capital Budget: Council will adopt the City's 2023-2024 biennial capital budget separately, with the
approval of Ordinance No. 6879.
Ordinance No. 6879: Council's approval of Ordinance No. 6879 will establish the City's 2023-2024
biennial operating budget. As the operating budget has been reviewed by Council during the budget
workshops, adoption of Ordinance 6879 is scheduled as follows:
- November 7: Public hearing.
- November 21: Council adoption.
Staff recommends Council approval of Ordinance No. 6879.
Staff: Thomas
I Meeting Date: October 24, 2022 Item Number:
AUBURN * MORE THAN YOU IMAGINED
427
To Table of Contents I
ORDINANCE NO. 6879
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2023-2024
BIENNIAL OPERATING BUDGET FOR THE CITY OF
AUBURN, WASHINGTON
THE CITY COUNCIL OF THE CITY OF AUBURN, WASHINGTON, DO
ORDAIN AS FOLLOWS:
Section 1. As required by Chapter 35A.34 RCW, the Mayor of the City of
Auburn has completed and placed on file with the City Clerk of the City of Auburn a
preliminary biennial operating budget for 2023-2024. Notice was published, as
required by law, stating that: a) the Mayor had completed and placed the preliminary
budget on file; b) a copy would be provided at the office of the City Clerk to any
taxpayer who requested a copy; c) the City Council of the City of Auburn would meet
on November 21, 2022 at 7:00 p.m. in the Council Chambers of Auburn City Hall, 25
West Main Street, Auburn, Washington for the purpose of fixing the budget and any
taxpayer might appear at such time and be heard for or against any part of the
budget; d)the Mayor provided a suitable number of copies of the detailed preliminary
operating budget to meet the reasonable demands of taxpayers; e) The Mayor and
the City Council met at the time and place designated in the notice and all taxpayers
of the City were given full opportunity to be heard for or against the budget; f)the City
Council has conducted public hearings on November 7, 2022, and November 21,
2022 to consider this preliminary operating budget; g) at the meeting held by the City
Council on the November 21, 2022 the City Council considered modifications of the
proposed operating budget and approved the 2023-2024 biennial budget for the City
of Auburn as adopted by this Ordinance as shown on Schedule A.
Ordinance No. 6879
October 24, 2022
Page 1 of 5
428
To Table of Contents
Section 2. Implementation. The Mayor is authorized to implement those
administrative procedures as may be necessary to carry out the directives of this
legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Ordinance No. 6879
October 24, 2022
Page 2 of 5
429
To Table of Contents
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5) days from and after its passage, approval and publication as provided by law.
INTRODUCED: NOV 2 1 2022
PASSED: NOV 2 2022
APPROVED: NOV 2 1 2022
N'NCY BAittp S, MAYOR
ATTEST:
Shawn Campbell, MMC, City Clerk
APPROVED AS TO FORM:
YoxV29.
Kendra Comeau, City Attorney
PUBLISHED: O V /1Kt er 2. 5 Z 0 2 -�C�T�I-�, �� I�YLQ.S
Ordinance No. 6879
October 24, 2022
Page 3 of 5
430
To Table of Contents
Schedule A
i
2023 OPERATING FUNDS BUDGET SUMMARY
Beginning 2023 2023 Ending
Fund Fund Balance Resources Expenditures Fund Balance •
•
GENERAL FUND $16,428,633 $91,190,426 $98,143,349 $9,475,710
2• Hotel/Motel Tax 480,179 143,900 177,100 446,979
7
LL
American Rescue Plan Act(ARPA) - 4,030,000 4,030,000 -
z
w Drug Forfeiture 857,236 148,000 392,671 612,565
w
X Housing&Community Development 42,842 650,000 650,000 42,842
Q
`U Business Improvement Area 97,502 - 90,000 7,502
a.
u) Cumulative Reserve 30,713,551 80,000 1,391,450 29,402,101
City Hall Annex 2010 A&B Bond - - - -
LaLocal Revitalization 2010 C&D Bond - - - -
U
5 2020 LTGO A&B Refunding Bonds 662,707 1,507,600 1,507,600 662,707
o_
in
• LID#249 1,687 10 - 1,697
I-
w LID#350 - - - -
0
Golf/Cemetery 2016 Refunding - 370,700 370,700 -
SCORE 2009 A&B Bond - 1,366,100 1,366,100 -
Water 10,210,632 20,513,410 24,485,990 6,238,052
a Sewer 9,299,995 9,573,200 10,346,701 8,526,494
z
u- Sewer Metro 3,328,134 20,613,900 20,586,400 3,355,634
w
it
Storm Drainage 12,957,725 11,087,600 10,729,632 13,315,693
a.
IASolid Waste 2,135,607 26,646,830 26,533,984 2,248,453
I-
w Airport 601,969 1,653,800 1,988,188 267,581
Cemetery 1,812,215 1,432,300 2,308,402 936,113
w Insurance 1,710,775 12,000 182,500 1,540,276
0
Workers'Compensation 3,102,720 1,144,900 750,700 3,496,920
o z Facilities 415,868 4,683,900 4,731,374 368,394
Q D
E "- Innovation and Technology(includes 3,155,085 9,046,000 9,173,835 3,027,250
Multimedia)
- Equipment Rental 1,769,286 3,527,200 3,564,826 1,731,660
Fire Pension 1,790,627 103,600 196,256 1,697,971
o
U z
a LL SKHHP(South King Housing& 1,668,893 297,400 366,475 1,599,818
"- Homelessness Partners)
I-
z
Cemetery Endowment Care 2,158,347 64,130 - 2,222,477
r1 u-
0
TOTAL OPERATING BUDGET $105,402,215 $209,886,906 $224,064,233 $91,224,888
TOTAL OPERATING BUDGET $315,289,121 $315,289,121
Ordinance No. 6879
October 24, 2022
Page 4 of 5
431
To Table of Contents
Schedule A
2024 OPERATING FUNDS BUDGET SUMMARY
Beginning 2024 2024 Ending
Fund Fund Balance Resources Expenditures Fund Balance
GENERAL FUND $9,475,710 $101,921,889 $101,372,924 $10,024,675
zza Hotel/Motel Tax 446,979 143,900 177,100 413,779
a
LL
American Rescue Plan Act(ARPA) - 4,246,866 4,246,866 -
Z
w Drug Forfeiture
612,565 148,000 I 404,917 355,648
cc Housing&Community Development 42,842 650,000 I 650,000 42,842
Q
U Business Improvement Area 7,502 -I 7,502 -
w
a
" Cumulative Reserve 29,402,101 80,000 I 12,959,994 16,522,107
City Hall Annex 2010 A&B Bond - - - -
w Local Revitalization 2010 C&D Bond - - - -
0
j 2020 LTGO A&B Refunding Bonds 662,707 1,504,200 1,504,100 662,807
o:
w LID#249 1,697 10 - 1,707
H
co w LID#350 - - - -
a
Golf/Cemetery 2016 Refunding - 374,400 374,400 -
SCORE 2009 A&B Bond - 1,366,200 1,366,200 -
Water 6,238,052 18,963,410 I 21,242,749 3,958,713
zSewer 8,526,494 9,661,700I 10,676,197 7,511,997
u- Sewer Metro 3,355,634 21,989,300 21,961,800 3,383,134
w
(L) Storm Drainage 13,315,693 11,160,700 17,964,446 6,511,947
rz
uj Solid Waste 2,248,453 28,102,400 28,328,158 2,022,695
w Airport 267,581 1,938,000 2,107,005 98,576
Cemetery 936,113 1,432,300I 1,878,038 490,375
uw Insurance 1,540,275 12,000I 182,500 1,369,775
U
Workers'Compensation 3,496,920 1,144,900 751,000 3,890,820
e7 o J Z Facilities 368,394 4,451,000 4,468,294 351,100
Q 0
LL Innovation and Technology(includes 3,027,250 11,696,580 11,755,538 2,968,292
F Multimedia)
z
Equipment Rental 1,731,660 3,608,990 3,749,447 1,591,203
cK Fire Pension 1,697,971 103,600 206,256 1,595,315
• a
U Z
o_ SKHHP(South King Housing& 1,599,818 331,000 377,600 1,553,218
"- Homelessness Partners)
H
z
<• Z Cemetery Endowment Care 2,222,477 64,130 - 2,286,607
rr• u-
w
a
TOTAL OPERATING BUDGET $91,224,888 $225,095,4751 $248,713,031 $67,607,332
TOTAL OPERATING BUDGET $316,320,363 I $316,320,363
Ordinance No. 6879
October 24, 2022
Page 5of5
432
To Table of Contents
AUBURN
TY OF *
AGENDA BILL APPROVAL FORM
WASHINGTON
Agenda Subject: Date:
Ordinance No. 6888 October 24, 2022
Department: Attachments: Budget Impact:
Finance 2023-2024 Preliminary Capital $101,762,785—2023
Budget; Ordinance No. 6888 and $81,734,972—2024
Schedule A
Administrative Recommendation:
City Council to introduce and adopt Ordinance No. 6888, establishing the City's capital budget for
2023-2024.
Background Summary:
Budget Process: In April, the City began the process of developing the budget for the 2023-2024
biennium. This included budget workshops as follows:
- September 19: Budget process, fund review and General Fund overview(workshop#1)
- September 20: General Fund Departments, (continued), capital funds (workshop#2)
- September 27: Internal Service funds and proprietary funds (workshop#3)
During these presentations and workshops, Council provided input and policy guidance to staff.
2023-2024 Preliminary Budget: A copy of the 2023-2024 Preliminary Budget was filed with the City Clerk,
distributed to Council, and made available to the public on October 17, 2022.
Capital Budget: Council will adopt the City's 2023-2024 biennial capital budget separately, with the
approval of Ordinance No. 6888.
Ordinance No. 6879: Council's approval of Ordinance No. 6879 will establish the City's 2023-2024
biennial operating budget. As the operating budget has been reviewed by Council during the budget
workshops, adoption of Ordinance 6879 is scheduled as follows:
- November 7: Public hearing.
- November 21: Council adoption.
Staff recommends Council approval of Ordinance No. 6888.
Staff: Thomas
Meeting Date: October 24, 2022 Item Number:
AUBURN * MORE THAN YOU IMAGINED
433
To Table of Contents I
ORDINANCE NO. 6888
AN ORDINANCE OF THE CITY COUNCIL OF THE CITY OF
AUBURN, WASHINGTON, ADOPTING THE 2023-2024
BIENNIAL CAPITAL BUDGET FOR THE CITY OF AUBURN,
WASHINGTON
WHEREAS, in Ordinance No. 6682, the City Council created Chapter 3.06 of
the Auburn City Code to repurpose special capital funds and establish a multi-year
capital budgeting process.
NOW THEREFORE, THE CITY COUNCIL OF THE CITY OF AUBURN,
WASHINGTON, DO ORDAIN AS FOLLOWS:
Section 1. As required by Chapter 35A.34 RCW, the Mayor of the City of
Auburn has completed and placed on file with the City Clerk of the City of Auburn a
preliminary biennial capital budget for 2023-2024. Notice was published, as required
by law, stating that: a) the Mayor had completed and placed the preliminary budget
on file; b) a copy would be provided at the office of the City Clerk to any taxpayer
who requested a copy; c) the City Council of the City of Auburn would meet on
November 21, 2022 at 7:00 p.m. in the Council Chambers of Auburn City Hall, 25
West Main Street, Auburn, Washington for the purpose of fixing the budget and any
taxpayer might appear at such time and be heard for or against any part of the
budget; d)the Mayor provided a suitable number of copies of the detailed preliminary
capital budget to meet the reasonable demands of taxpayers; e) The Mayor and the
City Council met at the time and place designated in the notice and all taxpayers of
the City were given full opportunity to be heard for or against the budget; f) the City
Council has conducted public hearings on November 7, 2022, and November 21,
2022 to consider this preliminary capital budget; g) at the meeting held by the City
Ordinance No. 6888
October 24, 2022
Page 1 of 5
434
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Council on the November 21, 2022 the City Council considered modifications of the
proposed operating budget and approved the 2023-2024 biennial budget for the City
of Auburn as adopted by this Ordinance as shown on Schedule A.
Section 2. Implementation. The Mayor is authorized to implement those
administrative procedures as may be necessary to carry out the directives of this
legislation.
Section 3. Severability. The provisions of this ordinance are declared to
be separate and severable. The invalidity of any clause, sentence, paragraph,
subdivision, section or portion of this ordinance, or the invalidity of the application
thereof to any person or circumstance shall not affect the validity of the remainder of
this ordinance, or the validity of its application to other persons or circumstances.
Ordinance No. 6888
October 24, 2022
Page 2 of 5 -
435
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i
1
I
Section 4. Effective Date. This Ordinance shall take effect and be in force
five (5)days from and after its passage, approval and publication as provided by law. I
INTRODUCED: NOV 2 1 2022
PASSED: Nov 2 1 2022
APPROVED: NOV 2 1 2022
spy.4 .
rNCY °` KUS-, MA FOR
ATTEST:
Shawn Campbell,IVMC, City Clerk
APPROVED AS TO FORM:
ICONES UNWAAA
Okak,
Kendra Comeau, City Attorney
PUBLISHED: IV o VV 2 5 ) 2 0 2, 2 -5-e a itT) ryut.s
Ordinance No. 6888
October 24, 2022
Page 3 of 5
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Schedule A
2023 CAPITAL FUNDS BUDGET SUMMARY
Beginning 2023 2023 Ending
Fund Fund Balance Resources Expenditures Fund Balance
a
z Arterial Street $965,783 $9,085,192 $9,360,894 $690,081
D
Li_
LU Local Street 1,932,689 2,598,000 2,036,300 2,494,389
z
W
Arterial Street Preservation 2,699,358 4,041,772 4,100,000 2,641,130
ce
Q URecreational Trails 95,845 7,100 - 102,945
W
(0 Mitigation Fees 10,976,167 1,601,200 7,043,982 5,533,385
Municipal Park Construction 816,504 1,545,100 1,347,800 1,013,804
JF..
H Li j
Capital Improvements 13,078,556 6,833,300 6,320,700 13,591,156
U rY
a
Local Revitalization 245,831 256,200 500,000 2,031
Water 3,321,676 10,752,092 13,041,560 1,032,208
0
0
m Sewer 8,687,557 377,200 5,992,500 3,072,257
u_
W
E iY Storm Drainage 7,744,442 536,200 6,713,394 1,567,248
a.
rY
H Airport 311,215 4,000,755 4,238,390 73,580
z
W
Cemetery 7,184 355,100 355,050 7,234
J aj
v rn Innovation and Technology 237,354 674,700 585,300 326,754
za' > z
IJJ
I— 0) "- Equipment Rental 4,508,173 3,470,540 3,096,120 4,882,593
TOTAL CAPITAL BUDGET $55,628,334 $46,134,451 $64,731,990 $37,030,795
TOTAL CAPITAL BUDGET $101,762,785 $101,762,785
•
Ordinance No. 6888
October 24, 2022
Page 4 of 5
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Schedule A
2024 CAPITAL FUNDS BUDGET SUMMARY
Beginning 2024 2024 Ending
Fund Fund Balance Resources Expenditures Fund Balance
0
z Arterial Street $690,081 $11,307,150 $11,968,800 $28,431
D
u_
zLocal Street $2,494,389 $2,546,100 $1,951,300 $3,089,189
w
Arterial Street Preservation $2,641,130 $4,203,100 $5,250,000 $1,594,230
cC
U
Recreational Trails $102,945 $7,100 $0 $110,045
w
� Mitigation Fees $5,533,385 $1,600,100 $7,003,800 $129,685
Municipal Park Construction 1,013,804 $568,800 $768,500 $814,104
H w
FE o Capital Improvements 13,591,156 $4,099,300 $7,249,500 $10,440,956
U iX
a.
Local Revitalization 2,031 $2,082,866 $2,081,866 $3,031
Water 1,032,208 $5,603,310 $6,176,810 $458,708
to
0
D Sewer 3,072,257 $377,200 $1,344,000 $2,105,457
LL
w
co Storm Drainage 1,567,248 $7,536,200 $8,065,000 $1,038,448
iY
1-1
Airport 73,580 $1,145,755 $1,101,210 $118,125
w
Cemetery 7,234 $100 $50 $7,284
J
5 U (I) Innovation and Technology 326,754 $603,944 $514,544 $416,154
o
w ,x ,
titw LL Equipment Rental 4,882,593 $3,023,152 $2,648,380 $5,257,365
TOTAL CAPITAL BUDGET $37,030,795 $44,704,177 $56,123,760 $25,611,212
TOTAL CAPITAL BUDGET $81,734,972 $81,734,972
Ordinance No. 6888
October 24, 2022
Page 5 of 5
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2023-2024 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 can be based on the value of
products, gross proceeds of sales or gross income of the business.
Balanced Budget
A budget is considered balanced when the fund's total resources of beginning fund balance, revenues and
other financing sources is equal to the total of expenditures, other financing uses and ending fund balance.
BARS
Budgeting, Accounting & Reporting System (BARS); refers to the accounting rules established by the State
Auditor's Office.
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2023-2024 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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2023-2024 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 accounted for elsewhere. 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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2023-2024 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)
Marketplace fairness legislation, known as Marketplace Fairness Act, was effective as of January 1, 2018, via
Engrossed House Bill (EHB) 2163. This law requires remote sellers, marketplace facilitators, and 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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2023-2024 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 the 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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2023-2024 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.
Square Footage Fee
A square footage fee is a tax levied on businesses. It is based on the square footage of the business operation
in Auburn.
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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2023-2024 Biennial Budget Section VIII: Appendices
LIST OF ACRONYMS
AAAE -American Association of Airport Executives
AC -Asbestos Cement
ACC -Auburn City Code
ADA-Americans with Disabilities Act
ADP -Average Daily Population
AEP -Auburn Environmental Park
AMI -Automated Meter Infrastructure system
AOP-Active Operating Picture
ARPA—American Rescue Plan Act
ASD -Auburn School District
AV-Assessed Value or Assessed Valuation
AVHS -Auburn Valley Humane Society
AWC -Association of Washington Cities
AWN -Auburn Way North
AWS -Auburn Way South
B&O - Business &Occupancy (tax)
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
CFR- Code of Federal Regulation
CH -City Hall
CJTC - Criminal Justice Training Commission
COA-City of Auburn
COLA- Cost Of Living Adjustment
COVID-19 -Coronavirus 2019
CPI - Consumer Price Index
CPTED -Crime Prevention Through Environmental Design
CRM -Customer Relationship Management
DEA- Drug Enforcement Agency
DES - Department of Enterprise Systems
DFIRM - Digital Flood Insurance Rate Map
DMS- Dynamic Message Signs
DOC - Department Operations Center
DOE- Department of Ecology
DOH -Washington Department of Health
DOJ - Department of Justice
DUC - Downtown Urban Center
DWSRF - Drinking Water State Revolving Fund
ED - Economic Development
EHS - Engrossed House Bill
eGIS - Electronic Geographic Information System
EIS - Environmental Impact Study
EOC - Emergency Operations Center
EPA- Environmental Protection Agency
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2023-2024 Biennial Budget Section VIII: Appendices
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)
ERU - Equivalent Residential Unit
ESCO - Energy Service Company
FAA- Federal Aviation Administration
FEMA- Federal Emergency Management Agency
FOD - Foreign Object Debris
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)
GDP- Gallons Per Day
GPS - Global Positioning System
GRC - Green River College
GSA- General Services Administration
GSP - Greater Seattle Partners
HCDA- Housing and Community Development Act (of 1974)
HIDTA- High Intensity Drug Trafficking Areas
HB - House Bill
HR- Human Resources
HUD - Housing and Urban Development
HVAC - Heating, Ventilation and Air Conditioning
ICC - International Code Council
I/I - Infiltration/Inflow
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
LF- Linear Feet
LID - Local Improvement District
LOS - Level of Service
LRF- Local Revitalization Financing
LTAC - Lodging Tax Advisory Committee
LTGO - Limited Tax General Obligation
M&O - Maintenance and Operations
MFA- Marketplace Fairness Act
MIT - Muckleshoot Indian Tribe
MVET- Motor Vehicle Excise Tax
MVFT- Motor Vehicle Fuel Tax
NACSLB- National Advisory Council on State and Local Budgeting
NCCHC - National Commission on Correctional Healthcare
NLC - National League of Cities
NPDES - National Pollution Discharge Elimination System
NPV- Net Present Value
O&M -Operating and Maintenance
OG -On Going
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2023-2024 Biennial Budget Section VIII: Appendices
OPEB - Other Post-Employment Benefits
OSHA-Occupational Safety and Health Administration
OT-One Time
PAPI - Precision Approach Path Indicator
PCI - Pavement Condition Index
PCTCC - Pierce County Transportation Coordinating Committee
PD - Police Department
PERS -Washington's Public Employees' Retirement System
PI - Program Improvement
PSE- Puget Sound Energy
PSRC - Puget Sound Regional Council
PWTF - Public Works Trust Fund
PWTFL- Public Works Trust Fund Loan
R&R- Repair and Replacement
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
RMS- Records Management System
ROW- Right of Way
RPEC - Regional Project Evaluation Committee (see PSRC)
RRFB - Rapid Rectangular Flashing Beacon
RSA- Runway Safety Area
RTC - Regional Transit Committee
RTID - Regional Transportation Improvement District
SAFER-Safe Auburn For Every Resident
SBA- Small Business Association
SBDC - Small Business Development Center
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
SIU - Special Investigations Unit
SKC - South King County
SKHHP - South King Housing and Homelessness Partners
SLA-Service Level Agreement
SMART- Specific, Measurable, Attainable, Relevant and Time-bound
SOP - Standard Operating Procedures
SOS -Save Our Streets program
SSHAP- South Sound Housing Affordability Partners
SST- Streamlined Sales and Use Tax
SWAT- Special Weapons and Tactics
TAB -Transportation Advisory Board
TADA-The Auburn Downtown Association
TBD -To Be Determined
TI -Transfer In (also Ill)
TIB -Transportation Improvement Board
TIP -Transportation Improvement Program
TNET-Tahoma Narcotics Enforcement Team
TO-Transfer Out (also T/O)
USCM - United States Conference of Mayors
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2023-2024 Biennial Budget Section VIII: Appendices
UTGO - Unlimited Tax General Obligation bonds
VASI -Visual Approach Slope Indicator
VFW-Veterans for Foreign Wars
VMS-Variable Message Signs
VNET-Valley Narcotics Enforcement Team
VRFA-Valley Regional Fire Authority
WAMA-Washington Airport Managers Association
WASPC -Washington Association of Sheriffs and Police Chiefs
WATPA-Washington Auto Theft Prevention Agency
WRIA -Water Resources Inventory Area
WS -Workshop
WSDOE -Washington State Department of Ecology
WSDOT-Washington State Department of Transportation
WTD -Water Treatment Division
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DOCUMENT AND FINANCIAL DATA PREPARED BY:
Jamie Thomas
Finance Director
Frank Downard
Financial Planning Manager
Consuelo Rogel
Financial Analyst
Melina Si
Financial Analyst
Chad Engwer
Financial Analyst
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CITY
JBUI-tN
WASHINGTON